In the face of disruptive challenges, companies need to change. Chapter 4 explores the board’s role in the corporate transformation process when the pressure to change is intense, with particular emphasis on sustainability and digital transformation as two important drivers of major disruption. In many industries, climate change, the global pandemic and other potential natural disasters and growing geopolitical tensions add to this pressure to adapt and compel CEOs and senior managers to rethink their company’s strategy. Using the recent evidence of corporate transformations, I illustrate the unique role boards play in helping firms navigate this process, in collaboration with the CEO.

1. To identify best practices in managing expatriates and to outline the roles of these managers in FSA development and transfer processes.

2. To examine the main pitfalls when managing expatriates.

3. To describe how to craft effective organizational change in the MNE through following a rigorous eight-step process.

4. To explain how modern human resources management (HRM) practices in a digital MNE can be nurtured, building on a global community of employees and contributors.

5. To show how successful MNEs can improve their organization-wide capacity to integrate interdependent international operations through ‘managing managers’.