IOD Blog Category - Articles

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  A New Global Trade Order: Reimagining Boardroom Excellence Models

  By- Institute of Directors | Authored by- Pradeep Chaturvedi

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  Feb 05, 2026

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  India and the European Union on 27 January, signed the world's largest Free Trade Agreement (FTA), significantly lowering tariffs and opening markets on both sides, while carving out calibrated protections for three sensitive sectors: Automobiles, Steel and Agriculture.

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  Balancing Compliance and Business Growth: The Independent Director’s Strategic Role

  By- Institute of Directors | Authored by- Mr. Sukrit Maitre

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  Jan 05, 2026

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  India’s corporate landscape stands at an inflection point, where expansion meets accountability. On one side, enterprises scale globally and embrace digitisation; on the other, governance frameworks demand transparency, ethical rigour, and long-term responsibility.

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  The Governance Quadrant of Control: A Framework for Institutional Wisdom

  By- Institute of Directors | Authored by- Ms. Shaluu Bharddwaj

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  Jan 05, 2026

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  Board structures vary across jurisdictions and industries, with single-tier and dual-tier models shaping governance differently. Dual board structures, common in Europe, separate management and oversight, while Anglo-American single boards integrate both

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  Navigating Risk Beneath Calm Horizons - Caribbean Directors Navigate Geopolitics and Climate Crisis

  By- Institute of Directors | Authored by- Ms. Kamla Rampersad de Silva

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  Jan 05, 2026

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  The Caribbean, typically conjuring images of holiday vacations in a tropical paradise, finds itself at the nexus of two defining global challenges: intensifying geopolitics and climate-driven weather extremes.

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  Looking Outward - How Boards Can Drive Innovation and Productivity

  By- Institute of Directors | Authored by- Ms. Fadua Gajardo

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  Jan 05, 2026

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  Chile faces a decisive moment. After years of low dynamism and stagnant productivity, the country must recover a path of sustainable growth based not only on favourable macro-economic indicators, but on strengthening the institutional and governance capacity of its organizations.

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  Leadership Musings - Person of the Years 2025

  By- Institute of Directors | Authored by- Mr. Navneet Munot

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  Jan 05, 2026

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  While 1925 witnessed the birth of modern broadcasting with radio and television, it also saw propaganda through Mein Kampf. In 2025, in a post-broadcast world, we have TikTok and TruthSocial.

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  When Governance Transcends Borders - Why long-term value, transparency, and culture matter

  By- Institute of Directors | Authored by- Mr. Kamil Cermak

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  Jan 05, 2026

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  For an energy-technology company like ours governance beyond borders means above all strategic thinking and deeply rooted responsibility. It's not only about responding to new standards, regulations, or investor expectations.

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  Navigating a Multipolar World and a New Era of Board Leadership - Strategic Analysis of Corporate Governance Developments in the Gulf Cooperation Council

  By- Institute of Directors | Authored by- Ms. Sarah Mehrabani | Mr. Hagen Schweinitz

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  Jan 05, 2026

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  The corporate governance landscape within the Gulf Cooperation Council (GCC) is undergoing a profound transformation. Traditionally characterized by oversight-centric duties, boards in this region are rapidly pivoting toward a proactive, operational, and strategic model.

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  Reimagining Governance in an Era of Geopolitical Volatility - Navigating the New Realities Shaping Boardrooms Today

  By- Institute of Directors | Authored by- Mr. Philipp von Restorff

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  Jan 05, 2026

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  The topic of governance beyond borders is an exciting one, as it can be viewed and addressed from various angles. This is particularly true for Luxembourg, a country that is characterised by an open economy like few others.

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  The Universal Currency of Trust - Building Independent Boards for a New Era of Cross-Border Accountability

  By- Institute of Directors | Authored by- Ms. Jackie Mah

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  Jan 05, 2026

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  In the modern corporate landscape, investors, regulators, and partners have expectations on companies that it will be managed responsibly, strategically and in alignment with their long-term interests. With trust increasingly recognised as the new corporate currency, one role stands firmly at its core: the Independent Director.

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