INSEAD professors shed light on how people and machines can sharpen their judgement across work and personal contexts.

Within days in September this year, a departing Anthropic researcher argued AI labs are taking unacceptable risks in their race towards superintelligence and Anthropic's alignment ...

Organisations need to start designing for what happens after a leadership programme ends. Companies are investing heavily in developing their senior leaders, with global spending on such training ...

Most boards know they're there to oversee management. Fewer know how to do it well. In this episode of INSEAD Explains Governance, Timothy Rowley, Visiting Professor of Strategy at INSEAD, breaks down ...

An organisation dominated by socialised thinking tends towards anxious attachment. The “irreplaceable” senior partner who’s retiring is often a figure onto whom the organisation has projected its own ...

AI systems should be designed to strengthen diverse thinking, deepen expertise and preserve human agency. What does this mean for organisations? As we wrote in a recent article in Harvard Business ...

AI isn’t only changing what work gets done; it’s also changing how organisations coordinate, allocate authority and manage interdependence. Much of the debate about artificial intelligence and the ...

Of all the roles on a board, the chairperson is the hardest to define. CEOs act and take risks, directors challenge and vote, but the chair's task is subtler: to design and protect the board's ...

The “pain of paying” has shaped behavioural economics for decades, but it’s at odds with standard economic models, which assume that we evaluate prices purely in terms of opportunity cost. This ...