- Governance affecting boards
Know what it takes to be the leader
- Dedicated to the prosperity of clients
Relating client needs to investment expertise
- Powerful collaboration lasting for years
From scaling up to growing up
- Fail fast, learn fast, staying ahead of the curve
Engaged in digital transformation and change
- From governance to performance
Making healthier sustainable choices


from balcony and The dance floor

In the current board dynamics environment, the role of the board in strategy and risk oversight requires prospective, new, and seasoned directors who can stay ahead of the curve on key board governance issues and leading practices. The foundation of IMD's four pillars of governance dynamics and Intrabond Capital’s LQM leadership model create value to meeting targeted goals of organizations and individuals. In the first LQM quadrant and with an explorer mindset management establishes value propositions by identifying business opportunities, empowering, and delighting customers. In the second LQM quadrant and with an architectural mindset management delivers value, shaping and innovating sustainable business models to emerge and grow. In the third LQM quadrant, great leaders capture value by using steward leadership to empower the talented orchestra to create music for exciting markets, communities, and partnerships. With many followers in the subscriber base the strategy has been established and value created. Courage, competence, and political willingness drives change in the fourth LQM quadrant. Humility, adaptability, passion, and engagement are the drivers of the digital and algorithm business. There is call for more active and co-creative boards in the COVID-19 situation. Boards that are not overly concerned about short-term quarterly results and regulatory complexity. Boards with a compelling purpose and vision.