Prof. Dr. Michael Hilb
Michael Hilb is founder of DBP Group, Chair of the Board Foundation and a board member of several public and private companies, foundations and international organizations.
Michael is a Titular Professor at the University of Fribourg and teaches strategy and corporate governance at several universities in Asia and Europe. He is the author and co-author of seven books and more than 40 articles.
Previously, Michael was a Vice President of DKSH, where he and his team built a leading, profitable pan-Asian digital business, and held various executive positions at Roland Berger and Holcim.
Michael was a Visiting Fellow at INSEAD and Harvard University and studied business at the University of Michigan, the Stockholm School of Economics and the University of St. Gallen, where he earned his MSc and PhD.
- Board Views
From Corporate Governance of Sustainability to Sustainable Corporate Governance
What is the best way to integrate sustainability into the corporate governance framework? Boards of directors have chosen two distinct paths: the functional way, which focuses on corporate governance of sustainability, and the foundational approach, which leads to sustainable corporate governance. This article assesses the merits and limitations of both approaches and calls for a transition to sustainable governance. This requires board members to engage regularly with stakeholders and to continuously debate the underlying assumptions to further develop the governance framework as required.
- Board Views
The Multipurpose Corporation as a Driver for Sustainable Value Creation
The nature of the debate on the role of business in society strongly suggests a cyclical nature, with constant attempts to balance different interests and perspectives. To overcome the illusion of solving this conundrum, this article proposes an alternative approach, multipurpose capitalism. It posits that companies should compete not only on their products and services, but also on their different purpose profiles. It is left to consumers, workers, and investors to decide where to shop, work, and invest. The article offers a framework and methodology to create a comprehensive ecosystem that enables this matching process and suggests ways to overcome the challenges along the way.
- Board Views
Striving for Excellence in Venture Governance
The contribution of the venture board to entrepreneurial value creation, and its pivotal role in venture ecosystems, is often overlooked despite a long history of venture governance. History teaches us six principles of excellence in venture governance.
- Board Views
The Promise and Perils of Agile Governance
Agility as a leadership principle has gained enormous importance in recent years. Many companies proclaim agility as a new leadership culture that is better aligned to future opportunities and challenges. At the same time, companies must adhere to corporate governance principles, some of which conflict with agility principles. This article presents considerations for improving the compatibility of agile leadership principles with the principles of effective corporate governance.
- Board Views
From Corporate to Ecosystem Governance
Mastering ecosystems is increasingly seen as key to strategic value creation in highly dynamic environments. The role of governance has become a key differentiator between organizations that win or lose from the ecosystem game. This article discusses the importance of governance to the successful creation, development, and growth of ecosystems and presents eight challenges to be addressed along the ecosystem lifecycle. It continues with a taxonomy of ecosystem governance that provides a menu of effective governance mechanisms to address these challenges. The article concludes with advice on how best to manage the transition from a corporate governance to an ecosystem governance focus.
- Board Views
Mission Accomplished? The State of Digital Governance
Five years ago, I invited a number of thought leaders to reflect with me on the role of the board of directors in the face of digitalization. The result was a collection of twelve perspectives on the governance of digitalization (Hilb 2017). Where are we now, five years, one pandemic, and perceived thousands of articles on digital governance later?
VR-Zertifikats-Programm 24.2
Befähigt Sie als Verwaltungsrätin und Verwaltungsrat einen effektiven Beitrag zur wirksamen Führung und Aufsicht von Unternehmen und Organisationen zu leisten.
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16.8.2024 - 7.6.2025fully booked
Dauer 16 Tage Sprache Deutsch Standort(e) Ittingen, Lenzerheide, Luzern, St.Gallen und Weggis Investition CHF 19’500 -
International Board Certificate Program 24
Enables you to become an effective board director in international companies and organizations.
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26.1.2024 - 30.11.2024fully booked
Duration 16 days Language English Location(s) Lausanne, Lucerne, St.Gallen, Spiez (Berne), Rüschlikon (Zurich) Investment CHF 19’500 Flexible
Start-
VR-Zertifikats-Programm 25.2
Befähigt Sie als Verwaltungsrätin und Verwaltungsrat einen effektiven Beitrag zur wirksamen Führung und Aufsicht von Unternehmen und Organisationen zu leisten.
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22.8.2025 - 27.6.2026open
Dauer 16 Tage Sprache Deutsch Standort(e) Ermatingen, Luzern, St.Gallen und Weggis Investition CHF 19’500 -
VR-Zertifikats-Programm 25.1
Befähigt Sie als Verwaltungsrätin und Verwaltungsrat einen effektiven Beitrag zur wirksamen Führung und Aufsicht von Unternehmen und Organisationen zu leisten.
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24.1.2025 - 6.12.2025open
Dauer 16 Tage Sprache Deutsch Standort(e) Ermatingen, Luzern, St.Gallen und Weggis Investition CHF 19’500 -