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Our Board Development Portfolio
IMD Global Board Center
Our Board Development Portfolio
IMD Global Board Center
IMD Global Board Center | Сhemin de Bellerive 23 | 1007 Lausanne, Switzerland
At IMD, we have dedicated our thinking and resources to improving board performance. This
mission has now been active for over 35 years. The IMD Global Board Center extends this even
further. With a core agenda of supporting long-term organizational success through a strong
board, it brings together world-class thought leadership and global best practices in a
systematic way to help boards reach their full potential.
The center undertakes pioneering research into the diverse dimensions of governance and is
viewed as a global benchmark for promoting advanced corporate governance thought and
practices. We address real-world issues in ways that can be used by boards to improve their
performance and play a strategic role in their company’s success. Our insights and thought
leadership not only provide innovative material for our board education programs, but help
set the agenda for better board practices and governance.
About IMD Global Board Center
To empower board members and enhance board performance across the world against a backdrop of pressures from society, government and an increasingly globalized and complex world
Our Mission
Legacy in Board Education
In the mid-1970s trends in the relationship between business and society and abuses in compensation had a significant impact on the functioning of boards of directors, which were seen as weak. In 1977, IMD launched its flagship board program, focusing on the theme 'Boards in Transition'.
Against the loosening of financial regulation, the issue framing boards became the abuses in value destruction due to a massive increase in M&A activity. The common theme was that boards needed to be more effective. IMD board program, was already working with over 300 board directors to help them improve their own and their overall board's effectiveness.
As time spent on board work increased due to an increase in governance and financial regulation, IMD looked to helping board directors balance tensions in a paradoxical world; reflecting onu structural tensions that constantly threatened to undermine board effectiveness.
The beginning of the 21st Century was typified with corporate scandals, which led to even greater regulation and a closer look at the work of boards. Diversity, particularly gender diversity was a key issue. IMD focused on the key question of 'what is the real value of boards?' The complexity of board work and the 'art' required to making boards work, was an overarching theme. Following the 2008 subprime, IMD renewed emphasis to board composition and the role of shareholders, the role of the board inmonitoring risk and creating strategy.
Today IMD Global Board Center programs are built on Four Pillars that effective boards must leverage: focus, information, processes and dynamics.
1970s
1980s
1990s
2000s
2016
GOVERNANCE RESEARCH
Our Board Education Portfolio“Helping your board be its best”
Our unique combination of open enrollment and custom programs aims to empower board members and enhance board
performance against a backdrop of pressures from society, government and an increasingly globalized and complex world.
BOARDBOOSTER
HIGH PERFORMANCE
BOARDS PROGRAM
GOVERNANCE REVIEW
Governance ResearchSupporting long-term Corporate Success Through a Strong Board
IMD Global Board Center undertakes pioneering research into the diverse
dimensions of governance challenges. We address real-world issues in ways
that can be used by boards to improve their performance and play a
strategic role in their company’s success. Our insights and thought
leadership not only provide innovative material for our board education
programs, but help set the agenda for better board practices and
governance.
Most governance research and education focuses on executive control –
but misses the active role of boards in contributing to company
management and governance. IMD Global Board Center takes a different
approach, with the express aim of developing boards into the competitive
advantage that the complexity of today’s world requires. Our approach is
not abstract or rules-based, nor wedded to any particular governance
system. It is about developing boards into a key asset for sustainable
success.
Research Themes 2016 (a selection)
Governance and Innovativeness of Firms
Governance of Mergers and Acquisitions
Board Leadership
Governance as a Driver of Performance Culture
Strengthening Governance in Emerging Market Companies
Governance Practices as Marker for Investment Selection
Boards and Social Impact
Beyond Governance: Stewardship
Best Practices of Governance of State Owned Enterprises
High Performance Boards Program“How board directors make a real difference”
Open enrolment program
Leading director’s education program since 1977 at IMD
Exclusively for executive and non-executive supervisory board members,
chairpersons and board nominees
Inspired by the latest research and the world’s best boards, and with more
than 35 years of board education experience
Examines issues related to supervisory board performance and board
effectiveness
We use leading academics and seasoned practitioners to drive the content.
We support the program with our latest research and actively involve our
research team in the design.
We involve 7 to 12 faculty/speakers in a dense format.
High Performance Boards examines issues related to supervisory board
performance and effectiveness, giving you the skills, tools and framework
to boost your board's performance - as well as your own. Inspired by the
latest research and the world's best boards, and with more than 35 years
of board education experience, High Performance Boards examines
issues related to supervisory board performance and effectiveness.
Together with peer board members and prominent chairpersons from
around the world, you explore successes and failures, go deep inside best
practices, and identify the strategies, structures and processes that make
boards the driving force behind their company's success. The program
also provides numerous networking opportunities.
The Leading Directors’ Education Program Since 1977!
HPB Stats since 2011How board directors make a real difference
Over 38 nationalities, 43 countries, average age of 50
50 different industries represented
41 executive guest speakers
Around a trillion dollar in market cap
68 programs in 38 years since 1977
High Performance BoardsSelect guest speakers & special advisors
Dr. Peter WuffliChairman, IMD Foundation Board, Partners Group Holding AG , eleaFoundation for Ethics in Globalization Vice-Chairman, Zurich Opera House
John Cryan Co-CEO, Deutsche BankBoard Member, Man GroupFormer Board Member, TemasekInternational (Europe) Limited Former Group CFO, UBS AG
Michel DemaréChairman, Syngenta AGVice-Chairman, UBS AGBoard Member, Louis-Dreyfus Commodities Holdings BV, IMD Foundation Board
Rolf SoironChairman, Lonza Group LTDBoard Member, economiesuisseFormer Chairman, Holcim Ltd.
Jürg WitmerChairman, Givaudan Group, Interpharma Investments Ltd.Vice–Chairman, Syngenta
Estelle MetayerBoard Member, Ubisof , BRP (Bombardier Recreational Products)Founder and Principal, Competia
Hans Ulrich MaerkiChairman, IBM (EMEA)Board Member, ABB LTD,Swiss Re Ltd, Mettler Toledo International
Bo RisbergChairman, Piab Group Holding ABVice-Chairman, IMD Foundation BoardBoard Member, Trelleborg AB, Former President & CEO, Hilti Corporation
Gerard KleisterleeChairman, VodafoneBoard Member, Royal Dutch ShellFormer President & CEO, Royal Philips ElectronicsFormer Board Member, Dell Inc,
Daimler AG.
Andrew GouldExecutive Chairman, BG GroupFormer Chairman & CEO SchlumbergerFormer Board Member, Rio Tinto plc.
Urs RohnerChairman, Credit Suisse Group Board Member, GlaxoSmithKline plc, IMD Foundation BoardFormer Chairman & CEO, ProSiebenSat.1 Media AG
Ann FudgeBoard Member, Unilever, Rockefeller FoundationFormer Board Member, Marriott International Inc., General Electric Co, Novartis AG, Honeywell International Inc.Former Chairman & CEO, Young & Rubicam Brands
Diane de Saint VictorBoard Member, Barclays Bank PLCHead of Legal & Integrity, General Counsel, Company Secretary, ABB LTD.
Risto SiilasmaaChairman, NokiaFounder and former CEO,F-Secure Corporation
High Performance BoardsSelect past leading participants
Hashem Al-RifaiSecretary General, Supreme Council for Planning & Development KuwaitFormer CTO, KPCFormer Chairman & Managing Director, KOGC
Flemming BesenbacherChairman, Carlsberg A/S & The Carlsberg Foundation
Ole AndersenChairman, Danske Bank, Bang & Olufsen A/S & Chr. Hansen Holding, A/S
Ulrich LehnerChairman, Deutsche Telekom AG, Thyssenkrupp AG Board Member, E.ON SE, Porsche Automobil Holding SEFormer Chairman, Henkel KGaAFormer Board Member, Novartis AG
Jim Hagemann SnabeChairman, Forum‘s Centre for Global Industries World Economic ForumVice-Chairman, Bang & Olufsen A/SBoard Member, Danske Banke, Siemens AG, Allianz SE, SAP SEFormer Co-CEO, SAP AG
Pierre LandoltChairman, Sandoz Family Foundation, Landolt & Cie SA.Vice-Chairman, Parmigiani Fleurier SA, Montreux Jazz Festival FoundationPresident, Board Member, Novartis AG
Dato. Mohammad Zainal Bin ShaariManaging Director, MardecBerhad,Tradewinds BerhadFormer Board Member, Proton Holdings Bhd, Tenaga Nasional Berhad
Søren Bjerre-NielsenChairman, Danmarks Nationalbank, VKR Holding A/S, MT Højgaard
Niels B. ChristiansenPresident & CEO, Danfoss A/SChairman, Axcel A/SBoard Member, AP Moller-Maersk A/S, Former Vice-Chairman, Bang & Olufsen, Danske Bank A/S
H.E. Nasser bin Khamis Al JashmiUndersecretary, Sultanate of Oman’s Ministry of Oil & GasChairman , Oman LNG, Oman Refinery CompanyBoard Member, Oman Gas Company, Petroleum Development Oman, Oman Shipping Company
Drs. N.W. HoekChairman of the Executive Board, Delta Lloyd N.V.
Nanno KleiterpChairman, FMO, IUCN NL, Natural Capital Coalition, EDFI
Michel DemaréChairman,Syngenta AG, SwissHoldingsVice-Chairman, UBS AGBoard Member, Louis-Dreyfus Commodities Holdings Board Member, IMD Foundation Board
Ann FudgeBoard Member, Unilever, Rockefeller FoundationFormer Board Member, Marriott International Inc., General Electric Co, Novartis AG, Honeywell International Inc.Former Chairman & CEO, Young & Rubicam Brands
The Board Effectiveness Package
1 PRE-PROGRAM:
MEETINGS & INTERVIEWS
It will combine a short, informal survey, during interviews with members of the board, top management team. Optionally shareholders and other stakeholders
2 PRE-PROGRAM:
EFFECTIVENESS SURVEY
Launch of the survey with an assessment of the board structures, processes, information architecture, board culture, dynamics within the board & with the management team, committees role & structures, board performance overall
3 CUSTOMIZED BOARD
PROGRAM DELIVERY
The implementation phase with an effectiveness board program. Based on the survey results, the overall aim is to provide the necessary channels to imitate the transformation and identifies the steps required for the continuous reinforcement of governance excellence
Board Boosters“Build capability, trust & confidence within the board”
Each of our custom programs are founded on cutting-edgeresearch and the extensive experience of IMD Faculty, andinspired by the board practices of leading organizations in Asia,Europe, the Americas and the Middle East.With a heavy emphasis on experiential and discussion-basedlearning, our programs also draw on the diverse perspectives ofguest speakers and participants – your peers from around theworld
1) Highly customized programs to drive your board’sperformance
2) Designed to meet the specific learning and developmentneeds of your board
3) Exclusively developed for supervisory board members4) Inspired by the latest research and the world’s best boards,
and with more than 35 years of board education experience
Detailed review of corporate governance documents (Articles of
Incorporation, Organizational Rules, Board Committee Charters,
Functions Diagram, Internal Assessment Templates etc.).
Collecting data through surveying and self assessments
Short interviews with a selection of board members and, on
agreement, other stakeholders (including senior management), that
will allow to set programme expectations and also start establishing
individual views of the different dimensions addressed within the
topics.
Co-creation of program expectation and “Must-Wins”
A full reflection on the specific challenges of your board
Board BoostersBenefits from your Board Booster Program
Strengthen the strategy (definition, alignment and commitment)
Support the strategic reflexion of the board
Reinforce the interaction between management and the board
Create a stronger basis for communication of the strategy (for internal and
external purposes)
Board BoostersPotential Sessions
Board Dynamics, Decision Styles and Discussion Styles: Threats to Static Systems
Board Leadership in Volatile Times: The Board as a Secure Base
Global Governance Trends: Evolution for Main Political and Economic Transnational Actors
Evaluating Yourself as a Board Member: Self-reflection Tools and Processes
Latest Techniques in Risk Management Practices: Combining Psychology and Financial Economics
Board and Social Media
New Trends in Strategic Thinking: Probe, Sense and React/Internal Competitions/Focused
Responses/Others
Supervising and Boosting Management Development and Succession Quality Across the Organization: Best
in Class Practices
Overcoming Board Blindspots and Developing a Meaningful Role
Potential Sessions:An indicative list of sessions we have
delivered to organizations such as yourself
The In-Depth Governance Review
A B C ✓
Assessment(Engage board and key
stakeholders gather
data/information)
Diagnosis(Identification of
ineffective practices impact of current
governance practices)
Implementation (Open-Ended) (Final
Report & Transformation
process)
INTERNATIONAL GOVERNANCE EXCELLENCE
A holistic assessment of the different board
aspects including governance practices,
structures, processes and dynamics.
The review is designed to diagnose board
aspects that are in need of strengthening,
aspects that require a complete overhaul,
and makes recommendations for
improvement.
PHASE PHASE PHASE
“Plotting a new course to improved governance”
A HOLISTIC ASSESSMENTOVER 12 WEEKS
The In-Depth Governance Review
Phase A: Assessment ENGAGE BOARD AND KEY STAKEHOLDERS GATHER DATA/INFORMATION
This phase of the process is concerned with assessing thecurrent state of the governance practices of company’sboard of directors. We begin gathering relevantdata/information by engaging members of the board andkey stakeholders. We also review available company’srecords of governance procedures, official reports andconstituting/regulatory documents, but also strategicdocuments for the organization overall. A perusal of thesedocuments will enable us to contextualize the data gatheredthrough surveys and interviews and thus add a crucialanalytical dimension to the study. This stage provides uswith keen insights into the governance conditions at thecompany’; that is, an acute view of the breadth and depth ofthe governance challenges facing the board.
Phase B: Diagnosis IDENTIFICATION OF INEFFECTIVE PRACTICESIMPACT OF CURRENT GOVERNANCE PRACTICES
In this stage we interpret and analyse the data/information gathered during theprevious phase. The objective is to identify the causes and consequences of weakgovernance practices so as to set the appropriate steps to achieve governanceexcellence. Additionally, we assess the relative performance of the board in terms ofsector best practices and governance best practices in general. Furthermore, wesystematically approach the underlying causes of the shortcomings in governanceand their impact in order to set priorities as to which practices will be targeted first.Prioritization will expedite the transformation of governance; it will be made basedon the most commonly identified issues by board members and key stakeholders.Those issues are likely to be the governance practices that have the greatest impacton the performance of the company.
PHASE C: Implementation & Final Report TRANSFORMATION PROCESS
In this phase we present the final report highlighting keyfindings and lessons learned, and emphasizing the necessarysteps to materialize the transformation of governancepractices. In addition, this stage sets optional (butnecessary) paths to move further and to sustain governanceexcellence. The final report thus identifies specific boardtraining needs; it presents comprehensive suggestions tomeet these needs and to reinforce the constantimprovement of governance.
OVER 12 WEEKS
A HOLISTIC ASSESSMENT
Board Retreat Workshops“Meet & share experience with today's top leaders”
In these turbulent times, boards are not only becoming
more visible but are also increasingly considered as being
more responsible. But how can board members guide and
support responsible business practices? Board retreats are
an opportunity to meet with people from around the
world and exchange views on a specific governance topic.
You will draw on the diverse perspectives of IMD Faculty,
guest speakers and participants to advance your thinking
and help you move to specific actions and boost your
board's performance.
Why you should attend
These 2-day workshops dedicated to a first class worldwide networking,
experience sharing and best practices learning will use the diverse
perspectives of today's top leaders and top-class faculties to explore the
tangible challenges and opportunities associated with specific governance
issues in the current environment. You will quickly focus on advancing your
current thinking and move to specific actions that can be taken or
considered by your board or yourself.
The IMD board retreats are held in different locations around the world.
Meet the Director
Professor Cossin is the director of IMD Global Board Center. He works with seniorleaders, executive committees and boards to provide the latest thinking on best-in-class governance, risk and opportunity optimization, investment selection andstrategy design. He favors an adaptive and interactive approach to findingdistinctive solutions for organizations in many different cultures on a wide rangeof management topics. His latest research focuses on the role of the board inachieving success. His past research has dealt with risks, M&As and financialdecision making.
In his work with boards, Professor Cossin helps them enhance organizationalperformance through strategy involvement, best-in-class decision making,information management and general governance (including boardrestructurings).
He is an advocate of adapting board work to the economic transformation takingplace in many regions of the globe, and through his international experience hehas gained insights into the different ways in which societies and economies dealwith the issues at stake.
He also looks at the latest approaches to risk issues. His work addresses not onlytechnical risks (for which he uses his finance background) but also those arisingfrom a number of different factors: psychological biases, social and culturalenvironments, technological changes (such as in information issues), strategicchoices and/or from governance structure (for which he levers his longexperience with senior leaders).
Professor Cossin is an advisor and/or executive teacher with the United Nations,central banks of several countries, the boards or executive committees ofcorporations, financial institutions and funds in Europe, Asia and the Middle East.
His most significant experience is with the oil and gas industry (Schlumberger,
Shell, Sinopec, Saudi Aramco and others) and the banking industry (HSBC, Bank ofAmerica, Goldman Sachs, ICBC and others), but he has also worked with manyother industries (media, luxury goods, retail, shipping, etc.). He is a member of theRisk Who's Who Society, the American Finance Association, the Eastern FinanceAssociation, and the European Finance Association.
Professor Cossin holds a PhD from Harvard University (Robert C. Merton Chair)and is a former Fulbright Fellow at the Massachusetts Institute of Technology,Department of Economics (USA). He is a former student of ENS rue d'Ulm (France)and holds master degrees from Sorbonne University and EHESS (France).
Before joining IMD, Didier Cossin worked for Goldman Sachs (London, UK) andpharmaceutical company Roussel-Uclaf (Tokyo, Japan) as it was considering aninitial offering on the Tokyo Stock Exchange. He has taught at Harvard University,where he obtained two Derek Bok Awards for excellence in teaching, and wasassociate then full professor at HEC, University of Lausanne (1993-2002).
He chaired the university’s Department of Management (1995-1997); was theDirector of both its Institute of Banking & Financial Management (1997-2002) andits PhD in Management (1997-1999). At IMD, he has led or co-led the pensionfund, the recruiting process, a strategy review as well as other administrativeresponsibilities supporting the success of the organization.
He is the author and co-author of two books, a number of book chapters andmany articles, several of which have obtained citations of excellence or otherawards.
He holds the UBS Chair in Banking and Finance at IMD and has also receiveddistinctions such as the Febelfin BFI Chair and the Deloitte Risk ManagementChair.
Didier Cossin Director of IMD Global Board CenterProf. of Finance and GovernanceUBS Chair in Banking anf Finance
Meet Our Faculty Team
Dan DenisonBoards and Corporate Culture, Boards and Leadership
Jean-Philippe DeschampsBoards and Innovation
Nuno FernandesCEO Compensation, Financials, M&As, Financial Strategies
Robert HooijbergCEO Succession
Donald MarchandInformation Governance
Martha MaznevskiBoards Culture and Diversity
Seán MeehanCustomer Centricity and the Board
Stefan MichelBoards Customer , Tracking & benchmarking Customer Centricity
Denise H. Kenyon-RouvinezFamily Boards, Family Governance
Paul StrebelBoard Strategy and Priorities, Structure and Conflict Resolution
Ginka ToegelBoard Diversity, Board Psychology
Michael D. WatkinsCEO Succession, Executive Teams, and Crisis Prevention
Michael YazijiBoards and Stakeholders Relations, Boards and NGOs
Didier Cossin Director of IMD Global Board CenterUBS Chair
Bettina BüchelDiversity, Boards And Strategy
Carlos BragaIFRC GovernanceReview
Ben BryantBoard Leadership
Salvatore CantaleFinancial Issues
Testimonials & Past Leadings ParticipantsBoard Programs (2011-2016)
HPB has helped me to better manage board issues. It broadened and refreshed my perspective of the relationship between the board and management, and provided useful and practical insights from live case studies.
H.E. Nasser bin Khamis Al JashmiChairman OMAN OIL COMPANYOman
The board program is very inspirational. It points in the direction of board's roles and responsibilities which are critical for success and effectiveness but which are either overlooked or taken for granted - a dangerous "complacency".
Ambrosie Bryant OrjiakoChairmanSEPLATPETROLEUMNigeria
The board program addresses the all-important question of a board's 'sense of purpose' by exploring in detail the chairman-CEO and the board-executive committee relationships. Key takeaways for me include how to optimize the composition of a board, how to engage with non-governmental organizations and how to leverage social media as a new and powerful channel of communication.
Michel DemaréChairmanSyngentaSwitzerland
This board program was a fantastic program, very stimulating lectures. The speakers did not focus on general aspects they always showed examples of real life. Good speakers catching the attention of the people, and stimulating broad discussion. Excellent learning environment.
Verena BrinerDirectorNOVARTISSwitzerland
It was a great opportunity to step back and reflect on Board responsibility. I left the Board program with a lot of ideas for immediate actions.
Ulrich LehnerChairman DEUTSCHE TELEKOMGermany
This program gives an excellent perspective of the current business environment. Every board member needs to attend every so often; no matter how many years he or she has been a director.
Mr. Sanjiv RaiManaging Director & CEO ITNL ENSO RAIL SYSTEMSIndia
The High Performance Boards program is the best program I have ever attended regarding board education.
Abdullah AldubaikhiBoard Member, AL OTHAIM,BANK ALKHAIR, DAEM, CFGSaudi Arabian
The program is a unique opportunity to broaden your perspectives on corporate governance and reflect on the priorities which matter most to directors. It really shows you how to achieve high performance.
Mr. Dominique FreymondVice-Chairman of the Board Chairman of the Nomination & Remuneration Committee The SWISS POST Switzerland
The program was a great way to benchmark how our board is functioning, and we will certainly implement some of the new strategic initiatives boards are taking to create value.
Mr. Jeffrey JumpPresident BIOSENSORS INT. PTE LTD Republic of Singapore
This five-day program was inspiring and very useful! The teaching and coaching was not theoretical but very concrete and dealt only with real cases
Mr. Geert VersnickChairman EANDIS CVBA Belgium
Testimonials & Past Leadings ParticipantsBoard Programs (2011-2016)
Testimonials & Past Leadings ParticipantsBoard Programs (2011-2016)
In the past, many boards have served a check and balance function - but usually after the event. The focus needs to shift to the future. Boards should be supporting management to bring value to the business, through engaging in constructive dialogue on strategy and risk management. This program gave me many new ideas for this.
Mr. Flemming BesenbacherChairman CARLSBERG A/S & THE CARLSBERG FOUNDATIONDenmark
A 'must attend' program for every board member, irrespective of position, industry or tenure.
Mr. Hashem Al-RifaiChairman KOGC President PMI-ARABIAN GULF CHAPTERKuwait
This program made it even clearer to me what a challenging role it is to be a board member, and how important board composition and dynamics are for a high performing board.
Mr. Nanno KleiterpCEO Chairman of the Management Board FMO The Netherlands
The program did not only provide relevant information in a effective way. It allowed invaluable discussions amongst peers from all over the world around key topics of board work. Excellent!
Hans-Peter RohnerChairman PUBLIGROUPE SA Switzerland
This is a "must do" program for boards+ the chairs of boards, specially. There is a drive need for informed, mature, involved board leadership. Highly recommended for all board members or potential board members. A must for chair person.
Turki AlrajhiBoard MemberALRAJHI GROUPBahrein
Our experience with some leading global companies (A select list, 2011-2016)
IMD Global Board CenterСhemin de Bellerive 23
1007 Lausanne, Switzerland
Our Board Development Portfolio
IMD Global Board Center
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