<p>In today’s turbulent global environment, characterised by multifaceted political, ecological and social challenges, international business-to-business (B2B) new ventures face heightened risks in their strategic decision-making. Despite the increasing importance of entrepreneurial agility for navigating these complexities, there is limited research on the role of board governance in shaping strategic agility in these ventures. This study addresses this gap by examining how insider-controlled boards influence strategic agility in international B2B new ventures. Through a micro-foundational lens, we analyse data from 496 firms with insider-controlled board across Europe. Using logistic regression methodology, we find that insider control significantly employs strategic agility to manage strategic changes. Based on these findings, we recommend that B2B new ventures prioritise board experience and insider control to foster strategic agility, while also acknowledging the added value of insider controlled board in driving adaptability and innovation.</p>