From PhD to boardrooms – interview with Alex Osterwalder, inventor of the Business Model Canvas

We show that a one-sided price-adjustment rule, with free price cuts but a fixed daily reset for price increases, raises the reset price even under risk neutrality, mean-zero wholesale cost shocks, and perfect consumer information. The mechanism i...

The “tragedy of the horizon” captures the gap between long-horizon climate damages and the shorter horizons of corporate decision-making. We provide a contracting account of this idea using a deliberately standard CARA-normal moral-hazard model. U...

The era of unchecked expansion has passed – for Søren Westh Lonning, CFO at FinTech Pleo, the challenge now is to drive balanced, disciplined growth.

Discover why AI corporate governance must move beyond performative oversight to reduce regulatory, legal and reputational risks for boards and businesses.

HubSpot-style insight on AI leadership: Embrace your inner founder to achieve operational clarity, dynamic direction, and reimagined teams that leverage AI.

Build a smarter AI investment strategy by identifying which capabilities to buy cheaply, build around or pursue through premium frontier models.

Senior leaders rarely get their most important work done by issuing orders. A CTO cannot compel a partner firm, a dean cannot order a faculty to embrace a curriculum, a ministry cannot be forced to share data. On the questions that matter, outcomes depend on people with agendas and loyalties of their own. This note details a two-part discipline for understanding and influencing stakeholders. The diagnostic section asks who can affect the outcome, where their influence comes from and how things look from their side. It challenges common intuitions: coalitions beat individuals, intensity beats headcount, friendships are not alliances, and the fiercest resistance defends identity and legacy, so no concession will buy it off. Tools include the influence-alignment matrix, network mapping, listening tours, decision archaeology and force-field analysis. The strategic section converts diagnosis into movement, i.e. how to: frame each ask in the currency the audience values, sequence conversations so support accumulates before the decisive meeting, secure small commitments and avoid reactive coalition building, where a leader's own defensiveness unites opponents who agree on nothing else. Written for leaders in business, universities, government and non-profits, the note compares stakeholder management challenges across sectors and closes with a transparency test separating influence from manipulation. A companion exercise (IMD-2789-E) turns the frameworks into a plan for a live challenge.

Learn how small, everyday acts build courage at work, helping people speak up, take action, and create meaningful organizational change

Corporate cybersecurity now depends as much on culture as on technical defenses, explains Ipsos CPO Kerri O’Neill

Are you tapping into the talent of older workers or letting bias hold your organization back? Explore a practical checklist and inclusive strategies.