Governance

Strategy and Leadership


IMD Prof. Michael Wade:
The image of a vortex helps us conceptualize the way digital disruption
impacts firms and industries

IMD Prof. Cossin, Ong Boon Hwee:
Inspiring stewardship and venture valorization investments
to create a positive social impact

Rodria Laline:
Nobody knows where in governance the story begins and where it ends
while the discretionary space given to boards has only been increased


MOVING FORWARD IN A CHAOTIC WORLD

Governance is difficult for many to interpret. While we are on the right track in governance, we are still witnessing excesses today and we need to work hard on best-practice cases to show that the corporate governance Code is a good guide that is widely supported. And that is not easy if each country ultimately chooses its own path in terms of insight into the Code and in terms of the reasonableness, fairness, and fiduciary duties in complying with the Code. In the Netherlands, the Supreme Court has made a more explicit statement about the binding nature of the principle-based governance Code. To comply or explain is legally anchored in the Netherlands and as a result has direct and indirect effects. But when the Monitoring Commission had added long-term value creation compliance to its Code, the challenge of aligning the Code regionally in the world has only been increased.

The purpose of the company is to produce solutions triple bottom line and, in the process, to produce profits. However, TBL thinking and material ESG targets require a government to mandate shareholders the use of standards, to execute audits by a 3rd party and to create a fiduciary duty to society. There are hardly any such mandates. Governance, strategy, performance, and prospects must create value. Value creation – and unfortunately for many countries this only contains the short-term maximization of shareholder value - is in the new Code based on entity-centric thinking and the principle that the company is a long-term partnership of stakeholders.

To transition from an agency-principle to an entity-centric governance model, is a revolution in governance. Although a new generation widely supports the latter view there is a long way to go. The coronavirus pandemonium shows our global dependencies and creates a wicked problem in the public multi-purpose multi-value governance models. Aligning all those too early creates a chaotic context and uncertainty as to strategy and the role of the board. As a result, entity-centric thinking in decision-making today to balance all interest, purposes and values within the diversity of cultures and cross-border governance, does not deliver yet enough governance guidance.

Time to go back to school to share a nexus of experience in governance.



INTRABOND CAPITAL PORTAL
Work in progress



BIG DATA ANALYTICS

Strategy execution. Exploiting analytics, insight and co-creation with customers. New opportunities for the social-enabled enterprise.

ENTERPRISE APP STORE

Immediate and real-time insight in the effectiveness and dynamics of opportunity chains. Growth through customer-facing applications.

MEDICAL LAB-ON-A-CHIP

Building collaborative and long-term investment relationships in nano- and wearable technology to detect deseases.

ROBOTICS NEURONS

Artificial Intelligence, Drones,  Augmented/Virtual Reality, the Internet of Things, Machine Learning, and 3D Printing.

CRISPR GENE EDITING

Mind and matter in the universe. Genome engineering, DNA reading and writing algorithmes, sequenced to be edited and engineered.

BLOCKCHAIN FRAMEWORK

Trusted aligned partnerships in the business ecosystem. New styles of digitial interactions using smart contracts and node network effects.

AUGMENTED REALITY

Retail business. The ecommerce of anything by connecting mobile phones to software overlays, tv-screens, tagged objects and entertainment.

ETG ESG GOVERNANCE

. EnterpriseTechnology Governance. Environment Social Governance. Decide the underlying quest and  for transformation. Pursue value.




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