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# IMD business school for management and leadership courses

## Sitemaps

- [XML Sitemap](https://www.imd.org/sitemap.xml): Contains all public & indexable URLs for this website.

## IbyIMD Articles

- [Tool up: How to use AI as your personal thought-leadership partner](https://www.imd.org/ibyimd/brain-circuits/tool-up-how-to-use-ai-as-your-personal-thought-leadership-partner/) - Learn how to partner with AI as your personal thought-leadership co-thinker, unlock flow, and accelerate complex decision-making.
- [Don’t just do something – sit there!](https://www.imd.org/ibyimd/brain-circuits/dont-just-do-something-sit-there/) - Discover how negative capability and reflective inaction can help leaders stay calm, listen deeply, and guide change with clarity.
- [AI and the CIO: From Chief Information Officer to Chief Intelligence Officer ](https://www.imd.org/ibyimd/artificial-intelligence/ai-and-the-cio/) - The CIO’s role has transformed from managing infrastructure and information to driving AI as business strategy as an agent for change.
- [How to stay in control of your business - when the world is trying to pull it apart](https://www.imd.org/ibyimd/family-business/stay-in-control-of-your-business/) - Family business control may erode over generations unless deliberately designed. Learn how ownership structures and family governance may preserve influence over time.
- [Digital sovereignty is not choosing Washington over Beijing](https://www.imd.org/ibyimd/geopolitics/digital-sovereignty-is-not-choosing-washington-over-beijing/) - Europe’s digital sovereignty ambitions face a reality check: dependence on US and Chinese tech exposes gaps between regulation and capability.
- [Cultural Calibration in a multi-layered world](https://www.imd.org/ibyimd/brain-circuits/cultural-calibration-in-a-multi-layered-world/) - Discover Cultural Calibration: three practical practices to align meaning, intent, and impact across multilayered cultures in today’s global teams.
- [How Swarovski used GenAI at scale to generate real profit](https://www.imd.org/ibyimd/artificial-intelligence/how-swarovski-used-genai-at-scale-to-generate-real-profit/) - Swarovski scaled GenAI by focusing on data governance, staff training, and human impact—driving personalized customer experiences and measurable ROI.
- [A trust test for leaders](https://www.imd.org/ibyimd/brain-circuits/a-trust-test-for-leaders/) - Take the trust test for leaders: discover how honesty, vulnerability, and real-time feedback boost collaboration, risk-taking, and growth.
- [AI may write the recipe, but only we can taste the food](https://www.imd.org/ibyimd/artificial-intelligence/ai-may-write-the-recipe-but-only-we-can-taste-the-food/) - AI can optimize processes, but leadership hinges on human judgment. Learn to blend machine intelligence with empathy and intent.
- [From oversight to foresight: How boards can learn to see the future](https://www.imd.org/ibyimd/governance/from-oversight-to-foresight-how-boards-can-learn-to-see-the-future/) - ISRAF: a four‑pillar framework that helps boards fuse strategy, risk, assurance, and foresight to anticipate disruption before it hits.
- [Trust and transparency: Building a media brand for the TikTok generation](https://www.imd.org/ibyimd/leadership/trust-and-transparency-building-a-media-brand-for-the-tiktok-generation/) - Hugo Travers built a 20M-strong news audience by prioritising accessibility, trust, and transparency, offering leadership lessons for the digital age.
- [Why leading an orchestra is a lot like leading a business](https://www.imd.org/ibyimd/leadership/why-leading-an-orchestra-is-a-lot-like-leading-a-business/) - Discover what business leaders can learn from leading an orchestra, from aligning teams and turning strategy into action through collaboration.
- [LEGO built too much complexity: This is how we got back on track](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/lego-built-too-much-complexity-this-is-how-we-got-back-on-track/) - LEGO complexity nearly derailed the toy giant. CEO Niels B Christiansen explains how focus, simpler leadership and adult customers revived growth.
- [From the J Curve to the L Curve: Can we avoid an 'AI-tocracy'?](https://www.imd.org/ibyimd/geopolitics/from-the-j-curve-to-the-l-curve-can-we-avoid-an-ai-tocracy/) - Explore how 'AI-tocracy', technology governance and global competitiveness could reshape democracy, leadership and economic advantage.
- [Leadership at the edge of discovery](https://www.imd.org/ibyimd/leadership/leadership-at-the-edge-of-discovery/) - Discover how Fabiola Gianotti leads global scientific collaboration, proving that purpose, patience, and passion drive breakthrough innovation.
- [One move at a time: How mindset shapes true greatness](https://www.imd.org/ibyimd/leadership/one-move-at-a-time-how-mindset-shapes-true-greatness/) - Meta description: From chess prodigy to global champion, Judit Polgár shows how mindset shapes true greatness through discipline, persistence, and performance.
- [Navigating a world without a center: What the end of the postwar order means for business](https://www.imd.org/ibyimd/geopolitics/navigating-a-world-without-a-center-what-the-end-of-the-postwar-order-means-for-business/) - Explore how the end of the postwar order is reshaping business strategy through resilience, localization, and adaptation to geopolitical change.
- [How to conduct your team to perform a masterpiece ](https://www.imd.org/ibyimd/leadership/how-to-conduct-your-team-to-perform-a-masterpiece/) - Comedian and conductor Rainer Hersch provides lessons from the orchestra pit. Wwhat conductors can teach business leaders about teamwork, communication, and performance.
- [‘If you're not sure if you should do it, do it’: Marc Maurer shares On’s story](https://www.imd.org/ibyimd/innovation/if-youre-not-sure-if-you-should-do-it-do-it-marc-maurer-shares-ons-story/) - In his final days as co-CEO of On, Marc Maurer gave participants of IMD’s Orchestrating Winning Performance a glimpse into the journey of building a global sportswear brand
- [Business must defend the WTO’s vital rules-based system](https://www.imd.org/ibyimd/geopolitics/business-must-defend-the-wtos-vital-rules-based-system/) - Faced with the threat of trade fragmentation, many are now waking up to the true value of preserving a rules-based system of cooperation – and business can help defend it too, says WTO Director-General Ngozi Okonjo-Iweala
- [AI will book your holiday, but won’t clean your kitchen… yet ](https://www.imd.org/ibyimd/artificial-intelligence/ai-will-book-your-holiday-but-wont-clean-your-kitchen-yet/) - Automated LLM-powered agents that talk to each and solve problems together represent the most exciting commercial frontier in AI, but a future of human-like machines remains a distant dream, says Michael Wooldridge
- [The end of corporate passivity: Why business leaders must shape geopolitics, not just react to it](https://www.imd.org/ibyimd/geopolitics/the-end-of-corporate-passivity-why-business-leaders-must-shape-geopolitics-not-just-react-to-it/) - Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.
- [Daniel Ziblatt: Democracy is dying in “baby steps” – here’s how leaders can push back ](https://www.imd.org/ibyimd/geopolitics/daniel-ziblatt-democracy-is-dying-in-baby-steps-heres-how-leaders-can-push-back/) - Democracy doesn’t collapse overnight—it erodes gradually. Political scientist Daniel Ziblatt outlines how business leaders can wield their influence to uphold democratic norms amid rising authoritarian drift.
- [Huawei’s innovation strategy as old rules stop working](https://www.imd.org/ibyimd/innovation/huaweis-innovation-strategy/) - Huawei’s response to tech constraints reveals how redefining performance, building integration, and innovating under pressure can create competitive advantage.
- [Building the brain vs. wiring the body: Why your AI strategy is obsolete](https://www.imd.org/ibyimd/artificial-intelligence/building-the-brain-vs-wiring-the-body-why-your-ai-strategy-is-obsolete/) - Explore why the future of AI lies in coordination, not automation, and how combining US and Chinese AI strengths can create lasting advantage.
- [Why CSRD double materiality assessments are bound to fail – and how leveraging misunderstanding can solve it](https://www.imd.org/ibyimd/sustainability/why-csrd-double-materiality-assessments-are-bound-to-fail-and-how-leveraging-misunderstanding-can-solve-it/) - CSRD double materiality assessments fail when executives interpret concepts differently. Joint understanding can turn misalignment into strategic value.
- [Ralph Hamers, are ‘tech companies with a banking license’ the future of finance?](https://www.imd.org/ibyimd/podcasts/i-by-imd-podcasts/ralph-hamers-are-tech-companies-with-a-banking-license-the-future-of-finance/) - Ralph Hamers on leading banking’s biggest digital shift: why banks must be tech-forward and how AI could redefine financial advice.
- [Reversing the flow: How Tarkett is using radical collaboration to rethink what flooring can do](https://www.imd.org/ibyimd/industry/industrials/reversing-the-flow-how-tarkett-is-using-radical-collaboration-to-rethink-what-flooring-can-do/) - Tarkett is accelerating circular flooring by using radical cross-industry collaboration and ecosystem partnerships to make material reuse viable at scale.
- [Is your social media costing you? A trust test](https://www.imd.org/ibyimd/brain-circuits/is-your-social-media-costing-you-a-trust-test/) - Explore how authentic CEO messaging boosts trust on social media, with data showing genuine stories outperform polished, AI-generated posts.
- [AI and the CXO: Redefining customer experience in the age of AI](https://www.imd.org/ibyimd/artificial-intelligence/ai-and-the-cxo/) - AI and the CXO are reshaping customer experience as leaders build adaptive systems that respond in real time to customer needs and expectations.
- [AI and the CSO: Harnessing technology to drive sustainable competitive advantage](https://www.imd.org/ibyimd/artificial-intelligence/ai-and-the-cso-harnessing-technology-to-drive-sustainable-competitive-advantage/) - AI and the CSO shows how chief sustainability officers use artificial intelligence to embed sustainability into strategy, growth, and lasting competitive advantage.
- [AI and the COO: Operational excellence in the AI era](https://www.imd.org/ibyimd/artificial-intelligence/ai-and-the-coo-operational-excellence-in-the-ai-era/) - AI is redefining the COO role, enabling predictive operations, human–machine collaboration, and intelligent enterprise transformation.
- [Introducing AI to the C-suite: Three opportunities, three risks](https://www.imd.org/ibyimd/artificial-intelligence/introducing-ai-to-the-c-suite-three-opportunities-three-risks/) - Explore how senior leaders can unlock AI’s potential, boost performance, and manage risks while driving innovation and strategic growth.
- [AI and the CFO: Financial leadership in the AI era](https://www.imd.org/ibyimd/artificial-intelligence/ai-and-the-cfo-financial-leadership-in-the-ai-era/) - AI in finance function helps CFOs drive speed, scale and governance, reshaping decision making and productivity across core financial processes.
- [AI and the CHRO: Redefining human capital leadership](https://www.imd.org/ibyimd/human-resources/ai-and-the-chro-redefining-human-capital-leadership/) - AI and the CHRO are reshaping human capital leadership as HR leaders rethink governance, talent development, and how the function operates.
- [Tighten up or stay loose? Knowing when to evolve is vital for survival](https://www.imd.org/ibyimd/strategy/tighten-up-or-stay-loose-knowing-when-to-evolve-is-vital-for-survival/) - Learn when to tighten or loosen operating models for resilience and growth, and how successful companies navigate these critical transitions.
- [In the hidden job market, the problem is not visibility, it’s clarity](https://www.imd.org/ibyimd/talent/in-the-hidden-job-market-the-problem-is-not-visibility-its-clarity/) - The hidden job market rewards executives with clarity, consistent self-expression and a strong understanding of who they are and what they offer.
- [The business case for social capital](https://www.imd.org/ibyimd/book-club/the-business-case-for-social-capital/) - Explore why social capital is a tangible asset for business resilience. IMD's Book Club reveals how trust drives growth, recruiting, and retention.
- [Inclusive or just inoffensive? When AI turns culture into uniformity](https://www.imd.org/ibyimd/brain-circuits/inclusive-or-just-inoffensive-when-ai-turns-culture-into-uniformity/) - AI can make existing organizational norms harder to see by “flattening” them. Here’s how to stop it producing a more homogenous culture, instead of a more inclusive one.
- [The long arc of leadership: Where ancient wisdom meets modern science](https://www.imd.org/ibyimd/leadership/the-long-arc-of-leadership/) - Discover how the long arc of leadership challenges short-term thinking, as 123 executives reveal a growing gap between values and rewards.
- [In 2026, what matters to luxury brands is not what will happen, it’s how they adapt](https://www.imd.org/ibyimd/industry/consumer-goods/in-2026-what-matters-to-luxury-brands-is-not-what-will-happen-its-how-they-adapt/) - Luxury Trends 2026 reshape desirability as brands shift from status to earned value, creating relevance through adaptability, innovation and cultural fluency.
- [LuxExperience: Rewriting the playbook for luxury e-commerce](https://www.imd.org/ibyimd/industry/consumer-goods/luxexperience-rewriting-the-playbook-for-luxury-e-commerce/) - Michael Kliger, CEO of LuxExperience, explains how the group drives luxury e-commerce growth through execution, customer loyalty, and resilience.
- [What does the SpaceX IPO tell us about what it takes to be future ready?](https://www.imd.org/ibyimd/strategy/what-does-the-spacex-ipo-tell-us-about-what-it-takes-to-be-future-ready/) - SpaceX IPO signals future readiness shift to asset-heavy, vertically integrated strategies to control critical technologies, boost resilience, and accelerate innovation.
- [From hype to ROI: How to make AI pay off](https://www.imd.org/ibyimd/artificial-intelligence/from-hype-to-roi-how-to-make-ai-pay-off/) - AI often works as designed but fails commercially. A value‑discipline framework shows leaders how to turn AI investment into measurable ROI.
- [The Career Canvas: Nine strategic moves beyond the traditional ladder](https://www.imd.org/ibyimd/talent/career-canvas-strategic-career-moves/) - The Career Canvas helps professionals navigate a 60-year working life with nine strategic career moves beyond the traditional ladder.
- [Geopolitical turbulence puts Brazil in focus – but sustained growth needs a strategy](https://www.imd.org/ibyimd/geopolitics/geopolitical-turbulence-puts-brazil-in-focus-but-sustained-growth-needs-a-strategy/) - Latin America’s largest economy by GDP needs a multi-pronged approach addressing fragile governance, deep inequality, and uneven institutions.
- [Cull or cultivate? Protecting your entry-level leadership pipeline](https://www.imd.org/ibyimd/brain-circuits/cull-or-cultivate-protecting-your-entry-level-leadership-pipeline/) - In the AI era, culling entry-level roles threatens future leaders. Use this practical checklist to protect your entry-level leadership pipeline.
- [How to be a good mentor](https://www.imd.org/ibyimd/brain-circuits/how-to-be-a-good-mentor/) - Discover essential tips on how to be a good mentor, focusing on listening, asking questions, and supporting growth without giving direct advice.
- [Florence Gaub on reading the future: War, weak signals, and wild scenarios](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/reading-the-future-war-signals-and-strategic-foresight-with-florence-gaub/) - Explore how weak signals, geopolitical shifts, and climate strategy shape tomorrow’s leadership. Learn horizon scanning and scenario planning with Florence Gaub
- [How a structured workflow can rein in AI’s rogue agents](https://www.imd.org/ibyimd/artificial-intelligence/how-a-structured-workflow-can-rein-in-ais-rogue-agents/) - Discover how a structured workflow can tame AI’s rogue agents, ensuring transparency, cost control, and data privacy in enterprise AI applications.
- [How CXOs can lead transformation in the AI era](https://www.imd.org/ibyimd/brain-circuits/how-cxos-can-lead-transformation-in-the-ai-era/) - The role of the Chief Experience Officer (CXO) is undergoing a profound transformation in the age of AI.
- [At the World Economic Forum’s Dubai meetings: Five ideas for a fractured world ](https://www.imd.org/ibyimd/geopolitics/five-ideas-for-a-fractured-world/) - Leaders at the WEF’s Annual Meetings of the Global Future Councils and Cybersecurity focused less on rivalry and more on action.
- [Beyond crisis management: How business leaders can transform geopolitical turbulence into advantage](https://www.imd.org/ibyimd/geopolitics/how-business-leaders-can-transform-geopolitical-turbulence-into-advantage/) - Discover five strategic imperatives to turn geopolitical uncertainty into a competitive advantage and build lasting business resilience beyond crisis management.
- [The return of industrial policy, and what it means for global business](https://www.imd.org/ibyimd/geopolitics/the-return-of-industrial-policy/) - Industrial policy is reshaping global competitiveness, strategy, and innovation as governments pursue resilience, security, and growth.
- [Trade turbulence in 2026: Strategic priorities for global business](https://www.imd.org/ibyimd/geopolitics/trade-turbulence-in-2026-strategic-priorities-for-global-business/) - Trade turbulence in 2026 is explored by IMD experts as they unpack evolving trade policies, tariff uncertainty and geopolitical shifts shaping global business strategy.
- [What geopolitical maturity looks like – and why it pays off](https://www.imd.org/ibyimd/geopolitics/what-geopolitical-maturity-looks-like/) - As geopolitics reshapes markets, leading firms move beyond risk mitigation to use foresight, intelligence, and public-private engagement to create competitive advantage.
- [Geopolitics dominates Davos: Values-based pragmatism as a blueprint for action](https://www.imd.org/ibyimd/geopolitics/geopolitics-at-davos-values-based-pragmatism-emerges-as-blueprint-for-action/) - Davos 2026 laid bare transatlantic cracks, AI’s reality check, and sustainability’s reset—urging leaders to embrace values-based pragmatism.
- [China’s primacy challenge: Government security imperatives override business logic](https://www.imd.org/ibyimd/geopolitics/chinas-primacy-challenge-government-security-imperatives-override-business-logic/) - China’s security driven strategy is reshaping global business as the China US great power rivalry fuels tech competition, trade weaponization, and zero sum logic.
- [5 strategic imperatives to transform geopolitical turbulence into advantage](https://www.imd.org/ibyimd/brain-circuits/5-strategic-imperatives-to-transform-geopolitical-turbulence-into-advantage/) - Simon J Evenett and Oliver Jones show how to navigate geopolitical volatility and turn uncertainty into competitive advantage.
- [What your geopolitical briefings are missing](https://www.imd.org/ibyimd/geopolitics/what-your-geopolitical-briefings-are-missing/) - A new generation of scenario-monitoring tools such as the Iran Conflict Scenario Monitor can bring structure, transparency, and continuous updating to expert assessments.
- [Closing the AI gender gap](https://www.imd.org/ibyimd/artificial-intelligence/closing-the-ai-gender-gap/) - IMD, Media Trust, and Code for Good Now are building a coalition to shape AI development, deployment, and governance for inclusive growth and trusted decisions.
- [Beyond visibility: What the inclusion metrics miss](https://www.imd.org/ibyimd/brain-circuits/beyond-visibility-what-the-inclusion-metrics-miss/) - Advance inclusion metrics beyond visibility. Learn to distinguish genuine belonging from everyday self-editing and translation effects.
- [How to close the great divide in a rewired world](https://www.imd.org/ibyimd/leadership/how-to-close-the-great-divide-in-a-rewired-world/) - Discover how leaders can bridge the widening divide in a rewired world, emphasizing clarity, authenticity, and strategic communication amid societal shifts.
- [Os trabalhadores estão a exigir mais? Eis o que pode fazer](https://www.imd.org/ibyimd/magazine/os-trabalhadores-estao-a-exigir-mais-eis-o-que-pode-fazer/) - A dimensão da carnificina causada pela peste bubónica deu à mão-de-obra sobrevivente na Idade Média um poder de negociação inimaginável. Embora muito menos graves, os efeitos da COVID-19, combinados com uma diminuição drástica da taxa de natalidade, estão a ter um efeito semelhante. Os líderes empresariais precisam de se adaptar à nova realidade.
- [Publicis Sapient on AI: A three-step guide to psychological safety](https://www.imd.org/ibyimd/artificial-intelligence/publicis-sapient-on-ai-a-three-step-guide-to-psychological-safety/) - Publicis Sapient’s Kameshwari Rao explains why psychological safety in AI helps employees innovate, experiment, and learn with confidence.
- [Hit the pause button so you and your team can fast forward](https://www.imd.org/ibyimd/coaching-corner/hit-the-pause-button-so-you-and-your-team-can-fast-forward/) - Discover how slowing down and listening can transform your leadership approach in high-pressure situations.
- [Will the AI revolution be democratized? It’s a long trek, but possible](https://www.imd.org/ibyimd/artificial-intelligence/will-the-ai-revolution-be-democratized/) - Jerry Davis argues that the AI revolution democratized future is possible if open-source origins continue to shape technology’s next chapter.
- [The readiness gap: Why workforce agility will decide who wins](https://www.imd.org/ibyimd/talent/the-readiness-gap-why-workforce-agility-will-decide-who-wins/) - Why workforce agility, not AI access, now defines competitive advantage, and how leaders can close the readiness gap to unlock productivity and growth.
- [Jake Sullivan on power, production, and the remaking of the global order](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/jake-sullivan-on-power-production-and-the-remaking-of-the-global-order/) - Learn from Jake Sullivan’s insights on the decline of allied trust, the impact of technological innovations, and the future of global power dynamics.
- [Five leadership challenges faced by techies and how to meet them](https://www.imd.org/ibyimd/brain-circuits/five-leadership-challenges-faced-by-techies-and-how-to-meet-them/) - Discover how tech professionals can overcome leadership challenges, from managing human dynamics to strategic collaboration, in our expert guide.
- [Six strategies to navigate charged DE&I discussions](https://www.imd.org/ibyimd/brain-circuits/six-strategies-to-navigate-charged-dei-discussions/) - Learn how leaders can manage difficult DE&I conversations effectively with six practical strategies to foster understanding and progress.
- [Do you care enough to see your business win?](https://www.imd.org/ibyimd/leadership/do-you-care-enough-to-see-your-business-win/) - Care-based leadership helps reduce burnout, improve engagement, and build resilient teams that perform sustainably in uncertain times.
- [Supply chain leadership in an age of upheaval](https://www.imd.org/ibyimd/supply-chain/supply-chain-leadership-in-an-age-of-upheaval/) - Explore how volatility, technology, and talent are driving supply chain upheaval and reshaping leadership priorities worldwide.
- [How to lead when you're not the expert. Part 1: Internal doubt](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-leadership/how-to-lead-when-youre-not-the-expert-part-1-internal-doubt/) - Senior leadership is more about helping others find solutions than having all the answers yourself. Here’s how to lead when others know more than you.
- [5 myths of entrepreneurship](https://www.imd.org/ibyimd/brain-circuits/5-myths-of-entrepreneurship/) - Drawing on his recent IMD podcast with Amar Bhidé, IMD Professor of Management Stefan Michel debunks longstanding misconceptions about entrepreneurship.
- [Is this the end of empathy? ](https://www.imd.org/ibyimd/leadership/is-this-the-end-of-empathy/) - Explore the evolving role of empathy in leadership amid a high-pressure, fast-paced world. Is traditional empathy still relevant or is a new approach needed?
- [How to get mentoring right from an organizational point of view](https://www.imd.org/ibyimd/brain-circuits/how-to-get-mentoring-right-from-an-organizational-point-of-view/) - Discover how to design and implement an effective mentoring program that fosters growth, trust, and organizational success with our expert strategies.
- [Beating the backlash: A cohesive vision for the future of D&I](https://www.imd.org/ibyimd/diversity-inclusion/beating-the-backlash-a-cohesive-vision-for-the-future-of-di/) - Learn how leaders can beat the D&I backlash by building strategic cohesion, avoiding performative inclusion and driving business performance.
- [Building a competitive board: Who is the ideal director?](https://www.imd.org/ibyimd/governance/building-a-competitive-board-who-is-the-ideal-director/) - Who is the ideal director and where do you find them? A must-have guide for aspiring board members and a hiring template for the boards who need them.
- [Rethinking sustainability: Why customer value comes first](https://www.imd.org/ibyimd/book-club/rethinking-sustainability-why-customer-value-comes-first/) - Discover why customer value, not sustainability alone, drives purchasing decisions and how businesses can scale sustainable innovation.
- [Stop developing an obsolete AI strategy part 2: Enterprise risk](https://www.imd.org/ibyimd/brain-circuits/stop-developing-an-obsolete-ai-strategy-part-2-enterprise-risk/) - Following on from our Brain Circuit on the risks that can arise from your own implementation of AI, here’s how to defend against external disruption.
- [Stop developing an obsolete AI strategy. Part 1: Project risk](https://www.imd.org/ibyimd/brain-circuits/stop-developing-an-obsolete-ai-strategy-part-1-project-risk/) - AI poses dual threats to organizations. Here’s how to manage the negative consequences that can arise from your own implementation of AI.
- [Are you embracing or avoiding conflict?](https://www.imd.org/ibyimd/brain-circuits/are-you-embracing-or-avoiding-conflict/) - All leaders like to keep things running smoothly, but are you conflict-avoidant? This test will tell you whether it’s time to turn tension into opportunity.
- [The perfect power couple? When the board needs an executive chair](https://www.imd.org/ibyimd/governance/the-perfect-power-couple-when-the-board-needs-an-executive-chair/) - Explore the evolving role of the executive chair and how it shapes governance, strategy, and leadership in modern organizations.
- [Why negotiation strategies fail - and what to do when they do](https://www.imd.org/ibyimd/leadership/why-negotiation-strategies-fail-and-what-to-do-when-they-do/) - Why negotiations fail before they begin and how leaders can succeed by clarifying goals, managing bias, staying flexible, and learning from failure.
- [Six things no one tells you about becoming a leader](https://www.imd.org/ibyimd/brain-circuits/six-things-no-one-tells-you-about-becoming-a-leader/) - Becoming a leader for the first time can be isolating. Here’s what the management playbooks don’t tell you, and some advice on dealing with the new dynamic.
- [The deepfake CEO: Why leadership teams may have a false sense of security](https://www.imd.org/ibyimd/artificial-intelligence/the-deepfake-ceo-why-leadership-teams-may-have-a-false-sense-of-security/) - Deepfake CEO risk exposes how leadership teams develop a false sense of security. Learn how CEOs must shape behaviour and decisions under pressure.
- [The human change challenge: How Sanofi gets workforce buy-in for AI](https://www.imd.org/ibyimd/human-resources/the-human-change-challenge-how-sanofi-gets-workforce-buy-in-for-ai/) - Sanofi shows how embedding AI across the business requires trust, culture change, and reskilling - putting people at the center of digital transformation.
- [We know that digital ecosystems drive value. But most organizations are failing to capture it](https://www.imd.org/ibyimd/strategy/we-know-that-digital-ecosystems-drive-value-but-most-organizations-are-failing-to-capture-it/) - Discover why digital ecosystems drive value, where firms fall short, and how leaders can close the gap between ambition and execution.
- [How to embrace AI’s infinite possibilities](https://www.imd.org/ibyimd/artificial-intelligence/beyond-fear-beyond-imagining/) - Explore how leaders can unlock economic value through the human-AI partnership while reducing fear and building a future worth living in.
- [Are you caught in the insider trap?](https://www.imd.org/ibyimd/brain-circuits/are-you-caught-in-the-insider-trap/) - Discover how 'The insider trap' can hinder your leadership growth and learn strategies to break free and foster a more innovative, inclusive team environment.
- [5 growth moves CEOs should prioritize, according to revenue leaders](https://www.imd.org/ibyimd/leadership/5-growth-moves-ceos-should-prioritize-according-to-revenue-leaders/) - Discover the top 5 growth moves CEOs should prioritize to drive sustained organizational performance and unlock market potential.
- [Want to survive your back to backs? Choose the right microbreak ](https://www.imd.org/ibyimd/talent/want-to-survive-your-back-to-backs-choose-the-right-microbreak/) - This three-step guide gives you a simple microbreak framework to reset energy and thrive.
- [Tough at the top: Why CEOs are moving beyond invincibility](https://www.imd.org/ibyimd/talent/tough-at-the-top-why-ceos-are-moving-beyond-invincibility/) - CEO burnout is challenging old ideas of invincibility at the top. IMD’s Nele Dael explains why leaders must speak openly about pressure and strain.
- [The neuroscience blueprint for resilient leadership](https://www.imd.org/ibyimd/brain-circuits/the-neuroscience-blueprint-for-resilient-leadership/) - Use neuroscience and small, measurable actions to build a resilient leadership brain – adaptive, balanced, and primed for peak performance.
- [AI isn’t underperforming. Leadership just hasn’t caught up yet](https://www.imd.org/ibyimd/artificial-intelligence/ai-isnt-underperforming-leadership-just-hasnt-caught-up-yet/) - AI investments are failing to deliver good ROI but the problem is under-skilled leadership, not the tech. We share three capabilities leaders need.
- [Why outsiders spark innovation in family firms but can’t finish the job alone](https://www.imd.org/ibyimd/family-business/why-outsiders-spark-innovation-in-family-firms-but-cant-finish-the-job-alone/) - Family enterprise innovation is slowing as firms resist empowering outsiders. New research shows ideas exist, but execution fails without nonfamily leadership.
- [Are you matching your AI strategy to your reality?](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/are-you-matching-your-ai-strategy-to-your-reality/) - Cyril Bouquet shows how to improve your return on AI investment by matching your strategy to your organizational reality and selecting among four different AI innovation approaches.
- [For future success, banks must respond strategically to these six shifts](https://www.imd.org/ibyimd/finance/for-future-success-banks-must-respond-strategically-to-these-six-shifts/) - The six powerful shifts affecting a bank’s ability to operate in the future and why bank leaders cannot afford to ignore them
- [Kati ter Horst on being a first-time CEO when the old rules are gone](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/can-kati-ter-horst-prove-europe-can-still-make-things/) - Learn from Kati ter Horst how European industries can remain competitive in a rapidly evolving geopolitical landscape and the importance of strategic protection
- [Managing the four tribes for successful transformations](https://www.imd.org/ibyimd/talent/managing-the-four-tribes-for-successful-transformations/) - Discover how mapping employees into four tribes – Protesters, Challengers, Hesitators, Enthusiasts – drives transformation and helps businesses succeed.
- [Are you nailing multicultural leadership?](https://www.imd.org/ibyimd/brain-circuits/are-you-nailing-multicultural-leadership/) - Evaluate your multicultural leadership skills with this 10-question checklist. Enhance your ability to manage diverse teams and foster inclusivity.
- [The first line of defense against cyberattacks? Your own people](https://www.imd.org/ibyimd/human-resources/the-first-line-of-defense-against-cyberattacks-your-own-people/) - Explore the critical role of people in defense against cyberattacks, including ongoing training and trust-building.
- [How to cope in a world of flux](https://www.imd.org/ibyimd/brain-circuits/how-to-cope-in-a-world-of-flux/) - AI is reshaping industries overnight, and remote work is redefining professional relationships. Adopt a Flux Mindset™ to help navigate overwhelming change.
- [Niels Christiansen, how did LEGO regain momentum?](https://www.imd.org/ibyimd/podcasts/niels-christiansen-how-did-lego-regain-momentum/) - Uncover Niels Christiansen's approach to revitalizing LEGO - highlighting digital expansion, retail growth, and commitment to sustainability.
- [Sous le feu des projecteurs](https://www.imd.org/ibyimd/uncategorized/sous-le-feu-des-projecteurs/) - Comment Lonza a combiné le défi du vaccin COVID-19 avec la réorientation de ses activités...
- [Europe isn't falling behind — it just thinks it is. Business leaders can change that](https://www.imd.org/ibyimd/competitiveness/europe-isnt-falling-behind-it-just-thinks-it-is-business-leaders-can-change-that/) - Europe’s economy can stay competitive if digital sovereignty, capital markets integration and business leadership help innovative firms scale.
- [Not so fast! Why you can’t just forget the code and embrace the vibe](https://www.imd.org/ibyimd/brain-circuits/not-so-fast-why-you-cant-just-forget-the-code-and-embrace-the-vibe/) - Learn why embracing 'vibe coding' requires careful risk management, including setting guardrails, policies, and monitoring to ensure security and compliance.
- [How to submit content to I by IMD](https://www.imd.org/ibyimd/management/how-to-submit-an-article-proposal-to-i-by-imd/) - Want to write for I by IMD? There is nothing simpler. You can submit an article proposal to the I by IMD Editorial team
- [Pharma, how to navigate an entrepreneurial voyage](https://www.imd.org/ibyimd/innovation/how-to-navigate-an-entrepreneurial-voyage-in-pharma/) - To be a successful entrepreneur in pharmacieuticals requires similar qualities to a US Marine, says founder of Cynapsus Therapeutics.
- [Why the workplace chameleon is a paradox for diversity and inclusion](https://www.imd.org/ibyimd/human-resources/why-the-workplace-chameleon-is-a-paradox-for-diversity-and-inclusion/) - Do employees need to be like chameleons to survive certain corporate cultures, despite the best efforts of diversity and inclusion initiatives?
- [How to thrive in the time of turmoil: from soaring costs to supply chain bottlenecks and labor shortages](https://www.imd.org/ibyimd/leadership/how-to-thrive-in-the-time-of-turmoil-from-soaring-costs-to-supply-chain-bottlenecks-and-labor-shortages/) - Executives can break the gloom and fortify their business against disruption by adopting these risk strategies.
- [Gilbert Acherman](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/gilbert-acherman/) - Gilbert Achermann, Chairman of dental juggernaut Straumann, gives insights into the changing leadership demands of the boardroom
- [Smart cities need to be heading in a human-centric, digitally inclusive direction or the tech won’t pay off, panelists agree](https://www.imd.org/ibyimd/competitiveness/smart-cities-need-to-be-heading-in-a-human-centric-digitally-inclusive-direction-or-the-tech-wont-pay-off-panelists-agree/) - Experts air views on Smart City policies since COVID-19, saying citizens’ needs take priority.
- [Helping entrepreneurs locate and take over businesses without succession plans](https://www.imd.org/ibyimd/leadership/helping-entrepreneurs-locate-and-take-over-businesses-without-succession-plans/) - How EMBA alumni are assisting a fellow alumna in achieving her aim of buying and running an existing company.
- [Protecting us against the financial fallout of COVID’s sequel: the reinsurance industry has its work cut out](https://www.imd.org/ibyimd/leadership/protecting-us-against-the-financial-fallout-of-covid/) - The CEO of reinsurance firm Hannover Re is encouraging his staff to draw on the right side of the brain to model various unthinkable future scenarios, potentially as disruptive as COVID-19.
- [How business can be a force for good on climate change](https://www.imd.org/ibyimd/sustainability/how-business-can-be-a-force-for-good-on-climate-change/) - Limiting warming well below 2C — the goal of COP26 — is a huge undertaking that’s only possible with the help of businesses.
- [Message to banks preparing now for a crypto future: ‘You will need to work more like Apple’](https://www.imd.org/ibyimd/finance/message-to-banks-preparing-now-for-a-crypto-future/) - An upcoming shift for banks will see them forced to fulfil clients’ needs for access to myriad products and services. And only partnerships will make it happen, says Jan Brzezek, Founder and CEO of Crypto Finance
- [Alain Dehaze](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/alain-dehaze/) - Adecco CEO Alain Dehaze is joined by Jordan Topeleski to discuss what tomorrow's labour markets will look like in a post pandemic world
- [Supply Chain Q&A: Living with change](https://www.imd.org/ibyimd/asian-hub/supply-chain-qa-living-with-change/) - With COVID-19 and fallout from the US-China trade war, global supply chain managers have had much on their plates recently.
- [What will business in Europe look like in 2022? IMD expert predictions](https://www.imd.org/ibyimd/innovation/what-will-business-in-europe-look-like-in-2022-imd-expert-predictions/) - Action to stem greenhouse gas emissions will accelerate, forcing businesses to internalize the cost of their actions, say experts in strategy, sustainability and finance.
- [I by IMD Book Club: 2022 reading list](https://www.imd.org/ibyimd/book-club/i-by-imd-book-club-2022-reading-list/) - Our first four books look at topics we believe are relevant for executives right now - from China's retail revolution to how to innovate your business model, supply chain strategy management.
- [Monetary policy and its challenges: an SNB perspective ](https://www.imd.org/ibyimd/finance/monetary-policy-and-its-challenges-an-snb-perspective/) - SNB Governing Board Member Andréa Maechler discusses the cyclical and structural factors monetary policy makers must weigh up when deciding to tighten policy at an IMD event with MBA students and alumni.
- [Running a business in Ukraine amid Russia’s invasion](https://www.imd.org/ibyimd/leadership/running-a-business-in-ukraine-amid-russias-invasion/) - Taras Panasenko, IMD EMBA candidate and CEO of Ukrainian discount store chain Avrora, describes how he and his team are keeping shops open to provide citizens with essential supplies.
- [Lessons from inside Ukraine on dealing with a crisis ](https://www.imd.org/ibyimd/leadership/lessons-from-inside-ukraine-on-dealing-with-a-crisis/) - Organizations need to make staff safety a priority if they find their operations ensnared by geopolitical conflict.
- [Six cybersecurity trends for companies to get to grips with in 2022 ](https://www.imd.org/ibyimd/videos/leading-in-turbulent-times/six-cybersecurity-trends-for-companies-to-get-to-grips-with-in-2022/) - The pressure of digital transformation and geopolitical tensions are making organizations more vulnerable to cyberattacks. In this webinar, Professor Öykü Isik explained how companies can anticipate threats and execute best practices.
- [Strengthen governance to restore consumer trust in data](https://www.imd.org/ibyimd/technology/strengthen-governance-to-restore-consumer-trust-in-data/) - Creating better data governance involves boosting transparency and safeguarding against bias - and cyber breaches
- [Iby IMD Adblocks](https://www.imd.org/ibyimd/uncategorized/advancement-management-program/)
- [How to help your team navigate personal challenges](https://www.imd.org/ibyimd/brain-circuits/how-to-help-your-team-navigate-personal-challenges/) - There are a lot of sources for trauma affecting people across the globe right now. As a leader, you can help employees who are struggling.
- [How to manage supply shortages in the face of unexpected events](https://www.imd.org/ibyimd/management/how-to-manage-supply-shortages-in-the-face-of-unexpected-event/) - Companies that face supply chain disruptions can use a sliding scale purchase limit model to adjust prices while ensuring adequate supply during shortages.
- [The investor who believes in giving back to his homeland](https://www.imd.org/ibyimd/audio-articles/the-investor-who-believes-in-giving-back-to-his-homeland/) - Dive into the CEO Dialogue Series to see how Marcus Wallenberg's dedication to Sweden and strategic foresight has shaped a thriving international business legacy.
- [Marcus Wallenberg](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/marcus-wallenburg/) - Marcus Wallenberg, chairman of the eponymous family holding company, explains the importance taking the long view, while maintaining an acute focus on the present.
- [Hiroshi Mikitani](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/hiroshi-mikitani/) - Rakuten CEO Mickey Mikitani tells IMD President Jean-François Manzoni how – by challenging conventional wisdom and encouraging all staff to tidy their own offices – he has grown his company from an e-commerce startup into an ecosystem spanning internet services, fintech, and mobile.
- [Why CMOs should be listening to the consumer on data](https://www.imd.org/ibyimd/leadership/why-cmos-should-be-listening-to-the-consumer-on-data/) - Changes to data-privacy regulations require CMOs to rethink their strategies, warns Öykü Işık, Professor of Digital Strategy and Cybersecurity at IMD.
- [Antoine de Saint-Affrique](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/antoine-de-saint-affrique/) - Danone CEO Antoine de Saint-Affrique talks about his quest for constant learning, and his drive to create room for budding talents within the organization.
- [Do you recognize yourself in any of these flawed leadership behaviors?](https://www.imd.org/ibyimd/brain-circuits/do-you-recognize-yourself-in-any-of-these-flawed-leadership-behaviors/) - As leaders, it is important we learn to recognize behaviors in ourselves that could be holding back our own potential or that of our teams.
- [The untold potential of agriculture for soil and human health ](https://www.imd.org/ibyimd/innovation/the-untold-potential-of-agriculture-for-soil-and-human-health/) - Growing up in the sunny south of France, I had the chance to be in nature pretty much every day. Access to nature was normal to me. The experiences of one of my parents’ closest friends taught me that it was not to be taken for granted.
- [Building practices that promote equality in the healthcare sector has positive trickle-down effects on society at large](https://www.imd.org/ibyimd/diversity-inclusion/building-practices-that-promote-equality-in-the-healthcare-sector-has-positive-trickle-down-effects-on-society-at-large/) - How healthcare firms are advancing the interlinked issues of gender parity, health equity, and the financial status of women.
- [Unlocking inclusive education for the next generation ](https://www.imd.org/ibyimd/podcasts/unlocking-inclusive-education-for-the-next-generation/) - Low-income countries continue to struggle with substantial gender inequalities in education.
- [What is AI and what is it to you?](https://www.imd.org/ibyimd/business-transformation/what-is-ai-and-what-is-it-to-you/) - Author and business founder Cindy Candrian’s new book AI & You: A Guide to Understanding How Artificial Intelligence Is Shaping Our Lives is a deep dive into the history and impact of machine learning. It’s also a fun and fascinating read. IMD’s Professor of Digital Strategy and Cybersecurity Öykü Işık quizzed her on her ideas – and how to maximize AI to make better life and work choices.
- [Women in cybersecurity: Navigating the digital frontier](https://www.imd.org/ibyimd/podcasts/women-in-cybersecurity-navigating-the-digital-frontier/) - Cybersecurity is a rapidly evolving field, critical for protecting our digital identities and data. In recent years, women have been making significant strides in this male-dominated industry, contributing their unique perspectives and expertise to the world of cyber defense.
- [Le guide “Navigateur de la Philanthropie Familiale” lancé lors d’une soirée d'inauguration](https://www.imd.org/ibyimd/leadership/le-guide-navigateur-de-la-philanthropie-familiale-lance-lors-dune-soiree-dinauguration/) - La version française du Family Philanthropy Navigateur a été célébrée lors d’une soirée organisée conjointement par l’IMD et Wise philanthropy advisors sur le thème “Philanthropie familiale, défis et apprentissages dans un monde en crise”.
- [Generation Alpha takes the reins](https://www.imd.org/ibyimd/human-resources/generation-alpha-takes-the-reins/) - Organizations need to gain an understanding of a new and increasingly commercially influential generation of children and young people. IMD talks to Mark McCrindle about how Alphas will change the world.
- [‘Top teams eat top talent for breakfast’: What neuroscience can teach us about leadership](https://www.imd.org/ibyimd/leadership/top-teams-eat-top-talent-for-breakfast-what-neuroscience-can-teach-us-about-leadership/) - Why do we see our star performers burn out so often? The solution is to promote a culture of top teams instead of top talent.
- [AI regulation: Turning compliance into competitive advantage ](https://www.imd.org/ibyimd/artificial-intelligence/ai-regulation-turning-compliance-into-competitive-advantage/) - How navigating regulatory changes around AI can not only safeguard your organization against emerging threats but also foster ethical and sustainable innovation
- [Why Novo Nordisk’s CEO has learned to trust his gut feeling ](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/why-novo-nordisks-ceo-has-learned-to-trust-his-gut-feeling/) - Lars Fruergaard Jørgensen, CEO of the company that makes the game-changing obesity drugs Ozempic and Wegovy, explains how its culture and long-term view underpin its recent turnaround.
- [Crashing the VC glass ceiling by building ecosystems](https://www.imd.org/ibyimd/diversity-inclusion/crashing-the-vc-glass-ceiling-by-building-ecosystems/) - Fostering women-led VC communities, changing recruiting requirements, and expanding education and mentorship opportunities are crucial to closing the global VC gender gap.
- [Leading the conversation: Enabling mental health discussions](https://www.imd.org/ibyimd/human-resources/leading-the-conversation-enabling-mental-heath-discussions/) - Simple strategies for leaders to improve mental health in the workplace.
- [Why a “great idea” is probably a bad idea](https://www.imd.org/ibyimd/business-transformation/why-a-great-idea-is-probably-a-bad-idea/) - Many entrepreneurs think that having a brilliant idea is the hardest part of starting a company. Raphael Grieco reveals the eight key factors that truly drive startup success.
- [The Interview: Didier Cossin on high-performance boards](https://www.imd.org/ibyimd/podcasts/the-interview-didier-cossin-on-high-performance-boards/) - The Interview: Didier Cossin on high-performance boards
- [Lead the change for sustainable business transformation](https://www.imd.org/ibyimd/white-papers/lead-the-change-for-sustainable-business-transformation/) - Discover how leading companies are driving sustainable business transformation in Europe, with insights from IMD and Capgemini Invent research.
- [Geopolitical Radar to Guide Global Business](https://www.imd.org/ibyimd/white-papers/geopolitical-radar-to-guide-global-business/) - Enhancing geopolitical radar to guide global business helps leaders track shifting dynamics, assess risks and plan with foresight in volatile times.
- [Mind the Gap](https://www.imd.org/ibyimd/white-papers/mind-the-gap/) - Mind the Gap as Generative AI accelerates productivity gains. Addressing bias in data, algorithms and outputs is critical for responsible adoption.
- [Planting roots and growing wings: What the Beckham feud teaches us about family business succession](https://www.imd.org/ibyimd/family-business/planting-roots-and-growing-wings-what-the-beckham-feud-teaches-us-about-family-business-succession/) - The Beckham family feud highlights how family business succession can unravel under pressure, revealing lessons in legacy, conflict, and continuity.
- [Fair play: How to keep the door open when a product becomes a platform](https://www.imd.org/ibyimd/strategy/fair-play-how-to-keep-the-door-open-when-a-product-becomes-a-platform/) - John Deere’s data-driven transformation created enormous value but also farmer lock‑in. A look at platform power, repair rights and why interoperability matters
- [A TIME for visual simplicity and clarity amid the chaos ](https://www.imd.org/ibyimd/creativity/time-magazines-iconic-covers/) - Responsible for TIME magazine’s iconic covers, D.W. Pine explores his creative process and shares insights on how to cut through the noise and make an impact.
- [Training the retailers of tomorrow](https://www.imd.org/ibyimd/chro-circle/training-the-retailers-of-tomorrow/) - Natalia Wallenberg of Ahold Delhaize describes how one of the largest retailers in Europe is tackling the upskilling dilemma.
- [The future of banking](https://www.imd.org/ibyimd/financial-services/the-future-of-banking/) - The structural forces reshaping global banking and the strategic decisions leaders cannot defer
- [A winning culture: How Novartis equipped itself to win the talent war](https://www.imd.org/ibyimd/talent/a-winning-culture-how-novartis-equipped-itself-to-win-the-talent-war/) - How do organizations recruit and retain staff amid a fierce global battle for the best people? Novartis’s Rob Kowalski explains how organizational culture can provide the winning edge in a competitive talent environment
- [World Competitiveness Ranking 2025](https://www.imd.org/ibyimd/white-papers/world-competitiveness-ranking-2025/) - Explore highlights from the IMD 2025 World Competitiveness Ranking and learn how strategy, policy, and business acumen shape success in a fragmented world.
- [Five must-reads to chill and refresh you on your summer vacation](https://www.imd.org/ibyimd/wellness/five-must-reads-to-chill-and-refresh-you-on-your-summer-vacation/) - IMD professors review the books Amusing Ourselves to Death, Ten Percent Happier, Why We Sleep, Meditations for Mortals, and Never Let Me Go.
- [Mind games: how to train your brain like you would your body ](https://www.imd.org/ibyimd/brain-circuits/mind-games-how-to-train-your-brain-like-you-would-your-body/) - Learn how to train your brain with six simple habits from Vishakha Singh’s SHIFT methodology, designed to boost mental fitness and reduce productivity loss.
- [Lenovo: A master class in successful scaling](https://www.imd.org/ibyimd/innovation/lenovo-a-master-class-in-successful-scaling/) - Lenovo successful scaling story shows seven qualities behind growth from Beijing startup to global tech leader, from focus and acquisitions to innovation.
- [How to stop trying to be a superhero and enjoy being a leader](https://www.imd.org/ibyimd/brain-circuits/how-to-stop-trying-to-be-a-superhero-and-enjoy-being-a-leader/) - Discover how shifting from superhero leadership to authentic guidance can elevate team motivation and prevent burnout, with Qi Zhang's expert advice.
- [Communicate with impact: it's worth it, says L'Oréal HR boss](https://www.imd.org/ibyimd/industry/consumer-goods/how-chros-can-communicate-with-impact-lessons-from-a-reformed-marketer/) - L'Oréal North America CHRO Stephanie Kramer shares how HR can draw lessons from other business functions to drive innovation, strategy, and organizational impact.
- [Navigating disruption: The CFO role in a volatile world](https://www.imd.org/ibyimd/cfo-horizons/navigating-disruption-the-cfo-role-in-a-volatile-world/) - Stephan Jansma, CFO at Trafigura, shares how today’s finance leaders must navigate global disruptions, manage liquidity in high-volatility markets
- [A vision for navigating volatility: How Mercuria Energy Group’s CFO is driving strategic agility](https://www.imd.org/ibyimd/cfo-horizons/a-vision-for-navigating-volatility-how-mercuria-energy-groups-cfo-is-driving-strategic-agility/) - Guillaume Vermersch, CFO of Mercuria, shares how strategic agility, tech, and sustainability shape modern finance in global energy and commodities trading.
- [How designer outlet operator McArthurGlen Group is boosting employee loyalty](https://www.imd.org/ibyimd/talent/how-designer-outlet-operator-mcarthurglen-group-is-boosting-employee-loyalty/) - McArthurGlen Group is reshaping HR by aligning employee wellbeing with commercial goals, using data and people-first initiatives to boost business performance.
- [Winning with AI](https://www.imd.org/ibyimd/white-papers/winning-with-ai/) - Winning with AI - IMD business leader’s guide to AI is a 2025 playbook to win with AI by shaping strategy, managing risks, and driving competitive advantage.
- [Reshaping for growth: How Standard Chartered’s Diego De Giorgi is helping to design the future](https://www.imd.org/ibyimd/cfo-horizons/reshaping-for-growth-how-standard-chartereds-diego-de-giorgi-is-helping-to-design-the-future/) - Diego De Giorgi, Group Chief Financial Officer of Standard Chartered, explains how the bank is navigating global uncertainty and why cultural leadership is now central to the CFO role.
- [Standard Chartered: 4 tips to crack the jobs-to-skills transition](https://www.imd.org/ibyimd/talent/standard-chartered-4-tips-to-crack-the-jobs-to-skills-transition/) - Standard Chartered’s skills-powered strategy shows how reskilling, AI, and a Talent Marketplace boost productivity, savings, and engagement.
- [Taking responsibility, not shortcuts, is the bedrock of success ](https://www.imd.org/ibyimd/leadership/taking-responsibility-not-shortcuts-is-the-bedrock-of-success/) - Discover how the bedrock of success in leadership is responsibility and daily discipline.
- [AI trends in pharma: From R&D to operational efficiency and accuracy for competitive advantage](https://www.imd.org/ibyimd/artificial-intelligence/ai-trends-in-pharma-from-rd-to-operational-efficiency-and-accuracy-for-competitive-advantage/) - Explore AI trends in pharma and how leading companies use AI beyond R&D to accelerate innovation, improve precision, and gain advantage.
- [5 myths about reading people virtually - and the seeds of truth behind them](https://www.imd.org/ibyimd/brain-circuits/5-myths-about-reading-people-virtually/) - We tend to make snap judgments about people based on what we see on screen. Here are five unhelpful myths that often cloud our perceptions in virtual meetings.
- [Scared of retirement? You don’t have to be](https://www.imd.org/ibyimd/talent/scared-of-retirement-you-dont-have-to-be/) - Harvard professor Teresa Amabile shares insights on retirement leadership challenges from a 10-year study. Learn strategies for personal transition and supporting retiring employees. Essential reading for executives.
- [From jobs to skills: How CHROs can unlock radical productivity gains](https://www.imd.org/ibyimd/talent/from-jobs-to-skills-how-chros-can-unlock-radical-productivity-gains/) - Discover how a skills-powered approach helps businesses boost agility, reskill talent, and match employees’ capabilities to evolving work needs.
- [Voluntary Biodiversity Credits:  A guide for business](https://www.imd.org/ibyimd/white-papers/voluntary-biodiversity-credits-a-guide-for-business/) - A guide to help businesses navigate the rapidly evolving voluntary biodiversity credit (VBC) markets.
- [The Future of Supply Chain](https://www.imd.org/ibyimd/supply-chain/the-future-of-supply-chain/) - This guide examines the industry priorities and outlines five strategic areas of focus for supply chain transformation in 2025 and beyond.
- [Are you listening to win, to fix, or to learn?](https://www.imd.org/ibyimd/brain-circuits/are-you-listening-to-win-to-fix-or-to-learn/) - No matter the shape and form of dialogue, the way we listen is one of the simplest acts of connection, yet one of the hardest to master.
- [How to build judgment when AI does the work](https://www.imd.org/ibyimd/talent/how-to-build-judgment-when-ai-does-the-work/) - How AI is reshaping entry-level jobs, leadership pipelines, and workplace training as companies rethink how to build judgment in the next generation of employees
- [Navigating the future of sustainable finance: A scenario-based strategic framework for financial institutions](https://www.imd.org/ibyimd/finance/navigating-the-future-of-sustainable-finance-a-scenario-based-strategic-framework-for-financial-institutions/) - A scenario based framework showing how banks can build a sustainable finance strategy that balances long term sustainability commitments with strong financial performance.
- [Slawomir Krupa, how can a 160-year-old bank reinvent itself?](https://www.imd.org/ibyimd/podcasts/slawomir-krupa-how-can-a-160-year-old-bank-reinvent-itself/) - How do you rebuild trust in a 160-year-old bank? Société Générale CEO Slawomir Krupa on discipline, fintech disruption, and tough turnaround decisions.
- [Bias in Generative AI: A risk that must be addressed now](https://www.imd.org/ibyimd/artificial-intelligence/bias-in-generative-ai-a-risk-that-must-be-addressed-now/) - Explore an IMD white paper with Microsoft and EqualVoice, launched at Davos, addressing GenAI bias risks and offering survey insights and recommendations.
- [Six decision traps and how to avoid them](https://www.imd.org/ibyimd/leadership/six-decision-traps-and-how-to-avoid-them/) - Executive coaches identify recurring traps for decision-making including problem framing, identifying options, and who should make the decision, and outline fixes to avoid them
- [The cost of venture capitalism’s inherent gender (and other) biases](https://www.imd.org/ibyimd/innovation/the-cost-of-venture-capitalisms-inherent-gender-and-other-biases/) - Research reveals how venture capital gender bias distorts funding decisions, underfunds strong teams, and weakens returns for investors.
- [How to think like a sovereign wealth fund](https://www.imd.org/ibyimd/governance/how-to-think-like-a-sovereign-wealth-fund/) - Sovereign wealth fund governance offers boards a framework of identity, alignment and long-term thinking to strengthen strategy, resilience and decision-making.
- [How to be authentic when nothing looks fake anymore](https://www.imd.org/ibyimd/brain-circuits/how-to-be-authentic-when-nothing-looks-fake-anymore/) - As generative AI erases the visible difference between real and fabricated content, authenticity becomes a strategic imperative.
- [Is your leadership blind to neurodivergence?](https://www.imd.org/ibyimd/brain-circuits/is-your-leadership-blind-to-neurodivergence/) - Uncover key techniques for managing neurodivergent individuals at work, aligning expectations with diverse cognitive styles for better collaboration.
- [When uncertainty becomes an advantage](https://www.imd.org/ibyimd/book-club/when-uncertainty-becomes-an-advantage/) - Learn how leaders turn uncertainty into an advantage by using AI, agility, and trust to unlock growth and outperform competitors in disruption
- [Are myths about women who network holding you back? ](https://www.imd.org/ibyimd/brain-circuits/are-myths-about-women-who-network-holding-you-back/) - Networking is vital for career advancement, yet women still face unique challenges when building professional relationships.
- [How to scale your business and become an outlier venture](https://www.imd.org/ibyimd/family-business/how-to-scale-your-business-and-become-an-outlier-venture/) - Why fewer than 5% of ventures scale: how interpretive capacity, not capital, enables startups to turn signals into sustained growth.
- [Tap into the talent of the ‘high potentials’ aged 50 and above](https://www.imd.org/ibyimd/talent/tap-into-the-talent-of-the-high-potentials-aged-50-and-above/) - Discover how organizations can tap into the high potentials aged 50 and above, leveraging experience and emotional intelligence for future success.
- [Think your feedback is effective? Ipsen’s new AI tool will let you know](https://www.imd.org/ibyimd/leadership/think-your-feedback-is-effective-ipsens-new-ai-tool-will-let-you-know/) - Global biopharmaceutical group Ipsen is using AI to help leaders sharpen how they give feedback – transforming a learnable skill into a consistently practiced, organization-wide capability.
- [HubSpot CPO outlines the three essential skills for future leaders](https://www.imd.org/ibyimd/leadership/hubspot-cpo-outlines-the-three-essential-skills-for-future-leaders/) - HubSpot CPO Helen Russell says leaders must upskill for AI, think like founders, stay close to operations, and build trusted hybrid human-AI teams.
- [Potong: Rethinking legacy in a family business](https://www.imd.org/ibyimd/family-business/potong-rethinking-legacy-in-a-family-business/) - How Chef Pam transformed a 120-year-old family business into a Michelin-starred restaurant, showing how legacy drives competitive advantage and innovation.
- [Purpose, pressure, and performance: The art of creative leadership](https://www.imd.org/ibyimd/family-business/purpose-pressure-and-performance-the-art-of-creative-leadership/) - Chef Pam shares how creativity, connection, and simplicity can transform pressure into possibility and legacy into a philosophy of leadership.
- [Before you say yes: Five lenses for effective family due diligence before joining a family business board ](https://www.imd.org/ibyimd/family-business/before-you-say-yes-five-lenses-for-effective-family-due-diligence-before-joining-a-family-business-board/) - Before joining a family business board, directors need family due diligence. Explore five lenses to assess governance, power, alignment, and risk.
- [An exercise to think about your business differently](https://www.imd.org/ibyimd/brain-circuits/an-exercise-to-think-about-your-business-differently/) - Businesses can learn from successful family businesses. Challenge your conventional thinking with this exercise.
- [Generation gap divides families in the race to go green](https://www.imd.org/ibyimd/family-business/generation-gap-divides-families-in-the-race-to-go-green/) - Even though family firms have a reputation for stewardship, they tend to underperform environmentally. Reversing this trend should be a priority.
- [Futurity, continuity and perseverance: the key assets in surviving adversity ](https://www.imd.org/ibyimd/audio-articles/futurity-continuity-and-perseverance-the-key-assets-in-surviving-adversity/) - A certain type of family firm showed resilience in the worst months of the COVID-19 pandemic.
- [How to identify conflict in your family firm  ](https://www.imd.org/ibyimd/brain-circuits/how-to-identify-conflict-in-your-family-firm/) - As in any conflict resolution, tackling problems in family firms begins by identifying where the problem originates and its precise nature.
- [3 things necessary to turn an idea into a business opportunity](https://www.imd.org/ibyimd/brain-circuits/3-things-necessary-to-turn-an-idea-into-a-business-opportunity/) - Ideas and opportunities are not the same thing. There are some vital steps you must take to turn the former into the latter.
- [How to build a culture of intrapreneurship](https://www.imd.org/ibyimd/brain-circuits/how-to-build-a-culture-of-intrapreneurship/) - How you build your company's culture is an important factor in whether it is a place that fosters innovation.
- [Three factors to consider before creating a family office](https://www.imd.org/ibyimd/brain-circuits/three-factors-to-consider-before-creating-a-family-office/) - Opening a famly office can be a great asset to your business, but there are some things you need to consider first.
- [Three factors that contribute to healthy family business ownership](https://www.imd.org/ibyimd/brain-circuits/three-factors-that-contribute-to-healthy-family-business-ownership/) - Family businesses have certain peculiarities that separate them from other enterprises, including what drives success.
- [Are you taking care of the 5 factors necessary for a healthy family business?](https://www.imd.org/ibyimd/brain-circuits/are-you-taking-care-of-the-5-factors-necessary-for-a-healthy-family-business/) - Through years of research and working closely with family-owned businesses we have identified five areas that capture the focus of successful and long-lasting family enterprises. Are you giving sufficient attention to each?
- [Can Rockefeller, Bezos and IKEA turn the developing world green?](https://www.imd.org/ibyimd/family-business/can-rockefeller-bezos-and-ikea-turn-the-developing-world-green/) - The welcome announcement of a multi-stakeholder philanthropic partnership to accelerate the adoption of green energy in Africa, Asia and Latin America is a bold move. But, like all philanthropy, it must overcome significant challenges to achieve lasting impact.
- [Prescribing a new future for healthcare: How Roche is rewriting what corporate leadership looks like](https://www.imd.org/ibyimd/family-business/how-roche-is-rewriting-what-corporate-leadership-looks-like/) - Roche corporate leadership is evolving under André Hoffmann as the company modernizes governance, renews purpose, and reshapes its future in healthcare.
- [How working for the collective good helped bring a family closer together](https://www.imd.org/ibyimd/audio-articles/how-working-for-the-collective-good-helped-bring-a-family-closer-together/) - The Ahlström family in Finland recognizes that commercial success depends not only on generating profit but also on making a positive global impact on the lives of others, write Malgorzata Smulowitz and Peter Vogel.
- [How private and family-owned businesses can lead the way in building stakeholder value  ](https://www.imd.org/ibyimd/family-business/how-private-and-family-owned-businesses-can-lead-the-way-in-building-stakeholder-value/) - The key elements that show the crucial role of private and family-owned businesses in development, ESG, community, and social equity.
- [How to raise financially capable children](https://www.imd.org/ibyimd/family-business/how-to-raise-financially-capable-children/) - Teach kids to earn, save, budget, and invest. A parenting guide to financial literacy, money habits, saving, spending, and raising financially confident children.
- [Kirsty Coventry (IOC) on why leaders should train - and fail - like Olympians](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/kirsty-coventry-ioc-on-why-leaders-should-train-and-fail-like-olympians/) - Explore Kirsty Coventry’s transformative approach to IOC leadership, balancing fairness, innovation, and strategic focus in the evolving Olympic landscape.
- [Oona Hathaway, should we still believe in the global order?](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/oona-hathaway-should-we-still-believe-in-the-global-order/) - Discover insights from Oona Hathaway on international law, global order, and why business leaders must speak out to prevent instability.
- [How to use AI to transform your board](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/how-to-use-ai-to-transform-your-board/) - AI is profoundly transforming the business landscape, presenting both significant opportunities and new challenges to boards. Here are five ways to use the technology as a powerful boardroom ally.
- [Bricklayer to architect: Seven transitions for leaders](https://www.imd.org/ibyimd/brain-circuits/bricklayer-to-architect-seven-transitions-for-leaders/) - Discover the seven transitions leaders must make when moving from function management to enterprise leadership, and how to navigate this complex journey.
- [A world without DE&I? What leaders should know before going with the flow](https://www.imd.org/ibyimd/diversity-inclusion/a-world-without-dei-what-leaders-should-know-before-going-with-the-flow/) - In a world without DE&I, leadership must move beyond control to embrace collective care as systemic crises demand ethical interdependence across society.
- [Three ways to use GenAI to transform supply chain management ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/three-ways-to-use-genai-to-transform-supply-chain-management/) - Organizations see limited gains from GenAI in supply chains. Discover three ways to use GenAI to transform supply chain management for real impact.
- [AI digital transformation: Reshaping organizations, work, and our global future ](https://www.imd.org/ibyimd/artificial-intelligence/ai-digital-transformation-reshaping-organizations-work-and-our-global-future/) - AI digital transformation is reshaping work. Andrew Kilshaw shares why this shift is unique and how leaders can drive real change through its potential.
- [The great trade hack: how Trump’s tariffs are rewriting the rules for global business ](https://www.imd.org/ibyimd/geopolitics/the-great-trade-hack-how-trumps-tariffs-are-rewriting-the-rules-for-global-business/) - The great trade hack reveals how Trump’s tariffs rewired global commerce, with economist Richard Baldwin warning that protectionism is now a permanent fixture.
- [Are you community-centric? A checklist for leaders ](https://www.imd.org/ibyimd/brain-circuits/are-you-community-centric-a-checklist-for-leaders/) - A community-centric approach to organizing and managing can contribute substantially to solving the grand challenges of our time. Consult this checklist of enablers to see how it’s done.
- [Out of the question #1: How to respond when you can’t say “I don’t know” ](https://www.imd.org/ibyimd/brain-circuits/out-of-the-question-1-how-to-respond-when-you-cant-say-i-dont-know/) - When confronted with difficult questions, we immediately think about what we should say, rather than how we say it – but non-verbal signals often carry more weight than words, greatly increasing the credibility of our answers. Try these soft skills to deal with hard questions and watch out for the second in this two-part guide, What to respond when you can’t say “I don’t know.”
- [Spot the difference: Traditional AI vs GenAI for CHROs  ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/spot-the-difference-traditional-ai-vs-genai-for-chros/) - Many CHROs have yet to understand the implications of GenAI for their employees. Test your knowledge of how it differs from ‘traditional’ forms and check out the tips on integrating GenAI tools into the workforce.
- [Why do the biggest headlines go to the worst leaders?](https://www.imd.org/ibyimd/leadership/why-do-the-biggest-headlines-go-to-the-worst-leaders/) - Why do the loudest leaders get the spotlight? Historian Martin Gutmann joins IMD’s Howard Yu to debunk the “hero” myth.
- [How to win your audience back when things go wrong – the Diamond of Dissent  ](https://www.imd.org/ibyimd/brain-circuits/how-to-win-your-audience-back-when-things-go-wrong-the-diamond-of-dissent/) - Few things are scarier than being at the front of the room and losing your audience. Consult the checklist of questions below to understand why people are reacting negatively to what you are saying and use the ‘Diamond of Dissent’ to win them back.
- [Only connect: How to keep disparate workforce elements happy and motivated  ](https://www.imd.org/ibyimd/brain-circuits/only-connect-how-to-keep-disparate-workforce-elements-happy-and-motivated/) - Today’s workforce often includes a mix of permanent employees, freelancers, and outside contractors – but even organizations with mostly external workforces or highly autonomous workforces need proximity to succeed over the long term. Here are four strategies to ensure these disparate elements connect.
- [Don’t believe the hype: Making good use of a blackout ](https://www.imd.org/ibyimd/industry/energy/dont-believe-the-hype-making-good-use-of-a-blackout/) - The Spanish blackout of April 2025 is an opportunity to strengthen electricity systems that have higher shares of renewables and should not be used as an excuse to slow down the energy transition.
- [How can Chinese automakers continue to thrive?](https://www.imd.org/ibyimd/innovation/how-can-chinese-automakers-continue-to-thrive/) - Chinese automakers must overcome cultural and strategic hurdles to succeed abroad, as their global expansion will define the future of the automotive industry.
- [How to be remembered for the right reasons #1: Focus on your message](https://www.imd.org/ibyimd/brain-circuits/how-to-be-remembered-for-the-right-reasons-1-focus-on-your-message/) - Robert Vilkelis shares strategies to calm nerves and boost impact in presentations, kicking off a five-part series on effective communication for leaders.
- [How to respond positively to painful feedback](https://www.imd.org/ibyimd/coaching-corner/how-to-respond-positively-to-painful-feedback/) - Here are four ways to emerge unscathed and even empowered from difficult performance reviews.
- [The future of women on boards and the paradox plaguing the conversation ](https://www.imd.org/ibyimd/governance/the-future-of-women-on-boards-and-the-paradox-plaguing-the-conversation/) - IMD’s Jennifer Jordan discusses the future of women on boards and why their role is pivotal despite backlash to diversity, equity, and inclusion efforts
- [Why democracies die — and what business leaders must do](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/why-democracies-die-and-what-business-leaders-must-do/) - Harvard’s Daniel Ziblatt urges business leaders to defend democracy before it’s too late, warning how power can corrode from within.
- [Four questions to guide the implementation of responsible AI – and how Confucius and Adam Smith can help](https://www.imd.org/ibyimd/artificial-intelligence/four-questions-to-guide-the-implementation-of-responsible-ai-and-how-confucius-and-adam-smith-can-help/) - The implementation of responsible AI starts with asking the right questions to guide your strategy and shape the kind of organization you become through AI use.
- [How human-AI synergy put Formula 1 on the fast track to success](https://www.imd.org/ibyimd/artificial-intelligence/f1s-human-ai-edge-lessons-for-every-industry/) - Discover how F1 teams blend AI and human expertise to make split-second decisions—and what businesses can learn from their high-speed collaboration model.
- [Europe’s Strategic Compass: Time to act, not react](https://www.imd.org/ibyimd/geopolitics/europes-strategic-compass-time-to-act-not-react/) - At the Salzburg Summit, leaders called for a more competitive, confident Europe, backed by strategic autonomy, defense readiness, and regulatory reform.
- [AI nutrition labels: A food-inspired approach to trust](https://www.imd.org/ibyimd/artificial-intelligence/ai-nutrition-labels-a-food-inspired-approach-to-trust/) - AI Nutrition Labels promote trust by making algorithms as transparent and understandable as product ingredients, helping users see what powers their digital tools.
- [How to navigate the transition from scientist to leader](https://www.imd.org/ibyimd/brain-circuits/how-to-navigate-the-transition-from-scientist-to-leader/) - Outgrowing the “scientist” label? Camille Henderson-Davis offers a roadmap to help you navigate this career shift and lead with clarity and confidence.
- [How to train your brain to thrive amid the strain](https://www.imd.org/ibyimd/audio-articles/how-to-train-your-brain-to-thrive-amid-the-strain/) - Uncertainty affects your brain in powerful ways. Does your brain need a tune-up? Take this test to find out and unlock better thinking under pressure.
- [Firing on all engines: How Unilever’s ‘crown jewel’ is preparing for India’s $5tn economy](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/firing-on-all-engines-how-unilevers-crown-jewel-is-preparing-for-indias-5tn-economy/) - Firing on all engines, Unilever’s ‘crown jewel’ is scaling digital, talent, and strategy to lead growth in India’s fast-approaching $5tn economy.
- [Rethinking responsibility: Climate justice as a moral imperative and how businesses can respond](https://www.imd.org/ibyimd/book-club/rethinking-responsibility-climate-justice/) - Cass R Sunstein joins IMD’s Julia Binder to discuss rethinking responsibility in climate justice, innovation, global equity, and the moral duty of rich nations.
- [Should family or non-family members lead governance in family enterprises?](https://www.imd.org/ibyimd/family-business/should-family-or-non-family-members-lead-governance-in-family-enterprises/) - Family enterprise governance is vital for success, yet too much family involvement in these systems may undermine their effectiveness and long-term stability.
- [How to be remembered for the right reasons #2: Get into their world](https://www.imd.org/ibyimd/brain-circuits/how-to-be-remembered-for-the-right-reasons/) - Robert Vilkelis shares a four-step framework to help translate your expertise into audience impact in part two of his series on effective communication for leaders.
- [How trade tensions are transforming the rules of competitiveness](https://www.imd.org/ibyimd/geopolitics/how-trade-tensions-are-transforming-the-rules-of-competitiveness/) - In a time of trade tensions, Fabian Grimm explains why recognizing deeper patterns of adaptation matters more than winning headlines in economic negotiations.
- [Learn how to breathe well to find emotional balance](https://www.imd.org/ibyimd/wellness/learn-how-to-breathe-well-to-find-emotional-balance/) - Leaders can feel less stressed and improve decision-making if they learn the art of conscious breathing.
- [The 100-year life, with Andrew Sharman and Lynda Gratton](https://www.imd.org/ibyimd/podcasts/the-100-year-life-with-andrew-sharman-and-lynda-gratton/) - As careers extend and lifespans grow, leaders must adapt. Explore multi-stage lives, ageing workforces, and the future of leadership in this expert podcast
- [Spot the difference: ESG and sustainability](https://www.imd.org/ibyimd/brain-circuits/spot-the-difference-esg-and-sustainability/) - ESG and sustainability aren't the same. Learn the key differences to make smarter business decisions and drive long-term, positive impact
- [Blend youth with experience to navigate geopolitical risk](https://www.imd.org/ibyimd/geopolitics/navigate-geopolitical-risk/) - A study by the St. Gallen Symposium shows younger leaders see global disruption more clearly than senior executives. Here's why their input is critical.
- [How to offend 3.2bn customers: Why Presidential posts matter more than you think](https://www.imd.org/ibyimd/geopolitics/why-presidential-posts-matter-more-than-you-think/) - Donald Trump's tariff threats on India signal broader tensions with BRICS nations. Executives should prepare for the commercial fallout, warns Simon J Evenett.
- [Rewiring the grid: How Alpiq is aligning culture and collaboration to power the energy transition](https://www.imd.org/ibyimd/sustainability/rewiring-the-grid-how-alpiq-is-aligning-culture-and-collaboration-to-power-the-energy-transition/) - A CEO with deep industry experience is navigating the challenges of the energy transition to turn around Alpiq, a legacy Swiss electricity company into a sustainability leader.
- [How to be remembered for the right reasons #3: Deliver on an outcome](https://www.imd.org/ibyimd/brain-circuits/how-to-be-remembered-for-the-right-reasons-deliver/) - Robert Vilkelis shares a practical framework to help leaders turn compelling presentations into clear, actionable outcomes in part three of our series.
- [“It’s time for a complete reset” – Maria Vassalou on the future of investing](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/its-time-for-a-complete-reset-maria-vassalou-on-the-future-of-investing/) - Explore how AI, aging, and geopolitics are reshaping business. Maria Vassalou shares bold insights on future strategy in this Leaders Unplugged episode.
- [AI maturity in the automotive industry: lessons from the most successful firms ](https://www.imd.org/ibyimd/artificial-intelligence/ai-maturity-in-the-automotive-industry-lessons-from-the-most-successful-firms/) - AI Maturity In The Automotive Industry is critical for staying competitive; IMD’s index reveals the strategies leading firms use to drive transformation.
- [From consumers to code: America's audacious AI export move](https://www.imd.org/ibyimd/geopolitics/americas-audacious-ai-export-move/) - America's audacious AI export move could reshape global dependencies. World leaders should tread carefully as Washington builds strategic AI dominance.
- [AI maturity in manufacturing: lessons from the most successful firms](https://www.imd.org/ibyimd/artificial-intelligence/ai-maturity-in-manufacturing-lessons-from-the-most-successful-firms/) - Learn how leading manufacturers are using AI to boost innovation, performance, and competitive advantage.
- [So, you’re facing a boycott. But will it hurt you in the long run?](https://www.imd.org/ibyimd/brain-circuits/so-youre-facing-a-boycott-but-will-it-hurt-you-in-the-long-run/) - In the age of Culture Wars, companies can easily trigger backlashes from customers in response to their actions or the behavior of their leaders.
- [Debunking 5 common myths about sustainability](https://www.imd.org/ibyimd/industry/energy/debunking-five-common-myths-about-sustainability/) - Much has been said about corporate sustainability – and much of it is wrong. It’s time to retire common misconceptions and consider it a strategic lever for value creation, resilience, and competitiveness.
- [Exponential leadership will guide us through the chaos](https://www.imd.org/ibyimd/leadership/exponential-leadership-will-guide-us-through-the-chaos/) - Exponential Leadership calls for a new blueprint that blends vision, design and human connection, equipping leaders with the skills to thrive in a fast-changing world.
- [The future of Edge AI, with Tomoko Yokoi](https://www.imd.org/ibyimd/podcasts/mike-amit-talk-tech/the-future-of-edge-ai-with-tomoko-yokoi/) - Explore Edge AI with Tomoko Yokoi on the IMD Podcast—how running AI on devices boosts speed, saves bandwidth, and transforms industries from health to 6G.
- [New to leadership? Start here](https://www.imd.org/ibyimd/brain-circuits/new-to-leadership-start-here/) - Stepping into leadership? Discover 5 essential lessons to lead with clarity, trust, and action, so your team thrives and your impact grows from day one.
- [Empathetic assertiveness: piloting tough negotiations ](https://www.imd.org/ibyimd/audio-articles/empathetic-assertiveness-piloting-tough-negotiations/) - Empathetic assertiveness, key in crisis negotiations, blends courage and emotional intelligence - offering powerful lessons for effective leadership in business.
- [Inside out: building a career in ESG where it’s needed most](https://www.imd.org/ibyimd/industry/energy/inside-out-building-a-career-in-esg-where-its-needed-most/) - Sustainability leader Zoë Falquet shares her ESG career journey in the oil and gas sector, from CSR to boardrooms, driving change through strategy, culture, and impact.
- [Positioning supply chain as a strategic driver: Luca Nanni ](https://www.imd.org/ibyimd/industry/consumer-goods/positioning-supply-chain-as-a-strategic-driver-luca-nanni/) - With 25 years of experience across leading multinationals like Philip Morris International (PMI), Firmenich, and Danone, Luca Nanni believes supply chain can serve as a strategic driver for business success and leadership development.
- [Power, scarcity, and the new rules of the game](https://www.imd.org/ibyimd/geopolitics/power-scarcity-and-the-new-rules-of-the-game/) - The end of globalization is opening a new chapter for companies, who should focus on circularity to improve their business case
- [How to bounce back after summer](https://www.imd.org/ibyimd/podcasts/how-to-bounce-back-after-summer/) - Explore how leaders can reframe post-summer blues into growth. Michael Watkins & Brenda Steinberg share advice on reflection, energy & change.
- [5 myths holding back GenAI in the workplace](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/5-myths-holding-back-genai-in-the-workplace/) - Uncover five myths slowing GenAI adoption in the workplace, with insights from Novo Nordisk’s rollout of Microsoft Copilot and strategies for driving real organizational change.
- [Creating a ‘Recipe for the Future’: How Arcos Dorados is turning global scale into local impact](https://www.imd.org/ibyimd/industry/consumer-goods/how-arcos-dorados-is-turning-global-scale-into-local-impact/) - Arcos Dorados leverages 2,400+ McDonald’s across Latin America to promote youth employment, nutrition, sustainability, and ethical sourcing at scale.
- [How good storytelling can transform your business](https://www.imd.org/ibyimd/leadership/how-good-story-telling-can-transform-your-business/) - Inspirational tales remove the fear of change and pave the way for a successful corporate transformation. Here's how to add sparkle to your narrative.
- [Beyond the backlash: Why LGBTQ+ inclusion still drives economic performance](https://www.imd.org/ibyimd/diversity-inclusion/beyond-the-backlash-why-lgbtq-inclusion-still-drives-economic-performance/) - Despite declining support, LGBTQ+ inclusion still drives economic performance, boosting human capital by 4x and doubling innovation in inclusive cities.
- [Above the line: why you need a culture of top teams, not top talent ](https://www.imd.org/ibyimd/brain-circuits/above-the-line-why-you-need-a-culture-of-top-teams-not-top-talent/) - Organizational excellence often focuses on individual talent but instead leaders must foster a culture of top teams.
- [Resource wars! How circularity is becoming your best defense](https://www.imd.org/ibyimd/geopolitics/how-circularity-is-becoming-your-best-defense/) - Circularity is becoming a critical strategy for businesses as competition for key resources intensifies amid geopolitical and market shocks.
- [How to navigate conflict in family business](https://www.imd.org/ibyimd/family-business/how-to-navigate-conflict-in-family-business/) - How to navigate conflict in family business when personal relationships, priorities, or succession issues threaten stability, unity, and long-term success.
- [The end of cheap everything?](https://www.imd.org/ibyimd/geopolitics/the-end-of-cheap-everything/) - The end of cheap everything signals a shift to resource efficiency, zero waste, and regenerative outcomes shaping a new economic order.
- [How Hindustan Unilever is winning over India’s middle class](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/how-hindustan-unilever-is-winning-over-indias-middle-class/) - Rohit Jawa, CEO of Hindustan Unilever, shares how HUL is leveraging digital, talent, and innovation to serve India’s growing middle class.
- [The 4 strategic personas of GenAI – which one are you? ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/the-4-strategic-personas-of-genai/) - Discover the 4 Strategic Personas of GenAI and how firms can balance risk, ambition, speed, and control to align strategy with execution.
- [What open-source models can teach us about global trade](https://www.imd.org/ibyimd/audio-articles/what-open-source-models-can-teach-us-about-global-trade/) - The rules-based order that underpinned globalization is lurching toward a closed-source model. An ‘open hybrid’ system will ensure stability in the long run.
- [The Wild West of tech sovereignty](https://www.imd.org/ibyimd/geopolitics/the-wild-west-of-tech-sovereignty/) - Tech sovereignty is reshaped by AI, resource competition, and circular strategies that recover critical materials to build resilience and advantage.
- [How to be remembered for the right reasons #4: Keep it simple](https://www.imd.org/ibyimd/brain-circuits/how-to-be-remembered-for-the-right-reasons-keep-it-simple/) - In leadership, we often mistake complexity for intelligence, believing that technical jargon and detailing every nuance demonstrate expertise. In reality, it signals a failure to master one’s material. In the fourth of our series on effective communication for leaders, Robert Vilkelis sets out how to distill the complex into the simple.
- [Why a new nature of business can still become a reality](https://www.imd.org/ibyimd/audio-articles/why-a-new-nature-of-business-can-still-become-a-reality/) - The new nature of business, driven by ecological priorities in Europe and China, offers hope for aligning sustainability with long-term economic success.
- [Soft power, hard results: Making the case for active ownership](https://www.imd.org/ibyimd/finance/soft-power-hard-results-making-the-case-for-active-ownership/) - The climate transition won’t happen from the sidelines. Active investors must step into the conversation, ask better questions, and hold capital to a higher standard.
- [The new limits of growth](https://www.imd.org/ibyimd/geopolitics/the-new-limits-of-growth/) - Circular and regenerative strategies are redefining business growth amid climate change, resource scarcity, and geopolitical tension within planetary limits.
- [Leadership, rewired: The power of paradoxical thinking](https://www.imd.org/ibyimd/book-club/leadership-rewired-the-power-of-paradoxical-thinking/) - IMD’s Andrew Sharman sits down with Amy Walters Cohen, whose award-winning book Ruthlessly Caring challenges conventional leadership – and offers a paradoxical path forward in a world in flux.
- [Uncertainty and Enterprise: Amar Bhidé on risk, imagination, and innovation](https://www.imd.org/ibyimd/podcasts/uncertainty-and-enterprise-amar-bhide-on-risk-imagination-and-innovation/) - In this I by IMD podcast, Stefan Michel and Amar Bhide explore risk vs uncertainty, AI’s pitfalls, and how imagination drives innovation.
- [PAR for the course: how to help your employees deal with workplace stress](https://www.imd.org/ibyimd/brain-circuits/par-for-the-course-how-to-help-your-employees-deal-with-workplace-stress/) - Discover how the PAR approach helps organizations cut workplace stress through employee-led solutions, data-driven action, and collective problem-solving.
- [Purposeful, not performative: How Breitling intends to lead with sustainability](https://www.imd.org/ibyimd/industry/consumer-goods/how-breitling-intends-to-lead-with-sustainability/) - Breitling luxury ESG strategy, sustainability in luxury watches, artisanal and small-scale gold, lab-grown diamonds, supply chain transparency, Gen Z, value creation.
- [Paths to board careers: 4 things to consider when searching for your first board role](https://www.imd.org/ibyimd/governance/paths-to-board-careers/) - Understand the four essentials of value, mindset, learning and cultural fit that define successful paths to board careers and long-term impact.
- [How to be remembered for the right reasons #5: Create shared connection ](https://www.imd.org/ibyimd/brain-circuits/how-to-be-remembered-for-the-right-reasons-5-create-shared-connection/) - Discover how to create authentic connection with your audience—the essential final step to ensure your message is heard, trusted, and remembered.
- [An unlikely icon - Why no one foresaw the impact of the ‘thumbs up’ button](https://www.imd.org/ibyimd/innovation/an-unlikely-icon-why-no-one-foresaw-the-impact-of-the-thumbs-up-button/) - We click on the ‘thumbs up’ button seven billion times a day, but the tech pioneers who came up with the idea never saw its true potential. The best innovations are messy, serendipitous, and deeply social, say Martin Reeves and Bob Goodson
- [Dealing with pressure: How Kärcher turns compliance into operational strength](https://www.imd.org/ibyimd/industry/industrials/how-karcher-turns-compliance-into-operational-strength/) - Kärcher turns complex environmental and social regulations into ambitious ESG objectives, integrating them into a forward-looking business strategy.
- [This much I know: The dos and don’ts of a new CEO](https://www.imd.org/ibyimd/brain-circuits/this-much-i-know-the-dos-and-donts-of-a-new-ceo/) - Becoming the leader of a successful organization requires profound shifts in mindset and behavior.
- [Leading supply chain transformation with strategic discipline: Stefan Noeken](https://www.imd.org/ibyimd/industry/industrials/leading-supply-chain-transformation/) - Stefan Noeken, former EVP of Supply Chain Management and member of the executive board at Hilti Corporation, offers insights into the strategic evolution of supply chains and the key imperatives required to drive sustainable supply chain transformations.
- [How business families can raise a generation of givers](https://www.imd.org/ibyimd/family-business/how-business-families-can-raise-a-generation-of-givers/) - Discover how family business leaders can nurture a generation of givers, ensuring wealth transfer builds lasting impact.
- [GenAI and Healthcare with Achim Plueckebaum](https://www.imd.org/ibyimd/podcasts/mike-amit-talk-tech/genai-and-healthcare-with-achim-plueckebaum/) - AI in healthcare takes center stage in this edition of the I by IMD podcast, as Mike and Amit are joined by Achim Plueckebaum to explore its future.
- [Trust me, I’m a robot: how to avoid the pitfalls of AI ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/trust-me-im-a-robot-how-to-avoid-the-pitfalls-of-ai/) - The development and adoption of AI are fraught with potential hazards. Here’s how to avoid the pitfalls of AI and ensure trust in your systems.
- [From wake-up call to global coalition: How Maersk is pushing shipping toward net zero](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/how-maersk-is-pushing-shipping-toward-net-zero/) - How Maersk is rewriting the rules of shipping decarbonization – through collaboration, purpose, and placing big bets on the fuels of the future.
- [Five ways to unlock breakthrough ideas](https://www.imd.org/ibyimd/brain-circuits/five-ways-to-unlock-breakthrough-ideas/) - New ideas behind innovative business models can feel sudden, but are rarely random. Innovation happens when you reframe challenges and opportunities.
- [Is there a leadership “personality”?](https://www.imd.org/ibyimd/leadership/is-there-a-leadership-personality/) - Explore the truth behind leadership personality and success. Learn how to harness your traits to shape the leader you want to become.
- [LLMs will hallucinate forever – here is what that means for your AI strategy](https://www.imd.org/ibyimd/artificial-intelligence/llms-will-hallucinate-forever-here-is-what-that-means-for-your-ai-strategy/) - OpenAI’s new paper shows AI hallucination is inevitable. Discover how Gödel’s paradox reshapes AI strategy and leadership for 2026 and beyond.
- [AI: the key to human-centered business](https://www.imd.org/ibyimd/artificial-intelligence/ai-the-key-to-human-centered-business/) - AI: the key to human-centered business, helping scale empathy, break silos, and expand reach through purposeful and people-focused implementation.
- [Leaner, cleaner, faster, stronger: How ABB is reshaping an engineering icon for the future](https://www.imd.org/ibyimd/podcasts/ceo-dialogue-podcast-series/how-abb-is-reshaping-an-engineering-icon-for-the-future/) - ABB CEO Morten Wierod on leaner cleaner strategy, electrification, automation, robotics, AI, digital transformation, sustainability, leadership.
- [How an empty chair can give your ‘secret shadow’ a voice](https://www.imd.org/ibyimd/brain-circuits/the-empty-chair-technique/) - Unlock hidden potential with the empty chair technique. Learn to face your shadow, harness its energy and boost personal and professional growth.
- [Lean and clean are perfect partners, says CEO of engineering giant](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/lean-and-clean-are-perfect-partners-says-ceo-of-engineering-giant/) - ABB CEO Morten Wierod on leaner cleaner strategy, electrification, automation, robotics, AI, digital transformation, sustainability, leadership.
- [Five key steps to accelerate your leadership career  ](https://www.imd.org/ibyimd/brain-circuits/five-key-steps-to-accelerate-your-leadership-career/) - Discover five key steps to accelerate your leadership career and learn how to amplify impact while navigating critical transitions.
- [Tariffs and transformation: what’s next for Swiss watchmaking?](https://www.imd.org/ibyimd/industry/consumer-goods/tariffs-and-transformation-whats-next-for-swiss-watchmaking/) - Swiss watchmakers face 39% US tariffs, testing exports, pricing, and margins while driving shifts in luxury, resilience, and global diversification.
- [AI and Education: Cheating? Risky? Or right for future resilience?](https://www.imd.org/ibyimd/talent/ai-and-education/) - AI in education is rising fast. To minimize risks, schools must close the relevance gap and teach creative, analytical, and adaptable skills for future careers.
- [Energy transition: How to surf the wave of change](https://www.imd.org/ibyimd/sustainability/energy-transition-how-to-surf-the-wave-of-change/) - Future-ready organizations that focus on the energy transition and accelerate along with it will reap the benefits.
- [Are you ready now? A strategic thinking test for leaders](https://www.imd.org/ibyimd/brain-circuits/are-you-ready-now-a-strategic-thinking-test-for-leaders/) - Take the strategic thinking test for leaders to assess your readiness and explore practical steps to strengthen this vital leadership capability.
- [Climate risk is financial risk: Why corporate leaders must stay the course](https://www.imd.org/ibyimd/industry/financial-services-industry/climate-risk-is-financial-risk/) - Climate risk is financial risk and delaying action only increases costs. Despite backlash, the shift to a cleaner energy future must accelerate.
- [Purposeful Third Acts: The wisdom economy needs more hands on deck](https://www.imd.org/ibyimd/talent/purposeful-third-acts/) - Former RBC CHRO Zabeen Hirji shows how leaders can design Purposeful Third Acts, creating value for themselves, organizations, and society.
- [How to give feedback: Your six-part checklist ](https://www.imd.org/ibyimd/leadership/how-to-give-feedback-your-six-part-checklist/) - Learn how to give feedback effectively with six proven leadership practices that resolve conflict, correct behavior and foster team growth.
- [IMD AI Safety Clock makes biggest leap yet amid weaponization and rise of agentic AI](https://www.imd.org/ibyimd/artificial-intelligence/imd-ai-safety-clock-makes-biggest-leap-yet-amid-weaponization-and-rise-of-agentic-ai/) - One year after launch, AI risk tracker underlines worrying implications of accelerating AI adoption.
- [Rethinking the formula: How shared ownership is reshaping sustainability at Bayer](https://www.imd.org/ibyimd/sustainability/rethinking-the-formula/) - Rethinking sustainability at Bayer, Daniel Schneiders shows how shifting team ownership and decision-making drives lasting impact across the company.
- [Crying shame? How to navigate your emotions in the workplace  ](https://www.imd.org/ibyimd/brain-circuits/crying-shame-how-to-navigate-your-emotions-in-the-workplace/) - Have you ever burst into tears at work? If so, you’re not alone. Many of us feel overwhelmed by the pressures of our jobs, projects, and work relationships. Here are eight practical steps to navigate such moments constructively.
- [Crying at work: Why tears are not the problem](https://www.imd.org/ibyimd/leadership/crying-at-work/) - Crying at work can reveal stress, tension, or needed change. Learn how leaders and teams can respond constructively instead of suppressing emotion.
- [Supply chains: How GenAI has gone from disappointment to game-changer](https://www.imd.org/ibyimd/podcasts/mike-amit-talk-tech/supply-chains-how-genai-has-gone-from-disappointment-to-game-changer/) - On this edition of Mike and Amit Talk Tech, IMD’s Carlos Cordon explores how generative AI is reshaping supply chains with new adaptive solutions.
- [10 tips for first-time people-leaders ](https://www.imd.org/ibyimd/brain-circuits/10-tips-for-first-time-people-leaders/) - You've just been promoted to team leader. These tips will help you switch from worker to leader.
- [How to survive as political battles rage over net zero ](https://www.imd.org/ibyimd/audio-articles/how-to-survive-as-political-battles-rage-over-net-zero/) - Business leaders must master the art of building strategies that take account of partisan divides over net-zero goals while progressing the interests of their company and society.
- [What do Yamaha, BYD and Nvidia have in common?](https://www.imd.org/ibyimd/innovation/what-do-yamaha-byd-and-nvidia-have-in-common/) - Through our research at the Future Readiness Center we have identified key principles that future-ready organizations, like Yamaha, BYD and Nvidia, embrace
- [Everything you need to know about nonmarket strategy, part 1: Why do you need it?  ](https://www.imd.org/ibyimd/brain-circuits/everything-you-need-to-know-about-nonmarket-strategy-part-1-why-do-you-need-it/) - Why do you need nonmarket strategy?
- [How to transform from an AI-enabled to an AI-centered enterprise](https://www.imd.org/ibyimd/artificial-intelligence/ai-centered-enterprise/) - Discover how context-aware artificial intelligence helps map where Generative AI creates the highest strategic value for your organization.
- [The next frontier in sustainability: Why businesses should care about voluntary biodiversity credits](https://www.imd.org/ibyimd/industry/financial-services-industry/voluntary-biodiversity-credits/) - Businesses can showcase their commitments to nature and sustainability by using new voluntary biodiversity credits to invest in conservation actions that can be measured.
- [In an age of disruption, optimism is a leader’s greatest asset ](https://www.imd.org/ibyimd/competitiveness/optimism-is-a-leaders-greatest-asset/) - Efficiency once defined competitiveness but resilience and trust now lead. David Bach shows why Europe’s leaders need optimism to unlock both.
- [VARO's twin-engine strategy on energy strikes the right balance](https://www.imd.org/ibyimd/audio-articles/varos-twin-engine-strategy-on-energy-strikes-the-right-balance/) - The Swiss-based energy group is plotting a course toward a renewables-focused future, without abandoning its traditional customer base.
- [Everything you need to know about nonmarket strategy part 2: six key steps ](https://www.imd.org/ibyimd/brain-circuits/everything-you-need-to-know-about-nonmarket-strategy-part-2-six-key-steps/) - Following on from the ‘why’ of nonmarket strategy, Michael Yaziji sets out a practical framework to get started, with industry examples.
- [How to manage yourself through a transition ](https://www.imd.org/ibyimd/leadership/how-to-manage-yourself-through-a-transition/) - Starting a new role comes with challenges. Learn how to manage yourself through a transition and avoid pitfalls to set yourself up for success.
- [The US has turned its back on net zero, but all is not lost ](https://www.imd.org/ibyimd/audio-articles/the-us-has-turned-its-back-on-net-zero-but-all-is-not-lost/) - The success of American companies and pension funds depends on international markets, giving the world leverage to keep the US on board for the energy transition.
- [AI unlocked: How LLMs will make experts out of everyone](https://www.imd.org/ibyimd/podcasts/mike-amit-talk-tech/ai-unlocked-how-llms-will-make-experts-out-of-everyone/) - In this edition of Mike and Amit Talk Tech, José Parra Moyano joins to discuss how Gen AI empowers leaders, democratizes analytics, and drives innovation.
- [Are you adopting AI passively? Three steps to reskill at scale ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/are-you-adopting-ai-passively-three-steps-to-reskill-at-scale/) - AI’s transformative potential requires workforce readiness and here are three steps to reskill employees.
- [What do NBA champions teach us about building winning organizations?](https://www.imd.org/ibyimd/leadership/what-do-nba-champions-teach-us-about-building-winning-organizations/) - What NBA champions teach us about business: 5 principles from basketball's top teams that help organizations build depth, culture, agility, and leadership.
- [What can we learn from Xiaomi’s monumental EV rise](https://www.imd.org/ibyimd/innovation/xiaomis-monumental-ev-rise/) - Xiaomi’s rapid EV rise shows how future readiness and agility are reshaping the auto industry – a challenge traditional automakers can’t ignore.
- [Hacking Digital 1: Building credibility as a new digital transformation leader ](https://www.imd.org/ibyimd/brain-circuits/hacking-digital-1-building-credibility-as-a-new-digital-transformation-leader/) - Credibility is difficult to build and easy to lose for any leader, especially newly appointed digital leaders. Here are some concrete actions and insights that will help you on the journey.
- [The four drivers of sustainable happiness at work](https://www.imd.org/ibyimd/human-resources/the-four-drivers-of-sustainable-happiness-at-work/) - In the face of burnout, quiet quitting, and workplace complexity, happiness is an overlooked factor that can transform leadership resilience and team performance.
- [From scientist to founder: Five tips for succeeding in deep tech](https://www.imd.org/ibyimd/innovation/five-tips-for-succeeding-in-deep-tech/) - Discover five tips for succeeding in deep tech as scientists share lessons on turning innovation into successful ventures.
- [No more sugar coating: The Doughnut business leaders can no longer afford to ignore](https://www.imd.org/ibyimd/sustainability/no-more-sugar-coating-the-doughnut-business-leaders-can-no-longer-afford-to-ignore/) - Updated Doughnut of social and planetary boundaries shows urgent gaps. Businesses must act to balance human needs with a thriving planet.
- [A new world order: Børge Brende on geopolitics, resilience, and risk](https://www.imd.org/ibyimd/geopolitics/a-new-world-order-borge-brende-on-geopolitics-resilience-and-risk/) - World Economic Forum President Børge Brende on new world order: geopolitics, resilience, and risk at IMD Alumni Symposium
- [Leading with coherence through complexity: Jeroen van Weesep ](https://www.imd.org/ibyimd/supply-chain/leading-with-coherence-through-complexity/) - Supply chain expert data reveals how leaders should evolve to meet 2025 challenges, using tools like AI/ML to optimize complex and dynamic operations.
- [Cómo usar la IA para pensar mejor — y no dejar que piense por nosotros](https://www.imd.org/ibyimd/artificial-intelligence/como-usar-la-ia-para-pensar-mejor-y-no-dejar-que-piense-por-nosotros/) - Los profesionales que utilizan la IA de forma disciplinada para perfeccionar su pensamiento cognitivo a lo largo del tiempo serán los ganadores a largo plazo.
- [Inside the Transition: The outlook for COP 30 and the road ahead](https://www.imd.org/ibyimd/podcasts/inside-the-transition-the-outlook-for-cop-30-and-the-road-ahead/) - Join Knut Haanaes and Julia Binder with climate negotiator Paul Watkinson as they unpack global challenges and progress in the clean energy transition.
- [Leaving the smoke behind: How Philip Morris International is addressing its legacy and redefining its value proposition](https://www.imd.org/ibyimd/best-practice-in-sustainable-business-transformation/how-philip-morris-international-is-redefining-its-value-proposition/) - Philip Morris International Sustainability explores PMI's shift from cigarettes to smoke-free alternatives, delivering measurable change across global markets.
- [Creating value in today’s economy: lessons from the best for private equity ](https://www.imd.org/ibyimd/brain-circuits/creating-value-in-todays-economy-lessons-from-the-best-for-private-equity/) - PE firms are waking up to the fact that all the financial engineering in the world can’t substitute for non-working leadership. Check whether you are investing sufficiently in leadership scalability, and consult the tips on PE’s new value-creation playbook.
- [A strategy for AI, not an AI strategy](https://www.imd.org/ibyimd/artificial-intelligence/a-strategy-for-ai-not-an-ai-strategy/) - IMD’s AI Navigator helps leaders align business goals with AI models to capture value, manage risk, and move from hype to real impact.
- [Benefits by design: Novonesis CEO’s strategy for sustainable growth](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/benefits-by-design-novonesis-ceos-strategy-for-sustainable-growth/) - Novonesis CEO Ester Baiget shares how the Danish biosolutions leader uses science, AI, and culture to transform food, detergents, and sustainability.
- [What if Europe’s biggest risk isn’t war – but running out of power?](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/what-if-europes-biggest-risk-isnt-war-but-running-out-of-power/) - In this edition of Leaders Unplugged, IMD President David Bach and Vestas CEO Henrik Andersen discuss Europe’s energy risks and bold leadership.
- [Hacking Digital 2: How to make the CDO role a success](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/hacking-digital-2-how-to-make-the-cdo-role-a-success/) - The average Chief Digital Officer tenure is short. Learn how to design the CDO role for success by aligning priorities, governance, and leadership from the start.
- [Why adopting family values will help you ride out any storm ](https://www.imd.org/ibyimd/audio-articles/why-adopting-family-values-will-help-you-ride-out-any-storm/) - A climate of pervasive uncertainty is paralyzing decision-making. Here's what leaders can learn about survival and resilience from multi-generational, family-run businesses.
- [Hacking Digital 3: How to develop digital skills within your organization ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/hacking-digital-3-how-to-develop-digital-skills-within-your-organization/) - Learning new digital tools, technologies, and business models presents both short-term and longer-term challenges. Here’s a quick guide to the essentials of getting your people up to speed and beyond.
- [Navigating America's AI Action Plan – a guide for business leaders](https://www.imd.org/ibyimd/artificial-intelligence/navigating-americas-ai-action-plan-a-guide-for-business-leaders/) - Navigating America's AI Action Plan, global multinationals must balance opportunity with risk as the US drives AI leadership through deregulation.
- [Strategic alignment for impact: Integrating business, investment, and philanthropy to make a difference ](https://www.imd.org/ibyimd/family-business/integrating-business-investment-and-philanthropy-to-make-a-difference/) - How one family in the life sciences industry leverages business, strategic investments, and nonprofit initiatives to improve health.
- [Three ways artificial intelligence is transforming boards](https://www.imd.org/ibyimd/artificial-intelligence/three-ways-artificial-intelligence-is-transforming-boards/) - AI will add $19.9 TRN to the economy, here we explore how boards can harness it to strengthen risk management support decision making and embrace efficiency.
- [Benefits by design: Novonesis CEO’s strategy for sustainable growth](https://www.imd.org/ibyimd/podcasts/i-by-imd-podcasts/benefits-by-design-novonesis-ceos-strategy-for-sustainable-growth-2/) - Novonesis CEO Ester Baiget shares how advanced tech and a unique ‘library of strengths’ are transforming food production and laundry solutions globally.
- [Hacking Digital 4: How to work across silos ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/hacking-digital-4-how-to-work-across-silos/) - Working in silos is one of the biggest obstacles to digital success. The key to real digital transformation is to align the various business units in the organization. Here’s how to avoid the pitfalls.
- [Dynamic shared ownership: How Bayer Canada is giving power to its people](https://www.imd.org/ibyimd/leadership/dynamic-shared-ownership-how-bayer-canada-is-giving-power-to-its-people/) - Bayer Canada empowers frontline staff through a dynamic shared ownership model, boosting customer focus, collaboration, and inclusive leadership.
- [The age of power parity: Compete through resilience, not reliance](https://www.imd.org/ibyimd/geopolitics/the-age-of-power-parity/) - At OWP Singapore, David Bach explains how U.S.–China parity is reshaping globalization, and why leaders must compete through resilience, not reliance.
- [New to leadership? Don’t become a people pleaser ](https://www.imd.org/ibyimd/brain-circuits/new-to-leadership-dont-become-a-people-pleaser/) - New leaders, beware: the urge to please everyone can lead to exhaustion and burnout. Learn how to spot the signs and Don’t become a people pleaser.
- [The new leadership imperative: When purpose becomes performance](https://www.imd.org/ibyimd/industry/family-business-industry/the-new-leadership-imperative/) - Poman Lo argues that purpose-driven leadership, not profit, must guide Asia’s transformation toward sustainability amid the growing climate crisis.
- [Don’t mention it! Tackling your team’s taboos, Part 1   ](https://www.imd.org/ibyimd/brain-circuits/dont-mention-it-tackling-your-teams-taboos-part-1/) - Learn how to start Tackling your team’s taboos by addressing the “undiscussables” that block problem-solving, learning, and meaningful team progress.
- [Fearless leadership: Why integrity is the ultimate power](https://www.imd.org/ibyimd/leadership/fearless-leadership-why-integrity-is-the-ultimate-power/) - Kiran Bedi reveals how fearless leadership built on integrity, discipline, and purpose can turn conviction into trust and service into impact.
- [AI at board level: The three questions keeping board members up at night](https://www.imd.org/ibyimd/artificial-intelligence/ai-at-board-level/) - Boards don’t understand AI and it’s costing them. Here we explore their three biggest concerns including human leadership AI literacy and real time evaluation
- [From Wuhan to the boardroom: Dan Luo’s journey to impact](https://www.imd.org/ibyimd/podcasts/from-wuhan-to-the-boardroom-dan-luos-journey-to-impact/) - IMD Professor Omar Toulan speaks with Dan Luo at OWP Singapore about driving growth, profitability, and leadership across global brands like Heinz and Lego.
- [How to build confidence in your leadership: 7 key practices  ](https://www.imd.org/ibyimd/brain-circuits/how-to-build-confidence-in-your-leadership-7-key-practices/) - Many people new to leadership get into trouble by launching bold initiatives before they’ve won the necessary support to effect change. Follow these key practices to thrive in your new role.
- [Speaking up and staying strategic: DE&I engagement in polarized times](https://www.imd.org/ibyimd/diversity-inclusion/dei-engagement-in-polarized-times/) - Leaders must balance conviction with caution. Speaking Up and Staying Strategic explores how to advance inclusion goals while navigating polarized workplaces.
- [Engineering for a better world: How GEA is transforming industrial ecosystems](https://www.imd.org/ibyimd/industry/life-science/engineering-for-a-better-world-how-gea-is-transforming-industrial-ecosystems/) - GEA Chief Sustainability Office Nadine Sterlye explains how the engineering giant is working with upstream suppliers and downstream customers to reduce Scope 3 emissions
- [Don’t mention it! Tackling your team’s taboos, Part 2   ](https://www.imd.org/ibyimd/brain-circuits/dont-mention-it-tackling-your-teams-taboos-part-2/) - Following on from Part 1 of our series on “undiscussables”, here are ways to tackle team dynamics where people say but don’t mean, professing publicly to espouse values and attitudes that they don’t actually share.
- [Save the planet or the economy? Getting the balance right ](https://www.imd.org/ibyimd/audio-articles/save-the-planet-or-the-economy-getting-the-balance-right/) - Many C-suite executives are torn between the need for a green transition and maintaining a competitive advantage. Here are five ways to find a clear path ahead.
- [AI and Education: 10 ways to support or erode future skills resilience](https://www.imd.org/ibyimd/talent/ai-and-education-10-ways-to-support/) - AI and education intersect on a fine line between boosting critical thinking and risking cognitive decline, a challenge educators and talent leaders must address.
- [CHROs: 3 ways to help top executives prioritize recovery  ](https://www.imd.org/ibyimd/brain-circuits/chros-3-ways-to-help-top-executives-prioritize-recovery/) - With organizations experiencing unprecedented levels of leadership burnout, Nele Dael identifies three ways to help your people integrate recovery into even the busiest schedule.
- [Generation Z: busting the myths surrounding digital natives ](https://www.imd.org/ibyimd/audio-articles/generation-z-busting-the-myths-surrounding-digital-natives/) - Leaders should challenge their assumptions about Generation Z to build more meaningful connections.
- [Gideon Rachman (FT): Can liberal democracy win in the 21st century?](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/gideon-rachman-ft-can-liberal-democracy-win-in-the-21st-century/) - Gideon Rachman, Financial Times Chief Foreign Affairs Commentator and author, offers expert analysis on global politics, economics, and leadership.
- [Building resilience: The value of LGBTQ+ inclusion in today’s uncertain DE&I landscape](https://www.imd.org/ibyimd/diversity-inclusion/building-resilience-the-value-of-lgbtq-inclusion-in-todays-uncertain-dei-landscape/) - LGBTQ+ inclusion in the workplace boosts performance and resilience, yet most Swiss firms lag behind. Discover how leaders can close the DE&I gap.
- [The three types of toxic board culture and how to avoid them](https://www.imd.org/ibyimd/industry/family-business-industry/the-three-types-of-toxic-board-culture-and-how-to-avoid-them/) - Toxic board culture can stall decisions and damage trust. Learn how to spot dysfunction, break groupthink, and build a healthier, more effective board.
- [What does a good AI use case look like? ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/what-does-a-good-ai-use-case-look-like/) - With AI fever in overdrive, everyone is searching for winning AI use cases. However, the process feels like solving a giant jigsaw puzzle without a picture on the box to guide you.
- [How to fight high US tariffs with strategic navigation](https://www.imd.org/ibyimd/strategy/how-to-fight-high-us-tariffs-with-strategic-navigation/) - With US tariffs on Swiss goods at 39%, Carlos Cordon outlines eight strategic ways to reduce costs and turn protectionism into advantage.
- [Energy efficiency equals smart strategy, so why the inertia?  ](https://www.imd.org/ibyimd/audio-articles/energy-efficiency-equals-smart-strategy-so-why-the-inertia/) - Energy efficiency is the fastest and cheapest way to cut emissions. Business leaders must do more to translate words into action.
- [Is it time to tackle your team’s taboos? Part 3  ](https://www.imd.org/ibyimd/brain-circuits/dont-mention-it-is-it-time-to-tackle-your-teams-taboos-part-3/) - Following on from Part 2 of our series on “undiscussables,” here are ways to resolve relationships characterized by mutual mistrust and antagonistic behaviors.
- [Making agentic AI work: What CFOs need to know](https://www.imd.org/ibyimd/artificial-intelligence/making-agentic-ai-work-what-cfos-need-to-know/) - CFOs must master execution to harness agentic AI, turning autonomous, goal-driven systems into real enterprise value.
- [From resilience to realignment: How global trade is re-wiring without the US](https://www.imd.org/ibyimd/competitiveness/from-resilience-to-realignment-how-global-trade-is-re-wiring-without-the-us/) - Global trade is re-wiring without the US leading to the rise of new trade coalitions according to trade experts from IMD and the Hinrich Foundation.
- [This much I know: Transitioning from CFO to CEO ](https://www.imd.org/ibyimd/brain-circuits/this-much-i-know-transitioning-from-cfo-to-ceo/) - The pathway from CFO to CEO is becoming well-trodden, but success is not guaranteed. Four global CEOs share lessons on navigating the transition.
- [Why intuition still plays a vital role in a world of AI ](https://www.imd.org/ibyimd/audio-articles/why-intuition-still-plays-a-vital-role-in-a-world-of-ai/) - Intuition and AI work best together. While data drives insight, human intuition adds context and creativity for smarter, more balanced decision-making.
- [¿Existe una «personalidad» de liderazgo?](https://www.imd.org/ibyimd/leadership/existe-una-personalidad-de-liderazgo/) - Existe la idea extendida de que el liderazgo —y el éxito en general— resulta más natural para algunas personas que para otras.
- [Liderar más allá de tus habilidades: una autoevaluación para crecer profesionalmente](https://www.imd.org/ibyimd/brain-circuits-spanish/liderar-mas-alla-de-tus-habilidades-una-autoevaluacion-para-crecer-profesionalmente/) - Los líderes suelen enfrentarse a momentos de cambio profundo en su carrera: transiciones que exigen ampliar sus habilidades y modificar la forma en que trabajan.
- [Stuck in the safety zone? Here’s how to break free ](https://www.imd.org/ibyimd/audio-articles/stuck-in-the-safety-zone-heres-how-to-break-free/) - Francine is good at what she does, but she's stuck in the safety zone. By exploring what’s holding her back, she learns to drive herself to greater heights.
- [Leadership lessons from Julius Caesar: The brilliance and the blind spots](https://www.imd.org/ibyimd/book-club/leadership-lessons-from-julius-caesar-the-brilliance-and-the-blind-spots/) - Paul Vanderbroeck's award-winning book applies leadership frameworks to Julius Caesar, revealing lessons on feedback, emotional intelligence, and executive blind spots relevant to modern business leaders.
- [The geopoliticization of supply chains: How it started and where it's going](https://www.imd.org/ibyimd/geopolitics/the-geopoliticization-of-supply-chains/) - xplore the geopoliticization of supply chains post-COVID, from tariffs and reshoring to Industry 4.0 automation and risk management for executives.
- [Reinventing success: What Olympic champion Oliver Zeidler is learning about leadership](https://www.imd.org/ibyimd/videos/the-interview/reinventing-success-what-olympic-champion-oliver-zeidler-is-learning-about-leadership/) - Olympic champion Oliver Zeidler on leadership, resilience, reinvention, learning mindset, IMD MBA, growth, motivation, performance, and success in business and sport.
- [Greening AI: What every business leader needs to know](https://www.imd.org/ibyimd/sustainability/greening-ai-what-every-business-leader-needs-to-know/) - AI can drive sustainability by cutting emissions and optimizing supply chains, as explored in this WBCSD Masterclass.
- [Building digital resilience: Why cyber is no longer just a technology concern ](https://www.imd.org/ibyimd/artificial-intelligence/why-cyber-is-no-longer-just-a-technology-concern/) - Organizations and boards are building digital resilience, strengthening cybersecurity governance, and defending against data breaches and cyberattacks.
- [Struggling to cope with feedback? Send for the Fab Four](https://www.imd.org/ibyimd/brain-circuits/struggling-to-cope-with-feedback-send-for-the-fab-four/) - Struggling with negative feedback? Learn four simple techniques to stay grounded, listen deeply, and turn difficult conversations into opportunities for growth.
- [Olympian insights: Leadership meets elite sports](https://www.imd.org/ibyimd/podcasts/olympian-insights-leadership-meets-elite-sports/) - Olympian Oliver Zeidler shares his journey from swimmer to World Champion rower, balancing sport and business while embracing a beginner’s mindset.
- [Don’t mention it! Tackling your team’s taboos, Part 4](https://www.imd.org/ibyimd/brain-circuits/dont-mention-it-tackling-your-teams-taboos-part-4/) - Learn how to uncover and address unconscious team behaviors that block performance, reduce anxiety, and improve collaboration and results.
- [Crisis in the boardroom: How to build a crisis response architecture ](https://www.imd.org/ibyimd/geopolitics/how-to-build-a-crisis-response-architecture/) - Organizations led by boards are scenario planning, building crisis response architecture, and finding assembled teams to combat uncertainty and survive.
- [Will AI be a catalyst for net-zero transition ... or a drag on it? ](https://www.imd.org/ibyimd/artificial-intelligence/will-ai-be-a-catalyst-for-net-zero-transition-or-a-drag-on-it/) - AI is power hungry, but it could aid the net-zero transition. Business leaders will determine whether innovation and sustainability advance together.
- [How do national strategies interact with industry dynamics? Four different paths to digital competitiveness ](https://www.imd.org/ibyimd/competitiveness/four-different-paths-to-digital-competitiveness/) - How do national strategies interact with industry dynamics? Four different paths to digital competitiveness.
- [Stop running! Why you may be implementing AI pilots the wrong way](https://www.imd.org/ibyimd/brain-circuits/stop-running-why-you-may-be-implementing-ai-pilots-the-wrong-way/) - Avoid a scattershot AI strategy. Learn how to unlock GenAI’s full potential with a focused four-step “deep and narrow” approach for lasting competitive advantage.
- [Agentic AI and the CFO’s role in the productivity shift](https://www.imd.org/ibyimd/artificial-intelligence/agentic-ai-and-the-cfos-role-in-the-productivity-shift/) - CFOs can harness agentic AI to scale productivity, redesign the workforce, and redefine performance metrics for lasting value creation.
- [No blind spots: The board's role in sustainability ](https://www.imd.org/ibyimd/sustainability/no-blind-spots-the-boards-role-in-sustainability/) - Boards play a crucial role in sustainability, guiding ESG governance and addressing climate risk to ensure strategy integration and long-term business resilience.
- [The dual challenge of AI: Innovating and building while preparing to defend](https://www.imd.org/ibyimd/artificial-intelligence/the-dual-challenge-of-ai/) - Organizations must navigate the dual challenge of AI: executing internal projects responsibly while guarding against industry disruption. Learn key risks and mitigation strategies.
- [Nurturing the digital rainforest: Why business ecosystems hold the key to resilient decarbonization ](https://www.imd.org/ibyimd/sustainability/nurturing-the-digital-rainforest-why-business-ecosystems-hold-the-key-to-resilient-decarbonization/) - Digital ecosystems hold a key to the lower-carbon future, and help businesses achieve net- zero targets while maintaining operational continuity in a warming world.
- [Europe’s irreplaceable innovator: ASML’s CEO on powering the digital future](https://www.imd.org/ibyimd/podcasts/europes-irreplaceable-innovator-asmls-ceo-on-powering-the-digital-future/) - ASML CEO Christophe Fouquet discusses EUV innovation, AI chip demand, sustainability, and how Europe’s top tech firm powers the digital economy.
- [6 things your inner child can do for you](https://www.imd.org/ibyimd/brain-circuits/6-things-your-inner-child-can-do-for-you/) - Reconnect with your inner child to boost resilience, creativity, and courage at work - turn curiosity, risk-taking, and playfulness into professional strengths.
- [Emerging economies are next frontiers of energy transition ](https://www.imd.org/ibyimd/audio-articles/emerging-economies-are-next-frontiers-of-energy-transition/) - Brazil, India, and Nigeria, among others, present opportunities and challenges for business in a rapidly developing energy landscape.
- [3 critical actions for when the AI bubble bursts](https://www.imd.org/ibyimd/artificial-intelligence/3-critical-actions-for-when-the-ai-bubble-bursts/) - When the AI bubble bursts, companies that thrive will be those integrating AI strategically to drive real transformation instead of chasing hype.
- [Europe’s irreplaceable innovator: ASML’s CEO on powering the digital future](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/asmls-ceo-on-powering-the-digital-future/) - ASML CEO Christophe Fouquet shares how the company became Europe’s most indispensable tech firm and what’s next for EUV lithography innovation.
- [Think you don’t play favorites? Think again  ](https://www.imd.org/ibyimd/brain-circuits/think-you-dont-play-favorites-think-again/) - Are you unknowingly playing favorites at work? Take this quick test to uncover bias and learn proven strategies for fairer leadership.
- [In Google vs LLM battle for search dominance, the consumer will win](https://www.imd.org/ibyimd/artificial-intelligence/battle-for-search-dominance/) - Google may have escaped major penalties in a landmark search monopoly ruling, but will the search giant survive the rise of LLMs and changing user behavior?
- [Are you sick as a parrot? 4 ways to sharpen your language skills and become a more effective leader](https://www.imd.org/ibyimd/brain-circuits/are-you-sick-as-a-parrot-4-ways-to-sharpen-your-language-skills-and-become-a-more-effective-leader/) - Avoid soulless management speak. Learn how leaders can use authentic, engaging language to connect, motivate, and inspire their teams effectively.
- [The AI reskilling paradox: Slow down to get there faster ](https://www.imd.org/ibyimd/artificial-intelligence/the-ai-reskilling-paradox-slow-down-to-get-there-faster/) - Unlock the four zones of AI readiness and discover why sandboxing is the smartest strategy for executive-led transformation.
- [Clee Medical: Making brain surgery safer](https://www.imd.org/ibyimd/industry/life-science/clee-medical-making-brain-surgery-safer/) - Swiss startup Clee Medical is revolutionizing brain surgery with real-time imaging technology that boosts precision, safety, and patient outcomes.
- [The real story of AI’s rise from winters to workplaces](https://www.imd.org/ibyimd/videos/the-interview/real-story-of-ais-rise-from-winters-to-workplaces/) - Explore AI’s journey from early winters to today’s boom. Oxford’s Michael Wooldridge reveals LLMs’ flaws, limits, and potential impact on the future workplace.
- [Investors beware: Your portfolio may be less diverse than you realize](https://www.imd.org/ibyimd/finance/your-portfolio-may-be-less-diverse-than-you-realize/) - Big-name stocks dominate global equity indices, creating hidden risks for investors. Here are strategies to mitigate concentration and volatility.
- [Why AI ethics is now a competitive advantage](https://www.imd.org/ibyimd/artificial-intelligence/why-ai-ethics-is-now-a-competitive-advantage/) - IMD’s AI Maturity Index assesses how the top 300 companies in the Forbes Global 2000 are advancing their AI strategies. One key pattern is that AI maturity requires strong ethical governance.
- [The real story of AI’s rise from winters to workplaces](https://www.imd.org/ibyimd/podcasts/the-real-story-of-ais-rise-from-winters-to-workplaces/) - Explore AI’s journey from early winters to today’s boom, as Oxford’s Michael Wooldridge reveals LLMs’ flaws, limits, and their potential impact on the future workplace.
- [Walmex CEO Guilherme Loureiro: What happens when leaders admit they're dinosaurs?](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/walmex-ceo-guilherme-loureiro-what-happens-when-leaders-admit-theyre-dinosaurs/) - Walmex CEO Gui Loureiro shares how he transformed a retail giant into a purpose-driven digital ecosystem — and himself in the process.
- [Is it time you threw a spanner in the works? How to maximize cross-silo collaboration ](https://www.imd.org/ibyimd/brain-circuits/is-it-time-you-threw-a-spanner-in-the-works-how-to-maximize-cross-silo-collaboration/) - The most resilient and innovative organizations work fluidly across internal boundaries, but many managers are resistant to their reports connecting with people outside their team. Answer the questions below to check whether you are enabling collaboration to flourish, and read on for tips on getting the most out of your “boundary spanners.”
- [How Holcim is bringing concrete changes to the construction of ‘circular’ cities](https://www.imd.org/ibyimd/industry/industrials/how-holcim-is-bringing-concrete-changes/) - Holcim CEO Miljan Gutovic explains how adopting circularity in construction is driving sustainable growth and innovation in building materials.
- [Redesign pay incentives to turn climate promises into action](https://www.imd.org/ibyimd/audio-articles/redesign-pay-incentives-to-turn-climate-promises-into-action/) - To turn climate promises into meaningful results, boards must shape pay incentives by embedding environmental targets into compensation packages.
- [If you don’t know, say so: A self-check for leaders  ](https://www.imd.org/ibyimd/brain-circuits/if-you-dont-know-say-so-a-self-check-for-leaders/) - Leaders are under pressure to project certainty and to know all the answers. Answer the following questions honestly, then check out the reasons why, if you don’t know the answer, it’s often better to come straight out and say so.
- [Is bias in the boardroom always a bad thing?](https://www.imd.org/ibyimd/governance/is-bias-in-the-boardroom-always-a-bad-thing/) - Bias in the boardroom isn’t always negative. Discover how certain biases can enhance decision-making and diversity when managed effectively.
- [Supply chains need more than a tariff calculator ](https://www.imd.org/ibyimd/competitiveness/supply-chains-need-more-than-a-tariff-calculator/) - New models of economic development are emerging from global trade fragmentation. Supply chain executives must now weigh far more complex trade-offs, says Christos Cabolis
- [Four steps to building your leadership pipeline](https://www.imd.org/ibyimd/brain-circuits/four-steps-to-building-your-leadership-pipeline/) - Progressing internal talent helps hedge against new CEO failure, but it all hinges on integrating leadership development and succession planning. Ric Roi identifies the warning signs for organizations that fail to put the right processes in place and shares four strategic steps to getting it right.
- [More than tech: What’s really at stake when we choose an AI vendor](https://www.imd.org/ibyimd/artificial-intelligence/choosing-an-ai-vendor/) - AI has taken a strong geopolitical stance in recent years, which has strategic implications for leaders looking to use AI Vendors to power their digital transformation.
- [From C-suite to board seat: How to lead by stepping back ](https://www.imd.org/ibyimd/audio-articles/from-c-suite-to-board-seat-how-to-lead-by-stepping-back/) - Marie France Tschudin outlines seven ways to excel as a board member. Learn how to lead by stepping back by focusing on your lane, experience and culture.
- [What do those who foresaw the 2008 financial crisis expect today?](https://www.imd.org/ibyimd/finance/what-do-those-who-foresaw-the-2008-financial-crisis-expect-today/) - With even the most seasoned investors growing uneasy, the analysts who foresaw the 2008 market crash share how they view the current state of the financial markets.
- [Generative Engine Optimization (GEO): The $80 billion shift that every executive should understand](https://www.imd.org/ibyimd/artificial-intelligence/generative-engine-optimization/) - Generative Engine Optimization is transforming digital visibility as AI models rise, challenging the $80B SEO industry and requiring urgent executive focus.
- [Sustainability and Geopolitics: Rethinking strategy in a divided world ](https://www.imd.org/ibyimd/geopolitics/sustainability-and-geopolitics-rethinking-strategy-in-a-divided-world/) - Sustainability can no longer be separated from geopolitics. In this webinar, our experts discuss how rising security risks, disrupted supply chains, and circularity are redefining strategy for global leaders. Sustainability Play Video Geopolitics Sustainability and Geopolitics: Rethinking strategy in a divided world November 21, 2025 • by I by IMD in Sustainability Sustainability can no longer be separated from geopolitics. In this webinar, our experts discuss how rising security risks, disrupted supply chains, and circularity are redefining strategy for global leaders…. DownloadSave Sustainability can
- [Artificial confidence: How LLMs undermine executive thinking](https://www.imd.org/ibyimd/artificial-intelligence/artificial-confidence-how-llms-undermine-executive-thinking/) - Professor Amar Bhidé warns CEOs that LLMs often mislead, flatter users, and fail under uncertainty, despite hype from AI enthusiasts like Jensen Huang.
- [How the Gulf is inspiring the world to build cities that champion quality of life](https://www.imd.org/ibyimd/competitiveness/how-the-gulf-is-inspiring-the-world-to-build-cities-that-champion-quality-of-life/) - Competitiveness starts locally, and progressive Middle Eastern metropolises show how urban innovation can inspire stronger economies worldwide by reshaping growth strategies.
- [Longevity in office – good or bad? ](https://www.imd.org/ibyimd/brain-circuits/longevity-in-office-good-or-bad/) - Longevity was once seen by traditionalists as a proxy for good leadership, but successive generations attach less value to length of time served. As with anything, there are benefits and disadvantages. Here are the pros and cons of longevity to consider when faced with an opportunity or when you are feeling disengaged.
- [From pilot to implementation at scale: Insights from the world’s most AI mature companies ](https://www.imd.org/ibyimd/artificial-intelligence/insights-from-the-worlds-most-ai-mature-companies/) - IMD’s AI Maturity Index shows how leading global companies advance their AI capabilities, revealing what it takes to move from pilot to implementation at scale.
- [Listen up! 5 techniques to build a more powerful speaking voice](https://www.imd.org/ibyimd/brain-circuits/listen-up-5-techniques-to-build-a-more-powerful-speaking-voice/) - As organizations become increasingly complex, fast paced, and interconnected, one of the key skills that will set leaders apart will be how they show up and communicate.
- [5 lessons from Vinted: How to scale with purpose](https://www.imd.org/ibyimd/innovation/five-lessons-from-vinted-how-to-scale-with-purpose/) - Vinted founder Milda Mitkute shares how she turned a wardrobe cleanout into Lithuania’s first tech unicorn and why responsible growth matters.
- [How to scale your AI use cases: A checklist ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/how-to-scale-your-ai-use-cases-a-checklist/) - The business case for AI is realized when the application is scaled. Use this checklist to ensure the transition from a successful use case to a transformative project.
- [Staying committed on net-zero goals is true test of leadership ](https://www.imd.org/ibyimd/audio-articles/staying-committed-on-net-zero-goals-is-true-test-of-leadership/) - Staying committed on net-zero goals is crucial as companies navigate pressure from the Trump administration and difficult economic conditions.
- [Focus on your unique skills to build executive presence and overcome imposter syndrome ](https://www.imd.org/ibyimd/leadership/overcome-imposter-syndrome/) - Identify your superpowers to strengthen your personal brand and executive presence, and learn how unique skills help you overcome imposter syndrome.
- [Women on boards: Rewire your brain for next-level resilience](https://www.imd.org/ibyimd/governance/women-on-boards-rewire-your-brain-for-next-level-resilience/) - Use neuroscience and small, measurable actions to build a resilient leadership brain – adaptive, balanced, and primed for peak boardroom performance.
- [From low-code to vibe code: Why you may no longer need software engineers](https://www.imd.org/ibyimd/artificial-intelligence/from-low-code-to-vibe-code-why-you-may-no-longer-need-software-engineers/) - Vibe coding lets anyone build apps in plain English using AI, unleashing innovation - but without guardrails, risks in security, quality, and compliance loom.
- [From me to we: The Rose Gold Rule is future of leadership ](https://www.imd.org/ibyimd/audio-articles/from-me-to-we-the-rose-gold-rule-is-future-of-leadership/) - True impact and leadership begin with compassion, awareness, and taking care of the collective.
- [Inside the transition: Bottlenecks and strategic choices](https://www.imd.org/ibyimd/podcasts/inside-the-transition-bottlenecks-and-strategic-choices/) - Explore the accelerating energy transition as IMD hosts RWE’s Kunal Chandra to discuss clean energy investment, bottlenecks, and strategic choices for leaders.
- [Create a place for your customers to play ](https://www.imd.org/ibyimd/book-club/create-a-place-for-your-customers-to-play/) - Gaming has become one of the world’s most powerful consumer ecosystems. Stefan Michel explores why every company now needs a strategy for play to stay competitive.
- [Stressed by ambiguity? How to turn problems into opportunities  ](https://www.imd.org/ibyimd/brain-circuits/stressed-by-ambiguity-how-to-turn-problems-into-opportunities/) - Amy Bonsall and Alyson Meister show how to turn problems into opportunities through reframing your response to perceived threats.
- [How one Japanese insurance behemoth future-proofed its leadership pipeline](https://www.imd.org/ibyimd/industry/financial-services-industry/how-one-japanese-insurance-behemoth-future-proofed-its-leadership-pipeline/) - Tokio Marine shows how a Japanese insurance group can build ambidextrous future leaders through immersive development. Five lessons to future-proof succession.
- [How to give feedback: Be empathic, specific, and watch your body language ](https://www.imd.org/ibyimd/leadership/six-tips-for-how-to-give-powerful-feedback-as-a-leader/) - Giving feedback with empathy, specificity, and mindful body language helps your message land constructively and supports real growth in any setting.
- [Management mythbusters: The AI vs sustainability trade-off ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/management-mythbusters-the-ai-vs-sustainability-trade-off/) - AI and sustainability are transforming the business landscape, yet many organizations treat the two as separate mandates. Instead, they must integrate these forces.
- [Discovery, with purpose: Reshaping R&D for the future](https://www.imd.org/ibyimd/videos/the-interview/discovery-with-purpose-reshaping-rd-for-the-future/) - Former Novo Nordisk CSO Marcus Schindler on R&D leadership, pharma innovation, scientific discovery, AI, global talent, DEI, biotech, drug development strategy.
- [CHROs: Think skills, not jobs, to realize radical productivity gains  ](https://www.imd.org/ibyimd/brain-circuits/chros-think-skills-not-jobs-to-realize-radical-productivity-gains/) - A skills-powered approach to talent management can boost agility, efficiency, and productivity, but transitioning to it is a complex undertaking.
- [How elixir of longevity will alter life as we know it](https://www.imd.org/ibyimd/audio-articles/how-elixir-of-longevity-will-alter-life-as-we-know-it/) - Aging is being reframed as a biological process that can be measured and potentially altered. The longevity market is evolving fast and cannot be ignored.
- [How women leaders can make their ideas heard with clarity and authority](https://www.imd.org/ibyimd/leadership/how-women-leaders-can-make-their-ideas-heard-with-clarity-and-authority/) - In The Confidence Myth, Ginka Toegel reveals how women leaders can communicate with confidence and authority by replacing tentative speech with direct, powerful language for stronger impact.
- [Is this the end of job titles? The future of skills-powered strategies in the age of AI](https://www.imd.org/ibyimd/talent/is-this-the-end-of-job-titles-the-future-of-skills-powered-strategies-in-the-age-of-ai/) - Gloat’s Jeff Schwartz and Mike Worthington reveal how AI and skills-powered strategies are transforming talent management and workforce strategy.
- [Zhike Lei & Marcus Schindler on exploration and purpose at Novo Nordisk](https://www.imd.org/ibyimd/podcasts/zhike-lei-marcus-schindler-on-exploration-and-purpose-at-novo-nordisk/) - IMD’s Zhike Lei interviews former Novo Nordisk R&D head Marcus Schindler on balancing delivery and discovery, building AI-ready teams, and leading innovation up
- [Why longevity demands a corporate and career reboot](https://www.imd.org/ibyimd/leadership/why-longevity-demands-a-corporate-and-career-reboot/) - Longevity is reshaping careers and leadership as lifespans rise. Anna Erat explains why organizations must redesign roles, skills and workforce strategy for the future.
- [Beware the silent fourth: Are you fawning your way through leadership? ](https://www.imd.org/ibyimd/brain-circuits/beware-the-silent-fourth-are-you-fawning-your-way-through-leadership/) - But clinical psychologist Ingrid Clayton identifies a fourth survival strategy lurking in your neural circuitry that most leadership training misses – and it might be sabotaging your effectiveness.
- [When AI becomes the weapon: How to get ahead in the AI cybersecurity arms race](https://www.imd.org/ibyimd/artificial-intelligence/when-ai-becomes-the-weapon-how-to-get-ahead-in-the-ai-cybersecurity-arms-race/) - AI is reshaping cybersecurity, arming both hackers and defenders. Learn how to stay ahead in the fast-evolving AI cybersecurity arms race.
- [Tool or talent – how is your organization using AI?](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/tool-or-talent-how-is-your-organization-using-ai/) - AI has the potential to become a super-useful teammate, but CHROs must manage its deployment with care. Answer the questions below to check how employees feel about its adoption and watch out for three possible impacts on team dynamics.
- [How Chinese EV manufacturers are capitalizing on evolutionary cycles to outpace the competition](https://www.imd.org/ibyimd/innovation/chinese-ev-manufacturers-outpacing-strategy/) - Chinese EV leaders show how the Outpacing strategy uses fast evolutionary cycles to shift direction early and gain an edge over slower moving rivals.
- [How ‘radical collaboration’ can unlock trapped value in industrial data](https://www.imd.org/ibyimd/videos/the-interview/how-radical-collaboration-can-unlock-trapped-value-in-industrial-data/) - Caspar Herzberg of Aveva explains how breaking down data silos and fostering “radical collaboration” can boost industrial efficiency, resilience, and trust.
- [Five things I’ve learned about building range as a leader ](https://www.imd.org/ibyimd/leadership/five-things-ive-learned-about-building-range-as-a-leader/) - Discover five lessons on building range as a leader, developing non-linear leadership capabilities that drive innovation and agility at Sanofi and beyond.
- [Building better: How Baufritz is shaping the future of construction, one home at a time ](https://www.imd.org/ibyimd/industry/industrials/building-better-how-baufritz-is-shaping-the-future-of-construction-one-home-at-a-time/) - Germany’s Baufritz developed sustainable construction over its century-old existence and is exporting its environmentally friendly model across Europe
- [6 books that inspired IMD professors in 2025](https://www.imd.org/ibyimd/book-review/6-books-that-inspired-imd-professors-in-2025/) - IMD faculty recommend non-fiction books on corporate scandals, building high-performing teams, learning from history, a biography of a leader, and the hidden cost of AI
- [Candor, focus, and reflection: Leadership lessons from 6 global CEOs](https://www.imd.org/ibyimd/leadership/leadership-lessons-from-6-global-ceos/) - Six CEOs share the behaviors needed to lead a global enterprise today, highlighting disciplined delegation, elevated perspective, and thoughtful self-reflection.
- [Caspar Herzberg on how ‘radical collaboration’ can unlock trapped value](https://www.imd.org/ibyimd/podcasts/caspar-herzberg-on-how-radical-collaboration-can-unlock-trapped-value/) - Caspar Herzberg on how industries can unlock hidden value through radical collaboration, data sharing, and smarter, more efficient supply chains.
- [Gripped by uncertainty? How to unfreeze through experimentation  ](https://www.imd.org/ibyimd/brain-circuits/gripped-by-uncertainty-how-to-unfreeze-through-experimentation/) - Steps that are too big can paralyze us. Sometimes we avoid taking action because decisions feel too uncertain or too risky and we choke or “freeze”, making action impossible.
- [What’s on your mind: The most-read brain circuits of 2025](https://www.imd.org/ibyimd/brain-circuits/whats-on-your-mind-the-most-read-brain-circuits-of-2025/) - Our regular series of short articles on the most pressing issues of the moment attracted a good deal of attention this year. Here are the 10 you viewed the most – including one that may surprise those who thought DEI was a thing of the past.
- [EVs accelerate the great automotive rewiring ](https://www.imd.org/ibyimd/book-club/evs-accelerate-the-great-automotive-rewiring/) - Reuters US autos journalist Mike Colias discusses his new book Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles, which explores how the development of electric vehicles is revolutionizing the global auto sector.
- [Is a lack of trust costing you? How a culture operating system separates winners from losers](https://www.imd.org/ibyimd/brain-circuits/is-a-lack-of-trust-costing-you-how-a-culture-operating-system-separates-winners-from-losers/) - Susanne May highlights the pitfalls of a lack of organizational trust and outlines four key steps to install a culture operating system that will give you a significant competitive advantage.
- [How to process feedback without getting defensive ](https://www.imd.org/ibyimd/leadership/how-to-process-feedback-without-getting-defensive/) - How to process feedback without getting defensive becomes easier with four practical strategies that turn uncomfortable input into steady leadership growth and everyday learning.
- [Longevity: Three trends that redefine how we live and work](https://www.imd.org/ibyimd/competitiveness/longevity-three-trends-that-redefine-how-we-live-and-work/) - Three options for a world of longevity where people will routinely live in good health into their nineties.
- [How to read your risk barometer (for better decision-making under pressure) ](https://www.imd.org/ibyimd/brain-circuits/how-to-read-your-risk-barometer-for-better-decision-making-under-pressure/) - Tired? Stressed? Important deadline looming? Your brain doesn’t just soldier on unchanged – it responds in ways you may not even notice. This means that your inner state is quietly influencing every decision you make.
- [Workplace trends for 2026: Preparing for the new labor market reality](https://www.imd.org/ibyimd/talent/workplace-trends-for-2026/) - Workplace trends for 2026 show rising flexibility demands, inclusion pressures, AI-driven job shifts and training gaps, requiring leaders to build resilient talent strategies.
- [Connecting every corner of South Africa](https://www.imd.org/ibyimd/featured-content/connecting-every-corner-of-south-africa/) - How South Africa is closing the digital divide through SA Connect, expanding affordable, reliable broadband to underserved communities and every citizen by 2030
- [Stay or go? The career dilemma at year’s end ](https://www.imd.org/ibyimd/talent/stay-or-go-the-career-dilemma-at-years-end/) - Workers face tough choices in a cooling labour market as IMD experts explore the risks and rewards of quitting, from career growth to financial and flexibility concerns.
- [China’s 2026 playbook: Redefining global tech, industry, and governance ](https://www.imd.org/ibyimd/asian-hub/chinas-2026-playbook-redefining-global-tech-industry-and-governance/) - China’s next Five-Year Plan drives a shift toward tech sovereignty, vertical AI, and global ecosystem leadership, reshaping global industry rules.
- [2026 AI trends: What leaders need to know to stay competitive ](https://www.imd.org/ibyimd/artificial-intelligence/2026-ai-trends-what-leaders-need-to-know-to-stay-competitive/) - Prepare for the future as 2026 AI trends reshape business. Discover how to judge if your organization is AI ready with insights from IMD professors and researchers.
- [Sustainability trends businesses must watch in 2026 ](https://www.imd.org/ibyimd/industry/energy/sustainability-trends-businesses-must-watch-in-2026/) - Sustainability trends for 2026 shape a shift to execution, strengthening resilience, competitiveness and value through circularity, AI energy systems and smarter product design.
- [Global talent finds new homes as the US loses its pull](https://www.imd.org/ibyimd/talent/global-talent-finds-new-homes-as-the-us-loses-its-pull/) - Global talent mobility is shifting as rising US costs, visa limits, and policy uncertainty push students and skilled workers to new destinations worldwide.
- [Competitiveness lives on, but the rules are changing](https://www.imd.org/ibyimd/videos/the-interview/competitiveness-lives-on-but-the-rules-are-changing/) - Stephane Garelli and Arturo Bris discuss how world competitiveness is changing, from globalization to fragmentation, and why nations define success differently.
- [How longevity is reshaping work, wealth, and well-being](https://www.imd.org/ibyimd/audio-articles/how-longevity-is-reshaping-work-wealth-and-well-being/) - Increasing longevity is forcing a rethink of public policy, individual lifestyles, and private finances.
- [AI for HR: Next up – performance reviews](https://www.imd.org/ibyimd/artificial-intelligence/ai-for-hr-next-up-performance-reviews/) - AI is transforming HR, from performance reviews to strategic decision-making. Stacia Garr urges CHROs to lead the revolution and manage the risks wisely.
- [The rise of AI and cyberattacks: Why boards must be extra vigilant in 2026](https://www.imd.org/ibyimd/governance/the-rise-of-ai-and-cyberattacks/) - Cyber Security Trends 2026: Boards face surprise risks across cyber, AI, and marketing. Learn the 2025 shifts shaping 2026 resilience.
- [What comes next for international development ](https://www.imd.org/ibyimd/podcasts/what-comes-next-for-international-development/) - Amid global aid upheaval, Club of Rome experts urge hope and psychological safety to guide international development’s transformation.
- [Creating a smoke-free future: How PMI is stubbing out cigarettes](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/creating-a-smokefree-future-how-pmi-is-stubbing-out-cigarettes/) - PMI CEO Jacek Olczak details the company’s bold shift toward a smoke-free future, transforming its strategy, culture, and portfolio in a major business reinvention
- [The rules of global business are being rewritten. Leadership must evolve to keep pace](https://www.imd.org/ibyimd/leadership/rules-of-global-business-are-being-rewritten/) - David Bach and Alarico Allegri examine how geopolitics is reshaping global business and outline the leadership capabilities needed to navigate a more volatile world
- [Follow my biohacks for a long, productive life](https://www.imd.org/ibyimd/audio-articles/follow-my-biohacks-for-a-long-productive-life/) - Biohacks and understanding what makes your brain and body perform at their optimum are the foundations for long-term performance.
- [Where you look is where you go: Advice from the Saskatchewan Drivers’ Handbook](https://www.imd.org/ibyimd/brain-circuits/where-you-look-is-where-you-go-advice-from-the-saskatchewan-drivers-handbook/) - As the new year begins, it’s tempting to focus on battening down the hatches and mitigating the uncertainties. Instead, focus on where you want to go, not the obstacles around you.
- [Inside the CEO–CFO–Board triumvirate: Why vigilant CFOs matter in high-stakes decisions](https://www.imd.org/ibyimd/cfo-horizons/why-vigilant-cfos-matter-in-high-stakes-decisions/) - IMD’s Salvatore Cantale explores how CFOs can balance CEO ambition and board oversight to strengthen decision-making and ensure long-term business success.
- [The reverse resolution: What NOT to do in 2026 ](https://www.imd.org/ibyimd/brain-circuits/the-reverse-resolution-what-not-to-do-in-2026/) - Another January, another list of new resolutions. Meditate daily. Read more books. Network strategically. But what if the fastest path to professional impact isn’t adding something new – it’s subtracting something old?
- [Is your AI strategy built for a world that no longer exists? ](https://www.imd.org/ibyimd/artificial-intelligence/is-your-ai-strategy-built-for-a-world-that-no-longer-exists/) - Many leaders overlook emerging risks and fall into common AI strategy pitfalls. Understand why old approaches fail and what transformation now requires.
- [Hapag Lloyd CEO: What does resilience look like when trade routes break?](https://www.imd.org/ibyimd/geopolitics/hapag-lloyd-ceo-what-does-resilience-look-like-when-trade-routes-break/) - From Red Sea attacks to nuclear ships: Hapag-Lloyd CEO Rolf Habben Jansen on the future of global trade.
- [Communication breakdown: Are you sending out the right signals on social media?](https://www.imd.org/ibyimd/leadership/communication-breakdown-are-you-sending-out-the-right-signals-on-social-media/) - A study of 1,000 executive posts shows how using social media signals can boost meaningful engagement by over 300% and redefine effective leadership online.
- [Trump’s data wrecking ball has echoes of Greek tragedy ](https://www.imd.org/ibyimd/audio-articles/trumps-data-wrecking-ball-has-echoes-of-greek-tragedy/) - Trump is gouging out chunks of America’s long-established economic data apparatus because he doesn’t like what he sees.
- [Longevity: Act before it's too late if you want a healthy old age](https://www.imd.org/ibyimd/audio-articles/longevity-act-before-its-too-late-if-you-want-a-healthy-old-age/) - Research by the Boston Consulting Group exposes an inconvenient truth about longevity: awareness has never been higher, but action lags far behind.
- [How Bayer’s dynamic path of shared ownership offers lessons for every leader](https://www.imd.org/ibyimd/business-transformation/how-bayers-dynamic-path-of-shared-ownership-offers-lessons-for-every-leader/) - Bayer’s shared ownership reshapes how teams work, empowering autonomy and accountability to focus on real value creation across the organisation.
- [Struggling to give feedback? Here’s how to start](https://www.imd.org/ibyimd/brain-circuits/struggling-to-give-feedback-heres-how-to-start/) - For leaders, giving performance feedback can feel uncomfortable and awkward. Here are the first three prerequisites.
- [The ecosystem playbook: Lessons from Microsoft’s meteoric rise](https://www.imd.org/ibyimd/innovation/the-ecosystem-playbook-lessons-from-microsofts-meteoric-rise/) - Discover how Microsoft’s ecosystem-centric strategy under Satya Nadella fueled its transformation into a cloud and AI leader.
- [How to tackle a second-year leadership slump](https://www.imd.org/ibyimd/brain-circuits/how-to-tackle-a-second-year-leadership-slump/) - Claudius Hildebrand and Robert Stark share 9 steps for CEOs to sustain momentum, align teams, and turn early gains into lasting success.
- [Inside the transition, with Pictet’s Marie-Laure Schaufelberger](https://www.imd.org/ibyimd/podcasts/inside-the-transition/) - IMD’s Inside the Transition explores how finance drives the energy transition, with Pictet CSO Marie-Laure Schaufelberger on credibility, capital, and ESG.
- [What is federated machine learning? A 101 guide](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/what-is-federated-machine-learning-a-101-guide/) - A collaborative approach to training AI models can yield better results, but it requires finding partners with data that complements your own.
- [Why corporate lifespans are shrinking — and how to extend them](https://www.imd.org/ibyimd/leadership/why-corporate-lifespans-are-shrinking-and-how-to-extend-them/) - The average S&P 500 company now lasts under 20 years. Shareholder-value thinking has led to a short-term focus; longevity can be achieved only by investing in people, innovation, and stewardship.
- [Are you failing the happiness test? ](https://www.imd.org/ibyimd/brain-circuits/are-you-failing-the-happiness-test/) - Check whether your organization is in danger of overlooking happiness when it comes to leadership resilience and team performance.
- [Tools for coping in a world in flux](https://www.imd.org/ibyimd/strategy/tools-for-coping-in-a-world-in-flux/) - Navigating change has become essential as AI reshapes industries and remote work redefines relationships, forcing leaders and individuals to adapt faster than ever.thank you
- [Pure genius: How L’Oréal is helping customers solve their own problems](https://www.imd.org/ibyimd/strategy/pure-genius-how-loreal-is-helping-customers-solve-their-own-problems/) - L’Oréal Beauty Genius uses augmented reality and agentic AI to personalize beauty experiences and showcase the brand’s growing future readiness.
- [The Ermotti succession: How UBS can transform a leadership transition into strategic advantage](https://www.imd.org/ibyimd/industry/financial-services-industry/the-ermotti-succession/) - UBS faces a pivotal moment as the Ermotti succession tests the board’s ability to secure future-ready leadership and execute strategy with confidence.
- [South Korea’s innovations aren't translating into higher levels of competitiveness: Lessons for other economies](https://www.imd.org/ibyimd/competitiveness/south-koreas-innovations-arent-translating-into-higher-levels-of-competitiveness-lessons-for-other-economies/) - South Korea’s innovation outputs are failing to translate into higher levels of competitiveness. Here’s how other innovation-driven economies can take heed
- [What I got wrong about board leadership – and how I learned to get it right](https://www.imd.org/ibyimd/audio-articles/what-i-got-wrong-about-board-leadership-and-how-i-learned-to-get-it-right/) - Real influence in the boardroom comes not from power or persuasion, but from humility, clarity, and the courage to disagree, says Jørgen Vig Knudstorp
- [The good, the bad, and the ugly: What big energy and utilities players tell us about the new sustainability reporting regime](https://www.imd.org/ibyimd/sustainability/the-good-the-bad-and-the-ugly-what-big-energy-and-utilities-sector-players-can-tell-us-about-the-new-sustainability-reporting-regime/) - An analysis of first-year CSRD and ESRS disclosures shows how mandatory sustainability reporting has improved transparency but diluted strategic insight, based on evidence from energy and utilities companies.
- [Movement, nutrition, and mindfulness: A longevity blueprint for leaders](https://www.imd.org/ibyimd/wellness/movement-nutrition-and-mindfulness-a-longevity-blueprint-for-leaders/) - Roland Liebscher-Bracht, Petra Bracht and Christoph Glaser share a three-part formula for daily leadership practice
- [How national security within global ecosystems offers a model for the commercial AI world](https://www.imd.org/ibyimd/artificial-intelligence/how-national-security-within-global-ecosystems-offers-a-model-for-the-commercial-ai-world/) - Defense industry AI strategy offers lessons for energy and finance leaders seeking secure, resilient AI systems aligned with risk, governance, and scale.
- [Preparing for the boardroom: A pathway for women (and men) in tech](https://www.imd.org/ibyimd/technology/preparing-for-the-boardroom-a-pathway-for-women-and-men-in-tech/) - Preparing for the Boardroom requires role specific experience, governance insight and credibility. Caroline Basyn explains the pathway for women and in tech.
- [5 key insights from necessity entrepreneurs ](https://www.imd.org/ibyimd/brain-circuits/five-key-insights-from-necessity-entrepreneurs/) - There is another entrepreneurial world that is born not from opportunity but from necessity, and it has much to teach us.
- [The longevity-equality dividend: Reshaping women’s career paths](https://www.imd.org/ibyimd/audio-articles/the-longevity-equality-dividend-reshaping-womens-career-paths/) - Rupa Dash argues society and business must rethink careers to unlock the longevity-equality dividend, enabling women to thrive and lead across longer lives.
- [Why we should cherish women over 50](https://www.imd.org/ibyimd/audio-articles/why-we-should-cherish-women-over-50/) - Multigenerational teams bring competitive advantages. It’s vital to tap into the wisdom and experience of older workers, urges Shelley Zalis
- [Sustainability is dead – true or false?](https://www.imd.org/ibyimd/brain-circuits/sustainability-is-dead-true-or-false/) - Myths abound when it comes to corporate sustainability. Can you tell fact from fiction? Test your knowledge on the common misconceptions here.
- [WEF Unplugged: Geopolitics, sustainability, and a look behind the scenes](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/wef-unplugged-geopolitics-sustainability-and-a-look-behind-the-scenes/) - IMD’s David Bach and Julia Binder reflect on WEF 2026, global power shifts, values-based realism, and quiet corporate activism behind the scenes.
- [The AI productivity illusion: Fixing the blind spots to make genuine gains](https://www.imd.org/ibyimd/artificial-intelligence/the-ai-productivity-illusion/) - Confusing efficiency with productivity is to mistake speed for direction, and execution for value. Hamilton Mann explains how to avoid the pitfalls in your AI transformation
- [How to create a skills-powered organization  ](https://www.imd.org/ibyimd/brain-circuits/how-to-create-a-skills-powered-organization/) - Standard Chartered’s Tanuj Kapilashrami oversaw a fundamental workforce transformation from a jobs-based to a skills-powered model. Here she shares five key steps to make the transition.
- [120 years of building careers: What ABB Sweden's graduate program reveals about long-term talent investment](https://www.imd.org/ibyimd/talent/120-years-of-building-careers-what-abb-swedens-graduate-program-reveals-about-long-term-talent-investment/) - 120 years of building careers: What ABB Sweden's graduate program reveals about long-term talent investment
- [Holcim’s Ram Muthu: Can circular construction scale?](https://www.imd.org/ibyimd/podcasts/holcims-ram-muthu-can-circular-construction-scale/) - Cement is one of the hardest sectors to decarbonize. Holcim’s Ram Muthu explains why execution, policy, and infrastructure matter most.
- [Looking to accelerate your leadership career? Start here](https://www.imd.org/ibyimd/brain-circuits/looking-to-accelerate-your-leadership-career-start-here/) - Progressing to senior leadership begins by upgrading your mindset. Here’s how to get started.
- [From control to co-creation: Reframing the psychology of organizational change](https://www.imd.org/ibyimd/leadership/from-control-to-co-creation-reframing-the-psychology-of-organizational-change/) - Reframing the psychology of organizational change helps leaders move from control to co-creation, enabling power-with models that thrive in complexity.
- [Good gut: Why intuition is still essential in a world of AI](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/good-gut-why-intuition-is-still-essential-in-a-world-of-ai/) - Don’t accept or reject AI recommendations indiscriminately: use your intuition as a litmus test.
- [From blind spots to business value: How executives can build AI initiatives that succeed](https://www.imd.org/ibyimd/artificial-intelligence/from-blind-spots-to-business-value-how-executives-can-build-ai-initiatives-that-succeed/) - Companies investing in AI initiatives succeed by focusing on real business value, strong data readiness, and securing employee buy in across teams.
- [Slow down! Why doing too much is not helping you or your team](https://www.imd.org/ibyimd/coaching-corner/slow-down-why-doing-too-much-is-not-helping-you-or-your-team/) - Frances learns how “superwoman” leadership backfires, fueling burnout and disengagement—until coaching helps her ease control and lead with balance.
- [Embracing conflict, the catalyst for renewal](https://www.imd.org/ibyimd/coaching-corner/embracing-conflict-the-catalyst-for-renewal/) - An executive coaching story showing how reframing conflict as a cycle of renewal helps a senior manager move from avoidance to repair, trust, and growth.
- [When is the right time to say goodbye? It’s the age-old question](https://www.imd.org/ibyimd/leadership/when-is-the-right-time-to-say-goodbye/) - Michael Skapinker argues that performance, not age, should decide when older leaders step aside, challenging assumptions about succession and leadership longevity.
- [Optimism as strategy](https://www.imd.org/ibyimd/geopolitics/optimism-as-strategy/) - Strategic optimism is emerging as a competitive advantage where government vision, business innovation, and investor confidence align despite global volatility.
- [Longevity in family business: Lessons from Japan](https://www.imd.org/ibyimd/family-business/longevity-in-family-business-lessons-from-japan/) - Lessons from Japan reveal how family business longevity is shaped by values, governance, and purpose, while urging families to define success on their own terms.
- [Are you stuck in a leadership comfort zone? ](https://www.imd.org/ibyimd/brain-circuits/are-you-stuck-in-a-leadership-comfort-zone/) - If you’re known as a solid executor and a safe pair of hands but can’t see an exciting future for yourself in the organization, you may be overly risk-averse.
- [Why human-machine teams need deliberate design to be creative](https://www.imd.org/ibyimd/artificial-intelligence/why-human-machine-teams-need-deliberate-design-to-be-creative/) - Human AI collaboration creativity depends on design. Cambridge research shows creativity improves when workflows guide feedback, iteration, and human directed co creation.
- [Walk, don’t talk: How to survive culture wars ](https://www.imd.org/ibyimd/brain-circuits/walk-dont-talk-how-to-survive-culture-wars/) - Global brands expert suggests simple ways for businesses to walk the tightrope between buzz and backlash in today’s divisive cultural and political landscape.
- [10 ways AI can support learning and skills resilience (or not) ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/10-ways-ai-can-support-learning-and-skills-resilience-or-not/) - AI can do plenty in terms of learning and skills development – but educators and talent leaders also need to understand what AI tools should not be used for.
- [Facing the AI onslaught, young workers need a new skill: Humility](https://www.imd.org/ibyimd/talent/facing-the-ai-onslaught-young-workers-need-a-new-skill-humility/) - Entry-level roles give new recruits an opportunity to develop intuition and judgment. But a lack of humility could be stunting the development of future leaders.
- [How to successfully exit a business](https://www.imd.org/ibyimd/leadership/how-to-successfully-exit-a-business/) - Why the way you leave a company can shape your legacy as much as your tenure. Explore how to successfully exit a business.
- [Get fit for 2026: Why execution, not expenditure, is the key to success](https://www.imd.org/ibyimd/future-readiness/get-fit-for-2026-why-execution-not-expenditure-is-the-key-to-success/) - Why execution over expenditure defines 2026 readiness, as future-ready companies design adaptable supply chains and operating models for rapid regulation shifts.
- [How to prepare for a world where living to 100 is the new normal](https://www.imd.org/ibyimd/future-readiness/how-to-prepare-for-a-world-where-living-to-100-is-the-new-normal/) - Longer working lives are reshaping careers and organizations. Avivah Wittenberg-Cox explores how individuals and businesses can prepare to thrive in a century of longevity.
- [Getting GenAI to live up to the hype](https://www.imd.org/ibyimd/artificial-intelligence/getting-genai-to-live-up-to-the-hype/) - GenAI projects often stall at scale. IMD’s Tomoko Yokoi explains how clear success metrics, strong foundations, and purposeful scaling can unlock real AI value.
- [How to build a business that survives the next five years](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/how-to-build-a-business-that-survives-the-next-five-years/) - Forget everything you’ve heard about genius CEOs, intuition, and heroic decision-making – use Jensen Huang’s radical leadership as a blueprint to succeed in the AI era.
- [Decoding the New China Playbook: 9 strategic shifts that redefined the dragon in the decade to 2025](https://www.imd.org/ibyimd/geopolitics/decoding-the-new-china-playbook-9-strategic-shifts-that-redefined-the-dragon-in-the-decade-to-2025/) - Decoding the New China Playbook reveals 9 strategic shifts reshaping China’s economy to 2025 amid macro headwinds and surging innovation intensity.
- [Is it time you went back to beige?](https://www.imd.org/ibyimd/brain-circuits/is-it-time-you-went-back-to-beige/) - Beige gets a bad rap from brand consultants, but when you’re stressed, it’s hard to think clearly: you need to return to neutral first.
- [AI bubble or real shift? How leaders can prepare for what's next](https://www.imd.org/ibyimd/artificial-intelligence/ai-bubble-or-real-shift-how-leaders-can-prepare-for-whats-next/) - Leaders should look beyond the AI bubble and focus on whether today’s AI investments align with real business needs and are built to deliver lasting value.
- [Cementing the future: How City Cement is pioneering low-carbon solutions for Saudi Arabia’s Vision 2030 ](https://www.imd.org/ibyimd/best-practice-in-sustainable-business-transformation/cementing-the-future-how-city-cement-is-pioneering-low-carbon-solutions-for-saudi-arabias-vision-2030/) - How City Cement is leading Saudi Arabia’s low-carbon cement transition, scaling green solutions and supporting Vision 2030’s economic transformation.
- [For Luxury and China, will the next decade be ‘back to the future’?](https://www.imd.org/ibyimd/industry/consumer-goods/for-luxury-and-china-will-the-next-decade-be-back-to-the-future/) - Luxury and China enter a new era as local brands use technology and fresh value models to challenge Western dominance in a shifting market.
- [Scaling a startup: Why you must focus on the ‘who’ as well as the ‘what’](https://www.imd.org/ibyimd/leadership/scaling-a-startup-why-you-must-focus-on-the-who-as-well-as-the-what/) - Learn how startup founders can shift from product passion to people-focused leadership to scale their organizations successfully.
- [Long live life on earth](https://www.imd.org/ibyimd/sustainability/long-live-life-on-earth/) - Longevity must serve society and the planet. Julia Binder argues for healthier lives for all, shifting the focus from elite life extension to sustainable systems.
- [The many faces of ‘juan’: How China’s labor evolution shows multinationals the cost of systems built on exhaustion](https://www.imd.org/ibyimd/human-resources/the-many-faces-of-juan-how-chinas-labor-evolution-shows-multinationals-the-cost-of-systems-built-on-exhaustion/) - China’s tech giants and manufacturers reveal lessons about juan and burnout – and how MNCs can design work that builds capability without exhaustion.
- [Four lessons from BYD's rise – and why Tesla should be worried](https://www.imd.org/ibyimd/innovation/four-lessons-from-byds-rise-and-why-tesla-should-be-worried/) - BYD overtook Tesla through battery mastery, vertical integration and sequential capability building, reshaping the global EV market in 2025.
- [How China’s innovation system really works](https://www.imd.org/ibyimd/strategy/how-chinas-innovation-system-really-works/) - How China’s innovation system strategy is built for speed and scale, the trade-offs it makes, and what executives must know beyond US-China tech rivalry.
- [Playing for keeps: Why you need a gaming strategy](https://www.imd.org/ibyimd/brain-circuits/playing-for-keeps-why-you-need-a-gaming-strategy/) - Many of us still equate gaming with dudes playing video games like Grand Theft Auto in a basement. In fact, almost three and a half billion people globally play games today, which is why every organization needs a gaming strategy.
- [Endress+Hauser: How to future-proof a 70-year-old market leader](https://www.imd.org/ibyimd/podcasts/endresshauser-how-to-future-proof-a-70-year-old-market-leader/) - Family ownership, strategic paranoia, and integrated sustainability: Matthias Altendorf on future-proofing global market leader Endress+Hauser.
- [When AI evolves quarterly, but your organization plans annually](https://www.imd.org/ibyimd/artificial-intelligence/when-ai-evolves-quarterly-but-your-organization-plans-annually/) - Organizations should empower departments to choose the right balance between humans and AI and focus on outcomes, not rigid processes, to stay competitive amid rapid technological change.
- [Why your personal brand matters](https://www.imd.org/ibyimd/brain-circuits/why-your-personal-brand-matters/) - How people engage with you is shaped by your brand.
- [Strategic leapfrogging:  Moving past AI maturity models with diagnostic precision](https://www.imd.org/ibyimd/artificial-intelligence/strategic-leapfrogging-moving-past-ai-maturity-models-with-diagnostic-precision/) - Using AI maturity models as diagnostic tools allows organizations to build a successful digital transformation strategy that includes both speed and effectiveness.
- [Entry-level hiring is declining. What could go wrong?](https://www.imd.org/ibyimd/talent/entry-level-hiring-is-declining-what-could-go-wrong/) - Executives cutting entry-level roles to save costs risk destroying the future leadership pipeline in an AI-driven world, argues IMD’s Robert Hooijberg.
- [Are you leveraging AI learning or competing with it?](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/are-you-leveraging-ai-learning-or-competing-with-it-the-75-25-rule/) - As AI reshapes business operations, your leadership development efforts must focus on enabling humans to continue to add distinctive value.
- [Navigating uncharted waters: Wärtsilä’s journey to decarbonize global shipping and energy](https://www.imd.org/ibyimd/best-practice-in-sustainable-business-transformation/navigating-uncharted-waters-wartsilas-journey-to-decarbonize-global-shipping-and-energy/) - How Wärtsilä is reimagining how a 190-year-old company can drive change from within two of the world’s hardest-to-abate industries: shipping and energy.
- [Why you need to agree to disagree](https://www.imd.org/ibyimd/coaching-corner/why-you-need-to-agree-to-disagree/) - Senior bank leader faces a career crossroads and, through coaching, learns to agree to disagree - unlocking bold negotiation and executive promotion.
- [Growing longevity market needs new types of leaders](https://www.imd.org/ibyimd/leadership/growing-longevity-market-needs-new-types-of-leaders/) - The fast-growing longevity sector needs a unique leadership archetype to realize its full potential.
- [Sustainability is dead – true or false?](https://www.imd.org/ibyimd/brain-circuits/sustainability-is-dead-true-or-false-2/) - Myths abound when it comes to corporate sustainability. Can you tell fact from fiction? Test your knowledge on the common misconceptions here.
- [Building a healthy community creates a healthy society](https://www.imd.org/ibyimd/wellness/building-a-healthy-community-creates-a-healthy-society/) - Investing in the physical, mental, and emotional health of people builds resilient organizations, thriving communities, and lasting societal impact.
- [The confidence myth holding women back at work](https://www.imd.org/ibyimd/videos/the-confidence-myth-holding-women-back-at-work/) - In The Confidence Myth, IMD Professor Ginka Toegel reveals how confidence is misread at work and how systems shape who is seen as confident.
- [5 ways to reconnect with your inner child in the workplace](https://www.imd.org/ibyimd/brain-circuits/5-ways-to-reconnect-with-your-inner-child-in-the-workplace/) - Our previous brain circuit on this subject explored what your inner child can do for you, such as take risks or look at a situation differently. Here are five ways to reconnect with that child.
- [The silent surge: How Samsung’s “boring” strategy paid off](https://www.imd.org/ibyimd/strategy/the-silent-surge-how-samsungs-boring-strategy-paid-off/) - Samsung’s disciplined execution fixed a chip crisis and positioned it to lead the AI race. The Samsung AI strategy proves quiet focus can outperform loud ambition.
- [Can NIO reinvent the automotive industry, Mark Zhou?](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/can-nio-reinvent-the-automotive-industry-mark-zhou/) - Discover how NIO, under Mark Zhou's leadership, revolutionizes electric mobility with community-focused innovations and resilient strategies.
- [How to design exec compensation to translate climate ambition into action: 3 steps for boards](https://www.imd.org/ibyimd/brain-circuits/how-to-design-exec-compensation-to-translate-climate-ambition-into-action-3-steps-for-boards/) - For most companies, climate action has limited influence on executive decision-making. Here’s how boards can design compensation structures that motivate leaders to meet corporate climate ambitions.
- [AI, culture and well-being: New Spotify CHRO unveils her top priorities](https://www.imd.org/ibyimd/artificial-intelligence/ai-culture-and-well-being-new-spotify-chro-unveils-her-top-priorities/) - Spotify CHRO Anna Lundström focuses on AI readiness, culture, and personalized well-being to empower employees and shape Spotify’s future success.
- [How AI can coach us to improve how we communicate](https://www.imd.org/ibyimd/leadership/how-ai-can-coach-us-to-improve-how-we-communicate/) - AI-powered coaching tools can sharpen executive leadership by delivering framework-based feedback, revealing blind spots, and complementing human expertise.
- [Are you reaping the rewards of radical collaboration?](https://www.imd.org/ibyimd/brain-circuits/are-you-reaping-the-rewards-of-radical-collaboration/) - Workplace silos are a huge productivity inhibitor. Casper Herzberg, CEO of industrial software company AVEVA, tells Michael Wade how radical collaboration can create value.
- [The hidden rules of green innovation: What leaders get wrong about regulation](https://www.imd.org/ibyimd/innovation/hidden-rules-green-innovation-regulation/) - Environmental policy drives green innovation in emerging economies but delivers limited gains in advanced markets due to institutional strengths and informal networks.
- [In it for the long run? Here’s what the world of sport can teach executives](https://www.imd.org/ibyimd/leadership/in-it-for-the-long-run-heres-what-the-world-of-sport-can-teach-executives/) - Discover how elite sports principles can help leaders achieve longevity in their careers, balancing well-being and high performance for decades.
- [How AI and emerging tech are widening the gender pay gap](https://www.imd.org/ibyimd/artificial-intelligence/how-ai-and-emerging-tech-are-widening-the-gender-pay-gap/) - As AI investment grows, unequal access to emerging tech skills is widening the AI gender pay gap. New research shows how organisations can reverse it.
- [The art of thinking in a digital world: Be logical, be creative, be critical](https://www.imd.org/ibyimd/book-club/the-art-of-thinking-in-a-digital-world-be-logical-be-creative-be-critical/) - The Art of Thinking in a Digital World – a synthesis of a career spent teaching leaders to think with greater rigor, creativity, and courage - Luc de Brabandere
- [Do you know the ABC of Gen Z?](https://www.imd.org/ibyimd/brain-circuits/do-you-know-the-abc-of-gen-z/) - Assumptions about digital natives in the workplace often prevent leaders from building more meaningful connections.
- [Material advantage: How circular strategies drive business value](https://www.imd.org/ibyimd/innovation/material-advantage-how-circular-strategies-drive-business-value/) - Discover how circular strategies drive business value by reducing risk, securing resources and boosting resilience in a volatile economy.
- [5 key steps to scaling AI: Lessons from the best-in-class](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/5-key-steps-to-scaling-ai-lessons-from-the-best-in-class/) - Many organizations are discovering that scaling AI is far more difficult than piloting programs. Drawing on data from the world’s largest 300 companies, the IMD AI Maturity Index reveals how the leading companies are responding to the challenge.
- [Empowerment and purpose: How UK fintech Wise ensures its staff want to stay](https://www.imd.org/ibyimd/talent/empowerment-and-purpose-how-uk-fintech-wise-ensures-its-staff-want-to-stay/) - UK fintech Wise staff retention thrives through empowerment and purpose. CPO Isabel Naidoo explains how freedom to operate keeps talent engaged and committed.
- [Katarina Bonde: Are you scaling, or just burning cash?](https://www.imd.org/ibyimd/podcasts/katarina-bonde-are-you-scaling-or-just-burning-cash/) - Katarina Bonde explores Europe’s venture capital outlook, AI bubble risks, and why data-driven startups and scaleups will drive productivity, growth, and jobs.
- [What’s wrong with your board?](https://www.imd.org/ibyimd/brain-circuits/whats-wrong-with-your-board/) - Three common ‘traps’ impact boards across the world in private and publicly listed businesses alike. Here’s how to identify which trap is standing between you and success in the boardroom.
- [What AI velocity really requires from CHROs](https://www.imd.org/ibyimd/artificial-intelligence/what-ai-velocity-really-requires-from-chros/) - CHROs must manage AI adoption velocity – balancing speed, direction, efficiency, employee well-being, and competitive advantage through strategic trade-offs.
- [Your data strategy won't create competitive advantage. These four moves will ](https://www.imd.org/ibyimd/strategy/your-data-strategy-wont-create-competitive-advantage-these-four-moves-will/) - Data strategy competitive advantage depends on a proprietary knowledge base of internal and external data powering predictive models.
- [The Power Triad: Three moves to reignite progress for women leaders](https://www.imd.org/ibyimd/leadership/the-power-triad-advancing-women-in-leadership/) - Advancing women in leadership requires bold change. Redesign succession slates, executive sponsorship, and feeder roles to accelerate gender equity.
- [Sustainability has stopped being a differentiator: Here’s how CFOs can stay ahead](https://www.imd.org/ibyimd/cfo-horizons/sustainability-has-stopped-being-a-differentiator-heres-how-cfos-can-stay-ahead/) - CFO Raphael Savalle shows how finance leaders can embed sustainability, drive AI-led transformation, and lead with credibility and human insight.
- [Business as unusual: 4 things to do better on your philanthropic journey](https://www.imd.org/ibyimd/family-business/business-as-unusual-4-things-to-do-better-on-your-philanthropic-journey/) - The four things successful families do to navigate the uncertainties of the modern world.
- [Adam Smith and the miracle of your caffè latte](https://www.imd.org/ibyimd/economics/adam-smith-and-the-miracle-of-your-caffe-latte/) - The Wealth of Nations remains a cornerstone of economic thought. Adam Smith’s treatise on free trade is relevant for today’s fracturing global economy.
- [Are your leaders ambidextrous?](https://www.imd.org/ibyimd/brain-circuits/are-your-leaders-ambidextrous/) - Non-linear career paths that deviate from the functional norm in some way can produce leaders who deliver more impact.
- [Rebuilding trust in a bank that was once on shaky ground](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/rebuilding-trust-in-a-bank-that-was-once-on-shaky-ground/) - Societe Generale market capitalization surged after restoring financial discipline, cutting costs strategically and protecting innovation to rebuild trust.
- [How to scale with purpose: 5 lessons from Vinted](https://www.imd.org/ibyimd/brain-circuits/how-to-scale-with-purpose-5-lessons-from-vinted/) - Milda Mitkute shares lessons from scaling second-hand clothes business Vinted into Lithuania’s first unicorn, and launching a new startup to make maths education more engaging and accessible for children.
- [Why women’s leadership matters in the age of AI](https://www.imd.org/ibyimd/artificial-intelligence/why-womens-leadership-matters-in-the-age-of-ai/) - AI is reshaping leadership and work. Ensuring women help design and govern it will determine whether the technology advances equity or deepens inequality.
- [Driving high performance is about more than the need for speed](https://www.imd.org/ibyimd/podcasts/driving-high-performance-is-about-more-than-the-need-for-speed/) - Atlassian Williams F1 Team rebuilds its competitive edge through people, culture, and learning, with CHRO Ann Perrins driving performance on and off track.
- [IMD AI Safety Clock moves closer to midnight as agentic AI goes mainstream and AI is weaponized](https://www.imd.org/ibyimd/artificial-intelligence/imd-ai-safety-clock-moves-closer-to-midnight-as-agentic-ai-goes-mainstream-and-ai-is-weaponized/) - IMD’s AI Safety Clock moves to 23:42—18 minutes to midnight—as rapid AI advances, agentic systems, and military use outpace oversight and global regulation.
- [Searching for your first board role? Start here](https://www.imd.org/ibyimd/brain-circuits/searching-for-your-first-board-role-start-here/) - To transition into the boardroom, you need a brand, a unique board proposition, and a governance mindset - but you also need to consider the value you add and the cultural fit you need to thrive.
- [Ecosystem Inc: How the nature of competition is evolving](https://www.imd.org/ibyimd/competitiveness/ecosystem-inc-how-the-nature-of-competition-is-evolving/) - Ecosystem competition is reshaping strategy as firms shift from linear advantage to value networks. Mark Greeven explains how leaders must rethink growth and governance.
- [Rethinking Europe’s capital markets strategy: Lessons from Sweden’s model](https://www.imd.org/ibyimd/finance/rethinking-europes-capital-markets-strategy-lessons-from-swedens-model/) - Boosting European capital markets by increasing retail participation, default pension enrollment, and equity investment through Sweden’s model.
- [Checklist: Are you responding to changing workplace demographics?](https://www.imd.org/ibyimd/brain-circuits/checklist-are-you-responding-to-changing-workplace-demographics/) - As workforces age, organizations must confront a critical question: how will extended lifespans reshape leadership, organizational strategy, and the very concept of a career?
- [Sustainability 2.0](https://www.imd.org/ibyimd/sustainability/sustainability-2-0/) - Sustainability succeeds when it creates customer value. Companies must move beyond virtue signaling and design innovations that boost performance and profits.
- [The businesses creating breakthrough products from old knowledge](https://www.imd.org/ibyimd/family-business/the-businesses-creating-breakthrough-products-from-old-knowledge/) - Family business innovation using artificial intelligence, archival knowledge, heritage data and recombinant innovation creates breakthrough products and new.
- [Three key leadership skills for volatile times](https://www.imd.org/ibyimd/leadership/three-key-leadership-skills-for-volatile-times/) - Leadership skills for volatile times include geopolitical awareness, political influence, and stress control, says IMD’s Jennifer Jordan.
- [The biggest career barrier isn’t at the top. It’s at the first step](https://www.imd.org/ibyimd/book-club/the-biggest-career-barrier-isnt-at-the-top-its-at-the-first-step/) - The biggest barrier to women’s advancement appears early. Kweilin Ellingrud explores how the first promotion to manager shapes long-term career growth.
- [In uncertain times, trust doesn’t disappear – it thins](https://www.imd.org/ibyimd/leadership/in-uncertain-times-trust-doesnt-disappear-it-thins/) - Dorotea Brandin and Francesca-Giulia Mereu examine trust in uncertain times, showing how leaders can rebuild affective trust through realistic optimism.
- [Bias in the boardroom: Good or bad?](https://www.imd.org/ibyimd/brain-circuits/bias-in-the-boardroom-good-or-bad/) - Among biases like anchoring, loss aversion, status quo, recency, confirmation bias stands out in boardrooms. But can it improve self-awareness and decisions?
- [Beware of the billion-dollar business with zero employees](https://www.imd.org/ibyimd/artificial-intelligence/beware-of-the-billion-dollar-business-with-zero-employees/) - Algorithmic corporations could reshape work and power, replacing employees with AI systems unless governments act to regulate and protect labour markets.
- [Economic success and sustainability: Two sides of the same coin](https://www.imd.org/ibyimd/industry/family-business-industry/economic-success-and-sustainability-two-sides-of-the-same-coin/) - Economic success and sustainability help organizations navigate uncertainty through scenario planning, innovation, and long term strategies that create breakthrough products.
- [Competitive identity: Your hidden lever in a transition](https://www.imd.org/ibyimd/brain-circuits/competitive-identity-your-hidden-lever-in-a-transition/) - Considering a career transition? Begin by identifying your unique values and strengths. Sophi Hazi and Arturo Pasquel guide you through the process.
- [Is quantum computing the next big cybersecurity risk?](https://www.imd.org/ibyimd/governance/quantum-computing-cybersecurity-risk/) - Quantum computing could break current encryption. Businesses must adopt post-quantum cryptography now to protect sensitive data from future cyber threats.
- [AXA’s 2026 people priorities: AI, mental health, and learning](https://www.imd.org/ibyimd/talent/axas-2026-people-priorities-ai-mental-health-and-learning/) - AXA CHRO Sandrine Girszyn outlines three people priorities for 2026: AI adoption, employee mental health, and building a continuous learning mindset.
- [Inside the hidden job market: What helps senior executives gain traction](https://www.imd.org/ibyimd/talent/inside-the-hidden-job-market-what-helps-senior-executives-gain-traction/) - Senior executives can unlock the hidden job market by using relationships, focus and credibility to pursue leadership roles with more energy.
- [Equity markets: Rethinking all-time highs](https://www.imd.org/ibyimd/finance/equity-markets-rethinking-all-time-highs/) - For long-term investors, the relevant question is not whether markets are at record levels today, but whether they are likely to be higher years from now.
- [Are you mired in meeting madness?](https://www.imd.org/ibyimd/brain-circuits/are-you-mired-in-meeting-madness/) - What used to be quick exchanges have become scheduled calls, and leaders and teams find themselves juggling double- or triple-bookings.
- [The passport to global success: How to get a stamp of approval anywhere in the world](https://www.imd.org/ibyimd/geopolitics/the-passport-to-global-success-how-to-get-a-stamp-of-approval-anywhere-in-the-world/) - In a fracturing world, corporate statecraft helps leaders adapt identity by market, strengthen trust, ease regulation, and improve access.
- [Sport, education, and the power to change lives](https://www.imd.org/ibyimd/womens-empowerment/sport-education-and-the-power-to-change-lives/) - María Soledad Bernachea shares how women’s leadership in sports management can use sport and education to build talent and social impact locally.
- [The looming AI risk: Automating middle management destroys critical ethical layer](https://www.imd.org/ibyimd/artificial-intelligence/the-looming-ai-risk-automating-middle-management-destroys-critical-ethical-layer/) - Many managerial problems are not optimization issues – they center on ethics and judgment and cannot be adjudicated by machines.
- [‘Your work doesn’t have a mouth’: Owning your career impact](https://www.imd.org/ibyimd/talent/your-work-doesnt-have-a-mouth-owning-your-career-impact/) - Sharon Anderes, Jennifer Jordan and Samra Chekroun discuss why performance alone won’t help you advance in your career and be intentional and highlight strategies to help you progress.]
- [Bridging the divide: Why digital inclusion can't wait](https://www.imd.org/ibyimd/featured-content/bridging-the-divide-why-digital-inclusion-cant-wait/) - Digital inclusion cannot wait. Over 300 million people still lack mobile network access, deepening inequality as AI transforms economies.
- [Is your workforce strategy skills-powered?](https://www.imd.org/ibyimd/brain-circuits/is-your-workforce-strategy-skills-powered/) - A skills-first approach is emerging as the future of workforce strategy. Jeff Schwartz and Mike Worthington identify the key questions to consider and explain how it’s done.
- [Balancing empathy with authority: Setting boundaries doesn't make you an unethical leader](https://www.imd.org/ibyimd/coaching-corner/balancing-empathy-with-authority-setting-boundaries-doesnt-make-you-an-unethical-leader/) - A driven entrepreneur learns to balance ambition with empathy, overcoming perfectionism to lead effectively, set boundaries, and empower her team.
- [Why whisky isle’s digital ecosystem is a golden blend](https://www.imd.org/ibyimd/sustainability/why-whisky-isles-digital-ecosystem-is-a-golden-blend/) - How a whisky isle digital ecosystem shows that trust and governance, not just data and tech, shape resilient ecosystems that sustain long term value.
- [Bosses: Stop telling staff that AI won’t take their jobs](https://www.imd.org/ibyimd/artificial-intelligence/bosses-stop-telling-staff-that-ai-wont-take-their-jobs/) - Amit Joshi explains how CHROs can address workforce fears about AI, build trust, and lead cultural change to support successful adoption.
- [How to transform healthcare through digital](https://www.imd.org/ibyimd/artificial-intelligence/how-to-transform-healthcare-through-digital/) - Discover eight practical strategies for digital healthcare transformation that improve patient outcomes, streamline provider workflows, and enhance care delivery.
- [Are you scaling, or just burning cash?](https://www.imd.org/ibyimd/brain-circuits/are-you-scaling-or-just-burning-cash/) - Are you genuinely scaling your business? Katarina Bonde shares vital tips on measuring progress, leveraging data, and avoiding costly pitfalls.
- [The CFO Agenda: 5 priorities shaping finance leadership this year](https://www.imd.org/ibyimd/cfo-horizons/the-cfo-agenda-in-2026-5-priorities-shaping-finance-leadership/) - As geopolitics and agentic AI reshape risk and value creation, CFOs face five priorities this year.
- [Three tools to break the deadlock in high-stakes negotiations ](https://www.imd.org/ibyimd/brain-circuits/three-tools-to-break-the-deadlock-in-high-stakes-negotiations/) - Anna Cajot draws on the experience of former FBI agent Joe Navarro to overcome an impasse when you're locked in critical talks.
- [Taking people to the next level: CHRO priorities](https://www.imd.org/ibyimd/talent/taking-people-to-the-next-level-chro-priorities/) - CHRO priorities focus on talent, leadership, digital skills and resilience as HR leaders guide businesses through disruption and geopolitical uncertainty.
- [The start of the deal: How to pitch your opening offer](https://www.imd.org/ibyimd/strategy/the-start-of-the-deal-how-to-pitch-your-opening-offer/) - Discover when to make the first move in negotiations with expert insights. Learn how to strategically strike with 'The start of the deal' by Schweinsberg.
- [Three ways in which CFOs can drive digital transformation](https://www.imd.org/ibyimd/brain-circuits/three-ways-in-which-cfos-can-drive-digital-transformation/) - Discover how CFOs can lead digital transformation with strategic focus, agility, and effective strategy-execution bridging for organizational resilience.
- [Leading supply chains through continuous disruption: Dirk Holbach](https://www.imd.org/ibyimd/supply-chain/leading-supply-chains-through-continuous-disruption-dirk-holbach/) - Learn how Dirk Holbach of Henkel Consumer Brands is leading supply chains through continuous disruption with adaptability and resilience.
- [Why the most actionable insight in the IMD Smart City Index isn’t rank but resident satisfaction](https://www.imd.org/ibyimd/competitiveness/why-the-most-actionable-insight-in-the-imd-smart-city-index-isnt-rank-but-resident-satisfaction/) - The IMD Smart City Index shows why resident satisfaction matters more than rankings when cities assess smart infrastructure and public trust.
- [Sustaining momentum at Coach: Three priorities for a CFO on the growth path](https://www.imd.org/ibyimd/cfo-horizons/sustaining-momentum-at-coach-three-priorities-for-a-cfo-on-the-growth-path/) - CFO growth strategy at Coach centers on long term discipline, finance and marketing alignment, and influence beyond the numbers to sustain momentum.
- [AI strategies that are working](https://www.imd.org/ibyimd/white-papers/ai-strategies-that-are-working/) - How leaders of the most successful companies are scaling AI technologies across 10 industries for competitive advantage
- [Built for shocks: The companies that keep winning when the game changes](https://www.imd.org/ibyimd/white-papers/built-for-shocks-the-companies-that-keep-winning-when-the-game-changes/) - Discover the 2025 Future Readiness Indicator revealing how tech, pharma, and fashion companies thrive amid AI disruption and geopolitical shocks.
- [The future of the energy transition](https://www.imd.org/ibyimd/white-papers/the-future-of-the-energy-transition/) - Building resilient energy systems for a fragmented world.
- [Best Practice book series    for business leaders ](https://www.imd.org/ibyimd/books/best-practice-book-series-for-business-leaders/) - Discover the new I by IMD Best Practice book series: four essential guides on leadership, strategy, governance, and sustainable transformation. Actionable insights from world-class faculty.
- [The three-year test: Will accountability remain when the agency goes?](https://www.imd.org/ibyimd/artificial-intelligence/the-three-year-test-will-accountability-remain-when-the-agency-goes/) - Senior leaders must be able to explain and justify decisions even when they are made by AI.
- [The rise of venture capital secondaries](https://www.imd.org/ibyimd/finance/the-rise-of-venture-capital-secondaries/) - The secondary market in venture capital is growing as companies stay private for longer, yet the market is extremely concentrated creating risks for buyers.
- [Get ready for the activist stress test](https://www.imd.org/ibyimd/governance/get-ready-for-the-activist-stress-test/) - This is your wake-up call… Shareholder activism is a revealing stress test for boards, exposing whether governance, capital discipline, and strategy hold under pressure.
- [Do you know when it’s time to seek outside help?](https://www.imd.org/ibyimd/brain-circuits/do-you-know-when-its-time-to-seek-outside-help/) - Sometimes it can be challenging for leaders to decide when to go it alone and when to seek help from the outside.
- [Follow the money: Why sustainability is not dead, just smarter](https://www.imd.org/ibyimd/sustainability/follow-the-money-why-sustainability-is-not-dead-just-smarter/) - The war on woke did not kill sustainability. ESG investment trends show it is evolving into a sharper, more accountable driver of value.
- [At the centre of everything: How CFOs lead through connection, curiosity and data](https://www.imd.org/ibyimd/cfo-horizons/at-the-centre-of-everything-how-cfos-lead-through-connection-curiosity-and-data/) - CFOs must move finance beyond back-office work by inspiring curiosity, connecting across the business, and driving momentum for meaningful data transformation.
- [Pandora CHRO on why tomorrow’s strategic leaders must invest in themselves](https://www.imd.org/ibyimd/leadership/pandora-chro-on-why-tomorrows-strategic-leaders-must-invest-in-themselves/) - HR leadership will require a balance of frontline experience and a business-first outlook, argues Pandora CHRO Byron Clayton
- [How to succeed as an enterprise co-pilot: Three priorities for the modern CFO](https://www.imd.org/ibyimd/cfo-horizons/how-to-succeed-as-an-enterprise-co-pilot-three-priorities-for-the-modern-cfo/) - How Schindler CFO Carla De Geyseleer redefines the modern CFO as a strategic co-pilot, using sustainability to drive value and developing future finance leaders.
- [Danger of the diamond: Don’t drain the pool of future leaders](https://www.imd.org/ibyimd/artificial-intelligence/danger-of-the-diamond-dont-drain-the-pool-of-future-leaders/) - AI is shrinking entry-level roles, risking future leadership pipelines. Erik Brynjolfsson urges employers to preserve talent by investing in strategic young hires.
- [What AI means for HR: Different roles not fewer jobs ](https://www.imd.org/ibyimd/talent/what-ai-means-for-hr-different-roles-not-fewer-jobs/) - Fears that the advance of AI heralds a new era of mass unemployment are overblown. Instead, HR leaders should think more strategically about their future workforce.
- [Why AI job interviews are no laughing matter](https://www.imd.org/ibyimd/artificial-intelligence/why-ai-job-interviews-are-no-laughing-matter/) - AI job interviews demand clarity over charm. Humor may help with humans but can confuse algorithms, making a balanced communication strategy essential.
- [How to maximize your social media impact](https://www.imd.org/ibyimd/brain-circuits/how-to-maximize-your-social-media-impact/) - Are you investing heavily in a strong leadership presence on social media but have no idea if it’s paying off? If so, use the proof, people, and place trifecta to deliver breakout results.
- [The CFO as an architect of change: Designing banking’s digital transformation](https://www.imd.org/ibyimd/cfo-horizons/designing-bankings-digital-transformation/) - Raiffeisen Bank International's Sabine Abfalter explores how finance leaders can drive banking digital transformation with bold vision as architects of change.
- [Adventures in VC: how startups can lure a lead investor](https://www.imd.org/ibyimd/competitiveness/how-startups-can-lure-a-lead-investor/) - Adventures in VC: Founders searching for funding must be targeted in their approach to securing a lead investor. Explore valuable insights into what makes them tick.
- [Jack and changing for good  ](https://www.imd.org/ibyimd/coaching-corner/jack-and-changing-for-good/) - Discover how Jack, a senior executive, transforms his leadership style through coaching, overcoming challenges to find a sustainable balance for success as CTO.
- [Managing your manager](https://www.imd.org/ibyimd/coaching-corner/sam-managing-your-manager/) - With stress levels rising, and unsure how to manage this relationship and forge a pathway forward, Sam came to IMD looking for help from a professional coach.
- [Global team leadership: What got you here may not get you there](https://www.imd.org/ibyimd/coaching-corner/charlie-and-global-team-leadership-what-got-you-here-may-not-get-you-there/) - Demoralized by this criticism and with team engagement plummeting, Charlie came to IMD for help from an executive coach.
- [A leader’s fear of losing control](https://www.imd.org/ibyimd/coaching-corner/a-leaders-fear-of-losing-control/) - Through executive coaching, Alex embarked on a journey of introspection: one that unearthed a deep-rooted fear of losing control.
- [How to stay grounded when delivering bad news](https://www.imd.org/ibyimd/audio-articles/chris-giving-bad-news/) - Chris is preparing to announce a slew of redundancies back in the workplace. Being an agent of harm, as Chris puts it, is eliciting strong feelings of guilt and anxiety that are hampering his progress.
- [When those good resolutions are failing already](https://www.imd.org/ibyimd/coaching-corner/jo-and-how-to-make-resolutions-for-the-future/) - Feeling guilty and at times inadequate, a CTO and AI product manager at a large organization, comes to IMD to find solutions with help from an executive coach.
- [Feeling flat? It’s time to recharge your 5 ‘batteries’  ](https://www.imd.org/ibyimd/audio-articles/feeling-flat-its-time-to-recharge-your-five-batteries/) - Understanding what motivates you can help you build up daily habits to sustain yourself when faced with changing contexts and rising uncertainty.
- [Overcoming self-doubt in emerging leadership ](https://www.imd.org/ibyimd/coaching-corner/overcoming-self-doubt-in-emerging-leadership/) - Director Drew overcomes self-doubt and fosters collaboration through coaching, transforming team dynamics for strategic success.
- [Leading through a personal crisis ](https://www.imd.org/ibyimd/coaching-corner/leading-through-a-personal-crisis/) - Faced with a breast cancer diagnosis, Cameron looks to executive coaching to help her reflect on her identity and manage the impact on herself and her team
- [Knowing when pressure is too high ](https://www.imd.org/ibyimd/coaching-corner/knowing-when-pressure-is-too-high/) - Leaders face daily complex challenges such as stress, often difficult to pinpoint. Professional coaching aids in resolving these hurdles, fostering growth.
- [How a female CEO challenged self-limiting beliefs ](https://www.imd.org/ibyimd/coaching-corner/how-a-female-ceo-challenged-self-limiting-beliefs/) - Karen's promotion to chief executive brought unexpected challenges as she grappled with reclaiming her assertiveness and challenging the status quo.
- [The risks of 'knowing it all' ](https://www.imd.org/ibyimd/coaching-corner/the-risks-of-knowing-it-all/) - Successful CFO Jan ignored a vital warning due to arrogance. Can an executive coach help her see the dangers of knowing it all?
- [Setting ambitious targets: The challenges of leading a new dispersed team](https://www.imd.org/ibyimd/audio-articles/setting-ambitious-targets-the-challenges-of-leading-a-new-dispersed-team/) - Executive coach Angelica Adamski shares the challenges facing Lyndsey in aligning and leading a new and globally dispersed sales team.
- [How to accelerate strategic capabilities  ](https://www.imd.org/ibyimd/coaching-corner/how-to-accelerate-strategic-capabilities/) - Andie, an operations director, overcomes team silos and funding uncertainties by implementing open communication and the help of an executive coach.
- [Bridging the culture gap](https://www.imd.org/ibyimd/coaching-corner/bridging-the-culture-gap/) - Sam, European Head of Operations for a multinational organization, arrived in Southeast Asia with a clear mandate: streamline regional processes. Her ambition was palpable, her approach direct. She dove into gathering insights, meeting teams across countries, often sharing meals and long hours to understand the nuances. Yet, something wasn't clicking.
- [Showing up and letting your abilities shine ](https://www.imd.org/ibyimd/coaching-corner/showing-up-and-letting-your-abilities-shine/) - When Eva was put forward for promotion her confidence faltered, impairing the relationship with her nominating boss. Executive coaching got them both back on track.
- [How to embrace the Use of Self concept for impactful leadership ](https://www.imd.org/ibyimd/coaching-corner/faysal-and-how-to-embrace-the-use-of-self-concept-for-impactful-leadership/) - Faysal, a VP for an energy company, uses a new concept recommended by a coach to help improve his leadership skills.
- [The importance of asking questions](https://www.imd.org/ibyimd/coaching-corner/the-importance-of-asking-questions/) - Coaching tips for leaders on how to motivate teams to take risks and spearhead new projects and initiatives.
- [Creating a belonging culture ](https://www.imd.org/ibyimd/coaching-corner/creating-a-belonging-culture/) - When Jules was promoted to global VP, the pressure was suddenly acute to bridge cultural differences and ensure everyone in the team felt a sense of belonging and ownership. Getting this right called for executive coaching.
- [Knowing how to choose your battles](https://www.imd.org/ibyimd/coaching-corner/knowing-how-to-choose-your-battles/) - Feeling caught between defending the interest of her team and pushback from her diplomatic boss, Sam struggles to contain her frustration, and her relationship with her new line manager Eva becomes strained. In need of a solution, she approaches an executive coach.
- [How to make your ‘imposter’ monster a trusted friend](https://www.imd.org/ibyimd/audio-articles/how-to-make-your-imposter-monster-a-trusted-friend/) - Most of us have an inner demon that says we are not good enough, but that’s not necessarily a bad thing. Here's how to deal with 'imposter syndrome'
- [Reading signals](https://www.imd.org/ibyimd/business-transformation/reading-signals/) - Discover Jerome's journey as a senior manager navigating competition and collaboration in a results-driven culture.
- [Nailing multicultural leadership](https://www.imd.org/ibyimd/coaching-corner/nailing-multicultural-leadership/) - Jan, a seasoned VP, faces the challenge of leading a critical summit in Singapore post-acquisition. Amid cultural complexities, she seeks guidance to unite diverse stakeholders and drive successful integration.
- [From micromanagement to leadership: How coaching helped a CEO empower her team](https://www.imd.org/ibyimd/coaching-corner/from-micromanagement-to-leadership-how-coaching-helped-a-ceo-empower-her-team/) - From Micromanagement to Leadership. How Susan, a Female CEO, Overcame Burnout, Empowered Her Team, and Found Balance for Growth.
- [Turning burnout into a 'gift' for being authentic at work](https://www.imd.org/ibyimd/coaching-corner/turning-burnout-into-a-gift-for-being-authentic-at-work/) - Suffering from burnout, Riley works with an executive coach to redirect the need for perfection and people pleasing towards something more authentic.
- [Growing beyond your skillset](https://www.imd.org/ibyimd/coaching-corner/growing-beyond-your-skillset/) - Anne, a newly appointed CFO at a global manufacturing group, transitions from consultant to leader, embracing delegation, strategic thinking, and career growth.
- [Conquering fear in order to rebuild trust at the top](https://www.imd.org/ibyimd/coaching-corner/conquering-fear-in-order-to-rebuild-trust-at-the-top/) - Turn fear of being fired and rebuild trust with boss. In our Coaching Corner series, we share real-world coaching cases that come from our work with leaders.
- [From uncertain to confident: How executive coaching unlocked career potential  ](https://www.imd.org/ibyimd/coaching-corner/from-uncertain-to-confident-how-executive-coaching-unlocked-career-potential/) - A high-performing executive struggles with confidence and decision-making. She turns to executive coaching to regain control, boost leadership skills, and build career growth.
- [Letting go to grow: How one entrepreneur reclaimed his life and business](https://www.imd.org/ibyimd/coaching-corner/letting-go-to-grow-how-one-entrepreneur-reclaimed-his-life-and-business/) - Frank's transformation from overwhelmed investor to empowered leader demonstrates how coaching and collaboration enabled him to stand back, delegate, and recover his life.
- [Leveling up as a leader: 5 transitions to accelerate your career](https://www.imd.org/ibyimd/leadership/leveling-up-as-a-leader-five-transitions-to-accelerate-your-career/) - Master the five transitions to accelerate your career by reframing challenges, redefining relationships, and aligning your courage, identity, and energy.
- [Management under the microscope](https://www.imd.org/ibyimd/management/management-under-the-microscope/) - The corporate world is full of platitudes about management and leadership that form a kind of accepted wisdom about how biz things are done
- [The curiosity farm: Growing innovation from seed to harvest ](https://www.imd.org/ibyimd/innovation/the-curiosity-farm-growing-innovation-from-seed-to-harvest/) - The Curiosity Farm: Nestlé, Toyota & Intel spark innovation by nurturing curiosity, diversity, autonomy, and strong external partnerships.
- [Welcome to Leaders Unplugged](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/welcome-to-leaders-unplugged/) - Leaders Unplugged features real talk with the impactful. Candid, honest, actionable, and fresh from behind the scenes. It is presented IMD in collaboration with Remote Daily.
- [From the global to the personal with UBS CEO Sergio Ermotti](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/from-the-global-to-the-personal-with-ubs-ceo-sergio-ermotti/) - IMD President David Bach goes from the global to the personal with one of the world’s most prominent bankers.
- [How does sustainable leadership work? ](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/how-does-sustainable-leadership-work/) - This episode takes you behind the scenes of a recent gathering led by the World Business Council for Sustainable Development together with IMD, where David Bach sat down with two sustainability leaders.
- [David Bach: Why we all benefit from America’s top universities ](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/david-bach-why-we-all-benefit-from-americas-top-universities/) - In the latest episode, IMD President David Bach explains the vital importance of the partnership between the US government and the elite research universities, what we can learn from the vibrancy of the Middle East, and why Ted Lasso is a better leadership role model than Elon Musk.
- [How do deans lead when the world turns upside down?](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/how-do-deans-lead-when-the-world-turns-upside-down/) - Global deans Catherine Duggan and Darren Dahl on leading through turbulence and why optimism, not certainty, is the real power in today’s business education.
- [From the classroom to the boardroom – why do IMD alumni lead differently?](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/from-the-classroom-to-the-boardroom-why-do-imd-alumni-lead-differently/) - Three alumni. Three decades. One question: What makes IMD’s leadership journey so lasting?
- [“We were so scared of our IPO”: Leaders Unplugged with former On Co-CEO Marc Maurer](https://www.imd.org/ibyimd/podcasts/leaders-unplugged/we-were-so-scared-of-our-ipo-leaders-unplugged-with-on-ceo-marc-maurer/) - On’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise – from anti-metaverse to IPO – in this inspiring leadership talk.
- [Steering through uncharted territory: lessons from a ride of purpose and endurance](https://www.imd.org/ibyimd/magazine/steering-through-uncharted-territory-lessons-from-a-ride-of-purpose-and-endurance/) - Olympian Rebecca Wardell tells Heather Cairns-Lee how a 20,000 km bike ride from Lausanne to New Zealand taught her the importance of managing her mindset, resilience, teamwork, and the kindness of strangers
- [Is AI good or bad for sustainability?](https://www.imd.org/ibyimd/podcasts/mike-amit-talk-tech/artificial-intelligence-and-sustainability-with-julia-binder/) - Is AI a force for good or a threat to the planet? This podcast explores how AI could both harm and help sustainability—with insight from IMD’s Julia Binder.
- [In an age of grievance, find every opportunity to listen](https://www.imd.org/ibyimd/podcasts/in-an-age-of-grievance-find-every-opportunity-to-listen/) - Living in an age of geopolitical and economic uncertainty, people are quick to blame institutions and lose trust
- [Halfway 2025: How to read two quarters under Trump 2.0](https://www.imd.org/ibyimd/geopolitics/halfway-2025-how-to-read-two-quarters-under-trump-2-0/) - Richard Baldwin explores Trump-era economic chaos, future trade and tariff impacts, and how businesses can reduce risks across regions and sectors.
- [First-time CEO pitfalls, and how to avoid them](https://www.imd.org/ibyimd/podcasts/first-time-ceo-pitfalls-and-how-to-avoid-them/) - Avoid common first time CEO pitfalls with Kevin O’Brien’s insights on understanding the brief, aligning the team, and unlocking long-term leadership potential.
- [The Strategy Stack: four steps for robust decision-making ](https://www.imd.org/ibyimd/brain-circuits/the-strategy-stack-four-steps-for-robust-decision-making/) - Popular strategy frameworks often fall short in today’s uncertain and rapidly changing environment. Use this Q&A checklist to make better-informed strategic choices.
- [How to get sustainable business transformation right](https://www.imd.org/ibyimd/brain-circuits/how-to-get-sustainable-business-transformation-right/) - Sustainable corporate change is a challenging feat to pull off. Julia Binder examines the barriers and drivers of change to increase your chances of success.
- [Adapt to survive: here's what you need to know](https://www.imd.org/ibyimd/innovation/adapt-to-survive-heres-what-you-need-to-know/) - Howard Yu previews business trends likely to preoccupy international executives over the coming months. In this first Issue: Adapt to survive
- [Six lessons shaping the future of family offices ](https://www.imd.org/ibyimd/family-business/six-lessons-shaping-the-future-of-family-offices/) - Exclusive IMD data reveals how the future of family offices is shifting as they invest in human and social capital while redefining identity to stay competitive.
- [Innovating tradition: Why redefining values keeps family legacy alive ](https://www.imd.org/ibyimd/family-business/innovating-tradition-why-redefining-values-keeps-family-legacy-alive/) - Melisa Sabanci Tapan shares how redefining values and embracing AI helps preserve family legacy while staying human in a digital world
- [Letting go of the reins: How female and male business leaders view succession ](https://www.imd.org/ibyimd/diversity-inclusion/letting-go-of-the-reins-how-female-and-male-business-leaders-view-succession/) - A new research survey among French business leaders suggests that men and women may approach the issue of stepping down from the top job from quite different perspectives.
- [Coping with a capricious US president - how businesses can prepare](https://www.imd.org/ibyimd/geopolitics/coping-with-a-capricious-us-president/) - President Trump’s unpredictability demands supply chain leaders stay adaptable, warns IMD’s Carlos Cordon. Be ready to navigate his capricious decisions.
- [DE&I: Hiring on genuine merit should lead to good outcomes](https://www.imd.org/ibyimd/diversity-inclusion/dei-hiring-on-genuine-merit-should-lead-to-good-outcomes/) - Polarization is reshaping global leadership. Explore how merit-based hiring offers a strategic path amid resistance to diversity programs led by Trump.
- [Six steps to succession: How to identify and engage the next generation of wealth owners](https://www.imd.org/ibyimd/family-business/six-steps-to-succession/) - $124tn wealth transfer is reshaping family enterprises. Discover six steps to succession that prepare and engage the next generation of owners.
- [Supply chain crisis: steering a path through choppy waters](https://www.imd.org/ibyimd/magazine/supply-chain-crisis-steering-a-path-through-choppy-waters/) - Responsible, resilient and regenerative supply chains are needed as we head into uncharted waters, argue John Elkington and Louise Kjellerup Roper, founder and CEO respectively of the strategic advisory think tank Volans
- [The perils of navigating the economy using old maps ](https://www.imd.org/ibyimd/audio-articles/the-perils-of-navigating-the-economy-using-old-maps/) - Outdated tools make it hard to answer even basic economic questions. It’s time to create a better data architecture for mapping our increasingly complex technology-driven business world.
- [Why excellent leaders are not always the obvious candidates](https://www.imd.org/ibyimd/human-resources/why-excellent-leaders-are-not-always-the-obvious-candidates/) - Companies should take more risks when it comes to appointing leaders – then give their selected candidates the right support.
- [Accuracy, bias, copyright: ABC of benefits and pitfalls of AI](https://www.imd.org/ibyimd/audio-articles/accuracy-bias-copyright-abc-of-benefits-and-pitfalls-of-ai/) - From drug development to finance, the potential of AI for business is enormous, but effective safeguards are needed.
- [AI = Accountability + Inclusion ](https://www.imd.org/ibyimd/artificial-intelligence/ai-accountability-inclusion/) - Organizations must ensure they have a strategy for AI’s governance and ethical oversight. DE&I offers principles and practices that can inform decision-makers.
- [What AI-first leadership really looks like](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/what-ai-first-leadership-really-looks-like/) - Discover what AI-first leadership really looks like and how executives can shift strategy, control, and influence to lead in the AI era.
- [Can AI ever be 'just another teammate'?](https://www.imd.org/ibyimd/artificial-intelligence/can-ai-ever-be-just-another-teammate/) - As AI grows more capable, HR leaders must carefully weigh its impact on team dynamics before treating it as just another teammate, says IMD’s Ginka Toegel.
- [Prosperar después de los 45: lo mejor está por venir](https://www.imd.org/ibyimd/talent/prosperar-despues-de-los-45-lo-mejor-esta-por-venir/) - Es posible tener una buena salud después de los 45 si se prioriza la salud cerebral. La ciencia demuestra que las habilidades cognitivas clave pueden alcanzar su máximo potencial después de los 45, lo que permite desbloquear nuevas capacidades personales.
- [Lecciones de liderazgo de 9 CEOs globales](https://www.imd.org/ibyimd/leadership/lecciones-de-liderazgo-de-9-ceos-globales/) - Desde aprender a absorber la presión hasta encontrar una voz auténtica, los líderes de algunas de las compañías globales más influyentes comparten la sabiduría que los ha llevado a destacar en sus funciones.
- [Imaginary jobs at fake firms: living in an age of illusion](https://www.imd.org/ibyimd/audio-articles/imaginary-jobs-at-fake-firms-living-in-an-age-of-illusion/) - Information technology can reduce the transaction costs of using markets. For labor markets, however, the costs have merely been transferred from business to workers.
- [AutismCare: Using technology to fulfill an unmet need](https://www.imd.org/ibyimd/innovation/autismcare-using-technology-to-fulfill-an-unmet-need/) - Alexander Klein tells Jim Pulcrano how AI technology can help build scale and precision in an underserved population, how he defines success, and the challenges he faces as he seeks to build this social impact enterprise.
- [Can you rely on AI? Use our checklist to avoid the pitfalls ](https://www.imd.org/ibyimd/artificial-intelligence/can-you-rely-on-ai-use-our-checklist-to-avoid-the-pitfalls/) - Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.
- [‘We need to tighten up our approach to industrial policy’](https://www.imd.org/ibyimd/videos/we-need-to-tighten-up-our-approach-to-industrial-policy/) - Key minds behind the Hinrich-IMD Sustainable Trade Index – Deborah Elms, Chuin Wei Yap, Christos Cabolis, and Simon Evenett – explain how decision-makers can benefit from looking at industrial policy in granular detail, given its resurgence and the growing need for economic resilience.
- [Why boardroom composition is key to getting environmental strategy right ](https://www.imd.org/ibyimd/governance/why-boardroom-composition-is-key-to-getting-environmental-strategy-right/) - A new study co-authored by Ivan Miroshnychenko investigates the causes behind the discrepancy between firms’ ESG claims and what they do in practice.
- [How creating psychologically safe workplaces is key to long-term success](https://www.imd.org/ibyimd/book-club/how-creating-psychologically-safe-workplaces-is-key-to-long-term-success/) - Gina Battye shares her advice on how to achieve long-term cultural change.
- [It’s time for leaders to nurture inclusion by reinforcing values and creating psychological safety](https://www.imd.org/ibyimd/diversity-inclusion/its-time-for-leaders-to-nurture-inclusion-by-reinforcing-values-and-creating-psychological-safety/) - True transformation comes from embedding diversity in leadership values, not compliance. Leaders must foster safe spaces and model vulnerability.
- [How to win over DE&I doubters and disruptors](https://www.imd.org/ibyimd/audio-articles/how-to-win-over-dei-doubters-and-disruptors/) - Effective DE&I strategies are proven to enhance performance, yet they still face resistance – perhaps now more than ever. Here’s how to convince the naysayers.
- [Supply chain is where strategy meets execution: How fast can we transform?](https://www.imd.org/ibyimd/supply-chain/supply-chain-is-where-strategy-meets-execution/) - 10 years of exclusive surveys reveal top supply chain strategy challenges—and how tools like AI, ML, and digital twins are reshaping the path forward.
- [Leading global operations through complexity and change: Magdi Batato ](https://www.imd.org/ibyimd/industry/consumer-goods/leading-global-operations-through-complexity-and-change-magdi-batato/) - Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.
- [Building the foundations for sustainable performance: Tariq Farooq ](https://www.imd.org/ibyimd/industry/life-science/building-the-foundations-for-sustainable-performance/) - Building the Foundations for Sustainable Performance means using AI and expert insight to evolve supply chains and meet the operational demands of 2025.
- [Want to succeed in negotiation? Learn to tame your inner zoo ](https://www.imd.org/ibyimd/leadership/want-to-succeed-in-negotiation-learn-to-tame-your-inner-zoo/) - To strengthen your negotiation capabilities, learn techniques to tame the defensive and protective parts of your brain.
- [Driving the Future: How NIO is resetting the standards of customer experience for premium brands  ](https://www.imd.org/ibyimd/future-of-luxury-live-events/driving-the-future-how-nio-is-resetting-the-standards-of-customer-experience-for-premium-brands/) - Founded in 2014, NIO has a vision to redefine the automotive experience through a blend of innovative technology and user-centric design.
- [L'Oréal: the beauty of supply chain digitalization](https://www.imd.org/ibyimd/innovation/loreal-the-beauty-of-supply-chain-digitalization/) - French beauty company L’Oréal first embarked on its digital transformation journey more than a decade ago. Today, it provides an excellent case study of effective, successful digital transformation.
- [Harnessing AI to build expertise ](https://www.imd.org/ibyimd/artificial-intelligence/harnessing-ai-to-build-expertise/) - Sarah Toms explains how IMD is balancing risk and opportunity as it seeks to capitalize on AI
- [In the GenAI race, who will prevail? Expert tips for backing the winners](https://www.imd.org/ibyimd/artificial-intelligence/in-the-genai-race-who-will-prevail-expert-tips-for-backing-the-winners/) - A flurry of venture capital activity presents investors with a challenge: how to distinguish genuine innovators from opportunistic players capitalizing on the AI hype.
- [AI’s new skills twist ](https://www.imd.org/ibyimd/artificial-intelligence/ais-new-skills-twist/) - AI-enabled “middle jobs” to reduce income inequality in advanced economies with generative AI tools promise to increase the productivity of white-collar workers.
- [A real leader’s guide to AI ](https://www.imd.org/ibyimd/artificial-intelligence/a-real-leaders-guide-to-ai/) - Artificial Intelligence, especially GenAI, and leadership
- [Two data points and four keys to keep in mind with AI ](https://www.imd.org/ibyimd/artificial-intelligence/two-data-points-and-four-keys-to-keep-in-mind-with-ai/) - Most AI projects are destined to fail. Here are four tips to avoid falling into that trap.
- [Think like your enemies to stay safe with AI](https://www.imd.org/ibyimd/artificial-intelligence/think-like-your-enemies-to-stay-safe-with-ai/) - Know AI’s strengths and weaknesses to shield your organization from increasingly sophisticated cyberattacks.
- [Why leaders don't engage in strategic thinking](https://www.imd.org/ibyimd/leadership/why-leaders-dont-engage-in-strategic-thinking/) - Strategic thinking is key to success. Overcome common excuses and develop the skills to navigate change, drive innovation, and prepare for future business challenges.
- [Switching roles builds the ambidextrous leadership you’ll need. Here’s why and how.](https://www.imd.org/ibyimd/talent/switching-roles-builds-the-ambidextrous-leadership/) - Ambidextrous leadership thrives on non-linear careers. Diverse experiences fuel innovation, adaptability, and sustainable performance.
- [How to harness the power of nonmarket strategy  ](https://www.imd.org/ibyimd/geopolitics/how-to-harness-the-power-of-nonmarket-strategy/) - How to harness the power of nonmarket strategy explores how bold leaders shape their environment, reduce uncertainty, and unlock significant value.
- [Play to win: Enhancing customer engagement with gamification ](https://www.imd.org/ibyimd/audio-articles/hplay-to-win-enhancing-customer-engagement-wit-gamification/) - Businesses can retain customers, attract new ones, or shape their preferences by aligning key game design elements with strategic objectives.
- [Taking the lead: Mars Petcare and a purpose-led transformation](https://www.imd.org/ibyimd/business-transformation/taking-the-lead-mars-petcare-and-a-purpose-led-transformation/) - Poul Weihrauch, CEO and Office of the President of Mars Inc, served as the Global President of Mars Petcare from 2014 to 2022. During his tenure, the Petcare business more than doubled in size and more than tripled its annual organic growth rate. Weihrauch explains to Thomas Malnight the steps that needed to be taken to successfully transform the largely traditional pet food business into a leader in pet health and pet care.
- [Strategic thinking will keep you calm amid the chaos ](https://www.imd.org/ibyimd/audio-articles/strategic-thinking-will-keep-you-calm-amid-the-chaos/) - Are you struggling to lead successfully in the face of disruption and uncertainty? There has never been a better time to master the art of strategic thinking.
- [Strategy stack: An integrated approach to decision-making ](https://www.imd.org/ibyimd/audio-articles/strategy-stack-an-integrated-approach-to-decision-making/) - The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.
- [EverGreen – the future-proofing of Heineken](https://www.imd.org/ibyimd/strategy/evergreen-the-future-proofing-of-heineken/) - Niccolò Pisani, IMD Professor of Strategy and International Business, explores Heineken's ambitious and all-encompassing strategy for sustainable growth, launched amid a global pandemic.
- [In your customer’s shoes: How reverse positioning can provide a useful change of perspective](https://www.imd.org/ibyimd/competitiveness/in-your-customers-shoes-how-reverse-positioning-can-provide-a-useful-change-of-perspective/) - Reverse positioning can help businesses understand how they are pigeonholed by customers – and reveal opportunities to improve their standing versus the competition.
- [How to drive your own breakthrough through reframing](https://www.imd.org/ibyimd/talent/how-to-drive-your-own-breakthrough-through-reframing/) - Breakthroughs that reshape business models can feel sudden, but they are rarely random. Innovation happens when you reframe challenges and opportunities.
- [The new CEO’s guide to crisis management](https://www.imd.org/ibyimd/audio-articles/the-new-ceos-guide-to-crisis-management/) - As baby-boomer CEOs retire, a new wave of leaders is taking over. These new CEOs are full of fresh ideas and perspectives. However, many inevitably will face their first time leading a large organization through a crisis.
- [Out of your comfort zone: What it takes for traditional CFOs to become CEOs](https://www.imd.org/ibyimd/cfo-horizons/what-it-takes-for-traditional-cfos-to-become-ceos/) - IMD’s Ric Roi explores what it takes for traditional CFOs to step into the CEO role: expanding their leadership range, building emotional connection, and navigating complexity with confidence.
- [Set your leadership compass for a journey of self-discovery ](https://www.imd.org/ibyimd/audio-articles/set-your-leadership-compass-for-a-journey-of-self-discovery/) - Understanding your leadership style and how to adopt or blend different approaches will improve your ability to respond to challenges.
- [The energy trilemma: why it pays to get the balance right](https://www.imd.org/ibyimd/audio-articles/the-energy-trilemma-why-it-pays-to-get-the-balance-right/) - The energy dilemma forces leaders to balance price, sustainability and supply security—revealing how resilient and agile their organizations truly are.
- [Energy, focus, and 5 other key skills for future leaders ](https://www.imd.org/ibyimd/leadership/energy-focus-and-five-other-key-skills-for-future-leaders/) - Facing times of unprecedented peril, we need to urgently develop a pipeline of leaders capable of mobilizing, focusing and sustaining the energy of teams and organizations.
- [Navigating geopolitical turmoil: 8 strategies for business leaders ](https://www.imd.org/ibyimd/strategy/navigating-geopolitical-turmoil-8-strategies-for-business-leaders/) - Adapting to geopolitical shifts, multinationals optimize supply chains and collaborate with policymakers
- [More than a makeover: how L’Oréal aims to make sustainability glamorous](https://www.imd.org/ibyimd/sustainability/more-than-a-makeover-how-loreal-aims-to-make-sustainability-glamorous/) - L’Oréal Sustainability lead Kiri Trier shares how she’s shifting customer behavior to make recycling, refilling, and waste reduction a bathroom habit.
- [Weaving new threads: How Lindström is reframing circular workwear in Asia](https://www.imd.org/ibyimd/industry/industrials/weaving-new-threads-how-lindstrom-is-reframing-circular-workwear-in-asia/) - Lindström advances circular workwear in Asia by extending textile life through laundering, repair, and reuse, but cultural barriers challenge expansion efforts.
- [Stress busters: How to help employees help themselves](https://www.imd.org/ibyimd/human-resources/stress-busters-how-to-help-employees-help-themselves/) - Dr. Rachel Lewis explores how empowering teams to co-create solutions can reduce workplace stress and boost wellbeing
- [Well-being initiatives aren’t working. Here’s how to drive real change](https://www.imd.org/ibyimd/wellness/well-being-initiatives-arent-working-heres-how-to-drive-real-change/) - Tackling burnout, financial stress, and poor health takes more than yoga. Discover new research on strategies that truly improve employee well-being.
- [Advancing gender equity: Insights from Claudia Goldin’s Nobel-Prize-winning work   ](https://www.imd.org/ibyimd/womens-empowerment/advancing-gender-equity-insights-from-claudia-goldins-nobel-prize-winning-work/) - Four ways in which businesses can reframe the workplace environment more positively for women
- [Mastering strategic agility comes down to learning how to minimize strategic trade-offs](https://www.imd.org/ibyimd/videos/leading-in-turbulent-times/agile-strategies-solutions-for-leaders/) - Strategic agility is a difficult concept to unpack as there are so many ingredients to it. Two-thirds of participants in a webinar given by Professor Stéphane J.G. Girod said they considered it a buzzword, in large part because of the haziness of the term in popular imagination.
- [Single accountability, purpose and self-care: Leading Ipsen beyond the patent cliff](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/single-accountability-purpose-and-self-care-leading-ipsen-beyond-the-patent-cliff/) - In a CEO Dialogue with IMD President Jean-François Manzoni, Ipsen CEO David Loew discusses his leadership style as he orchestrates the French-born pharma firm’s response to its best-selling drug facing generic competition for the first time and shapes a more focused and impactful organization.
- [AstraZeneca chief calls for global cooperation in the fight against COVID-19 and climate change](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/astrazeneca-chief-calls-for-global-cooperation-in-the-fight-against-covid-19-and-climate-change/) - AstraZeneca chief calls for global cooperation in the fight against COVID-19 and climate change. CEO interview série
- [Facts, transparency, and partnerships: building Nespresso into a responsible brand ](https://www.imd.org/ibyimd/strategy/facts-transparency-and-partnerships-building-nespresso-into-a-responsible-brand/) - Nespresso’s Chief Executive Guillaume Le Cunff explains how he counters greenwashing claims with facts, full transparency, and partnerships with NGOs.
- [The UAE’s ascent in the semiconductor wars: A new era in chip manufacturing? ](https://www.imd.org/ibyimd/technology/the-uaes-ascent-in-the-semiconductor-wars-a-new-era-in-chip-manufacturing/) - The UAE is emerging as a contender in the chip wars, supplying with processors to power AI and fostering semiconductor innovation in the Middle East.
- [Last bite of the cookie? ](https://www.imd.org/ibyimd/technology/last-bite-of-the-cookie/) - Google’s latest reprieve for third-party cookies will be only temporary, warns IMD’s Öykü Işık
- [In search of spectrum security: Why space is the new battleground ](https://www.imd.org/ibyimd/technology/in-search-of-spectrum-security-why-space-is-the-new-battleground/) - As demand for a share of the radio spectrum increases, both from nation states and commercial organizations, so does the danger, warns IMD’s Tomoko Yokoi
- [Astrid AI: ‘We are on a mission to elevate confidence and communications skills’ ](https://www.imd.org/ibyimd/technology/astrid-ai-we-are-on-a-mission-to-elevate-confidence-and-communications-skills/) - How an AI coach is helping human beings communicate better, for greater productivity and focus in the workplace of the future.
- [Por qué el Gran Hermano no debería vigilarte en el trabajo](https://www.imd.org/ibyimd/sustainability/por-que-el-gran-hermano-no-deberia-vigilarte-en-el-trabajo/) - El futuro del trabajo sigue siendo híbrido. Pero el seguimiento de cada tecla que se pulsa, del movimiento del ratón o del correo electrónico no es la mejor manera de gestionar los límites más flexibles en el lugar de trabajo, argumentan Ali Aslan Gümüsay, Sonja Köhne, Thomas Schildhauer, Martin Krzywdzinski y Hendrik Send, y ofrecen una serie de pasos prácticos para organizar la oficina y la empresa del futuro.
- [Understanding how biodiversity matters for your business strategy ](https://www.imd.org/ibyimd/sustainability/understanding-how-biodiversity-matters-for-your-business-strategy/) - Biodiversity matters for long-term business survival. Here's how companies can build resilient, nature-based strategies to address environmental risk.
- [Net-zero companies – what CFOs can do](https://www.imd.org/ibyimd/sustainability/net-zero-companies-what-cfos-can-do/) - In Asia, economic growth comes at a high carbon cost. CFOs have a critical role to play in making their companies take account of sustainability, says Natalia Olynec.
- [Leaders need inner development to reach the SDGs ](https://www.imd.org/ibyimd/sustainability/leaders-need-inner-development-to-reach-the-sdgs/) - The Inner Development Goals (IDGs) help leaders to tackle tough challenges and drive meaningful change. Learn more about IMD's Leading Sustainable Change program
- [Closing the climate gap: the rise of green finance ](https://www.imd.org/ibyimd/sustainability/closing-the-climate-gap-the-rise-of-green-finance/) - Discover how green finance is rising to meet trillion-dollar climate needs. Learn about new regulations driving financial institutions toward sustainability.
- [Businesses will need to take rapid action on nature reporting following COP15 biodiversity agreement](https://www.imd.org/ibyimd/sustainability/businesses-will-need-to-take-rapid-action-on-nature-reporting-following-cop15-biodiversity-agreement/) - The global agreement on protecting nature and preventing biodiversity loss hammered out at the United Nations COP15 conference in Montreal will have significant implications for business, says Natalia Olynec.
- [An aspiration for COP26: accelerating the transition to net zero](https://www.imd.org/ibyimd/sustainability/an-aspiration-for-cop26-accelerating-the-transition-to-net-zero/) - The global push for net-zero emissions is a massive undertaking, but the existential threat of climate change means that companies must act now.
- [Where does blockchain go from here?](https://www.imd.org/ibyimd/supply-chain/where-does-blockchain-go-from-here/) - Implementation of blockchain in supply chain seems to have reached an impasse. What’s next for the technology born from the world of cryptocurrency?
- [What future for the semiconductor supply chain?](https://www.imd.org/ibyimd/supply-chain/what-future-for-the-semiconductor-supply-chain/) - The recent problems with semiconductor supply chains are well known – but as the US, China and others build efforts towards resiliency and independence in this supply chain they would be wise to note several classic pitfalls.
- [Seven sustainability trends to watch in 2021](https://www.imd.org/ibyimd/supply-chain/seven-sustainability-trends-to-watch-in-2021/) - Developing a strong, sustainable business approach creates value: after the turmoil of 2020, where should organizations focus their efforts?
- [Now is the time to address supply-chain risk](https://www.imd.org/ibyimd/supply-chain/now-is-the-time-to-address-supply-chain-risk/) - The COVID-19 pandemic and war in Ukraine have exposed dangerous vulnerabilities in companies’ supply chains, warns Carlos Cordon, Professor of Strategy and Supply Chain Management at IMD Business School. Now, boards must take the lead on transformation.
- [A high-stakes game: Securing the supply chain ](https://www.imd.org/ibyimd/supply-chain/a-high-stakes-game-securing-the-supply-chain/) - In an era of unpredictability, businesses must take many more strategic decisions about supply chain management, say IMD’s Carlos Cordon and supply chain adviser Tariq Farooq
- [Agile pricing will help firms profit from supply chain constraints ](https://www.imd.org/ibyimd/supply-chain/agile-pricing-will-help-firms-profit-from-supply-chain-constraints/) - An inability to change prices more frequently is the source of a huge missed opportunity when supply is limited.
- [A circular model for sustainability  ](https://www.imd.org/ibyimd/supply-chain/a-circular-model-for-sustainability/) - Companies need a new, holistic approach to sustainability if they are to head off criticism and accusations of greenwashing.
- [Why European CEOs should prepare for the political spotlight](https://www.imd.org/ibyimd/strategy/why-european-ceos-should-prepare-for-the-political-spotlight/) - CEOs taking a stance on political issues is not just a US phenomenon. European business leaders must learn to address the politics that matter to stakeholders.
- [How to put purpose at the core of strategy](https://www.imd.org/ibyimd/strategy/how-to-put-purpose-at-the-core-of-strategy/) - Competition for new growth and opportunity is fierce and relentless. In this fight, business leaders are often left puzzled as to why their strategies, the result of arduous planning and painstaking research, struggle to beat expectations and differentiate their company in the marketplace.
- [Moving from a carbon offsetting to a carbon insetting mindset](https://www.imd.org/ibyimd/strategy/moving-from-a-carbon-offsetting-to-a-carbon-insetting-mindset/) - Increasing scrutiny of the voluntary carbon credit market means companies will need to put greater focus on decarbonizing their supply chains rather than offsetting carbon if they are to avoid claims of greenwashing.
- [Three digital game-changers for football in the post-COVID-19 era](https://www.imd.org/ibyimd/strategy/three-digital-game-changers-for-football-in-the-post-covid-19-era/) - Digital transformation in the football world post-covid includes audio, podcasting, e-sports and gaming. And it will change everything
- [Globalization has rallied during the pandemic – here's what that means for leaders](https://www.imd.org/ibyimd/strategy/globalization-has-been-saved-by-the-pandemic-which-is-good-news-for-leaders/) - Globalization had gone into reverse even before coronavirus, which made the shift seem all the more likely this year.
- [Four strategies to make your energy supply more resilient to price spikes](https://www.imd.org/ibyimd/strategy/four-strategies-to-make-your-energy-supply-more-resilient-to-price-spikes/) - With the prices of natural gas, coal and electricity spiking to record highs, manufacturers should start thinking about how to reduce their energy consumption so they can keep production humming irrespective of external price shocks.
- [Preparing for a “good enough” pandemic holiday](https://www.imd.org/ibyimd/purpose/preparing-for-a-good-enough-pandemic-holiday/) - Even in normal times, the holiday season can be overwhelming. With the omicron variant threatening to snatch away all festive cheer, here’s how to manage the tension.
- [In e-commerce, supply chain and business strategy are merging](https://www.imd.org/ibyimd/management/in-e-commerce-supply-chain-and-business-strategy-are-merging/) - With a growing number of online retailers now offering to provide third-party logistics to vendors, the boundaries are blurring between e-commerce and logistics.
- [A good night’s sleep will help you to make better strategic decisions](https://www.imd.org/ibyimd/magazine/a-good-nights-sleep-the-best-decision-youll-ever-make/) - Warning: late nights and early starts will lead to memory loss, illness, recklessness, lack of sociability and failure to spot a good business opportunity.
- [Three ways to take sustainability beyond greenwashing in luxury  ](https://www.imd.org/ibyimd/luxury/three-ways-to-take-sustainability-beyond-greenwashing-in-luxury/) - Luxury firms can strategize to find that sweet point between growth and a positive social and environmental impact, says Professor Stéphane J.G. Girod
- [Three paradoxes luxury brands face in the digital era](https://www.imd.org/ibyimd/luxury/three-paradoxes-luxury-brands-face-in-the-digital-era/) - Extending products and experiences into the digital world and using consumer insights to personalize the interactions will help luxury brands maintain exclusivity and stimulate consumers' fantasies in the digital age.
- [Omega x Swatch MoonSwatch: the challenges of success](https://www.imd.org/ibyimd/luxury/omega-x-swatch-moonswatch-the-challenges-of-success/) - Swatch has a smash hit with its latest product, the MoonSwatch. But the newest supply chain choke point is making it difficult to react and harvest the benefits of the launch
- [Biden’s anti-monopoly crusade won’t fix our economic woes](https://www.imd.org/ibyimd/magazine/bidens-anti-monopoly-crusade-wont-fix-our-economic-woes/) - The tools that tamed corporate monopolies a century ago will not save us today and creating more competition will not help.
- [Where business and policy meet: Managing geopolitical tensions ](https://www.imd.org/ibyimd/leadership/where-business-and-policy-meet-managing-geopolitical-tensions/) - Business leaders need to respond more proactively to geopolitical tensions, while policymakers need to rethink their approach, argues IMD’s Simon Evenett.
- [Anchored, alert, and agile: How Keppel CEO engineered a change in fortune](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/anchored-alert-and-agile-how-keppel-ceo-engineered-a-change-in-fortune/) - Loh Chin Hua, CEO of Keppel, discusses how bold restructuring, strategic discipline, and a long-term vision transformed an industrial conglomerate into a global asset manager
- [Seeing the whole picture: Why perspective-taking is a powerful tool for sustainable decision-making](https://www.imd.org/ibyimd/leadership/seeing-the-whole-picture-why-perspective-taking-is-a-powerful-tool-for-sustainable-decision-making/) - Systematically wearing the hats of all stakeholders can ensure their perspectives are taken into consideration when making decisions.
- [Measuring change is difficult – here are 5 ways to help](https://www.imd.org/ibyimd/strategy/measuring-change-is-difficult-here-are-five-ways-to-help/) - Professor Bettina Büchel outlines the essential principles for measuring change to help you see the light at the end of a long, dark tunnel.
- [How to grow beyond your skill set: A self-check for leaders ](https://www.imd.org/ibyimd/brain-circuits/how-to-grow-beyond-your-skillset-a-self-check-for-leaders/) - How to grow beyond your skillset: a self-check for leaders Leaders often need to navigate significant changes of direction in their careers – which means expanding their skills and ways of working. Answer the following questions honestly to check your readiness to evolve, and check out the tips on growing beyond your skillset.
- [The Leadership House: Building solid foundations for leadership and business success ](https://www.imd.org/ibyimd/leadership/the-leadership-house-building-solid-foundations-for-leadership-and-business-success/) - Discover how "The Leadership House" framework empowers leaders to overcome challenges. Explore its six pillars—trust, teamwork, shared values, goals, accountability, and empowerment.
- [Life as sustainable entrepreneurs: IntellSol’s journey](https://www.imd.org/ibyimd/leadership/life-as-sustainable-entrepreneurs-intellsols-journey/) - Over the next few months, we’ll be following Intellsol’s journey as they work to validate their business model and raise funds to launch their proof-of-concept project (PoC) in Ghana under the Energy Transition Accelerator Model (ETAM).
- [India: What’s next for the world’s most populous country? Four challenges to doing business in India and how to approach them](https://www.imd.org/ibyimd/leadership/india-whats-next-for-the-worlds-most-populous-country-four-challenges-to-doing-business-in-india-and-how-to-approach-them/) - India has scale and immense economic potential. But it should be approached carefully, looking out for feasible conduits, and leveraging the right pathways to growth. Here are four challenges and my thoughts on how to navigate them.
- [How should we assess Rupert Murdoch’s legacy?](https://www.imd.org/ibyimd/leadership/how-should-we-assess-rupert-murdochs-legacy/) - A ship’s captain is responsible for the actions of his entire crew. Leaders who refuse to acknowledge responsibility for the actions of their employees should be robustly challenged, not let off the hook.
- [Cyber resiliency: Building a secure future](https://www.imd.org/ibyimd/leadership/cyber-resiliency-building-a-secure-future/) - To safeguard your organization from persistent cyber threats, look beyond technology and focus on educating your people, says prominent cybersecurity expert and ethical hacker Jamie Woodruff.
- [Why supply chain reorganization now tops the CEO’s agenda](https://www.imd.org/ibyimd/innovation/why-supply-chain-reorganization-now-tops-the-ceos-agenda/) - Amid mounting geopolitical tensions, CEOs must take direct control of supply chain resilience, says IMD’s Carlos Cordon
- [What business leaders must do to avoid extreme AI risks ](https://www.imd.org/ibyimd/innovation/what-business-leaders-must-do-to-avoid-extreme-ai-risks/) - With a proliferation of warnings about the extreme risks to humanity posed by AI, business leaders have a responsibility to work together with tech developers to mitigate the dangers rather than exacerbating them.
- [The best of both worlds?](https://www.imd.org/ibyimd/innovation/the-best-of-both-worlds/) - Hybrid working is all the rage, but it is not yet right for everyone. Some organizations are struggling to establish models that spark the chemistry that can only happen in the workplace.
- [Is Industry 4.0 Tech for Good? ](https://www.imd.org/ibyimd/innovation/is-industry-4-0-tech-for-good/) - Industry 4.0 is a term that has been with us for several years now, but it remains nebulous to many. The name connotes the Fourth Industrial Revolution, following steam power (late 18th century), electrification (late 19th century), and programmable logic controllers (1970s).
- [How to thrive in uncertainty: Learn from the Olympics and UEFA](https://www.imd.org/ibyimd/innovation/how-to-thrive-in-uncertainty-learn-from-the-olympics-and-uefa/) - All organizations, no matter how big or successful, must learn to embrace continuous innovation to ride the relentless waves of disruption and changing consumer habits.
- [How to harness the power of Generation Z ](https://www.imd.org/ibyimd/innovation/how-to-harness-the-power-of-generation-z/) - A generation of digital natives is set to drive the future. Embracing their values and understanding their perspectives could well make the difference between organizational success and failure.
- [How to avoid the ethical pitfalls of artificial intelligence and machine learning](https://www.imd.org/ibyimd/innovation/how-to-avoid-the-ethical-pitfalls-of-artificial-intelligence-and-machine-learning/) - While many organisations are developing a range of artificial intelligence (AI), there are costly risks that need to be carefully considered in the process
- [How technology can maximize the potential of informal micro-businesses  ](https://www.imd.org/ibyimd/innovation/how-technology-can-maximize-the-potential-of-informal-micro-businesses/) - Digital tech, established businesses, and governments can combine to help bridge formal and informal supply chains.
- [How best to design the virtual architecture of startups?](https://www.imd.org/ibyimd/innovation/how-best-to-design-the-virtual-architecture-of-startups/) - Today’s enterprises require a very different set of raw materials from the manufacturing giants of the 20th century.
- [Europe and Africa need an open dialogue and exchange of ideas to tackle global issues together ](https://www.imd.org/ibyimd/innovation/europe-and-africa-need-an-open-dialogue-and-exchange-of-ideas-to-tackle-global-issues-together/) - Africa’s entrepreneurial attitude towards innovation and citizen-centric solutions could help provide new answers to global issues that Europe also faces.
- [Closing the digital divide ](https://www.imd.org/ibyimd/innovation/closing-the-digital-divide/) - Tomoko Yokoi of IMD shares the lessons of a recent panel session on digital equity in a changing world
- [Drive hard into the future and don’t look back ](https://www.imd.org/ibyimd/innovation/drive-hard-into-the-future-and-dont-look-back/) - The urge to return to business-as-usual must be resisted. Commitment to change and innovation is more important than ever, explain Howard Yu and his colleagues at IMD’s Center for Future Readiness
- [A taxonomy of 24 digital transformation KPIs ](https://www.imd.org/ibyimd/innovation/a-taxonomy-of-24-digital-transformation-kpis/) - Digital transformation initiatives often fail because they lack clear objectives. Michael Wade and Massimo Marcolivio explain how to communicate the ‘good numbers’.
- [Riding the duck curve: A strategic guide for companies in the evolving energy landscape](https://www.imd.org/ibyimd/industry/energy/riding-the-duck-curve-a-strategic-guide-for-companies-in-the-evolving-energy-landscape/) - Solar power floods grids with cheap energy, creating both challenges and opportunities. Learn how smart companies can capitalize on the duck curve.
- [Three solutions to acute labor shortages post-COVID](https://www.imd.org/ibyimd/human-resources/three-solutions-to-acute-labor-shortages-post-covid/) - Employees are pushing up pay and conditions — but filling vacancies will mean creating a new corporate culture
- [The leadership burnout crisis and how to address it ](https://www.imd.org/ibyimd/human-resources/the-leadership-burnout-crisis-and-how-to-address-it/) - Growing numbers of executives are stuck in survival mode – and risking exhaustion. IMD’s Susan Goldsworthy reflects on how CHROs can work with senior leaders to change behaviors
- [Staying for the right reasons](https://www.imd.org/ibyimd/human-resources/staying-for-the-right-reasons/) - Simply spending more on compensation and reward will not ensure employers retain their staff in an intensely competitive labor market.
- [No more burnout – how to fight back, find time, and stop letting technology win ](https://www.imd.org/ibyimd/human-resources/no-more-burnout-how-to-fight-back-find-time-and-stop-letting-technology-win/) - Need to escape the always-on world of work and the internet? Morra Aarons-Mele, Jon M Jachimowicz, Alyson Meister, and Basima Tewfik show how it’s done.
- [Making the most of your team's combined talents ](https://www.imd.org/ibyimd/human-resources/making-the-most-of-your-teams-combined-talents/) - For research-based, actionable advice on team talent management, look to these professors’ complementary insights.
- [In the lonely century, office time gives staff the ‘social glue’ to perform better](https://www.imd.org/ibyimd/human-resources/in-the-lonely-century-office-time-gives-staff-the-social-glue-to-perform-better/) - An alarming rise in loneliness is damaging our health, our communities and the bottom line.
- [How to get a pay rise – and how to avoid giving one (without losing talent)](https://www.imd.org/ibyimd/human-resources/how-to-get-a-pay-rise-and-how-to-avoid-giving-one-without-losing-talent/) - As inflation skyrockets, companies are being besieged with pay rise demands. What’s the best way to secure one, and how can managers resist pressure to bump up salaries?
- [How successful organizations are able to hire and fire at the same time](https://www.imd.org/ibyimd/human-resources/how-successful-organizations-are-able-to-hire-and-fire-at-the-same-time/) - To cope with a tough economic environment and a competitive labor market, many organizations are shedding staff from one part of the business while hiring for another.
- [Cómo las organizaciones exitosas son capaces de contratar y despedir al mismo tiempo](https://www.imd.org/ibyimd/human-resources/como-las-organizaciones-exitosas-son-capaces-de-contratar-y-despedir-al-mismo-tiempo/) - Para hacer frente a un entorno económico difícil y a un mercado laboral competitivo, muchas organizaciones están prescindiendo del personal de una parte de la empresa mientras contratan para otra. Lars Häggström, asesor principal de IMD Business School, afirma que existen métodos para gestionar las tensiones de la plantilla durante este proceso.
- [5 trends shaping the future of workplace health ](https://www.imd.org/ibyimd/human-resources/5-trends-shaping-the-future-of-workplace-health/) - Boosting employees' mental health isn't just good for them and the people around them – it has an impact on the bottom line. Here's how it is shaping up.
- [Como é que as organizações de sucesso são capazes de contratar e despedir ao mesmo tempo](https://www.imd.org/ibyimd/human-resources/como-e-que-as-organizacoes-de-sucesso-sao-capazes-de-contratar-e-despedir-ao-mesmo-tempo/) - Para fazer face a um ambiente económico difícil e a um mercado de trabalho competitivo, muitas organizações estão a dispensar pessoal de uma parte da empresa e a contratar para outra. Lars Häggström, consultor sénior da IMD Business School, afirma que existem abordagens para gerir as tensões da força de trabalho durante este processo.
- [Taking regeneration on board](https://www.imd.org/ibyimd/governance/taking-regeneration-on-board/) - Boards and companies have made wide-ranging sustainability goals; regeneration is what they should be talking about
- [How to survive and thrive in a geopolitical storm](https://www.imd.org/ibyimd/governance/how-to-survive-and-thrive-in-a-geopolitical-storm/) - The business world has been upended by the COVID-19 pandemic and the war in Ukraine. But chaos can bring opportunity if your board of directors is prepared for action, write Didier Cossin and Abraham Lu.
- [How organizations navigate AI ethics](https://www.imd.org/ibyimd/governance/how-organizations-navigate-ai-ethics/) - While many organizations commit publicly to responsible AI principles, a gap often exists when they put those principles into practice.
- [Dangerous products recalled faster when women are on the board](https://www.imd.org/ibyimd/governance/dangerous-products-recalled-faster-when-women-are-on-the-board/) - Pharmaceutical products with the most serious defects are recalled 28 days sooner with women in the boardroom, research shows.
- [Carbon accounting: Learnings from the governance journey](https://www.imd.org/ibyimd/governance/carbon-accounting-learnings-from-the-governance-journey/) - How companies understand their sustainability-related governance may hold the key to meeting climate goals and thriving in a net-zero economy
- [How do big-ticket US subsidies affect foreign investment? ](https://www.imd.org/ibyimd/geopolitics/how-do-big-ticket-us-subsidies-affect-foreign-investment/) - US President Joe Biden once described the Inflation Reduction Act (IRA) as one of “the most significant laws” ever enacted due to its massive investment in US manufacturing.
- [Three ways to assess your portfolio’s exposure to autocratic regimes](https://www.imd.org/ibyimd/finance/three-ways-to-assess-your-portfolios-exposure-to-autocratic-regimes/) - Over the past decade a global decline in democracy has increased investor exposure to autocratic regimes. Here’s how to weigh up the direct and indirect risks to your portfolio across index funds, active funds and hedge funds.
- [Trump and Musk have parted ways, but they weren’t wrong to go gung-ho over government efficiency](https://www.imd.org/ibyimd/geopolitics/trump-and-musk-have-parted-ways/) - Was Trump wrong to get Elon on board? Not necessarily: private sector executives should contribute more to policy, argues Arturo Bris
- [Will you use AI to become a better thinker, or risk letting AI do your thinking?](https://www.imd.org/ibyimd/artificial-intelligence/will-you-use-ai-to-become-a-better-thinker-or-risk-letting-ai-do-your-thinking/) - Professionals who use AI in a disciplined way to compound their cognitive thinking over time will be the long-term winners. Michael Watkins explains how to make AI a cognitive superpower rather than a crutch
- [Knowledge scientists: The new role that will optimize AI](https://www.imd.org/ibyimd/talent/knowledge-scientists-the-new-role-that-will-optimize-ai/) - Knowledge scientists may be the key to unlocking AI's full value, offering transparency and structure that data scientists alone can't provide, says IMD’s Tomoko Yokoi.
- [5 ways to kick bad habits](https://www.imd.org/ibyimd/business-transformation/5-ways-to-kick-bad-habits/) - In this month’s I by IMD Book Club, best-selling author Faisal Hoque explains how the concepts in his new book, Reinvent: Navigating Business Transformation in a Hyperdigital Era, can help us all be better leaders – and people – in a time of constant flux.
- [The future-solving methodology: Insights on AI and leadership ](https://www.imd.org/ibyimd/artificial-intelligence/the-future-solving-methodology-insights-on-ai-and-leadership/) - Brian Evergreen shares radical insights from his book Autonomous Transformation: Creating a More Human Future in the Era of AI with IMD’s Stefan Michel.
- [Innovation, by accident: The story of the ‘like’ button](https://www.imd.org/ibyimd/book-club/innovation-by-accident-the-story-of-the-like-button/) - BCG’s Martin Reeves traces the messy human journey behind one of tech’s most contagious features – and what it reveals about innovation, behavior, and unintended consequences.
- [6 new roles for marketing managers utilizing AI](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/6-new-roles-for-marketing-managers-utilizing-ai/) - As AI systems become increasingly adept at generating creative content across multiple modalities, Michael Yaziji identifies six new roles the marketing manager can undertake to become the orchestrator of an infinitely productive AI team.
- [Quiz: What are the pitfalls of marketing to women? ](https://www.imd.org/ibyimd/brain-circuits/quiz-what-are-the-pitfalls-of-marketing-to-women/) - Women make more than 80% of purchasing decisions, but most brands struggle to reach female customers. Do this short quiz to test your knowledge of marketing to women.
- [Three factors to watch as impact finance gains traction](https://www.imd.org/ibyimd/finance/three-factors-to-watch-as-impact-finance-gains-traction/) - As more investors turn to the concept of impact finance, three key trends will shape the immediate future of this rapidly growing field.
- [The permanence paradox: why shareholder value always wins](https://www.imd.org/ibyimd/finance/the-permanence-paradox-why-shareholder-value-always-wins/) - The powerful 'Big Three' index funds managers will not protect their portfolio companies from hedge fund activists. This battle for the future of corporate America is as perplexing as it is unpredictable.
- [The reality of climate financial risk](https://www.imd.org/ibyimd/finance/the-reality-of-climate-financial-risk/) - If the 2008 global financial crisis revealed anything, it is that regulation matters, even if it isn't always politically
- [Sustainable finance: Acceleration depends on cross-sector collaboration ](https://www.imd.org/ibyimd/finance/sustainable-finance-acceleration-depends-on-cross-sector-collaboration/) - As the existential threat to human survival becomes ever starker, what will it take to mobilize the trillions of dollars needed to tackle the climate, nature and social crises?
- [Solutions to ‘dirty’ bitcoin’s growing sustainability challenge](https://www.imd.org/ibyimd/finance/solutions-to-dirty-bitcoins-growing-sustainability-challenge/) - Sustainability Solutions to ‘dirty’ bitcoin’s growing sustainability challenge by Salvatore Cantale, Fiorenzo Manganiello Published December 3, 2021 in Sustainability • 5 min read DownloadSave Cryptocurrencies, the environmental bogeyman, could be a force of good, provided the industry can move to more energy-efficient mining methods and greener power sources. Some analysts have hailed blockchain technology and the crypto economy as
- [Mind the compliance gap](https://www.imd.org/ibyimd/finance/mind-the-compliance-gap/) - Businesses should refresh both how compliance training is provided and the syllabus itself.
- [Japan is the new darling of global investors – Is it warranted?](https://www.imd.org/ibyimd/finance/japan-is-the-new-darling-of-global-investors-is-it-warranted/) - This article explores the rise of activist shareholders and the market reforms that are increasing the attractiveness of Japan for foreign investors as they look beyond China
- [Is your investment a force for good? EU rules will help you decide](https://www.imd.org/ibyimd/finance/is-your-investment-a-force-for-good-eu-rules-will-help-you-decide/) - The EU has called for a more integrated approach to reporting but Cédric Lombard argues that the new reporting framework already fits the bill for investors.
- [How blockchain can clean up the voluntary carbon market](https://www.imd.org/ibyimd/finance/how-blockchain-can-clean-up-the-voluntary-carbon-market/) - In the second in a series of articles looking at the carbon market, the authors explore how the use of blockchain technology could not only keep the voluntary carbon market honest and transparent, but it could also allow new products to evolve.
- [Drawing a digital dividend from M&A ](https://www.imd.org/ibyimd/finance/drawing-a-digital-dividend-from-ma/) - The chance to jumpstart digital transformation is an increasingly common M&A deal driver, but it is not always the short cut it promises to be.
- [Por qué Warren Buffett ha apostado por una "mala" estrategia en la remontada de Japón](https://www.imd.org/ibyimd/finance/por-que-warren-buffett-ha-apostado-por-una-mala-estrategia-en-la-remontada-de-japon/) - El multimillonario inversor Warren Buffett ha identificado cinco empresas comerciales japonesas -trading houses-que, en su opinión, se beneficiarán de la mejora de las perspectivas económicas y de un régimen más favorable a los accionistas en Japón. Patrick Reinmoeller explica la sorprendente estrategia que hay detrás de estas inversiones.
- [Por que Warren Buffett apostou numa "má" estratégia no regresso do Japão](https://www.imd.org/ibyimd/finance/por-que-warren-buffett-apostou-numa-ma-estrategia-no-regresso-do-japao/) - O investidor bilionário Warren Buffett identificou cinco casas comerciais japonesas que acredita que irão lucrar com a melhoria das perspetivas económicas e com um regime mais favorável aos acionistas no Japão. Patrick Reinmoeller explica a surpreendente estratégia subjacente a estes investimentos.
- [Inflation: How to raise prices and preserve margins (without losing consumers)](https://www.imd.org/ibyimd/finance/inflation-how-to-raise-prices-and-preserve-margins-without-losing-consumers/) - Companies can offset the pressure on their cost base by rethinking products, supply chains, and pricing strategies.
- [Tradition and innovation: The paradox powering family business ](https://www.imd.org/ibyimd/family-business/tradition-and-innovation-the-paradox-powering-family-business/) - Taking tangible next steps from the success of a 70-year-old craft firm and applying transferable advice to family businesses across every sector.
- [Happy Families: The unifying force of philanthropy ](https://www.imd.org/ibyimd/family-business/happy-families-the-unifying-force-of-philanthropy/) - Philanthropy can have a powerful galvanizing effect on the broader family business ecosystem – but extracting the greatest benefit requires making trade-offs
- [How maritime owners can address overconfidence and make sound decisions ](https://www.imd.org/ibyimd/family-business/how-maritime-owners-can-address-overconfidence-and-make-sound-decisions/) - Overconfidence in business can be beneficial yet risky. Understand your thinking and narratives to mitigate potential disasters.
- [Unlocking confidence: strategies to help women thrive as leaders ](https://www.imd.org/ibyimd/diversity-inclusion/unlocking-confidence-strategies-to-help-women-thrive-as-leaders/) - As more women take up leadership positions, the generalization that we lack confidence is cracking. And yet, as old stereotypes are challenged by new realities, some crucial misperceptions remain concerning the appearance of a lack of confidence.
- [Sisters aren't doing it for themselves](https://www.imd.org/ibyimd/diversity-inclusion/sisters-arent-doing-it-for-themselves/) - For too long the creative industry has been full of Mad Men. And while that is changing, it’s still men taking home most of the pie.
- [The cost of thinking twice for LGBTQ+ employees](https://www.imd.org/ibyimd/diversity-inclusion/the-cost-of-thinking-twice-for-lgbtq-employees/) - An inclusive culture can alleviate LGBTQ+ employees’ anxieties over disclosing their sexual orientation , empowering them to be their authentic selves at all times.
- [Gender equality: act now to tackle micro-inequities and 'greedy work'](https://www.imd.org/ibyimd/diversity-inclusion/gender-equality-act-now-to-tackle-micro-inequities-and-greedy-work/) - Reframing the gender inequity problem as an opportunity will allow businesses to make meaningful progress.
- [Common pitfalls to avoid in the visual representation of race and ethnicity  ](https://www.imd.org/ibyimd/diversity-inclusion/common-pitfalls-to-avoid-in-the-visual-representation-of-race-and-ethnicity/) - While there is growing awareness of the need to demonstrate diversity in terms of race and ethnicity in images, organizations still fall into common traps.
- [5 strategies to rejuvenate momentum towards boardroom diversity](https://www.imd.org/ibyimd/diversity-inclusion/5-strategies-to-rejuvenate-momentum-towards-boardroom-diversity/) - Amid economic uncertainties, progress on inclusive boards slows. Vital: broaden talent search, invest in training to reverse decline.
- [Why national policies on artificial intelligence matter for countries’ prosperity ](https://www.imd.org/ibyimd/competitiveness/why-national-policies-on-artificial-intelligence-matter-for-countries-prosperity/) - Artificial intelligence is set to transform the world – but who stands to benefit and who will lose? Arturo Bris, Director of the IMD World Competitiveness Center, considers how previous technological advances played out for the people who lost their jobs to machines.
- [The G7 gangs up on China](https://www.imd.org/ibyimd/competitiveness/the-g7-gangs-up-on-china/) - At this weekend’s Summit, G7 leaders will issue a stinging critique of China’s trade practices – but the G7’s bark is worse than its bite.
- [Climate change: The emergence of ‘uninsurable’ areas – businesses must act now, or pay later](https://www.imd.org/ibyimd/future-readiness/climate-change-the-emergence-of-uninsurable-areas-businesses-must-act-now-or-pay-later/) - Swiss Re and Munich Re warn climate change is making areas uninsurable. Business leaders must act now on strategy, capital, and insurance risk.
- [Yoga without the stretch: 5 tips for leaders](https://www.imd.org/ibyimd/brain-circuits/yoga-without-the-stretch-5-tips-for-leaders/) - When it comes to yoga, having the right state of mind is essential. Here are some unexpected ways you can benefit from a yoga mindset and find the right balance without the poses.
- [You’re the leader – why are you talking? ](https://www.imd.org/ibyimd/brain-circuits/youre-the-leader-why-are-you-talking/) - Effective communication is key to leading a team – but excessive talking can cause disengagement and frustration. Answer the following questions honestly to discover if you’re talking too much – and read on for techniques to get more out of people by saying less. Effective communication is key to leading a team – but excessive talking can cause disengagement and frustration. Answer the following questions honestly to discover if you’re talking too much – and read on for techniques to get more out of people by saying less.
- [Why women don't need empowerment](https://www.imd.org/ibyimd/brain-circuits/why-women-dont-need-empowerment/) - When we’re stuck in the empowerment mindset, we’re waiting for someone to hand us the reins. Here are three reasons why women don’t need empowering and three ways to lose the empowerment mindset. When we’re stuck in the empowerment mindset, we’re waiting for someone to hand us the reins. Here are three reasons why women don’t need empowering and three ways to lose the empowerment mindset.
- [What ripples do you create?](https://www.imd.org/ibyimd/brain-circuits/what-ripples-do-you-create/) - Other people react to the ‘ripples’ we send out – speech, words, messages, facial expressions – by feeling energized and inspired, or drained and demotivated accordingly.
- [What lessons can we learn from future-ready companies?](https://www.imd.org/ibyimd/brain-circuits/what-lessons-can-we-learn-from-future-ready-companies/) - Here are three key lessons that can be learned from companies that are truly well-prepared for what the future may – or may not – hold.
- [What kind of activist leader are you?](https://www.imd.org/ibyimd/brain-circuits/what-kind-of-activist-leader-are-you/) - Activism is about bringing about change – and we can all do it, in our different ways. See if you can recognize yourself in the typography below.
- [The theory of equality will change the workplace forever](https://www.imd.org/ibyimd/diversity-inclusion/the-theory-of-equality-will-change-the-workplace-forever/) - Unlock the full potential of talent and innovation by ensuring equal opportunity and representation across race, gender, and background. Explore the Theory of Equality.
- [There are 4 types of responsible leader. Which one are you? ](https://www.imd.org/ibyimd/brain-circuits/there-are-four-types-of-responsible-leader-which-one-are-you/) - Understanding the 4 types of responsible leader helps you blend styles, avoid pitfalls, and meet challenges while managing stakeholder expectations effectively.
- [Sustainability: time to hit the brake or go full throttle?](https://www.imd.org/ibyimd/leadership/sustainability-time-to-hit-the-brake-or-go-full-throttle/) - Firms may need to readjust their strategies in the wake of the pandemic. We offer advice on how this can be best achieved by using a combination of six ‘levers’.
- [Speaking truth about power: Trait-level dominance](https://www.imd.org/ibyimd/brain-circuits/speaking-truth-about-power-trait-level-dominance/) - We tend to assume that having more power makes people behave more unethically, but there are numerous examples where it means the opposite. So, what's the truth about power?
- [Soft skills for hard targets: Why leaders need IDGs to reach the SDGs ](https://www.imd.org/ibyimd/brain-circuits/soft-skills-for-hard-targets-why-leaders-need-idgs-to-reach-the-sdgs/) - Progress towards achieving the UN Sustainable Development Goals has been slow. Leaders need Inner Development Goals to become true sustainability champions. Progress towards achieving the UN Sustainable Development Goals has been slow. Leaders need Inner Development Goals to become true sustainability champions.
- [Self-drive cars and unmanned aircraft are a reality, so why not autonomous enterprises?](https://www.imd.org/ibyimd/innovation/self-drive-cars-and-unmanned-aircraft-are-a-reality-so-why-not-autonomous-enterprises/) - Innovation and the pursuit of excellence are driving the success of Saudi family enterprise Obeikan Investment Group (OIG). Chief Executive Abdallah Al-Obeikan talks to Hischam El-Agamy about the company’s digital transformation journey and his mission to create a fully autonomous business
- [Read the room: How to avoid leadership snafus](https://www.imd.org/ibyimd/brain-circuits/read-the-room-how-to-avoid-leadership-snafus/) - Surprised by negative feedback on your leadership skills? If so, brush up on your ability to sense what others are thinking with these dos and don’ts of collaborative working.
- [Overcoming self-doubt in emerging leadership](https://www.imd.org/ibyimd/brain-circuits/overcoming-self-doubt-in-emerging-leadership-2/) - Many people, when promoted to a new leadership position, struggle with self-doubt. If that sounds familiar, try these exercises to remind yourself why you deserve to be there.
- [Mine the gap: How to exploit the differences between generations productively](https://www.imd.org/ibyimd/brain-circuits/mine-the-gap-how-to-exploit-the-differences-between-generations-productively/) - Understanding differences between demographic cohorts is crucial to being an effective leader. But do you know what they are?
- [It is a strength, not a weakness to say ‘I don’t know’](https://www.imd.org/ibyimd/podcasts/it-is-a-strength-not-a-weakness-to-say-i-dont-know/) - Julie Linn Teigland of EY tells IMD's Howard Yu why it’s better to admit you’re unsure and collaborate to find a solution.
- [Innovation: It ain't what you think – it’s the way that you think it ](https://www.imd.org/ibyimd/brain-circuits/innovation-it-aint-what-you-think-its-the-way-that-you-think-it/) - In this summarized extract from their book The Art of Thinking in a Digital World, learn how true creativity begins by looking at the same thing in a different way.
- [How to measure impact using the Theory of Change ](https://www.imd.org/ibyimd/audio-articles/how-to-measure-impact-using-the-theory-of-change/) - Impact can be defined as the difference an organization makes in the world compared with what would have happened otherwise.
- [How to master the 6 skills of strategic thinking](https://www.imd.org/ibyimd/brain-circuits/how-to-master-the-6-skills-of-strategic-thinking/) - Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills. Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.
- [How to manage your emotions as a leader](https://www.imd.org/ibyimd/brain-circuits/how-to-manage-your-emotions-as-a-leader/) - It is critically important that leaders manage their emotions. How, for example, do you respond to negative feedback from a client?
- [How to lead without authority: 7 lessons from times of crisis ](https://www.imd.org/ibyimd/brain-circuits/how-to-lead-without-authority-7-lessons-from-times-of-crisis/) - Leadership comes in many forms, from the boardrooms of global corporations to grassroots efforts in highly challenging circumstances.
- [How to know if your industry is about to be disrupted](https://www.imd.org/ibyimd/brain-circuits/how-to-know-if-your-industry-is-about-to-be-disrupted/) - It is important to be in front of any major changes coming to your industry. There are signs you can look for that will signal if change is underway and you have missed it.
- [How to get power](https://www.imd.org/ibyimd/brain-circuits/how-to-get-power/) - Leaders are always trying to figure out how to get more social power at work. So, how do you develop your social power with the groups and teams around you?
- [How to build strategic agility with an intelligent organizational sensory system ](https://www.imd.org/ibyimd/brain-circuits/how-to-build-strategic-agility-with-an-intelligent-organizational-sensory-system/) - An intelligent organizational sensory system is your key to staying ahead. This system integrates tools, processes, and practices to monitor your environment, capture signals of change, and turn them into actionable insights.
- [How to get more mileage from your double materiality assessments](https://www.imd.org/ibyimd/brain-circuits/how-to-get-more-mileage-from-your-double-materiality-assessments/) - Through the case of La Marzocco, three best practices are highlighted that will help organizations get more mileage from their double materiality assessments.
- [How to develop future-ready talent – fast](https://www.imd.org/ibyimd/brain-circuits/how-to-develop-future-ready-talent-fast/) - Leaders today face a proliferation of responsibilities and expectations. This guide will help you accelerate talent development while building a future-ready business.
- [How to correct poor sleep habits](https://www.imd.org/ibyimd/brain-circuits/how-to-correct-poor-sleep-habits/) - Not getting enough sleep affects not only your leadership performance but that of your team. Follow these eight tips to get a good night's sleep and become a better leader.
- [How to become a corporate diplomat as a new CEO](https://www.imd.org/ibyimd/leadership/how-to-become-a-corporate-diplomat-as-a-new-ceo/) - One of the trickiest tasks for new CEOs can be learning how to engage with the media, government and other key stakeholders. We provide seven organizing principles to help CEOs effectively shape the external environment.
- [Health check for leaders: can your drive for perfection lead you to burnout? ](https://www.imd.org/ibyimd/brain-circuits/health-check-for-leaders-can-your-drive-for-perfection-lead-you-to-burnout/) - Is your ‘be-perfect driver’ impelling you to chase the unachievable? Answer these eight questions honestly to check whether you need to watch out for potential burnout.
- [Do you know your CPU from your GPU? Test your knowledge of AI terminology ](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/do-you-know-your-cpu-from-your-gpu-test-your-knowledge-of-ai-terminology/) - Buzzwords and acronyms abound in the world of AI and seem to be multiplying faster than new model releases. Take this short quiz to test your ability to talk tech (and refer to the glossary if you get stuck).
- [Five ways to turn workplace mistakes into growth opportunities](https://www.imd.org/ibyimd/brain-circuits/five-ways-to-turn-workplace-mistakes-into-growth-opportunities/) - While messing up at work is inevitable and will most likely happen to all of us during out working lives, how can we best learn from and move on from workplace mistakes?
- [Four ways to create tomorrow’s leaders today](https://www.imd.org/ibyimd/brain-circuits/do-you-know-the-leadership-strategy-to-create-tomorrows-leaders-today/) - There are four steps in a great leadership strategy to create tomorrow's business leaders today. Learn them here.
- [Does your cybersecurity strategy ensure system availability?](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/does-your-cybersecurity-strategy-ensure-system-availability/) - Does your cybersecurity strategy ensure system availability? Go through this checklist to test the availability of your systems in the wake of cyber-attack.
- [Do you know the four As of cultivating strategic thinking?](https://www.imd.org/ibyimd/brain-circuits/do-you-know-the-four-as-of-cultivating-strategic-thinking/) - Being able to think strategically is key to addressing the ever-increasing demands on leaders. Here are four key capabilities that will help you succeed in turbulent times.
- [Debunking leadership myths: Why sincerity beats authenticity](https://www.imd.org/ibyimd/brain-circuits/debunking-leadership-myths-why-sincerity-beats-authenticity/) - We are obsessed with the notion of ‘authentic leadership.’ But does it really exist? And if it’s more fantasy than reality, what should we put in its place?
- [Collective, not corrective action: how to engage men in DE&I](https://www.imd.org/ibyimd/brain-circuits/collective-not-corrective-action-how-to-engage-men-in-dei/) - Workplace inclusion benefits everyone – and the organization. Mark Freed identifies five actionable steps to move away from a blame-centric approach towards a more collaborative and inclusive strategy that makes men allies.
- [Closing the gender pay gap: be open honest ... and radical](https://www.imd.org/ibyimd/audio-articles/closing-the-gender-pay-gap-be-open-honest-and-radical/) - Banning salary histories may not help level the playing field between men and women. It’s time for organizations to take bolder action on pay.
- [Can you spot the talent markers that predict future success?](https://www.imd.org/ibyimd/brain-circuits/can-you-spot-the-talent-markers-that-predict-future-success/) - Long-trusted ways of developing leadership talent are outmoded. Tania Lennon and Misiek Piskorski say it pays to recognize the four interconnected factors linked to sustained leadership success in dynamic environments.
- [Are you using disequilibrium to capture the value of digital tools?](https://www.imd.org/ibyimd/brain-circuits/are-you-using-disequilibrium-to-capture-the-value-of-digital-tools/) - Michael R Wade gets tips on the value of digital tools driving transformation at scale from Hamilton Mann, a top executive at cybersecurity company Thales.
- [Are you using data governance to reap the rewards of GenAI?](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/are-you-using-data-governance-to-reap-the-rewards-of-genai/) - GenAI can deliver substantial benefits, but the list of its high-profile failures is growing –and few organizations understand the risks. Tomoko Yokoi outlines how a deliberate data governance strategy can mitigate the risks and help organizations reap the full rewards.
- [Are you addressing diversity bias in GenAI?](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/are-you-addressing-diversity-bias-in-genai/) - A recent survey by IMD, Microsoft, and Ringier reveals that just 35% of organizations have strategies to address diversity bias in GenAI. Alexander Fleischmann identifies the risks and suggests ways to mitigate bias in the machine.
- [An exercise to help you learn to inspire people](https://www.imd.org/ibyimd/brain-circuits/an-exercise-to-help-you-learn-to-inspire-people/) - Being inspiring is the difference between simply managing people or moving them to a higher level of their potential.
- [AI and cybersecurity: Think like a thief to catch a thief](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/ai-and-cybersecurity-think-like-a-thief-to-catch-a-thief/) - As AI and cybersecurity tools become more sophisticated, it’s crucial to keep three key things in mind to protect your organization from cyber-attack.
- [AI compliance is a strategy problem](https://www.imd.org/ibyimd/artificial-intelligence/ai-compliance-is-a-strategy-problem/) - A patchwork of emerging AI rules is raising companies’ compliance risk. Ready? Here’s how to think strategically about new risks now and avoid AI compliance becoming a strategy problem.
- [ACE Founders, with Ian Charles Stewart and François Randin](https://www.imd.org/ibyimd/podcasts/ace-founders-with-ian-charles-stewart-and-francois-randin/) - Join this IMD Founder Series talk with ACE Founders François Randin and Charles Stewart.
- [5 ways to bridge the care gap in leadership](https://www.imd.org/ibyimd/brain-circuits/5-ways-to-bridge-the-care-gap-in-leadership/) - Recent research shows that caregiving-related job losses cost the US economy billions of dollars annually in lost productivity and tax revenue.
- [5 AI-related workforce challenges every CEO must address in 2025](https://www.imd.org/ibyimd/brain-circuits/5-ai-related-workforce-challenges-every-ceo-must-address-in-2025/) - In every digital transformation there is a technical side of change and a human sideThese are the key AI-related workforce challenges every CEO must tackle in 2025.
- [3 ways for businesses to adopt a circular model](https://www.imd.org/ibyimd/brain-circuits/3-ways-for-businesses-to-adopt-a-circular-model/) - Companies need a new, holistic approach to sustainability if they are to head off criticism and accusations of greenwashing. Carlos Cordon outlines three potential pathways to a circular business model.
- [How to tackle the email avalanche after a relaxing vacation ](https://www.imd.org/ibyimd/competitiveness/how-to-tackle-the-email-avalanche-after-a-relaxing-vacation/) - Practical advice and clever tactics to keep your inbox manageable and your stress levels low after time away.
- [Election Smoke & Mirrors: Assessing Biden’s Recent Tariff Moves Against China ](https://www.imd.org/ibyimd/competitiveness/election-smoke-mirrors-assessing-bidens-recent-tariff-moves-against-china/) - Now that the dust has settled, what should executives make of President Biden’s recent restrictions on certain goods sources from China?
- [Asset-light Nike model is driving change in the auto industry ](https://www.imd.org/ibyimd/competitiveness/asset-light-nike-model-is-driving-change-in-the-auto-industry/) - The rise of electric vehicles – and a flood of new, small market entrants – is transforming the nuts and bolts of car making. Does this shift finally spell the end for the golden age of mass production?
- [Globalization isn’t dead, it’s transforming – and that will change how we do business ](https://www.imd.org/ibyimd/competitiveness/globalization-isnt-dead-its-transforming-and-that-will-change-how-we-do-business/) - The future of trade is intermediate services, says Professor of International Economics Richard Baldwin – and this is good news for workers in emerging markets
- [How global connections can brighten Europe's future](https://www.imd.org/ibyimd/competitiveness/how-global-connections-can-brighten-europes-future/) - Globalization is surviving the COVID-19 pandemic in a far stronger state than many anticipated, and European multinationals could come out as unexpected winners.
- [Supply chain: cracking down on the bullwhip effect ](https://www.imd.org/ibyimd/ceo-circle/supply-chain-cracking-down-on-the-bullwhip-effect/) - The bullwhip has captured headlines during the pandemic, but the problem has been wreaking havoc on supply chains for decades.
- [How to stop worrying about employee mental health](https://www.imd.org/ibyimd/ceo-circle/how-to-stop-worrying-about-employee-mental-health/) - Learn how to turn your worry about your employees’ mental health into constructive action.
- [The crucial role of the board in driving sustainable business transformation](https://www.imd.org/ibyimd/business-transformation/the-crucial-role-of-the-board-in-driving-sustainable-business-transformation/) - In the fourth of a series of practical guides, Knut Haanaes and Salvatore Cantale look at the vital role played by boards in driving companies’ sustainability strategies.
- [Take control of fear and anxiety to be a better leader ](https://www.imd.org/ibyimd/brain-circuits/take-control-of-fear-and-anxiety-to-be-a-better-leader/) - It’s important not to let fear control your decision-making in trying times. Stay calm and find purpose in the present to help your team navigate times of crisis.
- [Younger people must be given a place in the boardroom](https://www.imd.org/ibyimd/audio-articles/younger-people-must-be-given-a-place-in-the-boardroom/) - The new ideas and fresh perspectives of an up-and-coming generation of leaders are essential in such turbulent times.
- [The right thing: Triple bottom line has renewed purpose](https://www.imd.org/ibyimd/audio-articles/the-right-thing-triple-bottom-line-has-renewed-purpose/) - Focusing on a company’s ecological and social impact as well as its economic performance has yielded mixed results. However, there is increasing evidence that even legacy companies are now making positive strides.
- [Four lessons from the world of sports ](https://www.imd.org/ibyimd/brain-circuits/four-lessons-from-the-world-of-sports/) - A year into the job, Marco Arcelli, CEO of ACWA Power, tells IMD how the Saudi company plans to triple assets to $250 billion in six years by expanding internationally.
- [Think local, act local](https://www.imd.org/ibyimd/audio-articles/think-local-act-local/) - Civic wealth can be created through entrepreneurship, bringing together a variety of stakeholders and getting buy-in from communities.
- [Welcome to the Gilded Cage: who really rules America? ](https://www.imd.org/ibyimd/audio-articles/welcome-to-the-gilded-cage-who-really-rules-america/) - Welcome to the Gilded Cage: who really rules America? asks whether US democracy serves big business or if the President is playing a more sinister game.
- [The ‘responsibility paradox' in era of sharecropper capitalism](https://www.imd.org/ibyimd/audio-articles/the-responsibility-paradox-in-era-of-sharecropper-capitalism/) - Many new businesses have emerged in recent years with few employees, no roots in the community, and heavily reliant on Big Tech for survival.
- [The power of understanding the needs of others ](https://www.imd.org/ibyimd/audio-articles/the-power-of-understanding-the-needs-of-others/) - Good leaders must uncover the basic human desires of their teams so together they can reach greater heights. Learn more about the power of understanding others.
- [The next frontier of AI in marketing](https://www.imd.org/ibyimd/audio-articles/the-next-frontier-of-ai-in-marketing/) - The adoption of AI in marketing continues at pace—but to realize its true potential, chief marketing officers (CMOs) need to learn how to use it to drive wholesale change in their marketing strategies.
- [The future of luxury trade shows is ‘smart’, but not in the digital sense](https://www.imd.org/ibyimd/audio-articles/the-future-of-luxury-trade-shows-is-smart-but-not-in-the-digital-sense/) - The pandemic badly hit the ‘salons', the traditional way in which luxury brands do business, but don’t write them off yet.
- [The CEO’s post-pandemic survival guide: ESG targets take center stage](https://www.imd.org/ibyimd/audio-articles/the-ceos-post-pandemic-survival-guide-esg-targets-take-center-stage/) - CEO turnover is rising after a COVID lull as boards place corporate culture and social responsibility at the heart of performance criteria, equal to shareholder value creation.
- [Why talent management is crucial in transforming business models](https://www.imd.org/ibyimd/sustainability/why-talent-management-is-crucial-in-transforming-business-models/) - Renewables trailblazer Orsted and tobacco giant Philip Morris have transformed their business models – fueled partly by HR best practice.
- [How to attract and retain younger talent](https://www.imd.org/ibyimd/leadership/how-to-attract-and-retain-younger-talent/) - The rising generation takes salary cuts to work with companies they believe in. Leaders can attract the next generation of business leaders.
- [A pipeline of women leaders is needed across all career stages](https://www.imd.org/ibyimd/videos/lorange-network-imd-special-mini-series/a-pipeline-of-women-leaders-is-needed-across-all-career-stages/) - Society must take action to change gender norms and encourage more girls to study STEM subjects if we are to improve the pipeline of women tech talent and leaders said Heather Cairns-Lee, Adjunct Professor of Leadership at IMD and Dr Monica Dell’Anna, Chairman of the Board of B Capital in a webinar hosted by Dr Peter Lorange, Honorary President of IMD.
- [HR needs an AI game plan](https://www.imd.org/ibyimd/human-resources/hr-needs-an-ai-game-plan/) - As the adoption of artificial intelligence picks up pace, CHROs have an important role to play in engaging employees, allaying concerns over job losses, and building enthusiasm for these new technologies.
- [What’s really behind the sputtering supply of talent?](https://www.imd.org/ibyimd/human-resources/whats-really-behind-the-sputtering-supply-of-talent/) - If every country faces the same record tight labor market, then local policy failure may not be the cause.
- [Tapping into the power of purpose for recruitment](https://www.imd.org/ibyimd/audio-articles/tapping-into-the-power-of-purpose-for-recruitment/) - CHROs face intense competition for talent. Leveraging purpose can help attract the right people and build a workforce aligned with business success.
- [How to future-proof your talent and avoid the quitting contagion](https://www.imd.org/ibyimd/leadership/how-to-future-proof-your-talent-and-avoid-the-quitting-contagion/) - While there’s no silver bullet, employers should put career progression and skills training at the center of their retention strategies, panelists said in a webinar on the global workforce of the future.
- [Education, education, education: Why learning and development attracts talent ](https://www.imd.org/ibyimd/ceo-circle/education-education-education-why-learning-and-development-attracts-talent/) - To retain the best and grow talent, organizations must recognize that learning and development is no longer a “nice to have”.
- [Tackle the tech skills shortfall for successful digital transformation](https://www.imd.org/ibyimd/innovation/tackle-the-tech-skills-shortfall-for-successful-digital-transformation/) - Closing the talent gap is going to be critical if organizations are to navigate the challenges and opportunities posed by generative AI, including OpenAI’s ChatGPT and Google’s Bard
- [Applying the science of supply chain management to the art of talent management](https://www.imd.org/ibyimd/human-resources/applying-the-science-of-supply-chain-management-to-the-art-of-talent-management/) - Covid has turned many well-established supply chain and HR management strategies on their head, and there are important lessons in this for talent management professionals
- [Collective discovery: Harnessing the power of your people](https://www.imd.org/ibyimd/human-resources/collective-discovery-harnessing-the-power-of-your-people/) - What if there was a quick way to tap into the wisdom of your employees? There is, says Oscar Stege Unger, Founder and CEO of Canucci – organizational data.
- [Setting over salary ](https://www.imd.org/ibyimd/human-resources/setting-over-salary/) - Executives do not simply follow the money, writes an IMD research team. Rather, they are looking for a balance.
- [What can global business learn from South Korea’s competitiveness?](https://www.imd.org/ibyimd/competitiveness/what-can-global-business-learn-from-south-koreas-competitiveness/) - South Korea’s global champions and its broader economic landscape offer invaluable lessons for leaders worldwide.
- [Mehta Group’s Chairman Jay Mehta on why people should be at the heart of any business transformation](https://www.imd.org/ibyimd/business-transformation/mehta-groups-chairman-jay-mehta-on-why-people-should-be-at-the-heart-of-any-business-transformation/) - Since taking over as Chairman of Mehta Group, Jay Mehta has successfully turned the family-owned business around, steering it from the brink of insolvency to becoming a profitable multi-activity enterprise.
- [Time to reboot the way you identify and develop ‘talent’ ](https://www.imd.org/ibyimd/audio-articles/time-to-reboot-the-way-you-identify-and-develop-talent/) - Job roles and careers have changed dramatically and are continuously evolving, leaving many talent management practices in the dust. Here are three new rules to upgrade your talent strategy
- [Five work trends to watch in 2024  ](https://www.imd.org/ibyimd/2024-trends/five-work-trends-to-watch-in-2024/) - The working world is evolving at pace. Here’s what you need to know about how it’s continuing to change – and how it will affect you.
- [GenAI: Why Switzerland needs to act now on reskilling and regulation](https://www.imd.org/ibyimd/human-resources/genai-why-switzerland-needs-to-act-now-on-reskilling-and-regulation/) - A report authored by IMD highlights the crucial need to reskill employees and to develop sound regulatory guidelines for organizations seeking guidance on usage
- [Why you should involve your own talent for a successful business transformation](https://www.imd.org/ibyimd/business-transformation/why-you-should-involve-your-own-talent-for-a-successful-business-transformation/) - Fully owning the process allows organizations to develop a systematic approach to problem-solving and managing change
- [Flat or spiky? How best to tap the talents of the neurodiverse ](https://www.imd.org/ibyimd/audio-articles/flat-or-spiky-how-best-to-tap-the-talents-of-the-neurodiverse/) - Learning how to effectively accommodate and enable neurodiverse talent unlocks benefits for business and the wider workforce.
- [Death of the role: Designing work to attract, retain, and select talent in a dynamic world  ](https://www.imd.org/ibyimd/human-resources/the-death-of-the-role-designing-work-to-attract-retain-and-select-talent-in-a-dynamic-world/) - How we think about jobs needs to change rapidly if organizations are to find the right people and build the skills, capabilities they require to be sustainable.
- [Green skills gap: Upskilling for climate risk and reporting](https://www.imd.org/ibyimd/sustainability/green-skills-gap-upskilling-for-climate-risk-and-reporting/) - Proposed changes to ESG reporting mean finance professionals must upskill to be literate in sustainability reporting in an era of increased climate risk.
- [How to harness talent of people with disability ](https://www.imd.org/ibyimd/diversity-inclusion/how-to-harness-talent-of-people-with-disability/) - A five-layered, multi-step approach can help to attract and develop the largely untapped talents of ‘the world’s largest minority.
- [Why organizations should tailor the workplace to empower Gen Z and share benefits across all generations ](https://www.imd.org/ibyimd/human-resources/why-organizations-should-tailor-the-workplace-to-empower-gen-z-and-share-benefits-across-all-generations/) - The changing world of work is challenging newcomers to the workplace. Rather than regarding first-time workers as difficult organizations should support them.
- [Solutions for protecting mental health in a changing workplace ](https://www.imd.org/ibyimd/human-resources/solutions-for-protecting-mental-health-in-a-changing-workplace/) - Leaders in organizations face unprecedented expectations when caring for the mental well-being of their teams. Building sustainable solutions involves an all-hands-on-deck effort throughout the organization which can pay dividends in productivity and staff retention.
- [How to develop future-ready talent – and do it fast  ](https://www.imd.org/ibyimd/strategy/how-to-develop-future-ready-talent-and-do-it-fast/) - New approaches to modeling executive performance can help identify leaders with the skills to build future-ready businesses.
- [Technology is not only for the young  ](https://www.imd.org/ibyimd/talent/technology-is-not-only-for-the-young/) - Too many organizations assume late-career workers can’t keep up with new technology. In doing so, they are ignoring a hugely important labor pool.
- [Human creativity: Drawing on untapped potential](https://www.imd.org/ibyimd/creativity/human-creativity-drawing-on-untapped-potential/) - In a world of AI, drawing on the untapped potential of the human capabilities of creativity and imagination is perhaps more important than ever for leaders.
- [How to cultivate expertise in an age of obsolescence ](https://www.imd.org/ibyimd/human-resources/how-to-cultivate-expertise-in-an-age-of-obsolescence/) - How leaders can retain cutting-edge expertise as the lifecycle of skills shrinks.
- [Talent's new lexicon: Agility, adaptability, and ambidexterity](https://www.imd.org/ibyimd/audio-articles/talents-new-lexicon-agility-adaptability-and-ambidexterity/) - Long-trusted ways of leadership talent development are outmoded. Is it time for a radical rethink?
- [Potential or performance? We should value and reward both ](https://www.imd.org/ibyimd/audio-articles/potential-or-performance-we-should-value-and-reward-both/) - Organizations place too much emphasis on ‘high potential’ leadership talent at the expense of people who can deliver value in other ways.
- [Saplings at my garden center are no match for mature specimens ](https://www.imd.org/ibyimd/audio-articles/saplings-at-my-garden-center-are-no-match-for-mature-specimens/) - Older workers have much to offer but don’t always get the chance to show it. Mixed-generation teams could help.
- [Speaking truth with power](https://www.imd.org/ibyimd/leadership/speaking-truth-with-power/) - Pioneering vocal leadership coach Robin de Haas analyzes the breathing and speech patterns of US presidential candidates Kamala Harris and Donald Trump.
- [You are not your role: How to lead without losing yourself](https://www.imd.org/ibyimd/leadership/you-are-not-your-role-how-to-lead-without-losing-yourself/) - Taking up a new leadership post can mean a dramatic shift in the way others see you – and how you define yourself. It is vital to learn how to separate your true self from the demands and expectations of the role.
- [Why Warren Buffett has bet on “bad” strategy in Japan’s comeback](https://www.imd.org/ibyimd/audio-articles/why-warren-buffett-has-bet-on-bad-strategy-in-japans-comeback/) - Warren Buffett’s investment in five Japanese trading houses reveals a bold strategy rooted in economic recovery and shifting corporate governance in Japan
- [Supply chains aren’t broken, it’s more a question of demand](https://www.imd.org/ibyimd/audio-articles/supply-chains-arent-broken-its-more-a-question-of-demand/) - Supply chains aren't broken; they are adapting to volatile demand with hyper efficiency, despite shortages, port delays and rising freight costs.
- [Food delivery platforms are eating up the restaurant business and that’s just for starters](https://www.imd.org/ibyimd/audio-articles/software-is-eating-up-the-restaurant-business/) - Food delivery platforms like GrubHub and Deliveroo are reshaping how we eat and revealing deep shifts in the economy as software disrupts the restaurant model.
- [Monetizing data in the AI era: increasing profits while preserving privacy?](https://www.imd.org/ibyimd/audio-articles/monetizing-data-in-the-ai-era-increasing-profits-while-preserving-privacy/) - Monetizing data is becoming more viable as demand for high-quality training sets in generative AI grows, offering new income streams while preserving privacy.
- [Making the elephant dance: the rise of the Desi CEOs](https://www.imd.org/ibyimd/audio-articles/making-the-elephant-dance-the-rise-of-the-desi-ceos/) - Business leaders of Indian origin are starting to make a real mark globally. Anand Narasimhan examines the reasons behind the change.
- [Making the business case for the circular economy](https://www.imd.org/ibyimd/audio-articles/making-the-business-case-for-the-circular-economy/) - If we are to move away from a take-make-waste economic model, we need to showcase concrete examples of how organizations can create innovative business models for eliminating waste, reusing materials, and regenerating nature.
- [Lessons from BioNTech’s unorthodox path to breakthrough solutions](https://www.imd.org/ibyimd/audio-articles/lessons-from-biontechs-unorthodox-path-to-breakthrough-solutions/) - The biotech firm’s innovative approach to COVID-19 vaccines demonstrates the three critical shifts needed to boost the chances of radical innovation.
- [Has AI put us on the brink of a search engine revolution?](https://www.imd.org/ibyimd/audio-articles/has-ai-put-us-on-the-brink-of-a-search-engine-revolution/) - The AI search engine revolution is accelerating as Microsoft bets on ChatGPT to challenge Google, where Apple’s Siri once failed to make a lasting impact.
- [ESG guidelines seem innocuous enough, so why the backlash?](https://www.imd.org/ibyimd/audio-articles/esg-guidelines-seem-innocuous-enough-so-why-the-backlash/) - ESG guidelines are now a key battleground for defining corporate purpose and control, shaping how companies balance impact, accountability and long-term value
- [Allianz: putting a premium on African peace of mind](https://www.imd.org/ibyimd/audio-articles/allianz-putting-a-premium-on-african-peace-of-mind/) - Insurance take up on the continent is low, but Delphine Traoré, CEO of Allianz Africa, is confident that a wind of change is blowing.
- [Take a tip from Tesla and drive fast into the future](https://www.imd.org/ibyimd/asian-hub/take-a-tip-from-tesla-and-drive-fast-into-the-future/) - The Future Readiness Indicator shows who is winning, and how to prepare and respond to tomorrow’s disruptions.
- [Asia 2022: 5 trends to watch](https://www.imd.org/ibyimd/asian-hub/five-things-to-watch-for-in-asia-in-2022/) - With vaccination rates now accelerating across Asia, the region will top the world’s growth league in 2022. IMD picks five trends to watch in the region’s key countries.
- [China’s succession panic is a wake-up call for families everywhere](https://www.imd.org/ibyimd/asian-hub/chinas-succession-panic-is-a-wake-up-call-for-family-business-everywhere/) - Many Chinese entrepreneurs who set up businesses during the economic liberalization of the late 1970s and 1980s are nearing retirement age without a willing or well-prepared family heir. It’s a timely reminder for family businesses around the world to plan for the future.
- [China’s leveraging of technology to reinvent retail can serve as inspiration for other Asian markets](https://www.imd.org/ibyimd/asian-hub/chinas-leveraging-of-technology-to-reinvent-retail-can-serve-as-inspiration-for-other-asian-markets/) - By putting the consumer’s needs at the center, China’s retail companies have rethought the value chain and reinvent the retail model, delivering a greater and more relevant retail experience to consumers, argued Mark Greeven, IMD’s Professor of Innovation and Strategy, at an exclusive Industry Dialogue Series with senior leaders from around Asia.
- [China’s automotive odyssey: From joint ventures to global EV dominance  ](https://www.imd.org/ibyimd/asian-hub/chinas-automotive-odyssey-from-joint-ventures-to-global-ev-dominance/) - How has China’s automotive sector made the journey to where it is today? What has driven this focus and dynamic growth and what are its prospects?
- [Microsoft EMEA President on Europe’s path to competitiveness and innovation ](https://www.imd.org/ibyimd/artificial-intelligence/microsoft-emea-president-on-europes-path-to-competitiveness-and-innovation/) - Key findings from the keynote address by Ralph Haupter, President EMEA at Microsoft
- [The ethics of digital persuasion: how businesses should navigate psychological profiling ](https://www.imd.org/ibyimd/artificial-intelligence/the-ethics-of-digital-persuasion-how-businesses-should-navigate-psychological-profiling/) - In an era defined by advanced AI and behavioral data, Apple’s 'Evil Steve' test exemplifies a proactive approach to ethical decision-making and responsible data governance.
- [How AI should clean up its environmental act ](https://www.imd.org/ibyimd/artificial-intelligence/how-ai-should-clean-up-its-environmental-act/) - IMD's Tomoko Yokoi acknowledges AI's sustainability concerns but suggests actionable steps for tech firms to mitigate them.
- [How advanced AI is redefining the role of the manager](https://www.imd.org/ibyimd/artificial-intelligence/how-advanced-ai-is-redefining-the-role-of-the-manager/) - Here are six ways in which the role of a manager may evolve in an age of advanced AI.
- [GenAI: Competitive advantage versus environmental cost ](https://www.imd.org/ibyimd/artificial-intelligence/genai-competitive-advantage-versus-environmental-cost/) - CEOs now expect GenAI to transform their businesses. IMD's Tomoko Yokoi asks how adoption of the technology could affect carbon reduction and climate goals
- [Post-COVID, companies need to prioritize retaining and promoting women leaders](https://www.imd.org/ibyimd/diversity-inclusion/post-covid-companies-need-to-prioritize-retaining-and-promoting-women-leaders/) - The pandemic has set back efforts to increase gender equality and women’s progression in the workplace. Taking meaningful action to prioritize work/life balance and increasing efforts to remove unconscious biases around women’s leadership will help companies get back on track, says Sara Gay, Head of Group Diversity, Equity, and Inclusion at Unicredit
- [Communities, companies,and consumers: How AI can do good](https://www.imd.org/ibyimd/audio-articles/communities-companiesand-consumers-how-ai-can-do-good/) - Used boldly and responsibly, AI could do good and be a powerful force for change, argues Gopi Kallayil, Google’s AI business strategist
- [An electrifying performance: How BYD went above and BeYonD Tesla](https://www.imd.org/ibyimd/future-readiness/an-electrifying-performance-how-byd-went-above-and-beyond-tesla/) - BYD’s race to the top spot of IMD’s Future Readiness Indicator shows how keeping an eye on your core business while scaling up a few clear priorities is key to success.
- [Ask the experts to help you widen the talent pool ](https://www.imd.org/ibyimd/audio-articles/ask-the-experts-to-help-you-widen-the-talent-pool/) - A deeper understanding of expertise has the potential to transform how you define, assess, and develop the talent your organization needs to excel.
- [Potential reads to help you become a better leader ](https://www.imd.org/ibyimd/audio-articles/potential-reads-to-help-you-become-a-better-leader/) - Howard Yu, LEGO® Professor of Management and Innovation at IMD, recommends six books that will inspire you and help maximize your talent.
- [Mend the broken pipeline to keep the talent supply flowing](https://www.imd.org/ibyimd/audio-articles/mend-the-broken-pipeline-to-keep-the-talent-supply-flowing/) - Reimagining how we think about skills and untapped sources of talent will help to avoid a dystopian future of work.
- [Strategic use of AI in healthcare and pharma drives market advantage. Here’s how](https://www.imd.org/ibyimd/artificial-intelligence/strategic-use-of-ai-in-healthcare-and-pharma-drives-market-advantage-heres-how/) - AI is fundamental to the competitive strategies of the most advanced healthcare and pharmaceutical firms. Here is how they are adopting AI to be data-driven leaders.
- [Breadth or depth of experience: Which should you prioritize?   ](https://www.imd.org/ibyimd/audio-articles/breadth-or-depth-of-experience-which-should-you-prioritize/) - Skills are becoming obsolescent faster than ever, and potential leaders get little time to achieve mastery. So, how important is experience for career success?
- [Is your resistance to change holding you back?](https://www.imd.org/ibyimd/brain-circuits/is-your-resistance-to-change-holding-you-back/) - Use this checklist to identify internal blockers and learn how to overcome your immunity to change, enabling more autonomous and self-critical leadership thinking.
- [CPR: taking the stress out of practicing public speaking ](https://www.imd.org/ibyimd/brain-circuits/cpr-taking-the-stress-out-of-practicing-public-speaking/) - Practicing a speech is intimidating. Not only do you have to know your stuff, but you also have to think about your structure, your gestures, and your audience. Here’s how to use the “CPR” method to take the stress out of practicing the art.
- [Are you sharing too little of yourself? How to build trust to become a better leader](https://www.imd.org/ibyimd/brain-circuits/are-you-sharing-too-little-of-yourself-how-to-build-trust-to-become-a-better-leader/) - Find the right balance between openness and control with this checklist and four key steps for building trust in leadership and team relationships.
- [This much I know: 9 leadership lessons from global CEOs  ](https://www.imd.org/ibyimd/brain-circuits/this-much-i-know-9-leadership-lessons-from-global-ceos/) - Discover 9 leadership lessons from global CEO's as they share insights on stress management, authenticity and the mindset shifts that drive effective leadership.
- [Turn geopolitical turmoil into transformational capacity](https://www.imd.org/ibyimd/business-transformation/turn-geopolitical-turmoil-into-transformational-capacity/) - In times of geopolitical turmoil, leaders can build transformational capacity by balancing urgent crises with long-term strategic planning and resilient decision-making.
- [Three things I know: taking over the family business  ](https://www.imd.org/ibyimd/brain-circuits/three-things-i-know-taking-over-the-family-business/) - Taking over the family business comes with emotional complexity. One daughter shares how she and her father built a powerful partnership and redefined their roles.
- [Cracking the culture code: how to ensure maximum team performance ](https://www.imd.org/ibyimd/brain-circuits/cracking-the-culture-code-how-to-ensure-maximum-team-performance/) - Cracking the culture code means understanding how values, behavior and conflict resolution shape team performance. Use these questions to assess your culture.
- [How to prevent employee burnout through a growth mindshift ](https://www.imd.org/ibyimd/brain-circuits/how-to-prevent-employee-burn-out-through-a-growth-mindshift/) - Stress can trigger fixed thinking and fear-driven reactions that accelerate employee burnout. Learn how to shift to a growth mindshift and break the cycle.
- [How can AI enable your business strategy?](https://www.imd.org/ibyimd/brain-circuits/brain-circuits-ai/how-can-ai-enable-your-business-strategy/) - How can AI enable your business strategy? Google’s Gopi Kallayil shares three key questions and essential AI capabilities to unlock transformative business impact
- [How Mars CEO Poul Weihrauch is future- proofing the legacy of one of the world’s largest family-owned companies](https://www.imd.org/ibyimd/videos/ceo-dialogue-series/how-mars-ceo-poul-weihrauch-is-future-proofing-the-legacy-of-one-of-the-worlds-largest-family-owned-companies/) - Mars CEO Poul Weihrauch shares how long-term family ownership enables purpose-led leadership, sustainable growth, and ethical decision-making at scale.
- [As the parades end, the work begins: How we can all contribute to closing the LGBTQ+ equality gap](https://www.imd.org/ibyimd/diversity-inclusion/as-the-parades-end-the-work-begins-how-we-can-all-contribute-to-closing-the-lgbtq-equality-gap/) - New data reveals the LGBTQ+ equality gap at work: 60% hide identity, discrimination persists. Leaders urge inclusion beyond Pride and rainbow branding.
- [Tell me more: How to boost your leadership skills by learning instead of directing ](https://www.imd.org/ibyimd/brain-circuits/tell-me-more-how-to-boost-your-leadership-skills-by-learning-instead-of-directing/) - Boost performance by embracing learning instead of directing. Use this checklist to assess your approach and discover how asking questions strengthens leadership.
- [From ideas to execution: Using strategic enterprise architecture for AI value creation ](https://www.imd.org/ibyimd/artificial-intelligence/from-ideas-to-execution-using-strategic-enterprise-architecture-for-ai-value-creation/) - Aligning AI with your purpose, people, processes, and strategic enterprise architecture unlocks full value from your investment and drives sustainable business growth.
- [Eight lessons to navigate career growth and your next big pivot](https://www.imd.org/ibyimd/leadership/eight-lessons-to-navigate-career-growth-and-your-next-big-pivot/) - Susanne Hundsbæk-Pedersen, Global Head of Pharma Technical Operations at Roche, shares how she has navigated the various pivots in her career, and the importance of curiosity, optimism and energy.
- [Taming the AI Agent Wild West: 4 steps for CIOs to take control ](https://www.imd.org/ibyimd/technology/taming-the-ai-agent-wild-west-4-steps-for-cios-to-take-control/) - AI agents are reshaping IT landscapes and creating new risks. Discover 4 steps for CIOs to take control and lead with confidence in a fast-evolving space.
- [Out of the question #2: What to say when you don’t know the answer ](https://www.imd.org/ibyimd/brain-circuits/out-of-the-question-2-what-to-say-when-you-dont-know-the-answer/) - Have you ever found yourself in a scenario when, as leader, you’re expected to know the answer to a question but don’t? In the second of a two-part series, Francesca Giulia Mereu suggests useful responses to challenging questions.
- [Why China is well-equipped to deal with disruption](https://www.imd.org/ibyimd/geopolitics/why-china-is-well-equipped-to-deal-with-disruption/) - China’s shift from reaction to reinvention is a long-running transformation built on policy foresight and internal restructuring, which global turmoil and the tariffs war have only served to intensify.
- [Ref rules: How to make good decisions under pressure ](https://www.imd.org/ibyimd/brain-circuits/ref-rules-how-to-make-good-decisions-under-pressure/) - Leaders regularly need to make decisions under intense pressure. Pierluigi Collina, one of the world’s most respected football referees, reveals how to make the best choices possible in the heat of the moment.
- [Unexpecting the expected to adapt to a changing world](https://www.imd.org/ibyimd/geopolitics/unexpecting-the-expected-to-adapt-to-a-changing-world/) - In complex situations, expertise can hold you back. Explore seven mindset shifts for unexpecting the expected and navigating uncertainty with greater agility.
- [Europe needs Chips Act 2.0 to compete in digital race](https://www.imd.org/ibyimd/geopolitics/europe-needs-chips-act-2-0-to-compete-in-digital-race/) - Former French finance minister Bruno Le Maire says Europe needs to act urgently to secure the semiconductor supply or face relegation to the global slow lane.

## Pages

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- [PED - Admission](https://www.imd.org/management/ped/general-management-course/admission/) - Is IMD business school's Program for Executive Development (PED) right for you? 
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- [ISS - Overview](https://www.imd.org/sustainability/iss/integrating-sustainability-strategy/) - Leverage sustainability as a strategic tool to deliver new sources of customer value, product innovation, and competitive advantage.
- [CVCE - Overview](https://www.imd.org/sustainability/cvce/creating-value-circular-economy/) - Leverage circular economy opportunities to unlock customer value, drive innovation, and create a more resilient, regenerative, and competitive business model.
- [MMSI - Overview](https://www.imd.org/sustainability/mmsi/measuring-and-managing-sustainability-impact/) - From ESG reporting to leveraging sustainability as a competitive advantage, gain the tools and knowledge to operationalize and manage your sustainability strategy.
- [DIFI - Overview](https://www.imd.org/finance/difi/driving-innovative-finance-for-impact/) - Join IMD’s Driving Innovative Finance for Impact program to develop your organizational capacity to lead transactions in the humanitarian and development space.
- [BPSE - Overview](https://www.imd.org/management/bpse/executive-leadership-program/) - Find new sources of inspiration on IMD's Breakthrough Program for Senior Executives. Join this executive leadership program and make your next-level contribution at work.
- [B2B Leadership](https://www.imd.org/solutions-for-organizations/leadership-development/) - IMD leadership programs cover every level, from rising talent preparing for their first leadership role to senior executives seeking a strategic reset.
- [Live events](https://www.imd.org/ibyimd/live-events/) - Join our live webinars to explore diverse topics and trends with experts. Gain practical insights and stay ahead in your field with real-time discussions.
- [MBG - Overview](https://www.imd.org/governance/mbg/mastering-board-governance/) - Learn good governance principles and practices on IMD's Mastering Board Governance program. Hone your skills during simulations on this online board governance training.
- [MBA - ICP](https://www.imd.org/degree/mba/program/icp-page/) - Leverage the expertise of IMD MBA teams to elevate your 2024 strategy. Under the guidance of renowned faculty, our seven-week International Consulting Projects offer tailored solutions in areas like AI integration, business model innovation, and strategic growth.
- [Certificate in Board Governance](https://www.imd.org/programs-solutions/certification/board-governance-certificate/) - The IMD Certificate in Board Governance prepares aspiring directors for Swiss and European boardrooms through an accredited, end-to-end board-readiness journey.
- [IA - Overview](https://www.imd.org/innovation/ia/innovation-course/) - Learn how to drive customer innovations from early concept to breakthrough solutions with the Innovation in Action program. Build your entrepreneurial skills and mindset.
- [FBL - Content & Learning](https://www.imd.org/management/fbl/foundation-business-leadership/learning-journey/) - Focus on intensive skills-building over 20 days. Integrate skills in marketing, finance, entrepreneurship, business model innovation, sustainability, operations, and more.
- [FBL - Admission](https://www.imd.org/management/fbl/foundation-business-leadership/admission/) - Admission criteria for Foundations for Business Leadership - a 20-day general management program from IMD business school
- [FBL - Faculty](https://www.imd.org/management/fbl/foundation-business-leadership/faculty/) - Discover faculty teaching on Foundations for Business Leadership - a 20-day general management program from IMD business school
- [FBL - Overview](https://www.imd.org/management/fbl/foundation-business-leadership/) - Foundations for Business Leadership course quickly helps you gain the skills and experience to succeed as a general manager and business leader. Latest industry insights.
- [TBL - Admission](https://www.imd.org/management/tbl/business-leadership-training/admission/) - Making transition to general management and need business leadership training? See how to apply to Transition to Business Leadership from IMD Business School
- [IMD MBA Recruit our MBAs](https://www.imd.org/degree/mba/career/recruit-our-mbas/) - Looking for candidates with leadership potential, ready to make an immediate impact and develop to the upper echelons of your company
- [Geneva](https://www.imd.org/alumni/geneva/) - Welcome to the IMD Alumni Geneva Club! As an Alum of IMD you belong to one of the most influential and active networks in Switzerland and worldwide. Join us!
- [Online Executive Certificate in Digital Acceleration](https://www.imd.org/programs-solutions/certification/online-executive-certificate-digital-acceleration/) - Advance your digital skills and future-proof your career with IMD’s flexible Online Executive Certificate in Digital Acceleration. Earn a recognized qualification.
- [Online Executive Certificate in Strategy](https://www.imd.org/programs-solutions/certification/online-executive-certificate-strategy/) - Build in-demand strategy skills with IMD’s flexible Online Executive Certificate in Strategy. Earn a recognized qualification and join a global network.
- [Online Executive Certificate in Leadership](https://www.imd.org/programs-solutions/certification/online-executive-certificate-leadership/) - Boost your leadership skills and confidence with IMD’s flexible Online Executive Certificate in Leadership. Earn a recognized qualification and join a global network.
- [Online Executive Certificates](https://www.imd.org/programs-solutions/certification/online-executive-certificate/) - Reinforce and consolidate your expertise in leadership, strategy, or digital acceleration through a fully online experience incorporating executive coaching.
- [Zurich](https://www.imd.org/alumni/zurich/) - Welcome to the IMD Alumni Club of Switzerland - Zurich Dear Fellow IMD Alumni, Dear Guests, A warm welcome to the portal of the IMD Alumni Club Zurich (Switzerland). As an Alum of IMD you belong to one of the most influential and active networks in Switzerland and worldwide. We typically hold 10 to 15
- [Financial Services](https://www.imd.org/financial-services/) - IMD's approach Perform & transform Impact stories Programs Meet our faculty Let's talk You already know the pressure your organization is under. Accelerating technology, shifting customer expectations, regulatory complexity, margin pressure, and a talent shortage that isn't going away, all at the same time. The challenge isn't having the right strategy. It's having leaders at
- [IEZBS - Overview](https://www.imd.org/governance/iezbs/imd-egon-zehnder-board-summit/) - Gathering chairs and board members of leading companies for a high-level exchange on what matters most in today's boardroom.
- [Recruitment](https://www.imd.org/faculty/recruitment/) - Faculty Positions Do you wish to join our faculty team, share their drive for change and make an impact on executive education? Professor in Finance Professors in Marketing Professors of Leadership (with Clinical or Psychodynamic orientation) Professors of Strategy and Transformation Professor of Organizational Behavior (based in Singapore) Professor of Digital Strategy (based in Singapore)
- [IMD Executive MBA](https://www.imd.org/emba/executive-mba/) - Advance your career with IMD’s Executive MBA program. Develop the skills, expertise and confidence you need to excel as a global leader with IMD's EMBA.
- [EMBA Career impact](https://www.imd.org/emba/career/) - Discover how the IMD EMBA accelerates your career with a tailored learning journey, personal coaching, and a dedicated Career Development Track.
- [EMBA Admissions](https://www.imd.org/emba/admission/) - Explore IMD's EMBA admissions: criteria, start dates, tuition fees and financing, scholarships, and company engagement. Apply now.
- [EMBA Program journey](https://www.imd.org/emba/your-journey/) - Explore IMD's Executive MBA curriculum: blended, part-time, modular, with online learning, on-campus sessions, global immersion, and customizable electives.
- [HPB - Impact](https://www.imd.org/governance/hpb/board-governance/impact/) - Looking for a board governance course that will boost your business impact? Discover High Performance Boards from IMD Business School
- [Strategy Programs](https://www.imd.org/strategy-programs/) - Develop the strategy skills you need to create a competitive advantage and drive results. World-class Executive Strategy Programs at IMD.
- [Degree Programs](https://www.imd.org/programs-solutions/degree-programs/) - When you join an IMD degree program, you’ll deepen your knowledge, expand your thinking, achieve your goals faster, and gain the hands-on leadership skills.
- [Finance Programs](https://www.imd.org/finance-programs/) - Develop the skills you need to take your business to the next level, see our range of Executive Education programs focusing on strategic finance and fintech.
- [Case Studies](https://www.imd.org/research-knowledge/case-studies/) - What happens when Switzerland’s largest auto retailer faces a future that could erase its business model? Follow AMAG’s bold leap into electrification, digital disruption, and new services like MaaS and RaaS.
- [Innovation Programs](https://www.imd.org/innovation-programs/) - IMD's innovation programs are designed to ensure that strategic innovation becomes an integral part of your leadership style.
- [CM - Overview](https://www.imd.org/leadership/cm/crisis-management-online-course/) - Gain insights and practical skills for crisis management. Join IMD's Crisis Management course and be ready to lead before, during and after disruptive events.
- [IAIT - Overview](https://www.imd.org/digital-transformation/iait/innovate-ai-technologies/) - Leverage new technologies. Innovate with AI and Tech, is IMD's Technology & Business Transformation program to capitalize on AI and technology to boost growth.
- [Bühler Custom Program](https://www.imd.org/solutions-for-organizations/clients/buhler/impact-story/) - See how Bühler's comprehensive leadership transformation, in partnership with IMD, led to lasting cultural change and organizational excellence.
- [IMD MBA Events](https://www.imd.org/degree/mba/events/events/) - Join IMD MBA events online or on campus. Explore info sessions, webinars, and masterclasses to discover the program and meet our admissions team.
- [Robin de Haas](https://www.imd.org/executives-fellows/dehaas-robin/) - Learn more about IMD Executive Fellow Robin de Haas
- [Press Release](https://www.imd.org/centers/wcc/competitiveness-ranking/press-release/) - Under strict embargo until 09:00 CEST, 18 June 2026 Economies with strong institutions lead the 2026 IMD World CompetitivenessRanking The annual ranking of 70 economies shows that competitive advantage increasinglydepends on institutional credibility, adaptability, and resilience. Taiwan (Chinese Taipei) rises two places to fourth, continuing a strong upwardtrajectory from eighth in 2024 and sixth in
- [Media Kit](https://www.imd.org/centers/wcc/competitiveness-ranking/media-pack/)
- [Report and Tables](https://www.imd.org/centers/wcc/competitiveness-ranking/documents/) - Full Report Please find below the draft 2026 IMD World Competitiveness Ranking Yearbook, which you can also download here.The final, updated version will be available on this page at 5pm CEST on Friday 12th June 2026. Please do NOT redistribute the Yearbook. Abridged Report Please find below the draft 2026 IMD World Competitiveness Ranking Booklet,
- [Economy Profiles and Data Spreadsheet](https://www.imd.org/centers/wcc/competitiveness-ranking/country-profiles/) - Deep dive into the results of the 2025 World Competitiveness Rankings, compiled through extensive research by the IMD World Competitiveness Center.
- [LFO - Overview](https://www.imd.org/family-business/lfo/leading-your-family-office/) - Set up, govern and preserve your Single Family Office. Join IMD's Leading your Family Office, a family office course that equips you to manage your wealth effectively.
- [Leading Teams in the AI Era Sprint](https://www.imd.org/sprint/leadership-ai/) - Accelerated learning online, 1-2 hours a day over 5 days. Navigate the human side of AI adoption: how to manage performance, accountability, and team dynamics when AI is already in the room.
- [Business Creativity and Innovation Sprint](https://www.imd.org/sprint/business-creativity-innovation/) - Accelerated learning online, 1-2 hours a day over 2 weeks. Boost your innovation mindset, generate better ideas and transform them into breakthrough solutions.
- [Resilient Leadership Sprint](https://www.imd.org/sprint/resilient-leadership/) - Accelerated learning online, 1-2 hours a day over 2 weeks. Quickly recover from stress, build resilience and truly thrive in the workplace and beyond.
- [Digital Transformation Sprint](https://www.imd.org/sprint/digital-transformation/) - Accelerated learning online, 1-2 hours a day over 2 weeks. Uncover strategies to extract new value from digitization and accelerate your business transformation
- [Generative AI for Business Sprint](https://www.imd.org/sprint/generative-ai/) - Accelerated learning online, 1-2 hours a day over 5 days. Harness the power of generative AI. Develop an effective and ethical AI strategy for your business.
- [HPB - Overview](https://www.imd.org/governance/hpb/board-governance/) - High Performance Boards is essential research-based board training. Learn best practices, and identify strategies, structures and processes for driving corporate success.
- [SGB - Overview](https://www.imd.org/governance/sgb/strategy-governance-for-boards/) - Play a meaningful advisory role in strategy governance. Join IMD’s Strategy Governance for Boards program to understand the role of boards in corporate strategy.
- [The Future Readiness Indicator](https://www.imd.org/future-readiness-indicator/home/) - Navigate your business future with IMD's Future Readiness Indicator. Equip your organization with foresight and tools to keep your company future-ready.
- [SF - Overview](https://www.imd.org/finance/sf/strategic-finance-course/) - Update your finance knowledge on IMD's Strategic Finance course. Join other senior finance or business executives to discover the latest trends, concepts and tools.
- [DSI - Overview](https://www.imd.org/innovation/dsi/driving-strategic-innovation/) - Rethink your innovation strategy on IMD's Driving Strategic Innovation program. Combine idea development with action learning and engage in business model innovation.
- [NVC- Overview](https://www.imd.org/negotiation/nvc/negotiation-course/) - Join Negotiating for Value Creation, IMD’s highly interactive negotiation course, to gain effective tools and techniques for building win-win partnerships.
- [OLA - Overview](https://www.imd.org/human-resources/ola/organizational-learning/) - Align your organizational learning strategy with your business strategy. Join IMD’s Organizational Learning in Action program to empower yourself to drive growth.
- [Stop Renting Your Future](https://www.imd.org/future-readiness-indicator/home/stop-renting-your-future/) - Why the world’s most valuable companies are suddenly buying nuclear plants, pouring concrete, and owning the whole stack.
- [WOB - Overview](https://www.imd.org/governance/wob/women-on-boards/) - Jumpstart your board career with IMD’s Women on Boards training program for top executives. Gain insights and tools for securing a board role and succeeding.
- [SMB - Overview](https://www.imd.org/governance/smb/stakeholder-management-board-training/) - Join IMD’s Stakeholder Management for Boards to grasp and manage increasingly complex dynamics. Identify opportunities for aligning stakeholder and shareholder interests.
- [ROC - Overview](https://www.imd.org/governance/roc/chairperson-board-training/) - Develop best chairing practices for boards and committees on IMD's Role of the Chair program and drive value through focused and collaborative board work.
- [TDB - Overview](https://www.imd.org/governance/tdb/team-dynamics-for-board-members/) - Gain insights into behaviors needed to boost board effectiveness on IMD’s Team Dynamics for Boards. Foster a positive culture with this essential team dynamics training.
- [IAIT - Content & Learning](https://www.imd.org/digital-transformation/iait/innovate-ai-technologies/learning-journey/) - Discover how you can transform your business with these exponentially improving new technologies at Innovate with AI and Tech, a joint IMD and EPFL program
- [FFB - Overview](https://www.imd.org/governance/ffb/finance-for-board-members/) - Gain the financial skills needed in your board role on IMD's Finance for Boards program. Learn how to make strategic decisions based on hard financial data.
- [DSB - Overview](https://www.imd.org/governance/dsb/esg-board-training/) - Discover the learning journey Experience the program Driving Sustainability from the Boardroom: inside the program
- [DTB - Overview](https://www.imd.org/governance/dtb/digital-transformation-for-boards/) - IMD’s Digital Transformation for Boards program equips you to assess digital opportunities. Gain the insights on digital transformation board members need.
- [BR - Overview](https://www.imd.org/governance/br/risks-for-board-members/) - Update your risk thinking. Join Boards and Risks, IMD's risk governance course for board professionals, to gain a systematic approach to assessing and managing risk.
- [Finance 2026](https://www.imd.org/future-readiness-indicator/home/financial-services-2026/) - Discover why Mastercard, DBS and Visa are the leading companies in IMD's 2026 Future Readiness Indicator. Find out about the forces transforming finance.
- [Technology 2026](https://www.imd.org/future-readiness-indicator/home/technology-2026/) - Discover how NVIDIA, Microsoft, Alphabet, and Apple dominate the technology sector in this edition of the Future Readiness Indicator.
- [OLA - Impact](https://www.imd.org/human-resources/ola/organizational-learning/impact/) - Alumni discuss the lasting value of this Organizational learning training on their careers and companies and why they would recommend IMD business school
- [F90D - Overview](https://www.imd.org/leadership/f90d/the-first-90-days/) - Shape your future success in the first 90 days of your new role. Join IMD's First 90 Days program to identify your challenges and create a detailed action plan.
- [SFSE - Overview](https://www.imd.org/management/sfse/executive-leadership-forum/) - Join with other senior leaders for an inspiring exchange on breakthroughs at the dynamic intersection of geopolitics, economy, technology, and leadership.
- [CSP - Overview](https://www.imd.org/management/csp/c-suite-program/) - Accelerate your transition to the C-suite with a 5-month blended learning journey for c-level executives or senior professionals aspiring to join the C-suite.
- [AMP - Overview](https://www.imd.org/management/amp/advanced-management-program/) - Join IMD's Advanced Management Program to build your strategy for renovating your business today and capturing tomorrow's opportunities for growth and competitiveness.
- [GMF - Overview](https://www.imd.org/management/gmf/global-management-foundations/) - Join IMD’s Global Management Foundations program to gain the skills for effective general management and business leadership. Includes coaching. Virtual training.
- [FL - Overview](https://www.imd.org/management/fl/future-leaders-program/) - Build your business leadership skills on IMD's Future Leaders program. Gain the tools you need to succeed in senior or general management roles.
- [Geopolitics Programs](https://www.imd.org/geopolitics-programs/) - Equip yourself to lead through geopolitical uncertainty with IMD’s executive programs – practical insights, expert faculty, and real-world strategies.
- [Accreditations and Rankings](https://www.imd.org/about/imd-rankings-and-accreditations/) - IMD’s commitment to excellence is reflected in sustained top rankings from the Financial Times and other influential business publications.
- [LDE - Overview](https://www.imd.org/digital-transformation/lde/leading-digital-execution/) - Learn how to lead and implement your digital strategy at IMD’s Leading Digital Execution program. Develop your skills in leadership and organizational transformation.
- [IL - Faculty](https://www.imd.org/leadership/il/inspirational-leadership-course/faculty/) - IMD Professor of Leadership, and former hostage negotiator George Kohlrieser delivers this innovative Executive Leadership online course over 8 weeks.
- [DTIP - Overview](https://www.imd.org/digital-transformation/dtip/digital-transformation-in-practice/) - Join IMD's Digital Transformation in Practice program for an experience-based, practical approach to implementing your organization's digital transformation step by step.
- [SSCL - Impact](https://www.imd.org/supply-chain/sscl/strategic-supply-chain-leadership/impact/) - Discover the positive impact for participants to Strategic Supply Chain Leadership course and how they have successfully applied the new learnings
- [LDE - Faculty](https://www.imd.org/digital-transformation/lde/leading-digital-execution/learning-journey/faculty/) - Meet top business leadership and digital execution experts. Discover expert faculty teaching Leading Digital Execution, NEW program from IMD Business School
- [HPB - Content & Learning](https://www.imd.org/governance/hpb/board-governance/learning-journey/) - Best board governance training for board members and chairpersons. From IMD business school. Get your learning schedule
- [F90D - Content & Learning](https://www.imd.org/leadership/f90d/the-first-90-days/learning-journey/) - Taking on a new role as a leader? Discover how F90D will change your career and your next professional step. From IMD Business School
- [EGCA - Overview](https://www.imd.org/governance/egca/gouvernance-conseils-administration/) - Programme d’Excellence en Gouvernance des Conseils d’Administration – renforcez vos compétences d’administrateur et l’efficacité de votre conseil.
- [I by IMD Subscribe](https://www.imd.org/ibyimd/3bccd454-53d0-4477-929b-6136cdf0edaf/) - Register / Subscribe I by IMD offers global business intelligence, fresh thinking, and learning nuggets from external contributors and IMD faculty on the topics that matter most to today’s decision-makers and managers. Our content ecosystem – a vibrant daily knowledge hub and quarterly magazine – is designed to spark conversation and deliver actionable insights to a broad and
- [AL - Overview](https://www.imd.org/leadership/al/advanced-leadership-program/) - IMD’s Advanced Leadership program equips you with next-level skills to elevate your leadership impact, share power, and influence strategically.
- [HPL - Overview](https://www.imd.org/leadership/hpl/leadership-training/) - Hone your unique leadership style, focus your vision, and amplify your impact to emerge as the leader you have always aspired to be.
- [IbyIMD+ Trial Signup](https://www.imd.org/ibyimd/e997786d-3564-4d49-9a1a-03445ff35e74/)
- [IAIT - Faculty](https://www.imd.org/digital-transformation/iait/innovate-ai-technologies/faculty/) - Meet the digital technology transformation experts who will guide you through this five-day Business and AI Transformation program from IMD and EPFL
- [United Kingdom](https://www.imd.org/alumni/uk/) - Join the largest community of IMD Alumni outside Switzerland! Participate in local events and expand your professional network by connecting with students.
- [AI and digital transformation programs](https://www.imd.org/digital-transformation-programs/) - Gain the skills to lead AI and digital transformation. Build strategies, explore emerging technologies, and create new customer experiences with IMD.
- [LDAIT - Overview](https://www.imd.org/digital-transformation/ldait/leading-digital-ai-transformation-2/) - Discover Europe’s largest executive program in digital transformation and AI. Join IMD’s Leading Digital and AI Transformation program for your own digital roadmap.
- [CSP - Admission](https://www.imd.org/management/csp/c-suite-program/admission/) - Admission criteria for the C-Suite Program a 5-month blended learning journey for c-level executives or or senior professionals aspiring to join the C-suite in the nearfuture.
- [CSP - Faculty](https://www.imd.org/management/csp/c-suite-program/faculty/) - Discover faculty teaching on the C-Suite Program a 5-month blended learning journey for c-level executives or senior professionals aspiring to join the C-suite.
- [CSP - Content](https://www.imd.org/management/csp/c-suite-program/learning-journey/) - Fast track your C-suite success with a 5-month blended learning journey for c-level executives or senior professionals aspiring to join the C-suite soon.
- [DSI - USA](https://www.imd.org/innovation/dsi/driving-strategic-innovation-usa/) - Rethink your innovation strategy on IMD's Driving Strategic Innovation program. Combine idea development with action learning with on-site classes in USA.
- [LDAIT in Riyadh](https://www.imd.org/digital-transformation/ldait/leading-digital-ai-transformation/riyadh/) - Discover Europe’s largest executive program in digital transformation. Join IMD’s Leading Digital Business Transformation program for your personalized digital roadmap.
- [FPBF - Overview](https://www.imd.org/family-business/fpbf/future-proofing-business-family/) - Prepare for the future through strengthening your business and family governance
- [VAM - Overview](https://www.imd.org/finance/vam/venture-capital-asset-management/) - Venture CapitalAsset Management is a finance program designed to build solid foundational knowledge of the venture capital industry.
- [SF - Fellowship](https://www.imd.org/finance/sf/strategic-finance-course/fellowship/) - The IMD Women in Finance Fellowship supports outstanding women in finance and gives them an opportunity to take their skills and career to the next level.
- [GA - Admission](https://www.imd.org/innovation/ga/growth-accelerator/admission/) - Best innovation training from top-ranked, IMD business school. See next session dates and see how to apply
- [LDE - Admission](https://www.imd.org/digital-transformation/lde/leading-digital-execution/admission/) - Are you involved in the digital transformation of your business and want to boost leadership and execution skills? See how to apply to Leading Digital Execution
- [Module X](https://www.imd.org/leadership/module-x/) - Changing leadership for changing times The world has changed in so many unexpected ways since our last CLEAR LEAP – Module X in 2019. This module, as you know, is offered exclusively to alumni of LEAP (2012-2016) and CLEAR (2018-present). It is your opportunity to recommit to pledges made during your learning journey, re-energize your
- [BDE - Admissions](https://www.imd.org/digital-transformation/bde/building-digital-ecosystems/admission/) - Do you have the right profile for Building Digital Ecosystems? Find out about the admission requirements for this program.
- [BDE - Overview](https://www.imd.org/digital-transformation/bde/building-digital-ecosystems/) - Building Digital Ecosystems 5-day course teaches advanced strategies that leverage digital networks and AI-driven innovations to grow faster and adapt quickly.
- [CHM - Overview](https://www.imd.org/leadership/chm/change-management-program/) - IMD’s Change Management program prepares you to lead change initiatives successfully. Throughout the course, you apply your learnings to your own change initiative.
- [WSS - Admission](https://www.imd.org/sustainability/wss/sustainability-strategy-course/admission/) - How to get started with Winning Sustainability Strategies? Embed sustainability into your core strategy by joining this online course at IMD.
- [NVC - Admission](https://www.imd.org/negotiation/nvc/negotiation-course/admission/) - Here's how you can apply to our hands-on negotiation course for executives by IMD Business School
- [LE - Admission](https://www.imd.org/leadership/le/leadership-essentials-course/admission/) - View our admission requirements and upcoming course dates for this Digital Leadership course, Leadership Essentials at IMD Business School
- [DSI - Admission](https://www.imd.org/innovation/dsi/driving-strategic-innovation/admission/) - Best innovation strategy training from top-ranked, IMD business school. See next session dates and see how to apply
- [LE - Overview](https://www.imd.org/leadership/le/leadership-essentials-course/) - Prepare for your next role on IMD's Leadership Essentials program. Equip yourself with new tools, techniques and skills and understand how to manage a team effectively.
- [WSS - Overview](https://www.imd.org/sustainability/wss/sustainability-strategy-course/) - Join IMD's Winning Sustainability Strategies course to equip yourself with frameworks and strategic tools for developing your sustainability plan for lasting change.
- [HPB - Admission](https://www.imd.org/governance/hpb/board-governance/admission/) - See session dates and how to apply - Longest running successful board performance program from IMD business school
- [MP - Admission](https://www.imd.org/leadership/mp/team-leadership-program/admission/) - Looking for an advanced leadership program to create lasting impact for yourself, your team and organization? Here's how to apply to IMD's Mobilizing People.
- [DSB - Admission](https://www.imd.org/governance/dsb/esg-board-training/admission/) - See session dates and how to apply - First Sustainability Board program from top-ranked, IMD business school, Switzerland.
- [SL - Admission](https://www.imd.org/leadership/sl/women-leadership-program/admission/) - Admission criteria for Strategies for Leadership - a women leadership program from IMD Business School
- [LBC - Admission](https://www.imd.org/leadership/lbc/leading-behavioral-change-online-course/admission/) - See enrolment information about Leading Behavioral Change, an immersive online course by IMD Business School
- [LBC - Overview](https://www.imd.org/leadership/lbc/leading-behavioral-change-online-course/) - Apply proven behavioral science tools to motivate your people, strengthen team performance, and embed a culture of excellence.
- [CM - Admission](https://www.imd.org/leadership/cm/crisis-management-online-course/admission/) - How to get started with Crisis Management? Discover what to do before, during and after critical moments by joining this online course at IMD.
- [F90D - Admissions](https://www.imd.org/leadership/f90d/the-first-90-days/admission/) - New career transition program for leaders taking on a new role. See program details for The First 90 Days from IMD business school
- [MSDA - Admission](https://www.imd.org/marketing/msda/marketing-strategy-digital-age/admission/) - How to get started with Marketing Strategy in the Digital Age? Check if this program is right for you
- [MSDA - Overview](https://www.imd.org/marketing/msda/marketing-strategy-digital-age/) - Rethink marketing through the lens of digital. Join IMD's Marketing Strategy in the Digital Age program for the knowledge you need to devise winning strategies.
- [OLA - Admission](https://www.imd.org/human-resources/ola/organizational-learning/admission/) - Here's how you can apply to Organizational Learning in Action, corporate learning training for CLOs by top-ranked business school IMD.
- [OGL - Overview](https://www.imd.org/human-resources/ogl/organizational-leadership-course/) - Design the culture and systems that power high performance by building a Leadership Operating System that helps your teams thrive and deliver results.
- [IL - Admission](https://www.imd.org/leadership/il/inspirational-leadership-course/admission/) - See our next program intake dates and admission criteria, accelerate your career with this Executive Leadership online course at IMD Business School.
- [IL - Overview](https://www.imd.org/leadership/il/inspirational-leadership-course/) - Expand your skills on IMD's Inspirational Leadership program. Know your strengths and weaknesses, and gain techniques for mobilizing others.
- [LFO - Admission](https://www.imd.org/family-business/lfo/leading-your-family-office/admission/) - Discover unique 4-day learning journey, designed for Single Family Offices. See session dates and how to apply.
- [CPS - Admissions](https://www.imd.org/strategy/cps/complex-problem-solving-online-course/admissions/) - View our next intake dates and admission criteria, accelerate your business with this creative problem solving online course at IMD Business School.
- [CPS - Overview](https://www.imd.org/strategy/cps/complex-problem-solving-online-course/) - Discover how to solve complex problems in three steps on IMD's Complex Problem Solving course. Boost your critical thinking capabilities and develop much-valued skills.
- [LDAIT - Overview](https://www.imd.org/digital-transformation/ldait/leading-digital-ai-transformation/) - Discover Europe’s largest executive program in digital transformation and AI. Join IMD’s Leading Digital and AI Transformation program for your own digital roadmap.
- [LFB - Admission](https://www.imd.org/family-business/lfb/leading-your-family-business/admission/) - Best family business succession planning from top-ranked, IMD business school. See session dates and how to apply
- [ST - Admission](https://www.imd.org/strategy/st/online-course-strategy/admission/) - View upcoming course dates and admission requirements for this business strategy online course - Strategic Thinking at IMD Business School
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- [ST - Overview](https://www.imd.org/strategy/st/online-course-strategy/) - Join IMD’s Strategic Thinking course to unlock your strategic mindset and become a better, more reflective, and confident strategist in just eight weeks.
- [SE - Admission](https://www.imd.org/strategy/se/strategy-execution-course/admission/) - View our next intake dates and admission criteria, accelerate your business with this Strategy Execution online course at IMD Business School
- [SE - Overview](https://www.imd.org/strategy/se/strategy-execution-course/) - Learn to lead Strategy Execution through to successful execution with this personalized online Strategy course with one-to-one coaching at IMD
- [SSCL - Admission](https://www.imd.org/supply-chain/sscl/strategic-supply-chain-leadership/admission/) - View our upcoming course dates and admission requirements for this innovative, Strategic Supply Chain Leadership course at IMD Business School.
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- [BAL - Admission](https://www.imd.org/digital-transformation/bal/business-analytics-course/admission/) - See our next program intake dates and admission criteria, accelerate your career with this online course at IMD Business School.
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- [DI - Admission](https://www.imd.org/innovation/di/disruptive-innovation-course/admission/) - See upcoming session dates and admission information for our Online Program in Innovation - by top ranked business school IMD.
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- [DMS - Overview](https://www.imd.org/digital-transformation/dms/digital-marketing-strategies/) - Update your digital marketing with the 5-day Digital Marketing Strategies course. Discover how digitization changes customer decision-making and what this means for you.
- [IECC - Overview](https://www.imd.org/leadership/iecc/executive-coaching-certificate/) - Become a high-impact coach on the IMD Executive Coaching Certificate program. Learn practices and benefit from personalized preparation for ICF credentials.
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- [LHPT - Overview](https://www.imd.org/leadership/lhpt/leading-high-performance-teams/) - Maximize your team's talent and innovation potential. Join IMD's Leading High-Performance Teams program to learn how to build a team that surpasses expectations.
- [IAIT - Admissions](https://www.imd.org/digital-transformation/iait/innovate-ai-technologies/admission/) - Designed for business executives and teams in mid to senior-level management looking to harness AI and new technologies in business transformation.
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- [SF - Admission](https://www.imd.org/finance/sf/strategic-finance-course/admission/) - Best strategic finance training for senior executives from IMD business school. See next session dates and how to apply
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- [AMP - Admission](https://www.imd.org/management/amp/advanced-management-program/admission/) - Do you have the right profile for Advanced Management program? Find out about the admission requirements for the course.
- [DMF - Overview](https://www.imd.org/digital-transformation/dmf/digital-marketing-fundamentals/) - Digital Marketing Fundamentals is an on-demand online program that enables you to understand key digital marketing concepts and rethink your approach to digital marketing by IMD Business School
- [AHPL - Admission](https://www.imd.org/leadership/ahpl/advanced-leadership-training/admission/) - Looking for the best leadership training program? See Advanced High Performance Leadership by top-ranked business school, IMD.
- [FL - Admissions](https://www.imd.org/management/fl/future-leaders-program/admission/) - Do you have the right profile for Future Leaders? Find out about the admission requirements for this program.
- [Faisal Hoque](https://www.imd.org/executives-fellows/hoque-faisal/) - Learn more about IMD Executive Fellow Faisal Hoque
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- [Sustainable Business Programs](https://www.imd.org/sustainability-programs/) - Sustainability is an imperative for your business. Learn how to transition from commitment to action! World-leading sustainability programs.
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- [FL - Content & Learning](https://www.imd.org/management/fl/future-leaders-program/learning-journey/) - The Future Leaders program enables emerging leaders to excel by developing core leadership and business skills.
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- [OWP Keynotes](https://www.imd.org/owp/keynotes/) - Hear from visionary industry leaders who will inspire and educate you with their personal stories to master future readiness.
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- [MBA Blog - Felix Mollinga: Lausanne knocked on my door, ready for a good time](https://www.imd.org/mba-blog-felix-mollinga-lausanne-knocked-on-my-door-ready-for-a-good-time/) - From lakeside charcuterie to a classroom in crisis, MBA student, Felix, asks what business education is for and what Lausanne looks like when the postcard fades
- [IMD MBA Career Development](https://www.imd.org/degree/mba/career/development/) - 60-70 companies take part in our MBA recruiting activities every year - IMD collaborates with each one and help you define and achieve your career goals
- [Latest Rankings May 2026](https://www.imd.org/future-readiness-indicator/home/latest-rankings/) - Discover the Future Readiness latest rankings. They analyse various strategic approaches in the Technology, Financial Services and Automotive industry.
- [Travel 2025](https://www.imd.org/future-readiness-indicator/home/travel-2025/) - Discover what future-ready companies like Booking.com, AirBnB, and Marriott are doing as industry frontrunners in the travel sector.
- [Consumer Packaged Goods 2025](https://www.imd.org/future-readiness-indicator/home/consumer-packaged-goods-2025/) - Discover IMD's 2025 Future Readiness Indicator for the Consumer Packaged Goods
- [Fashion Industry 2025](https://www.imd.org/future-readiness-indicator/home/fashion-industry-2025/) - Discovery why fashion platform powerhouses LVMH, Inditex, and Hermès are the top-ranking fashion brands in this edition of the Future Readiness Indicator.
- [Technology 2025](https://www.imd.org/future-readiness-indicator/home/technology-2025-2/) - Discover how Nvidia, Microsoft, Alphabet, and Meta dominate the technology sector in this edition of the Future Readiness Indicator.
- [Finance 2025](https://www.imd.org/future-readiness-indicator/home/financial-services-2025/) - Discover which companies are leading in the financial services industry in 2025 with IMD's Future Readiness Indicator. Learn who's winning the readiness race!
- [Pharma 2025](https://www.imd.org/future-readiness-indicator/home/pharmaceuticals-2025/) - Discover how Johnson & Johnson, Roche, and AstraZeneca are the most future-ready companies in this edition of the Future Readiness Indicator.
- [How we determine if a business is future-ready](https://www.imd.org/future-readiness-indicator/home/how-we-determine-if-a-business-is-future-ready/) - Everyone wants to be future-ready. Every employee wants to be confident they are employed by and building a career with a future-ready organization and every manager understands that it’s not about what your team produced last quarter. Future readiness is what makes a difference. Whether you are a leader who wants to become future-ready as
- [How Xiaomi Broke Every Law of Corporate Death](https://www.imd.org/future-readiness-indicator/home/how-xiaomi-came-back-from-the-dead/) - Before its electric car stunned the world, CEO Lei Jun had to pull off a near-impossible comeback. This is how he did it.
- [Next Tesla](https://www.imd.org/future-readiness-indicator/home/next-tesla/) - Who will become the next Tesla? Carmakers, previously preoccupied with the chipset bottleneck, are now recognizing the need for future readiness, particularly in the realm of electric vehicles (EVs). Companies like Tesla, BYD, and other leading automakers are spearheading this transformation, emphasizing the importance of EVs in the automotive landscape. The pursuit of EV technology
- [Quietly Crushing It: Why Silent CEOs Keep Beating the Loud Ones](https://www.imd.org/future-readiness-indicator/home/quietly-crushing-it/) - Hard data, brain science, and an Antarctic thriller reveal why quiet leadership is the real advantage
- [Inside TSMC, the $1 Trillion Ghost Foundry Behind Nvidia's Crown](https://www.imd.org/future-readiness-indicator/home/the-1-trillion-ghost-foundry-behind-nvidia-crown/) - How a chip factory powers every AI boom, and the future‑ready playbook no business can ignore.
- [What Netflix’s Real Origin Story Teaches Us About Conquering the AI Storm](https://www.imd.org/future-readiness-indicator/home/what-netflix-real-origin-story-teaches-us/) - History’s real disruptors often hide beneath the user interface. Reed Hastings taught us where untapped data hides.
- [The Loop: How American Profits Built Chinese Power](https://www.imd.org/future-readiness-indicator/home/the-loop-how-american-profits-built-chinese-power/) - Apple taught precision. Tesla taught speed. Every “shock” from China now follows the same script.
- [The Cell That Didn't Catch Fire](https://www.imd.org/future-readiness-indicator/home/the-cell-that-didnt-catch-fire/) - Inside BYD’s Showroom — and the Thirty-Year Odyssey That Built It
- [The Battle for Fashion’s Soul](https://www.imd.org/future-readiness-indicator/home/the-battle-for-fashion-soul/) - How Zara Fought Off Shein and Outmaneuvered the Ultra-Fast Fashion Tide
- [Did John Deere Build the Future, or a Cage?](https://www.imd.org/future-readiness-indicator/home/did-john-deere-build-the-future/) - One man’s harvest storm exposes the tech takeover of America’s heartland, and the fight to reclaim the keys.
- [The Ninth Visa](https://www.imd.org/future-readiness-indicator/home/the-ninth-visa/) - How one rejected Chinese engineer, and thousands like him, built America's AI empire.
- [The Panic That Built WeChat's $700 Billion Super-App](https://www.imd.org/future-readiness-indicator/home/the-panic-that-built-wechat/) - Silicon Valley is selling agents as the next era. But Tencent in Shenzhen had figured it out a decade ago.
- [The One Chart That Explains Everything](https://www.imd.org/future-readiness-indicator/home/the-one-chart-that-explains-everything/) - And the seven books that make sense of America's AI Anxiety and China's AI Optimism
- [Coase vs. Claude and The Future of the Firm](https://www.imd.org/future-readiness-indicator/home/coase-vs-claude-and-the-future/) - How AI Agents and the Death of Normal Are Rewriting Organizations.
- [The Barriers to Collaboration [Survey]](https://www.imd.org/future-readiness-indicator/home/the-barriers-to-collaboration-survey/) - A 20-Minute Exercise That Names the Real Problem
- [How Organizations Lose Their Minds — From Circuit City to the 2026 AI Layoffs](https://www.imd.org/future-readiness-indicator/home/how-organizations-lose-their-minds/) - Four Books That Show the Companies Firing Fastest Will Die First
- [[VIDEO] The Xiaomi Comeback: From "Unicorpse" to the World's Hottest EV](https://www.imd.org/future-readiness-indicator/home/video-the-xiaomi-comeback-from-unicorpse/) - A video essay on one of the wildest corporate resurrections in history.
- [Automotive 2025](https://www.imd.org/future-readiness-indicator/home/automotive-2025/) - BYD, Tesla and Geely are leading the 2025 Future Readiness Indicator ranking. Discover how they are reshaping the future of the automotive industry.
- [Easter Egg Hunt: How Trump’s Trade Policy Has Businesses Scrambling for Loopholes](https://www.imd.org/future-readiness-indicator/home/trump-trade-policy/) - Sky-High Tariffs, Shifting Rules, and a Hidden “Made in China” Shuffle—What You Need to Know
- [FR 2026 Technology Comparison](https://www.imd.org/future-readiness-indicator/home/technology-2026/comparison/)
- [FR 2026 Automotive Comparison](https://www.imd.org/automotive-2026/comparison/)
- [FR 2026 Finance Comparison](https://www.imd.org/finance-2026/comparison/)
- [Previous Rankings](https://www.imd.org/future-readiness-indicator/home/previous-rankings/) - Go back in time to discover the previous Future Readiness Indicator rankings and reports.
- [Latest Rankings Nov 2025](https://www.imd.org/future-readiness-indicator/home/latest-rankings-nov-2025/) - Discover the Future Readiness latest rankings. They analyse various strategic approaches in the Automotive, Consumer Packaged Goods and Financial industry
- [Make it real](https://www.imd.org/lp/make-it-real/) - Ready to grow? Make it real with IMD. Discover how our programs accelerate thousands of careers every year. IMD is one of the world’s top 10 business schools.
- [Family Office Navigator microsite](https://www.imd.org/family-office-navigator/book/) - Family Philanthropy Office, Your Guide to Building a Multigenerational Family Office
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- [Magazine](https://www.imd.org/ibyimd/magazine/) - Leadership starts with individuals taking bold action. I by IMD Magazine explores how personal responsibility drives team success and good business outcomes.
- [I by IMD magazine - Issue XXI](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-xxi/) - In Issue 21 of I by IMD, explore the future of competitive advantage and how to build a business ecosystem that works.
- [I by IMD magazine - Issue XXII](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-xxii/) - In Issue 22 of I by IMD, explore the critical leadership challenge of AI transformation.
- [FR Technology Comparison](https://www.imd.org/technology-comparison-2025/)
- [FR Finance Comparison](https://www.imd.org/finance-comparison-2025/)
- [FR Automotive Comparison](https://www.imd.org/automotive-comparison-2025/)
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- [Article Archives](https://www.imd.org/future-readiness-indicator/home/articles-archives/) - Discover the Future Readiness Indicator article archives and read even more insights
- [I by IMD magazine - Issue I](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-i/) - March 2021 The business of entertainment In Issue I, we explore the impact of governance, geography and timing across sports, gaming and the arts, presenting the winners and losers one year after the pandemic hit. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save
- [I by IMD magazine - Issue II](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-ii/) - June 2021The state of corporate wellbeing Issue II explores the managerial imperatives behind maintaining mental health in the workplace, analyzes the problems raised by the pandemic, and offers solutions that will help avoid burnout in teams. More from I by IMDSave Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio availableSave Share Facebook
- [I by IMD magazine - Issue IV](https://www.imd.org/ibyimd/i-by-imd-magazine-issue-iv/) - December 2021 Leadership progression How can organizations identify and cultivate tomorrow’s leaders? Employers cannot expect employee commitment unless they reciprocate. Issue IV explores novel and practical ideas on how to ensure that today’s top hire does not become tomorrow’s high-profile departure. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn
- [I by IMD magazine - Issue III](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-iii/) - September 2021 Sustainable leadership Amid rising demand from customers, employees and investors, companies have moved sustainability to the top of their agendas. In Issue III, we explore how leaders are transforming their industries today to avoid disaster. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [I by IMD magazine - Issue V](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-v/) - March 2022 Inventory of change Inflation, e-commerce and geopolitical conflict are all driving change in global supply chains. In Issue V, we explore what is next in these chain reactions. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save Share Facebook Facebook icon Twitter
- [I by IMD magazine - Issue VI](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-vi/) - June 2022 The power issue From CXOs to Gen Z activists, our experts examine where the real sway lies. In Issue VI, we explore the shifting centers of command and how leaders can inspire, empower and wield influence for good. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [I by IMD magazine - Issue VII](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-vii/) - September 2022 The cybersecurity issue Leaders must understand that cyber is a business issue, not just for IT to tackle. In Issue VII, our experts unpack the essential elements of a successful organizational cyber strategy. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save
- [I by IMD magazine - Issue VIII](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-viii/) - December 2022 The family business issue Family enterprises are among the most resilient businesses in the world. But now more than ever striking the right balance between resilience and adaptability is vital. In Issue VIII, we present crucial insights into how families can face up to the challenges created by a world in flux. More
- [I by IMD magazine - Issue IX](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-ix/) - March 2023 The polycrisis issue Geopolitical tensions, persistent inflation, economic weakness, climate change, and sustainability. Business leaders are dealing with an unprecedented range of challenges simultaneously, making it harder than ever to know how to prioritize, navigate, and communicate effectively with teams. Scenario planning, listening and leading in new ways are part of the answer.
- [I by IMD magazine - Issue X](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-x/) - June 2023 The inclusive issue Organizations must become more inclusive and diverse to thrive in the future: the business case is as a compelling as the moral imperative. How can executives foster inclusion to unlock the power of diversity, while recognizing and tackling inequity and discrimination? In Issue X, we explore how leaders can build
- [I by IMD magazine - Issue XI](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-xi/) - September 2023 Sustainability transformation No organization can escape the need to transform to become more sustainable. The need to act is urgent. It calls for strong leadership, difficult decisions, and deep cultural change. In Issue XI, we explore how to build sustainable organizations to succeed in turbulent times. More from I by IMD Save Share Facebook
- [I by IMD magazine - Issue XII](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-xii/) - December 2023 Impact economy To secure a more sustainable and inclusive future, we need creative ideas and partnerships that reimagine the global economy. In Issue XII of I by IMD, we explore how the fast-emerging “impact economy” is changing the way we do business – and the world. More from I by IMD Save Share
- [I by IMD magazine - Issue XIII](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-xiii/) - March 2024 Leading in the age of AI In Issue 13 of I by IMD, we explore how to lead effectively – and responsibly – in the age of AI. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save Share Facebook Facebook icon Twitter
- [I by IMD magazine - Issue XIV](https://www.imd.org/ibyimd/i-by-imd-magazine-issue-xiv/) - June 2024 Reframing the art of business In Issue XIV of I by IMD, we consider what we might discover as leaders and organizations if we explore the intersection between art, creativity, and business. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save Share Facebook
- [I by IMD magazine - Issue XV](https://www.imd.org/ibyimd/i-by-imd-magazine-issue-xv/) - September 2024 Human potential Potential is realized or wasted. How can we fulfil our own potential? Can organizations create winning environments for all talent? In Issue 15 of I by IMD, our diverse cast of experts offers ways to unlock potential in turbulent times. More from I by IMD Save Share Facebook Facebook icon Twitter
- [I by IMD magazine - Issue XVI](https://www.imd.org/ibyimd/i-by-imd-magazine-issue-xvi/) - December 2024 Responsible leadership What does it take to lead responsibly in turbulent times? In Issue 16 of I by IMD, we explore the vital role and realm of responsible leadership, offering ways for decision-makers and organizations to deliver positive impact for all. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter
- [I by IMD magazine - Issue XVII](https://www.imd.org/ibyimd/i-by-imd-magazine-issue-xvii/) - March 2025 Trust in leadership Trust can make or break us. It is the foundation of leadership. In Issue 17 of I by IMD, we explore strategies to build and maintain trust in an uncertain world. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [I by IMD magazine - Issue XVIII](https://www.imd.org/ibyimd/i-by-imd-magazine-issue-xviii/) - June 2025 How to solve the geopolitical puzzle The world is changing. Business and leaders must change too. In Issue 18 of I by IMD, discover the tools you need to thrive in an age of geopolitical uncertainty. More from I by IMD Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [I by IMD magazine - Issue XIX](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-xix/) - In Issue 19 of I by IMD magazine on the energy transition, discover how to fuel a brighter future for your organization, and the planet.
- [Our Strategy](https://www.imd.org/about/our-strategy/) - Real learning for real impact. IMD's strategy for transforming leaders and organizations, rooted in business reality.
- [I by IMD magazine - Issue XX](https://www.imd.org/ibyimd/magazine/i-by-imd-magazine-issue-xx/) - In Issue 20 of I by IMD, we explore ways to lead with impact in a world reshaped by longer lives.
- [Coaching Corner](https://www.imd.org/ibyimd/the-coaching-corner/) - Leadership Coaching Corner In this series, we share real-world, practical coaching scenarios. Read on to discover the specific challenges highlighted in the cases and the insights that could help you navigate and find solutions to your own multifaceted challenges. How might these insights and questions apply to you? Full List More media The coaching journey
- [Our Research Methodology](https://www.imd.org/future-readiness-indicator/home/our-research-methodology/) - At our team at the IMD business school, we’ve been tracking how likely a firm is to successfully move toward a new knowledge discipline in its effort to prepare for the future. We introduced the Future Readiness Indicator to measure how prepared for a changing future companies are sector by sector. Currently we covered the Future Readiness
- [NEXUS](https://www.imd.org/solutions-for-organizations/nexus/) - Nexus is IMD's continuous learning and talent development platform that enables organizations to meet their learning objectives, providing access to all of IMD
- [Lausanne](https://www.imd.org/alumni/lausanne/) - Welcome to the main Alumni Community in IMD! Contact us to get a free Membership and be able to participate in annual face to face gatherings witn ex-students.
- [Argentina](https://www.imd.org/alumni/clubs/argentina/) - The IMD Alumni Club aims to provide a space for debate and sharing experiences with fellow executives in your area. Join our network of global students!
- [France](https://www.imd.org/alumni/clubs/france/) - The IMD Alumni Club for France is commited in facilitating new opportunities to keep ex-students inspired. If you're an IMD Alumni in France, connect with us!
- [MBA Blog - Marina Muniz: The first quarter at IMD](https://www.imd.org/mba-blog-marina-muniz-the-first-quarter-at-imd/) - My arrival in Switzerland took place on January 1st. A new year, a new country, a new life. Looking back now at the end of this first quarter of the IMD MBA, I realized I’ve lived through an intense phase of exploring landscapes, both geographical and personal. It is a period of discovery, ranging from
- [Guilherme Loureiro](https://www.imd.org/executives-in-residence/guilherme-loureiro/) - Get to know Guilherme Loureiro, Executive in Residence at IMD
- [Peter Nathanial](https://www.imd.org/executives-in-residence/nathanial-peter/) - Get to know Peter Nathanial, Executive-in-Residence at IMD.
- [HPL - Faculty](https://www.imd.org/leadership/hpl/leadership-training/faculty/) - Meet your Program Faculty on IMD's High Performance Leadership, a comprehensive leadership development program for experienced executives.
- [MBA Blog - Srikanth Pilla: Have you ever wondered, “Can growth and comfort co-exist?”](https://www.imd.org/mba-blog-srikanth-pilla-have-you-ever-wondered-can-growth-and-comfort-co-exist/) - As I write my reflections of my first 90 days at IMD MBA Program and in Switzerland, I recollect Matthew McConaughey’s Oscar Winning speech in 2014. About 10 years ago, when I was in college, I was chasing my hero who has an MBA from one of the best business schools and is miles ahead
- [BDE - Faculty](https://www.imd.org/digital-transformation/bde/building-digital-ecosystems/faculty/) - Meet Professor Mark Greeven Program Director of IMD's Building Digital Ecosystems program
- [PED - Faculty](https://www.imd.org/management/ped/general-management-course/faculty/) - Transition to general management and leadership. See which faculty are teaching you on this executive development program from IMD Business School
- [LFB - Faculty](https://www.imd.org/family-business/lfb/leading-your-family-business/faculty/) - Trusted family business succession planning with top-ranked, IMD business school. See who teaches on this top family business program
- [About IMD](https://www.imd.org/about/about-us/) - Challenging what is and inspiring what could be, we develop leaders and organizations that contribute to a more prosperous, sustainable and inclusive world.
- [New York](https://www.imd.org/alumni/newyork/) - IMD Club of New York serves alumni and guests in the region. They provide access to world-class expertise by encouraging IMD leaders to share their knowledge.
- [SL - Content & Learning](https://www.imd.org/leadership/sl/women-leadership-program/learning-journey/) - Embark on this highly experiential leadership journey with senior women leaders to explore your own leadership context and how to best navigate it
- [Campus life](https://www.imd.org/degree/mba/campus/imd-campus-life/) - Discover life at IMD’s MBA campus in Lausanne, Switzerland, set by Lake Geneva and the Alps, with world-class facilities, a vibrant city, and global connections
- [The $11 Billion Triumph, The $39 Million Collapse, and the Clog That Conquered the World](https://www.imd.org/future-readiness-indicator/home/why-on-won-crocs-took-over-and-allbirds-fell-apart/) - On Running, Allbirds, and Crocs reveal what separates brands that last from brands that die.
- [Spain](https://www.imd.org/alumni/clubs/spain/) - Since 1999, the IMD Alumni Club of Spain provides a platform to extend our learning in IMD programs, network with other alumni, share experiences and have fun!
- [All Sprints](https://www.imd.org/sprint/courses/) - Discover IMD Sprints to supercharge your career with focused, time-effective learning. 1-2 hours time commitment per day over 1-2 weeks.
- [IMD MBA - The BackPack-Excellence Scholarship for Women](https://www.imd.org/imd-mba-program/mba-financing-folder/imd-mba-the-backpack-excellence-scholarship-for-women/) - Supporting women leaders of the future Through the BackPack-Excellence Scholarship for Women
- [IMD's AI Programs](https://www.imd.org/digital-transformation/ai-programs/) - Ready to elevate your AI skills? Choose the program that fits your goals
- [Sprints](https://www.imd.org/sprint/) - IMD Sprints keep you relevant and supercharge your career with focused, time-effective learning. 1-2 hours time commitment per day over 1 to 2 weeks.
- [Future Readiness in the Era of Adaptability](https://www.imd.org/future-readiness-indicator/home/report-november-2025/) - Discover the November 2025 white paper on the Future Readiness Indicator rankings for the technology, pharmaceutical, and fashion industry.
- [Leadership and Governance](https://www.imd.org/about-imd/leadership-governance/) - Leadership & Governance Oversight, guidance & integrity Comprised of key stakeholders – including CEOs from companies with which IMD has strong learning partnerships
- [LFB - Content & Learning](https://www.imd.org/family-business/lfb/leading-your-family-business/learning-journey/) - Ensure your future with family business succession planning. Discover the Leading your Family Business program from a top-ranked business school, IMD.
- [AMP - Impact](https://www.imd.org/management/amp/advanced-management-program/impact/) - Discover Advanced Management Program participants and how the program helped them develop a cohesive strategy.
- [AMP - Content & Learning](https://www.imd.org/management/amp/advanced-management-program/learning-journey/) - Discover the learning journey that participants take on the Advanced Management Program.
- [HPL - Content & Learning](https://www.imd.org/leadership/hpl/leadership-training/learning-journey/) - A highly immersive experience that enables you to find purpose in your leadership role and change mindsets and behaviors - starting with your own.
- [BPSE - Impact](https://www.imd.org/management/bpse/executive-leadership-program/impact/) - Executives today face ever-increasing challenges, and are constantly faced with difficult decisions, discover how IMD helped Executives make an impact.
- [BPSE - Faculty](https://www.imd.org/management/bpse/executive-leadership-program/faculty/) - Want advanced management training to remain a key business influencer? Discover expert faculty teaching you on Breakthrough Program for Senior Executives
- [BPSE - Content & Learning](https://www.imd.org/management/bpse/executive-leadership-program/learning-journey/) - Formulate new responses to persistent challenges. Join this advanced management training by top-ranked business school, IMD.
- [Family Philanthropy Navigator microsite](https://www.imd.org/family-philanthropy-navigator/book/) - Family Philanthropy Navigator, the inspirational guide for philanthropic families on their giving journey
- [Ukraine](https://www.imd.org/alumni/clubs/ukraine/) - The IMD Alumni Club of Ukraine does not have an annual membership fee. Join us and expand your professional network with fellow IMD students and professors!
- [Home The Netherlands](https://www.imd.org/alumni/clubs/netherlands/) - Welcome to the IMD Alumni Club of the Netherlands Founded in 1991, the IMD Alumni Club of the Netherlands is dedicated to fostering lifelong learning and meaningful connections among IMD alumni based in the Netherlands. Our club hosts four to six events annually, designed to help members expand their networks and gain fresh insights from
- [Sweden](https://www.imd.org/alumni/clubs/sweden/) - Join our Alumni Community and participate in our annual free events! Expand your business network and keep learning continuously through IMD reunions.
- [Portugal](https://www.imd.org/alumni/clubs/portugal/) - Guarantee your Membership in the IMD Portugal Alumni Club! The Community doesn't require fees and our events are solely based on networking. Learn more!
- [Norway](https://www.imd.org/alumni/clubs/norway/) - Establish, maintain and strengthen your relationship with IMD staff and fellow students. Create a free Membership today in our global Community!
- [Italy](https://www.imd.org/alumni/clubs/italy/) - Join us on LinkedIn: If you would like to be connected with other Alumni in Italy, share content about business and leadership topics, and be updated on the latest news and events, join us here: https://www.linkedin.com/groups/8736382/ Events Privacy Notice & Terms Your use of this website and your participation in the Club’s activities are subject to
- [Finland](https://www.imd.org/alumni/clubs/finland/) - Join the local community of IMD Alumni Club. If you're an IMD ex-student, attend to one of our free meetings and start expanding your professional networking!
- [Executive Certificate in AI and Digital Business Excellence](https://www.imd.org/programs-solutions/certification/digital-business-excellence/) - Accelerate your career with the IMD Executive Certificate in AI and Digital Business Excellence. Customize your learning according to your professional needs.
- [CM - Faculty](https://www.imd.org/leadership/cm/crisis-management-online-course/faculty/) - Meet your IMD program faculty, Martin Fellenz, Affiliate Professor of Leadership and Organizational Behavior.
- [Denmark](https://www.imd.org/alumni/clubs/denmark/) - Ensure continuous learning by joining your local community at Denmark. Participate in IMD Alumni events and guarantee a free Membership to start connecting!
- [Belgium](https://www.imd.org/alumni/belgiumluxembourg/) - Facilitate contact with Alumni in Belgium and Luxembourg by expanding your local and international network. Join our community for free and connect with us!
- [Czech & Slovakia](https://www.imd.org/alumni/czechslovakia/) - The IMD Alumni Club of the Czech and Slovak Republics is open to every executive who has attended IMD programs. Join our local community with free Membership!
- [Austria](https://www.imd.org/alumni/clubs/austria/) - Participate in local face to face events at IMD Austrian Community for Alumni. Expand your professional network by connecting with ex-students and professors.
- [Singapore](https://www.imd.org/alumni/clubs/singapore/) - The aim of our Singapore alumni club is to contribute to the IMD network and build a cohesive community. Join our events and networking opportunities!
- [Russia](https://www.imd.org/alumni/clubs/russia/) - The IMD Alumni Club of Russia organizes 8 events per year. If you're an IMD ex-student in Russia, you can join for free our annual gatherings to keep learning!
- [Korea](https://www.imd.org/alumni/clubs/korea/) - Maintain your learning journey in IMD by connecting with fellow students in South Korea. Participate in local events and elevate your network to another level!
- [New Zealand](https://www.imd.org/alumni/newzealand/) - Our main purpose is to assist local IMD Alumni to connect with each other and create effective professional networks. Keep learning with our local gatherings!
- [Malaysia](https://www.imd.org/alumni/malaysia/) - Welcome to IMD in Malaysia! In the Alumni Club, you will continue your learning journey by connecting to other ex-students and professors. Get the Membership!
- [India](https://www.imd.org/alumni/india/) - IMD Alumni Club of India was founded in 1995 and the number of members is growing. We welcome every member who is interested to enrich our active community!
- [Shanghai](https://www.imd.org/alumni/shanghai/) - IMD Club Shanghai is a close-knitted gathering of the IMD alumni based in Shanghai. Join us in face to face events and continue your learning journey at IMD!
- [Beijing](https://www.imd.org/alumni/beijing/) - Connect with Alumni in the IMD Beijing community for students. Attend in local events and expand your professional network through face to face connections.
- [Australia](https://www.imd.org/alumni/clubs/australia/) - Maintain your journey in IMD by connecting with a local network of Alumni in Australia. If you live in Australia, learn how to participate in our free events!
- [Silicon Valley](https://www.imd.org/alumni/siliconvalley/) - The IMD Alumni Club of Silicon Valley is structured as a California Unincorporated Nonprofit Association. Join us and participate in word-class business events!
- [New England](https://www.imd.org/alumni/newengland/) - The New England Club was the first IMD Alumni Club in the USA, and it currently has about 400 alumni who reside in Massachusetts and the surrounding states.
- [Peru](https://www.imd.org/alumni/clubs/peru/) - Strenghten your professional relationship with other Alumni from IMD in Peru. Expand your network by meeting new people in local events with a free Membership.
- [Mexico](https://www.imd.org/alumni/clubs/mexico/) - The IMD Alumni Club of Mexico does not have an annual membership fee. To cover costs, our events are either fee-based events or corporately sponsored. Get in touch!
- [Colombia](https://www.imd.org/alumni/clubs/colombia/) - Events About the Club If you are interested in getting involved in the leadership of the Club, if you would like to engage and work at creating more value with and for the IMD alumni community, please do reach out to bogota@alumni.imd.org. We are looking forward to building a strong community together. Privacy Notice & Terms
- [Canada](https://www.imd.org/alumni/clubs/canada/) - Establish, maintain and strengthen the relationship among IMEDE, IMI and IMD Alumni throughout Canada. Keep learning by getting a free membership!
- [Chile](https://www.imd.org/alumni/clubs/chile/) - Stay connected with a vast community of IMD Alumni in Chile. Meet new people, participate in local events and keep learning continuously with a free Membership!
- [Brazil](https://www.imd.org/alumni/clubs/brazil/) - Join the IMD brazilian community by participating in local events. Keep learning and expand your professional network with fellow Alumni and MBA students!
- [UAE](https://www.imd.org/alumni/clubs/uae/) - We invite all IMD Alumni from UAE to participate in this free Membership. Here, you will find annual events and connections to expand your business network!
- [Home Saudi Arabia](https://www.imd.org/alumni/saudi/) - The IMD Alumni Club of Saudi does not have an annual membership fee. Join our community and expand your academic networking in Saudi Arabia!
- [South Africa](https://www.imd.org/alumni/southafrica/) - Grow your business network in South Africa with IMD Alumni Club. Encourage continuous learning by attending to one of our free events in
- [Nigeria](https://www.imd.org/alumni/nigeria/) - Encourage continuous learning and exchange ideas with fellow Alumni of IMD. Expand your global network through professional and social events promoted by IMD.
- [Kenya](https://www.imd.org/alumni/kenya/) - IMD Alumni Club of Kenya does not have an annual membership fee. To cover costs, our events are either fee-based events or corporately sponsored. Get in touch!
- [Israel](https://www.imd.org/alumni/israel/) - Participate in annual meetings with the group of IMD Alumni of Israel. Expand your local and international network through professional connections!
- [News](https://www.imd.org/news/all-news/) - Discover IMD News and latest impact stories and learn more about how IMD makes an impact on individuals and organizations
- [Inclusive Leadership Community](https://www.imd.org/alumni/communities/inclusive-leadership-community/) - Inclusive Leadership In today’s rapidly evolving world, the challenge of truly embracing diversity and inclusion within educational and business environments is more pressing than ever. Many leaders struggle with how to effectively foster these principles, despite their critical impact on organizational success and leadership effectiveness. Recognizing this need, we are thrilled to introduce the Inclusive
- [FAQ](https://www.imd.org/sprint/faq/) - See FAQ for IMD Sprint - accelerated learning experience of 1-2 hours per day, delivered online over 2 weeks.
- [Team inquiry](https://www.imd.org/online-programs/team-inquiry/) - Empower your organization's talent with IMD’s cutting-edge online learning solutions, designed to maximize impact and deliver an unparalleled learning experience.
- [FAQ](https://www.imd.org/online-programs/frequently-asked-questions/) - Curious about how the IMD online programs work? Get the answers to all of your questions, and discover how our flexible online programs work.
- [Impact](https://www.imd.org/online-programs/impact/) - IMD’s online programs drive measurable impact – accelerating your growth and enabling you to lead at a higher level.
- [CM - Content & Learning](https://www.imd.org/leadership/cm/crisis-management-online-course/learning-journey/) - How do you navigate critical moments and emerge stronger? Discover how to anticipate turbulence, lead in uncertainty, and restore confidence.
- [Featured Content](https://www.imd.org/ibyimd/featured-content/) - Featured content I by IMD featured partner content brings together expert perspectives from leading organisations shaping the future of business, technology and society. These contributions offer readers practical insights, real-world case studies and forward-thinking ideas grounded in experience, not theory. By collaborating with trusted partners, I by IMD expands its editorial lens while maintaining a
- [Scholarship](https://www.imd.org/support/amplify-your-impact/)
- [Is your business ready for circular success?](https://www.imd.org/lp/circularity-readiness-scan/) - Circular business models are no longer just about doing good—they're about doing well. Leading companies are using circularity to unlock real business value: New revenue streams through product-as-a-service models Lower costs by designing out waste and using resources more efficiently Stronger customer loyalty through repair, reuse, and deeper engagement Greater resilience through diversified supply chains
- [Annual Report 2025](https://www.imd.org/annual-report-2025/) - Discover IMD's 2025 annual report highlighting strategic milestones, research excellence, and sustainability efforts shaping the future of business leadership.
- [LI - Overview](https://www.imd.org/innovation/li/corporate-entrepreneurship/) - Adopt an entrepreneurial mindset to stay competitive. Join IMD's Lean Intrapreneurship program as a team to identify new opportunities and develop concrete projects.
- [DI - Content & Learning](https://www.imd.org/innovation/di/disruptive-innovation-course/learning-journey/) - Nurture innovation in your organization with smart strategies and a creative mindset with personalized online learning by IMD Business School
- [BAL - Content & Learning](https://www.imd.org/digital-transformation/bal/business-analytics-course/learning-journey/) - Take a strategic approach to Big Data & Business Analytics, this program is for Leaders & Managers looking to understand Analytics strategy.
- [MSDA - Content & Learning](https://www.imd.org/marketing/msda/marketing-strategy-digital-age/learning-journey/) - How do you rethink your marketing strategy and value creation through the lens of digital?
- [LE - Content & Learning](https://www.imd.org/leadership/le/leadership-essentials-course/learning-journey/) - This Leadership Essentials course is delivered 100% online in a 5-week period to allow you the flexibility to develop Leadership skills at your own pace
- [CPS - Content & Learning](https://www.imd.org/strategy/cps/complex-problem-solving-online-course/learning-journey/) - This complex problem solving training is delivered 100% online over 5 weeks. Learn more about breakthrough thinking, creative problem solving and more.
- [BF – Content & Learning](https://www.imd.org/finance/bf/online-finance-course/learning-journey/) - This Business Finance course is delivered 100% online over an 5-week period to allow you the flexibility to learn Finance Management at your own pace.
- [ST - Content & Learning](https://www.imd.org/strategy/st/online-course-strategy/learning-journey/) - Master the art of strategic thinking and become a better strategic in eight weeks.
- [SE - Content & Learning](https://www.imd.org/strategy/se/strategy-execution-course/learning-journey/) - This Strategy Execution course is delivered 100% online over an 8-week period to allow you the flexibility to learn at your own pace
- [LBC - Content & Learning](https://www.imd.org/leadership/lbc/leading-behavioral-change-online-course/learning-journey/) - Apply behavioral science to inspire, motivate, and grow your people and teams.
- [IMD Asia - Open Programs](https://www.imd.org/asia/imd-singapore/open-programs/) - IMD Asia in Singapore - Open Programs for Executives - Experience world-class executive development through our open programs. Elevate your skills and career.
- [Strategic Talent Solutions](https://www.imd.org/solutions-for-organizations/talent-solutions/) - Build capabilities for business success through systematic integrated talent assessment and development to drive measurable impact on organizational performance
- [Learning that moves you to impact.](https://www.imd.org/lp/imd-executive-education/) - IMD is one of the world’s top 10 business schools. We offer real, impactful learning that moves you from where you are in your career to where you want to be.
- [IMD China](https://www.imd.org/china/) - IMD近八十年来始终处于领导力发展的前沿。由企业创立并致力于服务企业发展，IMD是一所植根瑞士、辐射全球的独立教育机构。IMD总部位于洛桑，并在新加坡、深圳和开普敦设有战略中心，每年为来自120多个国家的超过20,000名高层管理人员提供培训。我们拥有超过145,000名校友，构建起一个影响深远的全球精英网络。​​
- [FL - Impact](https://www.imd.org/management/fl/future-leaders-program/impact/) - Future Leaders prepares top talent to make a significant impact in the organization. Ideal for companies to build a future pipeline of talented leaders.
- [IMD MBA Application Checklist](https://www.imd.org/degree/mba/admissions/application-checklist/) - Discover the IMD MBA application checklist and be sure to have all documents ready for your MBA application and not missing the deadline
- [Virtual Executive Coaching](https://www.imd.org/solutions-for-organizations/virtual-executive-coaching/) - Get started with virtual coaching Packages overview Package: Five virtual, on-demand coaching sessions of one hour each Package fees (exclusive online offer): 2,500 CHF To get started with Executive Virtual Coaching, you'll first need to create a MyIMD account IMD coaching corner In this series, we share real-world, practical coaching scenarios. Read on to discover
- [Executive Certificate in Sustainable Business](https://www.imd.org/programs-solutions/certification/sustainable-business/) - Build core sustainable business capabilities to future-proof yourself and your organization, and earn a solid, internationally recognized credential.
- [SF - Faculty](https://www.imd.org/finance/sf/strategic-finance-course/faculty/) - Best strategic finance training from top-ranked, IMD business school. See who teaches on this short strategic finance program
- [Sprint for Organizations](https://www.imd.org/sprint/organizations/) - IMD Sprints are built for scale with turnkey and custom options to connect with your different audiences throughout your organization.
- [Executive Coaching Services](https://www.imd.org/solutions-for-organizations/executive-coaching-services/) - IMD Virtual Executive Coaching Realize your full leadership potential with IMD Virtual Executive Coaching. Discover a groundbreaking Virtual Executive Coaching Service brought to you by IMD. Our mission is to accelerate and sustain your development and transformation as a leader, team, and organization.Experience courageous and actionable coaching approaches that raise self-awareness, challenge assumptions, and reveal
- [SF - Content & Learning](https://www.imd.org/finance/sf/strategic-finance-course/learning-journey/) - Best strategic finance training from top-ranked, IMD business school. For senior business executives. Get program schedule for all 5 days
- [Executive Programs](https://www.imd.org/programs-solutions/executive-programs/) - World-class faculty and cutting-edge learning. Our Executive Programs provide you with invaluable insights and practical skills that you can applimmediately apply.
- [AISI - Faculty](https://www.imd.org/digital-transformation/aisi/ai-strategy-and-implementation/faculty/) - Learn with AI strategy, analytic experts and implementation from IMD Business School. Let them help you with your AI and digital transformation.
- [LHPT - Impact](https://www.imd.org/leadership/lhpt/leading-high-performance-teams/impact/) - When we say “real impact”, we mean it. Discover inspiring alumni stories and the transformative results they achieved.
- [Impact](https://www.imd.org/leadership/iecc/executive-coaching-certificate/impact/) - Gain the skills and knowledge to deliver results. Hear from past participants of the IMD Executive Coaching Certificate, and see how it impacted their careers.
- [F90D - Impact](https://www.imd.org/leadership/f90d/the-first-90-days/impact/) - See the lasting value of The First 90 Days® course by top-ranked business school IMD, on the careers of former participants.
- [AHPL - Impact](https://www.imd.org/leadership/ahpl/advanced-leadership-training/impact/) - Next-level leadership impact Advanced High Performance Leadership program enables alumni of IMD’s High Performance Leadership and Inspirational Leadership programs to clarify their leadership vision and purpose, and reach the next level of performance and effectiveness. When we say "real impact", we mean it. After attending IMD’s Advanced High Performance Leadership program, participants stated: *Survey of 2025
- [SL - Impact](https://www.imd.org/leadership/sl/women-leadership-program/impact/) - Women like you transform leadership in their company with Strategies for Leadership, a women leadership program by IMD Business School
- [MP - Impact](https://www.imd.org/leadership/mp/team-leadership-program/impact/) - Discovering Mobilizing People's lasting impact on participants as they transform how they lead themselves and others.
- [IMD Asia - Degree Programs](https://www.imd.org/asia/imd-singapore/degree-programs/) - IMD Asia in Singapore - Degree Programs - Join an IMD degree program, to deepen your knowledge, reach your goals, and gain the hands-on leadership skills.
- [What every global leader must now understand](https://www.imd.org/ibyimd/inside-chinas-new-competitive-reality/) - To mark Chinese New Year, I by IMD explores how China’s transformation is rewriting the rules of competition for global leaders.
- [AISI - Content & Learning](https://www.imd.org/digital-transformation/aisi/ai-strategy-and-implementation/learning-journey/) - Get the latest frameworks that integrate AI and analytics with your digital strategy. Discover how to make your data strategic to execute with confidence.
- [Executive Fellows](https://www.imd.org/faculty/executive-fellows/) - Executives Fellows are senior level practitioners who agreed to devote some of their time to IMD-related activities, typically in the context of research
- [HILTI scholars program](https://www.imd.org/degree/mba/scholarships/hilti-scholars-program/) - MD MBA HILTI scholarship supports the brightest STEM background MBA scholars by covering roughly 50% of their tuition expenses.
- [Life at IMD](https://www.imd.org/jobs/our-people/) - Our values Our purpose is to challenge what is, and inspire what could be. We achieve this through our four core values:
- [Books](https://www.imd.org/research-knowledge/books/) - Discover IMD's latest books written by IMD's world renowned faculty members
- [TL - Faculty](https://www.imd.org/leadership/tl/transformational-leader/faculty/) - Meet your Program Director Ben Bryant is a highly experienced educator, facilitator, and designer of transformational learning experiences. For more than 20 years, he has worked with senior executives from diverse industries, career stages, and nationalities through several leadership programs at IMD and London Business School. Bryant has made a significant contribution to the development
- [TL - Content & Learning](https://www.imd.org/leadership/tl/transformational-leader/learning-journey/) - The Transformational Leader program is a personalized transformation journey which unlocks your full leadership potential in three stages
- [Singapore campus map](https://www.imd.org/about/campus-map-singapore/) - We are pleased to welcome you to our Singapore campus. Find your way around by downloading the IMD Campus app from the App Store or Google Play.
- [How to submit content to I by IMD](https://www.imd.org/ibyimd/how-to-submit-content-to-ibyimd/) - I by IMD guidelines for contributors - How to submit content to I by IMD.
- [Alumni Policy](https://www.imd.org/alumni/policy/) - Obtaining alumni status from IMD is a formal recognition of the continuous learning and development of our alumni. You qualify for alumni status by successfully completing a degree program (MBA/EMBA). From January 2021 onward, participants will also receive IMD alumna/alumnus status by: Completing an Open Program involving a minimum ten full days of interactions over time. Open programs
- [Awards & Honors](https://www.imd.org/research-knowledge/awards-honors/)
- [Awards & Honors](https://www.imd.org/research-knowledge/awards-honors/) - Discover IMD's awards and honors related to its thought leadership articles and research & knowledge resources
- [SSCL - Content & Learning](https://www.imd.org/supply-chain/sscl/strategic-supply-chain-leadership/learning-journey/) - Join IMD’s Strategic Supply Chain Leadership course to learn how to transform your supply chain and develop a digital, resilient and sustainable value chain.
- [GMF - Content & Learning](https://www.imd.org/management/gmf/global-management-foundations/learning-journey/) - Discover your learning journey and gain actionable insights into how to build Global Management Foundations
- [BDE - Content & Learning](https://www.imd.org/digital-transformation/bde/building-digital-ecosystems/learning-journey/) - Discover how sharing resources and expertise will bring you much closer to your customers, with new data and insights to be more innovative, agile and competitive.
- [CO-RO Challenge for Danes](https://www.imd.org/degree/mba/challenges/co-ro-challenge-for-danes/) - Become an IMD MBA. Let purpose power your future. At IMD, we always want to support the best talent and are looking to award a talented young Dane a place in our MBA Class plus a full scholarship towards their tuition. This IMD MBA Assessment Challenge is a dynamic and interactive online experience during which you will
- [Student life](https://www.imd.org/degree/mba/program/participants/) - Meet IMD MBA's students and understand why we want to put together the best group of people who will work together with you during your year at IMD
- [DSI - Content & Learning](https://www.imd.org/innovation/dsi/driving-strategic-innovation/learning-journey/) - Best innovation strategy training from top-ranked, IMD business school. Discover the program schedule for all 6 days
- [DSI - Faculty](https://www.imd.org/innovation/dsi/driving-strategic-innovation/faculty/) - Best innovation strategy training from top-ranked, IMD business school. See who teaches on this innovation and technology strategy program
- [SSCL - Faculty](https://www.imd.org/supply-chain/sscl/strategic-supply-chain-leadership/faculty/) - Meet the industry expert Faculty at IMD Business School who will guide your learning journey on this Strategic Supply Chain Leadership, blended learning course.
- [Achim Plueckebaum](https://www.imd.org/executives-in-residence/achim-plueckebaum/) - Learn more about IMD Executive in Residence Achim Plueckebaum.
- [OLA - Content & Learning](https://www.imd.org/human-resources/ola/organizational-learning/learning-journey/) - Make corporate learning a key driver of business growth. Find out how at Organizational Learning in Action by top-ranked business school, IMD.
- [Axel P Lehmann](https://www.imd.org/executives-in-residence/lehmann-axel/) - Learn more about IMD Executive in Residence Axel P Lehmann.
- [Meet the team](https://www.imd.org/solutions-for-organizations/talent-solutions/meet-the-team/) - IMD's Strategic Talent team brings a wealth of experience and expertise in transformation, ambidexterity, resilience, sustainability, globalization, and more.
- [MBA and EMBA Alumni](https://www.imd.org/alumni/communities/mba-emba-alumni/) - MBA and EMBA Class Reunions Celebrating one year since graduation or coming back for a 3- 5 or 10-year reunion? We warmly welcome you back on campus. You will take part in a one and a half-day event on campus and immerse yourself in the essence of IMD and take part in compelling, opportune conferences
- [Agile strategies: solutions for leaders](https://www.imd.org/ibyimd/live-events/agile-strategies-solutions-for-leaders/) - Leading in turbulent times Agile strategies: solutions for leaders Join professor Stéphane J.G. Girod on 10 February to learn how you can use strategy to not only adapt to uncertainty but also use it to shape your company future with flexibility. The uncertain climate in which we live seems to show no sign of fading. When
- [Press Release](https://www.imd.org/centers/wcc/sustainable-trade-index/press-release/) - Press Release STI 2022
- [Our history](https://www.imd.org/about/imd-75th-anniversary/) - IMD celebrated its 75th anniversary in 2021. Find out more about some of the key events from our history as detailed in the book IMD – 75 years.
- [Ines Pöschel](https://www.imd.org/executives-fellows/ines-poschel/) - Learn more about IMD Executive Fellow Ines Pöschel
- [Measurable Impact](https://www.imd.org/solutions-for-organizations/talent-solutions/impact/) - IMD’s strapline ‘Real Learning, Real Impact’ shows how serious we are about making sure the work we do delivers real impact to our clients.
- [Strategic Talent Development](https://www.imd.org/solutions-for-organizations/talent-solutions/client-journey/) - For a talent pipeline that delivers success, we start with an evidence-based performance model that captures the factors that drive organizational performance.
- [Future-Ready Leaders](https://www.imd.org/solutions-for-organizations/talent-solutions/future-ready-leaders/) - IMD's 5s2 performance model is a whole-person, human-centered approach that focuses on the drivers of success today and tomorrow.
- [Dual Transformation](https://www.imd.org/solutions-for-organizations/talent-solutions/dual-transformation/) - IMD Strategic Talent helps existing businesses to remain competitive while identifying new business streams to disrupt the market
- [IMD MBA Fees & Expenses](https://www.imd.org/degree/mba/financing/fees-expenses/) - IMD MBA tuition fees cover all of your program and project-related expenses for the year, leaving you free to focus on making the most out of your year
- [IMD MBA Alumni](https://www.imd.org/degree/mba/career/alumni/) - IMD's network of 100,000+ global business leaders is not limited to MBA alumni - As an IMD alumni, you gain access to executive graduates from all IMD
- [NVC - Faculty](https://www.imd.org/negotiation/nvc/negotiation-course/faculty/) - See who is teaching on this hands-on negotiation course by by IMD Business School
- [Lausanne campus map](https://www.imd.org/about/campus-map/) - We are pleased to welcome you to our Lausanne campus. Find your way around by downloading the IMD Campus app from the App Store or Google Play.
- [Executive certificates & diplomas](https://www.imd.org/programs-solutions/certification/) - Build your development journey based on your evolving needs and goals When pursuing comprehensive expertise, a learning journey that develops alongside your career path, needs, and goals is essential. Our executive certificates and diplomas offer formal recognition of your continuous professional development, allowing you to immerse deeply into specific topics and advance your skills. Whether
- [Newsletter December 2023](https://www.imd.org/future-readiness-indicator/home/newsletter-december-2023/) - Seeing with New Eyes in 2024: Here’s Why Thinking About Animals Matters
- [Winners](https://www.imd.org/startup-competition/winners/) - Startup Competition Winners
- [Travel's AI Revolution: Balancing Tech and Touch](https://www.imd.org/future-readiness-indicator/home/travel-white-paper-2024/) - Discover the November 2024 white paper on the Future Readiness Indicator ranking for the travel industry
- [IMD MBA Merit Scholarships](https://www.imd.org/degree/mba/scholarships/merit-scholars-program/) - MD MBA Merit Scholarship supports the brightest STEM background MBA scholars by covering roughly 50% of their tuition expenses.
- [Forté scholarships for women](https://www.imd.org/degree/mba/scholarships/forte-scholarships-for-women/) - Forté strives to launch women into significant careers in business through access to education, career opportunities, and a strong communityn. Apply now!
- [Nestlé scholarship for women](https://www.imd.org/degree/mba/scholarships/nestle-scholarship-for-women/) - Scholarship applications are through your admissions application form. We recommend that you evaluate the investment needed and various financing options.
- [IMD MBA5 Scholarship](https://www.imd.org/degree/mba/scholarships/mba5/) - Apply for an MBA scholarships worth CHF 50,000 each. Merit-based awards for ambitious leaders with academic excellence and international experience.
- [Future Readiness in the Era of Adaptability](https://www.imd.org/future-readiness-indicator/home/automotive-finance-cpg-2025/) - Discover the May 2025 white paper on the Future Readiness Indicator rankings for the automotive, financial services and CPG industry.
- [Finance](https://www.imd.org/ibyimd/finance/) - Gain strategic insight into the future of finance with expert guidance on digital transformation, sustainability, and geopolitical disruption for modern leaders.
- [Built for shocks: The companies that keep winning when the game changes](https://www.imd.org/future-readiness-indicator/home/technology-pharmaceutical-fashion-2025/) - Built for shocks: The companies that keep winning when the game changes
- [Book Club](https://www.imd.org/ibyimd/book-club/) - Book Club Book Club In our webinar series, we feature one recently-released book every month. From the personal journeys of senior executives and the new drivers of competitive advantage in the digital era, to sustainable business and how leaders and organizations can maximize the talents and well-being of people in the workplace. DownloadSave Book Club
- [Subscribe to I by IMD+](https://www.imd.org/ibyimd/subscribe-plus/) - Subscribe to I by IMD+ for CHF120/year and get full access to expert insights, videos, BookClub events, live sessions, and interactive learning content.
- [IAIT - Team Offer](https://www.imd.org/digital-transformation/iait/innovate-ai-technologies/team-offer/) - Work with your team to discover how you can drive business growth with new technologies such as AI, Robotics and IoT with Innovate with AI and Tech
- [Media Archives](https://www.imd.org/future-readiness-indicator/home/media-archives/) - Discover The Future Readiness Indicator Media Archives and find all publications by external medias
- [Research Information & Knowledge Hub](https://www.imd.org/research-knowledge/research-information-knowledge-hub/) - Phone +41 (0)21 618 03 66 More information on accessing IMD's campus is here: https://www.imd.org/why-imd/campusmap/
- [Best Practice in Sustainable Business Transformation](https://www.imd.org/ibyimd/i-by-imd-best-practice-in-sustainable-business-transformation/) - Explore IMD’s Best Practices in Sustainable Business Transformation—strategic frameworks, real-world insights, and actionable guidance for lasting impact.
- [The Big Deal Of mRNA Technology After The Covid Vaccine In 2023](https://www.imd.org/future-readiness-indicator/home/the-big-deal-of-mrna-technology-after-the-covid-vaccine-in-2023/) - A previous version was initially published by Forbes. People might know mRNA technology because it’s used to make the COVID-19 vaccine possible. But this is also a new way to discover drugs. All life forms on earth share the following structure: They have DNA that encodes genetic instructions. It sits inside the nucleus of a cell
- [Coca-Cola’s Unexpected Mix](https://www.imd.org/future-readiness-indicator/home/coca-cola-mix/) - "Discover Coca-Cola's future-ready mix and its implications for business readiness. Learn how this global brand is preparing for the future business landscape.
- [What We Can Learn About Strategy from Xbox in the Gaming Industry](https://www.imd.org/future-readiness-indicator/home/microsoft-xbox-strategy-analysis/) - Even if you don’t play video games yourself, someone close to you probably does, considering the video game industry ($220 billion) generates far more revenue than the film industry ($100 billion). The lost years of the Covid pandemic drove growth, as did the many ways to play games these days—on consoles, PCs, mobile devices, streaming
- [Newsletter September 2024](https://www.imd.org/future-readiness-indicator/home/the-one-question-amazon-asks/) - The One Question Amazon Asks That You Should Too
- [Being future-ready isn’t a luxury](https://www.imd.org/future-readiness-indicator/home/being-future-ready/) - The most successful future-ready organizations operate on dual horizons. They continue to perform while transforming and exploiting their core business.
- [Weight Loss Stocks vs. AI: How Eli Lilly Outpaces Nvidia—Here Is One Chart Being future-ready isn’t a luxury](https://www.imd.org/future-readiness-indicator/home/how-eli-lilly-outpaces-nvidia/) - IMD Future Readiness Indicator - Weight Loss Stocks vs. AI: How Eli Lilly Outpaces Nvidia—Here Is One Chart
- [Two Charts Show Presidential Productivity Doesn’t Depend on Early Rising](https://www.imd.org/future-readiness-indicator/home/two-charts-show-presidential-productivity/) - IMD Future Readiness Indicator - The myth of superhuman productivity, forget about the 5 a.m. alarm.
- [How a 30-Year-Old Chart Explains Intel’s Fall, Nvidia’s Rise, and DeepSeek’s Disruption](https://www.imd.org/future-readiness-indicator/home/deepseek-disruption/) - Timeless Lessons From Clay—And a Gift to the World
- [Achieve Light Speed Like Nvidia. Welcome to Work Atomization.](https://www.imd.org/future-readiness-indicator/home/achieve-light-speed-like-nvidia/) - The Invisible Bottleneck That’s Killing Your Career—and 5 Steps to Shatter It Today.
- [The Two Sides of Musk: Iconoclast and Ineptocrat](https://www.imd.org/future-readiness-indicator/home/the-two-sides-of-musk/) - How Elon inspires so much rage in the classroom, dominates electric cars and rockets, yet flounders at X.
- [The Concept of Leap](https://www.imd.org/future-readiness-indicator/home/the-concept-of-leap/) - A crisis often accelerates existing trends. It reveals what the most urgent matters are. Despite a looming recession, there are secular trends that are neither seasonal nor cyclical; they are deep trends that keep a consistent pace of development over a long period time. They are evident to senior executives everywhere. No carmaker, for instance,
- [FR Fashion Comparison](https://www.imd.org/fashion-comparison-2025/)
- [Latest Rankings May 2025](https://www.imd.org/future-readiness-indicator/home/latest-rankings-may-2025/) - Discover the Future Readiness latest rankings. They analyse various strategic approaches in the Automotive, Consumer Packaged Goods and Financial industry
- [FR Pharma Comparison](https://www.imd.org/pharmaceuticals-comparison-2025/)
- [Latest Rankings November 2024](https://www.imd.org/future-readiness-indicator/home/latest-rankings-november-2024/) - Discover the Center for Future Readiness latest rankings. They analyse various strategic approaches in Automotive, Financial Services and Consumer Package Goods
- [MP - Content & Learning](https://www.imd.org/leadership/mp/team-leadership-program/learning-journey/) - Transform the very essence of who you are as a leader through this highly experiential advanced leadership development program.
- [FL - Faculty](https://www.imd.org/management/fl/future-leaders-program/faculty/) - Meet Professor Cyril Bouquet, Program Director of IMD's Future Leaders program
- [DSI - Impact](https://www.imd.org/innovation/dsi/driving-strategic-innovation/impact/) - Looking for an innovation strategy program that will boost your business? Discover Driving Strategic Innovation program from top-ranked business school IMD
- [TBL - Faculty](https://www.imd.org/management/tbl/business-leadership-training/faculty/) - Want business leadership training to manage change in your organization? Discover expert faculty teaching you on Transition to Business Leadership from IMD Business School
- [AI and Digital Transformation](https://www.imd.org/ibyimd/artificial-intelligence/) - Explore how AI and digital transformation combine human skills and tech to drive innovation, growth, and business model reinvention.
- [Eric Nicolas  ](https://www.imd.org/executive-in-residence/eric-nicolas/) - Executive in Residence Eric Nicolas is an accomplished COO and CFO with demonstrated success in enabling sustainable business growth across the world.
- [Our Story](https://www.imd.org/about/our-story/) - Challenging what is and inspiring what could be, we develop leaders who transform organizations and contribute to society.
- [Alumni](https://www.imd.org/alumni/) - Spread across the globe, the IMD Alumni Community comprises more than 145,000 leaders and executives from over 180 countries working across a huge range of industries. No matter where you are, you can stay connected to each other and IMD – in-person or online – forging ties that will help you to grow personally and
- [TBL - Content & Learning](https://www.imd.org/management/tbl/business-leadership-training/learning-journey/) - Discover the four week long learning journey participants on our Transition to Business Leadership Program take, make your next move successful
- [Why IMD?](https://www.imd.org/about/why-imd/) - A rich ecosystem We partner and collaborate with numerous key players including Enterprise for Society (E4S), B-Lab, the World Business Council for Sustainable Development, Business Schools for Climate Leadership, the Global Network for Advanced Management, the Family Business Network (FBN), The Female Quotient, and The Boardroom.
- [Privacy Policy](https://www.imd.org/settings/privacy/) - 1) IMD’s role and contact details IMD’s main establishment is the International Institute for Management Development (IMD), a Swiss-based foundation established in Lausanne, Vaud, that may be contacted with the following information: IMD - International Institute for Management Development Chemin de Bellerive 23 CH – 1007 Lausanne privacy@imd.org IMD operates two branches in Singapore and
- [I by IMD Best Practice in Governance](https://www.imd.org/ibyimd/i-by-imd-best-practice-in-governance/) - Explore IMD’s guide to board excellence—four pillars of governance, real-world insights, and a tribute to visionary leader Hanne de Mora.
- [Leading the Sustainable Business Transformation](https://www.imd.org/ibyimd/leading-the-sustainable-business-transformation/) - IMD Books Leading the Sustainable Business Transformation A playbook from IMD to plan, execute, and showcase corporate sustainability Edited by two renowned thought leaders on sustainable business transformation Contributing writers from over 30 IMD faculty Foreword by David Bach, President and Nestlé Professor of Strategy and Political Economy at IMD and Michel Demaré, Chairman of
- [I by IMD’s Best Practice in Leadership](https://www.imd.org/ibyimd/i-by-imds-best-practice-in-leadership/) - Master authentic leadership, team building & decision-making with insights from IMD faculty, CEOs & experts. Real tools for today’s leadership challenges.
- [I by IMD Best Practice in Strategy](https://www.imd.org/ibyimd/i-by-imd-best-practice-in-strategy/) - IMD Books I by IMD Best Practice in Strategy From adaptive thinking to real-world transformation – master the tools and mindsets that drive strategic impact. This collection from I by IMD brings together conceptual frameworks and field-tested insights to help leaders navigate complexity, make better decisions, and implement lasting change. Part 1 offers practical tools
- [Contact WCC](https://www.imd.org/world-competitiveness-center/contact/)
- [Personalized leadership journey](https://www.imd.org/personalized-leadership-journey/) - IMD x Meridian Systems Executive Education Your personalized development journey Astrid Bergström Vice President Advanced Manufacturing Systems Europe A personalized development journey powered by AI, designed exclusively for Merideian Systems' senior leaders across precision robotics, automated assembly, and smart factory solutions Your leadership profile Personalized development journey Your personal AI advisor Helping you implement Personalized
- [Transformational leadership style](https://www.imd.org/transformational-leadership-style/) - Your assessment reveals a strong transformational leadership approach - characterized by inspiring vision, intellectual stimulation, and individualized consideration. What this means Transformational leaders drive change by creating compelling visions of the future and empowering their teams to achieve extraordinary results. You naturally inspire others through your enthusiasm, optimism, and ability to articulate a clear direction
- [Saved Stories](https://www.imd.org/ibyimd/my-account/saved-stories/) - Account – Saved Stories Logout
- [Contact China Initiative](https://www.imd.org/china-initiative/contact/)
- [National CEO Custom Program](https://www.imd.org/solutions-for-organizations/clients/national-ceo/impact-story/) - The National CEO program is an initiative launched by the Public Private Partnership Taskforce (Sharaka). Check out the results of this IMD partnership!
- [SNCF Custom Program](https://www.imd.org/solutions-for-organizations/clients/sncf/impact-story/) - SNCF wanted to engage a group of managers in rethinking the organization through an inspirational, explorative and disruptive approach. Check how IMD did it!
- [Mars Petcare Custom Program](https://www.imd.org/solutions-for-organizations/clients/mars-petcare/impact-story/) - Mars Petcare wanted to guarantee long-term growth for future. In order to realize its vision, IMD had to transform and drive the company in the right direction.
- [GSK Custom Program](https://www.imd.org/solutions-for-organizations/clients/gsk/impact-story/) - Science-led global healthcare company, GSK came to IMD with the desire to helpleaders manage the paradoxes around today’s complex and ambiguous environment.
- [Heineken Custom Program](https://www.imd.org/solutions-for-organizations/clients/heineken/impact-story/) - The E2E SC Leader program was organized as part of an excellent collaboration between IMD and Heineken. Check the full story of this custom program here!
- [ABB Custom Program](https://www.imd.org/solutions-for-organizations/clients/abb/impact-story/) - IMD has launched a series of highly-personalized programs, bringing the quality of its top-ranked learning, to the offices of executives of ABB worldwide.
- [dtac Custom Program](https://www.imd.org/solutions-for-organizations/clients/dtac/impact-story/) - See dtac's transformational experience of working with IMD Business School on a cultural journey to shift their organizational mindset and empower employees.
- [UniCredit Custom Program](https://www.imd.org/solutions-for-organizations/clients/unicredit/impact-story/) - UniCredit arrived at IMD with the desire to strive for excellence, aligning their leaders, both current and future with their new strategy. Read the results!
- [Stora Enso Custom Program](https://www.imd.org/solutions-for-organizations/clients/stora-enso/impact-story/) - Stora Enso and IMD partnered up to create a new challenge: engage a group of senior managers in rethinking the business and challenging the status quo.
- [Neste Custom Program](https://www.imd.org/solutions-for-organizations/clients/neste/impact-story/) - IMD and Neste collaborated on four L&D programs to enable the company’s transformation journey. Learn how the progran worked and its impact.
- [Valmet Custom Program](https://www.imd.org/solutions-for-organizations/clients/valmet/impact-story/) - Valmet turned to IMD to develop and deploy a leadership journey for their senior managers and high potentials in unison. Check the results of this partnership!
- [Turkcell: Turbocharging a Digital Business Transformation](https://www.imd.org/solutions-for-organizations/clients/turkcell/impact-story/) - Turkcell and IMD co-create a unique custom program: Turbocharging a digital business transformation. Read more about this unique learning journey.
- [NCC: Building the sum of the parts](https://www.imd.org/solutions-for-organizations/clients/ncc/impact-story/) - How Nordic construction group shaped itself into an integrated company, leveraging its strengths and empowering its people. NCC's experience working with IMD.
- [Absa Custom Program](https://www.imd.org/solutions-for-organizations/clients/absa/impact-stories/) - Through its partnership with IMD, Absa developed a talent experience to support the organization’s transformation and stimulate an entrepreneurial culture.
- [SCB Custom Program](https://www.imd.org/solutions-for-organizations/clients/scb/impact-story/) - SCB partnered with IMD to develop an integrated L&D offering that engaged every layer across the bank’s structure. Read the full story of this custom program!
- [AIA Custom Program](https://www.imd.org/solutions-for-organizations/clients/aia/impact-story/) - The impact of this series of workshops has been significant. Together, AIA, ALC and IMD decided= to really make Investments resilient for the future.
- [Partnerships](https://www.imd.org/about/imd-partnerships/) - IMD is proud to follow international standards of excellence and innovation. We hold several top partnerships worldwide.
- [Julius Baer Custom Program](https://www.imd.org/solutions-for-organizations/clients/julius-baer/impact-story/) - To ensure future success, Julius Baer join hands with IMD to co-create a new team leader program based on an adaptive leadership framework to help team leaders.
- [DNB Custom Program](https://www.imd.org/solutions-for-organizations/clients/dnb/impact-story/) - DNB and IMD co-create a unique custom program: building a culture of collaboration, through action learning. Keep reading and see the result of the partnership.
- [OCP Custom Program](https://www.imd.org/solutions-for-organizations/clients/ocp/impact-stories/) - IMD, ABS and OCP co-create a custom program aimed to develop talent by interweaving theory and practice to help OCP accelerate its shift to the next S-curve.
- [Bank Mandiri Custom Program](https://www.imd.org/solutions-for-organizations/clients/bank-mandiri/impact-story/) - See Bank Mandiri's experience working with IMD Business School
- [The LEGO Group Custom Program](https://www.imd.org/solutions-for-organizations/clients/lego-group/impact-story/) - The LEGO Group and IMD co-create a unique custom program: Building the leadership playground for employees and managers. Read more about the program's impact!
- [Bayer Custom Program](https://www.imd.org/solutions-for-organizations/clients/bayer/impact-story/) - Discover how Bayer was able to revamp its leadership development, which helped the conglomerate create a new culture of performance management.
- [Securitas AB Custom Program](https://www.imd.org/solutions-for-organizations/clients/securitas/impact-story/) - Global security specialist Securitas AB embraced a new era of predictive security through a focus on innovation – enabled through a 5-year partnership with IMD.
- [The Hilti Group](https://www.imd.org/solutions-for-organizations/clients/hilti-group/impact-story/) - The relationship between Hilti and IMD took another step forward in 2023 with the launch of Hilti IMD MBA Scholars Program. Read more about this partnership!
- [PED - Impact](https://www.imd.org/management/ped/general-management-course/impact/) - Want a general management and leadership program that delivers a guaranteed positive impact on you and your business? Check our Program for Executive Development by IMD Business School
- [PED - Content & Learning](https://www.imd.org/management/ped/general-management-course/learning-journey/) - Get full general management and leadership training in one program at IMD business school.
- [Research & Knowledge Home](https://www.imd.org/research-knowledge/) - Discover IMD's latest and most up to date thought leadership articles and research & knowledge resources
- [About I by IMD](https://www.imd.org/ibyimd/about/) - I by IMD is published by IMD Business School, ranked #1 for Executive Education by the FT. Delivering deep insights from global business leaders and experts.
- [Faculty](https://www.imd.org/leadership/iecc/executive-coaching-certificate/faculty/) - Benefit from IMD's world-leading expertise on your learning journey towards becoming an ICF Certified Coach with IMD Business School.
- [Content & Learning](https://www.imd.org/leadership/iecc/executive-coaching-certificate/learning-journey/) - Build the essential skills and knowledge you need to be an effective coach. Discover the learning journey on this Executive Coaching program.
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- [LBC - Faculty](https://www.imd.org/leadership/lbc/leading-behavioral-change-online-course/faculty/) - Discover expert faculty teaching you on Leading Behavioral Change, an immersive, highly practical online program by IMD Business School
- [IMD Careers](https://www.imd.org/about/jobs-at-imd/) - Find here the open positions at IMD
- [Supply Chain Programs](https://www.imd.org/supply-chain-programs/) - Become a master of Supply Chain. Explore the power of digitalization, strategic sourcing, and changing technologies with our Supply Chain programs.
- [About | Diversity, equity & inclusion ](https://www.imd.org/about/diversity-equity-inclusion/) - Our journey IMD’s own diversity, equity, and inclusion journey: taking conscious action We strive to ensure that IMD is free from discrimination based on race, color, national or ethnic origin, ancestry, age, religion, disability, sex, gender identity, sexual orientation, or any other characteristic. Our goal is that IMD will be a safe and welcoming place
- [Terms & Conditions](https://www.imd.org/settings/terms-conditions/) - General Terms and Conditions for IMD Programs Welcome to IMD – International Institute for Management Development. We are a foundation duly organized and validly existing under the laws of Switzerland with its registered office at Chemin de Bellerive 23, 1007 Lausanne, Switzerland (“IMD”). To meet both the professional and academic objectives, the IMD General Terms
- [Podcasts](https://www.imd.org/ibyimd/podcasts/) - Leaders Unplugged https://www.imd.org/wp-content/uploads/2025/09/250910_Leaders-Unplugged_Ep10_REV01_128kbps.mp3Podcast available How Maersk is rewriting the rules of shipping decarbonization – through collaboration, purpose, and placing big bets on the fuels of the future. … Apple Spotify I by IMD Podcast Discover transformative insights with I by IMD podcasts. Each episode puts you in touch with world-class thought leaders exploring the ever-evolving
- [Best practice: Strategy](https://www.imd.org/ibyimd/best-practice-strategy-audio-articles/) - This collection of 10 essential strategy audio articles will transform your downtime into development time.
- [Press release](https://www.imd.org/centers/wcc/talent-ranking/press-release/) - Senior talent prioritize pay over cultural fit in unpredictablegeopolitical climate, finds 2025 IMD World Talent Ranking Lausanne, Tuesday 9 September 2025 – Executives motivated to relocate for work are being driven by global uncertainty, with major implications for companies and economies, the 2025 IMD World Talent Ranking finds. Financial security and tangible benefits are now
- [Geopolitical Radar to Guide Global Business](https://www.imd.org/ibyimd/geopolitics-geopolitical-radar-to-guide-global-business/) - New IMD research 2025 From Blind Spots to Insights: Enhancing Geopolitical Radar to Guide Global Business In an era of rising economic nationalism and intensifying rivalries, business leaders with extensive cross-border operations must develop sharper agility and foresight. Their ability to make informed decisions in this volatile environment hinges on the strength of their so-called
- [Mind the gap](https://www.imd.org/ibyimd/artificial-intelligence-mind-the-gap/) - New IMD research 2025 Mind the Gap Addressing the risk of bias in Generative AI Accelerating integration of Generative AI (GenAI) will drive massive productivity gains, potentially adding trillions to the global economy. But even as organizations look to leverage its promise, the imperative to address bias in training data, algorithms and outputs is becoming
- [Economy Profiles](https://www.imd.org/centers/wcc/digital-ranking/country-profiles/) - Deep dive into the results of the 2025 Digital Competitiveness Rankings, compiled through extensive research by the IMD World Competitiveness Center.
- [Documents](https://www.imd.org/centers/wcc/digital-ranking/documents/) - All documents to download Please find below various documents to download concerning the 2024 IMD World Digital Competitiveness Ranking
- [Documents](https://www.imd.org/centers/wcc/talent-ranking/documents/) - Report Press Release Download the press release here Charts, Tables & Figures The ZIP folders in the sections below contain various graphics and tables.
- [AMP - Faculty](https://www.imd.org/management/amp/advanced-management-program/faculty/) - Meet Goutam Challagalla, Professor of Strategy and Marketing & Program Director of IMD Advanced Management Program
- [Winning with AI](https://www.imd.org/ibyimd/winning-with-ai/) - Winning with AI - IMD business leader’s guide to AI is a 2025 playbook to win with AI by shaping strategy, managing risks, and driving competitive advantage.
- [MBA 1988 Class](https://www.imd.org/mba50-anniversary-alumnilist/1988/) - MBA 1988 Alumni list
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- [The Token Economy, Cryptocurrencies and CBDCs](https://www.imd.org/ibyimd/live-events/the-token-economy-cryptocurrencies-and-cbdcs/) - Inspiration, a special mini-series with Lorange Network & IMD The Token Economy, Cryptocurrencies and CBDCs Professor Arturo Bris Register below Blockchain technology has brought about a profound transformation in our monetary system. Through our ability to tokenize and monetize almost anything, a new financial system arises with cryptocurrencies, whether private or public, at the center.
- [BGS - Faculty](https://www.imd.org/strategy/bgs/business-growth-strategy/faculty/) - Meet Professor Howard Yu, Director of IMD's Business Growth Strategies online course and award-winning author of the book LEAP.
- [Featured partner content 2025](https://www.imd.org/ibyimd/featured-partner-content-2025/) - Featured partner content Content created by and for Report Industrial AI x Sustainability A New Pace of Change A new report explores how industrial AI is helping organizations realize their sustainability goals. With new data from over 200 senior executives and expert insights – from the Cambridge Institute for Sustainability Leadership, ETH AI Center, TU Berlin and
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- [Library](https://www.imd.org/ibyimd/library/) - Book Club Explore the archive January 17, 2025 • by Julia Binder, Knut Haanaes in Library IMD’s Julia Binder and Knut Haanaes explore how aligning purpose with profit, fostering innovation, and building resilience, can help companies embed sustainability into business strategy…. August 30, 2024 • by Julia Binder, Manuel Braun in Library Julia Binder and
- [DSB - Content & Learning](https://www.imd.org/governance/dsb/esg-board-training/learning-journey/) - This program draws heavily on experiential and interaction-based learning. It immerses you in real-world situations and provides insights from case studies that allow you to fully grasp the complexities ESG brings to your role. Diverse IMD faculty, guest speakers and activists will share their broad perspectives on this complex topic. The program unfolds in three
- [Inspiration](https://www.imd.org/ibyimd/inspiration/) - Home About Library Inspiration Published March 28, 2022 Webinar series About A webinar mini-series hosted by IMD Honorary President Peter Lorange together with IMD Faculty and special guests. The series explored various trending topics, with each event held in a conversational style between the host and panelists. Inspiration series Combine technology and people for design
- [Leading in Turbulent Times](https://www.imd.org/ibyimd/leading-in-turbulent-times/) - Webinar series Leading in Turbulent Times 15 November 2024 • by Anand Narasimhan in Leading in Turbulent Times IMD Dean of Research, Anand Narasimhan, shares his insights on fostering a resilient, empowered, and engaged workforce. … 11 October 2024 • by Patrick Reinmoeller in Leading in Turbulent Times IMD Professor of Strategy and Innovation Patrick
- [Lead the change for sustainable business transformation](https://www.imd.org/ibyimd/lead-the-change-for-sustainable-business-transformation/) - New IMD research 2025 Lead the Change Driving sustainable business transformation in Europe The urgency to push past challenges to drive sustainable business transformation in Europe has never been greater. IMD and Capgemini Invent launched an extensive research initiative to delve into the complexities of how businesses are transforming in the name of sustainability. This
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- [Your First 90 Days Program - EMBA Alumni offer](https://www.imd.org/leadership/f90d/the-first-90-days/emba-offer/) - Your First 90 Days Program - EMBA Alumni offer
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- [Navigating your Family Enterprise into the future - Webinar](https://www.imd.org/family-business/lfb/leading-your-family-business/webinar/) - Navigating your Family Enterprise into the future Webinar
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- [The AI-Centered Enterprise Reshaping Organizations with Context Aware AI](https://www.imd.org/ibyimd/the-ai-centered-enterprise-reshaping-organizations-with-context-aware-ai/) - This book explores how context-aware AI is transforming organizations, enabling smarter collaboration, and redefining the future of enterprise success
- [HPL Alumni](https://www.imd.org/alumni/communities/high-performance-leadership/) - Let's connect Chapters are active in several cities, with more forming every year. If you’d like to join a chapter’s event or help launch one in your area, we welcome you to get involved by reaching out to us (alumni.relations@imd.org), or make sure you are a part of the LinkedIn Group (https://www.linkedin.com/groups/3946587/)
- [AI Literacy Quiz](https://www.imd.org/ibyimd/ai-literacy-quiz/) - AI Literacy Quiz Published February 24, 2025 Welcome to your AI Literacy Quiz AI’s ability to process and generate language, images, audio, and other things, combined with its capacity to learn and adapt, positions it as a transformative agent that will reshape nearly every aspect of our lives. That's why AI literacy is
- [Robert Mardini](https://www.imd.org/executives-in-residence/mardini-robert/) - Get to know Robert Mardini, Executive in Residence at IMD
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- [OLA - Faculty](https://www.imd.org/human-resources/ola/organizational-learning/faculty/) - Meet your Program Director Shlomo Ben-Hur has worked with Boards, CEOs, executive teams, and businesses across the globe to develop their people strategy, leadership capabilities, teams and their overall organizational culture and performance. His research, teaching and consulting activities are focused on the psychological and cultural aspects of leadership, and the strategic and operational elements
- [NVC - Impact](https://www.imd.org/negotiation/nvc/negotiation-course/impact/) - See the lasting value of this negotiation course by IMD Business School, on the careers of former participants
- [NVC - Content & Learning](https://www.imd.org/negotiation/nvc/negotiation-course/learning-journey/) - Learn new negotiation techniques and apply them in simulation exercises with this short and intensive negotiation course by IMD Business School
- [LFO - Impact](https://www.imd.org/family-business/lfo/leading-your-family-office/impact/) - Get the right structure for your single family office. Best family wealth management program with IMD business school, Switzerland
- [LFO - Faculty](https://www.imd.org/family-business/lfo/leading-your-family-office/faculty/) - A unique 4-day learning journey for Single Family Offices. See who teaches on this top family office program
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- [SF - Impact](https://www.imd.org/finance/sf/strategic-finance-course/impact/) - Looking for a strategic finance program that boosts your decision-making skills? Discover Strategic Finance from IMD Business School
- [DI - Faculty](https://www.imd.org/innovation/di/disruptive-innovation-course/faculty/) - IMD Professor William A. Fischer, Professor of Innovation Management, delivers this personalized online course in Innovation over 5 weeks.
- [HPB - Faculty](https://www.imd.org/governance/hpb/board-governance/faculty/) - Best board governance training from top-ranked, IMD business school. See who teaches on this top corporate governance program
- [SE - Faculty](https://www.imd.org/strategy/se/strategy-execution-course/faculty/) - IMD Professor of Strategy and Organization, Bettina Buchel delivers this innovative, personalized Strategy Execution online course
- [ST - Faculty](https://www.imd.org/strategy/st/online-course-strategy/faculty/) - Meet Professor Stefan Michel, Program Director of IMD's Strategic Thinking online program
- [FRS - Faculty](https://www.imd.org/strategy/sfr/strategy-for-future-readiness-program/faculty/) - Building future readiness for you, your team and your organization. Meet your program directors Mark Greeven and Howard Yu.
- [SFR - Content & Learning](https://www.imd.org/strategy/sfr/strategy-for-future-readiness-program/content-learning/) - Discover your learning journey and gain strategic insight into how to future-proof yourself, your team, and your organization.
- [DSB - Faculty](https://www.imd.org/governance/dsb/esg-board-training/faculty/) - Best ESG board governance training from top-ranked, IMD business school. See who teaches on this top corporate governance program
- [DAC - Faculty](https://www.imd.org/digital-transformation/dac/digital-accelerator/faculty/) - Learn with digital and AI experts from IMD Business School. Let them help you with your business transformation
- [BAL - Faculty](https://www.imd.org/digital-transformation/bal/business-analytics-course/faculty/) - Explore Business Analytics for Leaders with our world-renowned faculty, discover the very latest trends in the world of Big Data and Analytics.
- [IAIT - Impact](https://www.imd.org/digital-transformation/iait/innovate-ai-technologies/impact/) - Hear exactly what participants on Innovate with AI and Tech had to say and read more about what they learnt from this business technology and AI program.
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- [F90D - Faculty](https://www.imd.org/leadership/f90d/the-first-90-days/faculty/) - Starting a new leadership role? Make your first 90 days a success. Discover expert faculty teaching you on this NEW leadership transition program from IMD
- [SL - Faculty](https://www.imd.org/leadership/sl/women-leadership-program/faculty/) - According to new research by top-ranked business school IMD, women thrive at business. Realize your career goals with Strategies for Leadership program
- [LHPT - Faculty](https://www.imd.org/leadership/lhpt/leading-high-performance-teams/faculty/) - Work with expert faculty to improve your team leadership skills with IMD's Leading High-Performance Teams program.
- [LHPT - Content & Learning](https://www.imd.org/leadership/lhpt/leading-high-performance-teams/learning-journey/) - Discover your team leadership learning journey and how the Leading High-Performance Teams program will impact you and your team
- [MP - Faculty](https://www.imd.org/leadership/mp/team-leadership-program/faculty/) - Program Director Ginka Toegel is an expert on leadership development of executives, the dynamics of top management teams, and issues related to diversity, equity, and inclusion.
- [TBL - Impact](https://www.imd.org/management/tbl/business-leadership-training/impact/) - Looking for a leadership training program that makes a long-term impact on you and your business? Discover Transition to Business Leadership from IMD Business School
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- [Fashion Industry 2024](https://www.imd.org/future-readiness-indicator/home/fashion-industry-2024/) - Tariffs, tech, and couture: How Trump, AI, and sustainability are turning the fashion world upside down, the 2024 results for future ready fashion companies.
- [MBG - FAQ](https://www.imd.org/governance/mbg/mastering-board-governance/faq/) - Find out how the SID Directors Accreditation Programme works for participants in IMD’s Mastering Board Governance program.
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- [WSS - Content & Learning](https://www.imd.org/sustainability/wss/sustainability-strategy-course/learning-journey/) - Are you wondering how to embed sustainability into the core of your business? Discover how to evaluate your sustainability program and make it successful.
- [IMD-7-2465 | Rio Tinto: Everyday Respect (A)](https://www.imd.org/onlinecases/imd-7-2465/)
- [MSC - Overview](https://www.imd.org/msc/master-degree/sustainable-management-technology/) - Master sustainability. Start your Master of Science in Sustainable Management and Technology, and benefit from the expertise of IMD, the University of Lausanne and EPFL.
- [World Competitiveness Ranking 2025](https://www.imd.org/ibyimd/world-competitiveness-ranking-2025/) - Explore highlights from the IMD 2025 World Competitiveness Ranking and learn how strategy, policy, and business acumen shape success in a fragmented world.
- [Best practices: Leadership](https://www.imd.org/ibyimd/best-practices-leadership-audio-articles/) - Audio articles Essential listening Use your downtime to develop as a leader Listen to expertly curated leadership articles designed to sharpen your edge, challenge your thinking, and drive impactful decisions. Whether you’re commuting, exercising or prefer to gain insights on the go, this collection of 10 essential leadership audio articles will transform your downtime into
- [How Future-Ready Companies Can Weather The Downturn](https://www.imd.org/future-readiness-indicator/home/how-future-ready-companies-can-weather-the-downturn/) - How future-ready companies can weather the downturn
- [Scenario Principles: Getting more comfortable with uncertainty](https://www.imd.org/ibyimd/live-events/scenario-principles-getting-more-comfortable-with-uncertainty/) - Leading in turbulent times Scenario principles: Getting more comfortable with uncertainty Professor Patrick Reinmoeller Register below Whether it’s a polycrisis or permacrisis, leaders need to be prepared to face uncertainty. When leading strategy of current core businesses or future growth businesses, asking “What if?” is imperative. Done well, scenario approaches will achieve this. Unfortunately, all
- [Finance 2024](https://www.imd.org/future-readiness-indicator/home/financial-services-2024/) - Discover which companies are leading in the financial services industry with IMD's Future Readiness Indicator. Learn who's winning the readiness race!
- [Geopolitics](https://www.imd.org/ibyimd/geopolitics/) - The era of predictable, rules-based global integration is ending. As uncertainty rises and new power dynamics emerge, the stakes for leaders and organizations have never been higher.
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- [Twin Transformation](https://www.imd.org/ibyimd/twin-transformation/) - IMD Books Twin Transformation A compelling business novel exploring how companies can merge AI and sustainability and achieve competitive advantage. Have you ever wondered why AI and sustainability seem so promising, yet so often fail to take off inside traditional companies? Or why, despite their potential synergy, AI and sustainability are so rarely pursued together?
- [Twin Transformation](https://www.imd.org/beta-ibyimd/twin-transformation/) - IMD Books Twin Transformation A compelling business novel exploring how companies can merge AI and sustainability and achieve competitive advantage. Have you ever wondered why AI and sustainability seem so promising, yet so often fail to take off inside traditional companies? Or why, despite their potential synergy, AI and sustainability are so rarely pursued together?
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- [Elementor Page #248492](https://www.imd.org/elementor-page-248492/) - Strategy CEO Dialogue Jean-François Manzoni, Professor of Leadership and Organizational Development, hosts frank discussions with CEOs of companies including Nestlé, AstraZeneca and many more. Full series here The Interview With great power comes great responsibility. Leaders of organizations from Alvanon to Zurich Zoo share insights on their own journeys. Live Events Relives Leading in Turbulent
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- [Home](https://www.imd.org/ibyimd/home/) - Ideas and inspirationfor business leaders I by IMD is a business intelligence platform designed for today’s leaders. We deliver expert-led insights, diverse perspectives, and practical learning tools to help decision-makers navigate critical business challenges. Audio available Effective DE&I strategies are proven to enhance performance, yet they still face resistance – perhaps now more than ever.
- [Textual Analysis](https://www.imd.org/future-readiness-indicator/home/textual-analysis/) - How does artificial intelligence help us understand companies better than ever before? Artificial intelligence (AI) enables us to gain deeper insights into companies by analyzing textual information, uncovering patterns in language style, and capturing nuanced discussions around specific topics. AI-driven methodologies allow us to explore not just what executives or media say about companies, but
- [Tesla and BYD are Pulling Ahead of Rest](https://www.imd.org/future-readiness-indicator/home/tesla-and-byd-pulling-ahead-of-rest/) - This article was originally posted in the South China Morning Post. It’s clear that the market is experiencing a seismic shift and we need to react accordingly,” Uber CEO Dara Khosrowshahi wrote. The shift is in the collapse of tech stocks this year. From Netflix and Spotify to Coinbase and Robinhood, they have all lost more
- [How Roblox Beats Facebook](https://www.imd.org/future-readiness-indicator/home/how-roblox-beats-facebook/) - If you have school-age children in America, there's a big chance you're familiar with Roblox. It is a gaming company that many users under 18 enjoy. Most of its games are accessible on mainstream devices like PCs, phones, and game consoles. At the latest developer conference, Dave Baszucki (Roblox's CEO) announced that the company would start testing
- [Why ChatGPT won't crash and burn like IBM Watson](https://www.imd.org/future-readiness-indicator/home/why-chatgpt-wont-crash-and-burn-like-ibm-watson/) - An earlier version was published by City A.M. Chat GPT - A Future-Ready Business Solution Not a day goes by without someone judging the performance of ChatGPT. And ChatGPT is not ready yet. We all know that. A major problem with it - and all other large-language models - is that they are often inaccurate or
- [Can We Ever Break The iPhone Monopoly?](https://www.imd.org/future-readiness-indicator/home/can-we-ever-break-the-iphone-monopoly/) - An earlier version of this article was published by City A.M. Apple has built a strong stable of services, all pushing towards iPhones and Mac computers. It is rock solid monopoly pushing prices up above what is reasonable. Future-Ready Strategies for Tech Giants For decades, Silicon Valley has represented success, demonstrating a financial output higher than
- [Newsletter July 2023](https://www.imd.org/future-readiness-indicator/home/newsletter-july-2023/) - The Cost of Stubbornness: Parallels Between Warfare and Business In April 1964, the communist North was sending troops marching down to Ho Chi Minh in the South. The CIA predicted that South Vietnam would fall within a year. The dominant theory was that a war was needed to contain communism from spreading in Southeast Asia.
- [Newsletter January 2024](https://www.imd.org/future-readiness-indicator/home/newsletter-january-2024/) - Be that ecstatic awe chaser and beat burnout. Discover our January 2024 newsletter.
- [Consumer Packaged Goods 2024](https://www.imd.org/future-readiness-indicator/home/consumer-packaged-goods-2024/) - Discover IMD's 2024 - Future Readiness Indicator for the Consumer Packaged Goods
- [Automotive 2024](https://www.imd.org/future-readiness-indicator/home/automotive-2024/) - Tesla, BYD and Volkswagen are leading the 2024 Future Readiness Indicator ranking. Discover how they are reshaping the future of the automotive industry.
- [FR CPG Comparison](https://www.imd.org/cpg-comparison-2024-2/)
- [Newsletter April 2024](https://www.imd.org/future-readiness-indicator/home/does-tesla-still-have-the-magic/) - Does Tesla still have the magic? A deep dive into Tesla's AI capabilities
- [Team Trust Diagnostic Test](https://www.imd.org/ibyimd/team-trust-diagnostic-test/) - Team Trust Diagnostic Test Published 5 March 2025 Welcome to your So you think you're ready for retirement?2 Time's upCancel Accelerate your leadership transition Build and sustain a high-performance team Authors Audio available 8 November 2024 • by Binna Kandola in Team building Many employees are still typecast and denied the chance to show their
- [Business Transformation Programs](https://www.imd.org/business-transformation-programs/) - Lead with confidence in a changing world. IMD’s Business Transformation Programs in digital, AI and sustainability help you turn disruption into opportunity.
- [OEC - Impact Story - Strategy in action](https://www.imd.org/oec-impact-story-regina-schlegel/) - Regina Schlegel, Head of Global Intellectual Property at Mettler-Toledo, Switzerland, earned her certificate in strategy almost by accident.
- [OEC - Impact Story - A quest for growth](https://www.imd.org/oec-impact-story-francois-furger/) - Francois Furger, Global Account Director for a major technology solutions provider, shares his experience of IMD’s Online Executive Certificate pathway.
- [FAQ](https://www.imd.org/alumni/faq/) - Discover the most frequently asked questions related to IMD Alumni
- [Breathe – The Key to Successful and Healthy Leadership](https://www.imd.org/ibyimd/book-club-2025-04-30-breathe-the-key-to-successful-and-healthy-leadership/) - Book Club Breathe – The key to successful and healthy leadership 30 April, 12.00 – 12.45 CEST In a world where high performance often comes at the expense of well-being, Breathe offers a different path, one rooted in clarity, calm, and conscious leadership. Join us for this month’s I by IMD Book Club as IMD’s
- [Managing our impact](https://www.imd.org/reports/sustainability-report/2024/our-carbon-strategy-and-footprint/)
- [Family Business webinar navigating generational transitions in family foundations](https://www.imd.org/ibyimd/family-business-webinar-navigating-generational-transitions-in-family-foundations/)
- [Family Philanthropy Webinar - Navigating generational transitions in family foundations](https://www.imd.org/ibyimd/family-philanthropy-webinar-navigating-generational-transitions-in-family-foundations/) - Family Philanthropy Webinars Navigating generational transitions in family philanthropy IMD’s Peter Vogel in conversation with Ana Maria Guerrero Carvajal and Isabel Carvajal Sardi Wednesday 7 May at 14.00 CEST (14.00-14.45) In this webinar, the Carvajal family will discuss their approach to leadership and collaboration in family philanthropy, which has made a meaningful difference to date.
- [Thank you for signing up](https://www.imd.org/ibyimd/live-events/thank-you-for-signing-up/) - Thank you for signing up We are happy to have you on board. You will soon receive a confirmation email, and on the day of the event, you will receive the link to connect to the Zoom meeting via email. In the meantime, if you want to watch or rewatch some of the episodes of
- [IL - Content & Learning](https://www.imd.org/leadership/il/inspirational-leadership-course/learning-journey/) - This Executive Leadership course is delivered 100% online over an 8-week period to allow you the flexibility to learn Leadership at your own pace.
- [AHPL - Content & Learning](https://www.imd.org/leadership/ahpl/advanced-leadership-training/learning-journey/)
- [Report](https://www.imd.org/reports/sustainability-report/2024/report/) - IMD Sustainability Report 2024 details the last year as we deepen our commitment to sustainability through our learning, research, outreach, and campus operations.
- [Report](https://www.imd.org/reports/annual-report/2024/report/) - In 2024, IMD marked another successful year, reaffirming its status as a pioneering force among the world’s leading business schools.
- [Message from the Chair and Vice Chairperson](https://www.imd.org/reports/annual-report/2024/message-from-chairman-vice-chairperson/) - IMD Annual Report 2024 -Message from the Chair and Vice Chairperson
- [The President’s Year in Review](https://www.imd.org/reports/annual-report/2024/presidents-year-in-review/)
- [Financial Information](https://www.imd.org/reports/annual-report/2024/financial-information/)
- [Governance](https://www.imd.org/reports/annual-report/2024/governance/)
- [Alumni Relations and Development](https://www.imd.org/reports/annual-report/2024/alumni-relations-and-development/)
- [Research and Thought Leadership](https://www.imd.org/reports/annual-report/2024/research-and-thought-leadership/)
- [Learning](https://www.imd.org/reports/annual-report/2024/learning/)
- [Annual Report Cover](https://www.imd.org/reports/annual-report/2024/)
- [Looking ahead](https://www.imd.org/reports/sustainability-report/2024/looking-ahead/) - We believe the responsibility of business extends to a full range of stakeholders throughout the value chain.
- [Our people](https://www.imd.org/reports/sustainability-report/2024/fostering-inclusion-at-imd/)
- [Access and representation in our programs](https://www.imd.org/reports/sustainability-report/2024/diversity-for-impact/)
- [Impact-driven education](https://www.imd.org/reports/sustainability-report/2024/measuring-the-impact-of-our-programs/) - Our unique positioning allows us to define organizational impact and return on investment (ROI) for learning interventions facilitated by IMD and the methodologies employed for measuring them.
- [Enabling a sustainable and inclusive business](https://www.imd.org/reports/sustainability-report/2024/enabling-a-sustainable-and-inclusive-business/) - Together, we have achieved remarkable milestones, reaffirming IMD’s position as a global leader in business education that drives impact.
- [Our sustainability journey](https://www.imd.org/reports/sustainability-report/2024/about-this-report/)
- [Sustainability report cover 2024](https://www.imd.org/reports/sustainability-report/2024/)
- [Our institution](https://www.imd.org/reports/annual-report/2024/our-institution/)
- [test page - Rasool](https://www.imd.org/test-page-rasool/)
- [Leader's Question Mix](https://www.imd.org/lqm/leaders-question-mix/) - Make better decisions by asking better questions. Harness the power of strategic inquiry with IMD's "Leader's Question Mix" assessment.
- [2025-03-27 - Book Club - New space economy and impact on business](https://www.imd.org/ibyimd/2025-03-27-book-club-new-space-economy-and-impact-on-business/) - Book Club The new space economy and its potential impact on business and society Jim Pulcrano in conversation with Matthew Weinzierl and Brendan Rosseau. Join I by IMD’s Book Club on March 27th at midday (12:00-12:45) CET for an exclusive conversation with Harvard Business School professor Matthew Weinzierl and space industry expert Brendan Rosseau as
- [How to evaluate your organization’s sensory system ](https://www.imd.org/ibyimd/how-to-evaluate-your-organizations-sensory-system/) - How to evaluate your organization’s sensory system Published 20 March 2025 Welcome to the assessment! To thrive in today’s increasingly turbulent environments, organizations need intelligent sensory systems – integrated sets of tools, processes, and cultural practices that allow for real-time detection and interpretation of environmental changes. Instructions Use this assessment to diagnose strengths and identify
- [Fashion 2021](https://www.imd.org/future-readiness-indicator/home/fashion-industry/) - What the Most Future-Ready Brands Do You may ask, what exactly do the top-ranking brands do to stay on top? The short answer is they leverage digitalization and embrace learning. How leading brands are using digital to transform themselves Digitalization is not merely about the front-end consumer experience. A sleek website and a clean mobile
- [Automotive 2021](https://www.imd.org/future-readiness-indicator/home/articles-archives/automotive-archive/) - The auto industry: struggling to reimagine its future To determine this ranking, we measured seven factors: Financial performance – you can’t invest in the future if your current business has already collapsed. Business diversity in terms of geographic spread. Employee diversity, as well as that of leadership teams – diversity of thought is crucial to
- [Technology 2021](https://www.imd.org/future-readiness-indicator/home/technology/) - The global chip shortage: Rescue must come from outside These are the latest rankings in the technology industry.Click on the company’s name to see details of the score. Intel didn’t rank well. The implication at national level is a dangerous lack of involvement by the strongest technology companies. Whether they’re partnerships or joint investments, they
- [Fashion Industry 2022](https://www.imd.org/future-readiness-indicator/home/fashion-industry-2022/) - Discover which companies are leading in the pharmaceutical industry with IMD's Future Readiness Indicator.
- [Finance 2022](https://www.imd.org/future-readiness-indicator/home/financial-services-2022/) - Two Charts That Show What a Future-Ready Financial Services Company Is Click on the company's name to see details of the score and drag slider to adjust year. Our objective is to achieve a balanced viewpoint of a company’s future readiness. Obviously, you need to have a strong cash flow and healthy profit to invest
- [Technology 2022](https://www.imd.org/future-readiness-indicator/home/technology-2022/) - Discover which companies are leading in the technology industry with IMD's Future Readiness Indicator.
- [Pharmaceutical 2022](https://www.imd.org/future-readiness-indicator/home/pharmaceuticals-2022/) - Discover how Pfizer, AstraZeneca, and Eli Lilly & Co are embracing digital acceleration and direct-to-consumer approaches for innovation.
- [Automotive 2022](https://www.imd.org/future-readiness-indicator/home/automotive-2022/) - Four Charts That Show How Tesla Is Winning and New Carmakers Are Surging These industry rankings are based solely on hard data to avoid survey biases. The sources of the data include financial reporting, investors’ calls, the LinkedIn profiles of the management team, Crunchbase, Factiva, and other publicly available reporting. From this information, we’ve produced
- [Automotive 2023](https://www.imd.org/future-readiness-indicator/home/automotive-2023/) - Discover which companies are leading in the automotive industry with IMD's Future Readiness Indicator.
- [Finance 2023](https://www.imd.org/future-readiness-indicator/home/financial-services-2023/) - Who is leading the charge toward a future-ready finance landscape? IMD's Finance Indicator 2023 reveals the answer through an insightful case study analysis
- [Fashion Industry 2023](https://www.imd.org/future-readiness-indicator/home/fashion-industry-2023/) - Discover how Nike, Hermès, and Kering are leading the way in the fashion realm by enduring brand value and emphasizing on digital transformation.
- [Technology 2023](https://www.imd.org/future-readiness-indicator/home/technology-2023/) - Discover how Microsoft, NVIDIA, and Meta are reshaping the Technology industry by using smarter AI and easier to use software.
- [Pharma 2023](https://www.imd.org/future-readiness-indicator/home/pharmaceuticals-2023/) - Discover how Pfizer, AstraZeneca, Eli Lilly, and Novartis are leading the pharma industry with innovative drugs and advanced technologies.
- [Consumer Packaged Goods 2023](https://www.imd.org/future-readiness-indicator/home/consumer-packaged-goods-2023/) - Discover IMD's 2023 Future Readiness Indicator for the Consumer Packaged Goods
- [Joseph M. Bradley ](https://www.imd.org/executives-in-residence/joseph-m-bradley/) - Learn more about IMD Executive in Residence Joseph M. Bradley
- [Case Studies Collection](https://www.imd.org/research-knowledge/case-studies/collection/) - Discover IMD's latest and most up to date case studies collection
- [FPBF – Faculty](https://www.imd.org/family-business/fpbf/future-proofing-business-family/faculty/)
- [Annual Report Cover](https://www.imd.org/reports/annual-report/2023/)
- [Celebrating 20 years of Strategies for Leadership](https://www.imd.org/alumni/strategies-for-leadership-20-year-anniversary/) - Celebrating 20 years of women's leadership and IMD's Strategies for Leadership program
- [Commercial Disclosure](https://www.imd.org/alumni/clubs/japan/commercial-disclosure/)
- [Videos](https://www.imd.org/videos/)
- [Scholarship](https://www.imd.org/startup-competition/scholarship/) - Startup Competition Scholarship
- [2025-02-25 - Book Club - Discover the Power of Intuition](https://www.imd.org/ibyimd/2025-02-25-book-club-discover-the-power-of-intuition/) - Book Club Discover the Power of Intuition Heather Cairns-Lee in conversation with Eugene Sadler-Smith How do you make better decisions in an increasingly complex world? On 25 February at midday CET, join the I by IMD Book Club as Heather Cairns-Lee, IMD Affiliate Professor of Leadership and Communication, interviews Eugene Sadler-Smith, author of Trust Your
- [Newsletter March 2022](https://www.imd.org/future-readiness-indicator/home/newsletter-march-2022/) - The more uncertain the world seems to be, the more it is important for companies to become future-ready. In times of crisis, this type of readiness doubles as a source of resilience. In this month’s newsletter, I’ll reflect on how companies can adapt and on how future-ready companies are also more capable of capturing new
- [How Thinking Ahead Becomes a Distraction](https://www.imd.org/future-readiness-indicator/home/how-thinking-ahead-becomes-a-distraction/) - This article was originally published in the South China Morning Post Thinking about the obvious is the most difficult aspect of corporate strategy. There is always the next big thing to explore. Thinking big is also pleasantly distracting. And nothing is bigger than the metaverse right now. The metaverse was the talk of the show at
- [How the tech giants are innovating to weather the downturn](https://www.imd.org/future-readiness-indicator/home/how-the-tech-giants-are-innovating-to-weather-the-downturn/) - This article was originally published in The Conversation Rising inflation and looming recessions are squeezing household finances, but businesses also worry about an economic downturn. This is not just because of higher bills, but also because consumers spend less and finance from banks and investors dries up when the economy worsens. Even strong industries such as
- [How Companies Unknowingly Accumulate Non-Financial Debt](https://www.imd.org/future-readiness-indicator/home/how-companies-unknowingly-accumulate-non-financial-debt/) - This article was originally published in the South China Morning Post Firms grow by consolidation and they can only do that by putting money into features that do not require any significant technical advances. Emotionally burdensome – that is how it feels these days to fly. And it is as painful to be a passenger as
- [Elon Musk’s Twitter](https://www.imd.org/future-readiness-indicator/home/elon-musk-twitter/) - This article was originally published in Channel News Asia Amid the automotive industry's woes, the Twitter lawsuit is a distraction Elon Musk doesn’t need. All this turmoil is a result of Musk not having a lieutenant who can keep his excesses in check, says Howard Yu of IMD Business School. LAUSANNE, Switzerland: Elon Musk is no
- [Disney Strategy](https://www.imd.org/future-readiness-indicator/home/disney-strategy/) - This article was originally published in the South China Morning Post Media company’s successful development of its streaming service shows there are no short cuts to corporate reinvention, just long-term vision. There exists a simplistic view of corporate strategy. People think of it in two stages – formulation and execution. But in reality, a strategy is
- [Ann-Christin Andersen](https://www.imd.org/executives-in-residence/andersen-ann-christin/) - Learn more about IMD Executive in Residence Ann-Christin Andersen.
- [Contact IMD Business School](https://www.imd.org/contact-imd-business-school/) - We are here for you. If you would like any further information, let us know and one of our team will contact you at the earliest opportunity.
- [Delivering excellence](https://www.imd.org/about/our-commitment-to-quality/) - IMD is committed to the highest standards and has quality assurance mechanisms to ensure and promote quality and innovation in teaching, research, and service.
- [WSS - Faculty](https://www.imd.org/sustainability/wss/sustainability-strategy-course/faculty/) - How can you embed sustainability into the core of your business? Meet your course faculty, Benoit Leleux and Jan van der Kaaij.
- [IMD MBA Admission Criteria](https://www.imd.org/degree/mba/admission/admission-criteria/) - Our admissions criteria are highly personalized and are tailored according to your individual profile. Do you have what it takes?
- [BF – Faculty](https://www.imd.org/finance/bf/online-finance-course/faculty/) - IMD Professor Salvatore Cantale, Program Director of this Business Finance online course is a specialist on international finance and portfolio management
- [CPS - Faculty](https://www.imd.org/strategy/cps/complex-problem-solving-online-course/faculty/) - Meet your Complex Problem Solving online program Faculty, Arnaud Chevallier, Professor of Strategy and Albrecht Enders, Professor of Strategy & Innovation.
- [MSDA - Faculty](https://www.imd.org/marketing/msda/marketing-strategy-digital-age/faculty/) - Recreating customer value through digital. Meet your course faculty, Professor Goutam Challagalla
- [LE - Faculty](https://www.imd.org/leadership/le/leadership-essentials-course/faculty/) - IMD Professor of Leadership and Organizational Behavior Jennifer Jordan delivers this innovative Leadership Essentials online course over 5 weeks
- [MBA50-Home](https://www.imd.org/mba50-anniversary-alumnilist/) - The IMD MBA has its roots in the MBA programs introduced at IMEDE in 1972 and CEI/IMI in 1978. The IMD ethos of continual innovation, of “Challenging what is, inspiring what could be”, has meant that over the last 50 years the MBA has adapted in many radical ways, while remaining true to timeless principles
- [Thierry Maupilé](https://www.imd.org/executives-in-residence/maupile-thierry/) - Learn more about IMD Executive in Residence Thierry Maupilé.
- [Sertac Yeltekin ](https://www.imd.org/executives-in-residence/yeltekin-sertac/) - Learn more about IMD Executive in Residence Sertac Yeltekin
- [Stuart Dean](https://www.imd.org/executives-in-residence/dean-stuart/) - Learn more about IMD Executive in Residence Stuart Dean.
- [Arunjai Mittal](https://www.imd.org/executives-in-residence/mittal-arunjai/) - Learn more about IMD Executive in Residence Arunjai Mittal.
- [Alexis Nasard](https://www.imd.org/executives-in-residence/nasard-alexis/) - Learn more about IMD Executive in Residence Alexis Nasard.
- [Angelos Papadimitriou](https://www.imd.org/executives-in-residence/papadimitriou-angelos/) - Learn more about IMD Executive in Residence Angelos Papadimitriou.
- [Ian Charles Stewart](https://www.imd.org/executives-in-residence/stewart-ian/) - Learn more about IMD Executive in Residence Ian Charles Stewart.
- [Jan van der Kaaij](https://www.imd.org/executives-fellows/vanderkaaij-jan/) - Learn more about IMD Executive Fellow Jan van der Kaaij
- [Peter R Vogt](https://www.imd.org/executives-in-residence/vogt-peter/) - Learn more about IMD Executive in Residence Peter R Vogt.
- [Matthew Timms ](https://www.imd.org/executives-in-residence/timms-matthew/) - Get to know IMD Executive in Residence Matthew Timms.
- [Podcast](https://www.imd.org/future-readiness-indicator/home/podcast/) - The question is: how could Apple let this happen under its watch? What does Spotify have that Apple doesn’t?
- [Overview](https://www.imd.org/leading-global-transformations/home/) - Leading Global Transformations identifies and addresses the seven transformation journeys that are reshaping corporations today.
- [Global Co-Innovation](https://www.imd.org/leading-global-transformations/the-seven-journeys/global-co-innovation/) - The quest to open up the organization’s R&D boundaries by incorporating innovation from external sources.
- [Hilti Custom Program](https://www.imd.org/solutions-for-organizations/clients/hilti/impact-story/) - Hilti commissioned IMD to create a business education section of its graduate trainee program. Check the results of this enterprise partnership here!
- [Oman's Private Public Partnership Committee Custom Program](https://www.imd.org/solutions-for-organizations/clients/oman-pppc/impact-story/) - The joint program with Oman and IMD delivers a transformational learning experience for senior Omani executives from numerous crucial sectors of the country.
- [Global Value Generation](https://www.imd.org/leading-global-transformations/the-seven-journeys/global-value-generation/) - The quest to develop an organization-wide focus on value creation and capture.
- [Global Presence](https://www.imd.org/leading-global-transformations/the-seven-journeys/global-presence/) - The quest to become “truly global” in terms of market reach, innovation, talent flows, integrated functions and processes.
- [Global leadership Development](https://www.imd.org/leading-global-transformations/the-seven-journeys/global-leadership-development/) - The quest to build up a distributed leadership capability (monitoring and developing the leadership competencies of executives) at all levels of the organization.
- [Global Agility](https://www.imd.org/leading-global-transformations/the-seven-journeys/global-agility/) - The quest to become more strategically or operationally agile, notably by reducing complexity.
- [Global Sustainability](https://www.imd.org/leading-global-transformations/the-seven-journeys/global-sustainability/) - The quest to move beyond mere compliance by fully integrating corporate social responsibility into the company’s strategic positioning and execution.
- [Newsletter December 2022](https://www.imd.org/future-readiness-indicator/home/newsletter-december-2022/) - Here is the thing, Nike has been consistently ranked among the top in our Future Readiness Indicator for two years now. We look at many aspects of a company. We investigate their financial performance. We check out their ESG (environment, social and governance) records. We ask about their innovation results. We examine expectations from their
- [Only Inclusive Companies are Future-Ready](https://www.imd.org/future-readiness-indicator/home/only-inclusive-companies-are-future-ready/) - Many firms make mistakes dealing with their toxic cultures, but the ability to learn from the errors and move on is the key point. It is notoriously difficult to measure inclusion quantitatively, and every company makes mistakes. Eliminating a toxic culture does not happen overnight. Negative past events will leave traces behind, but what matters is
- [How Can I Make My Business Future-Ready?](https://www.imd.org/future-readiness-indicator/home/how-can-i-make-my-business-future-ready/) - The last few years have been a stress test, exposing which companies are future-ready and which ones are not. COVID-19 exposed those who just talked, but never really did anything and who experimented a little bit, but did not commit. For companies like Nike and Lululemon, who scaled their capabilities prior to the pandemic to build
- [Disney Strategy](https://www.imd.org/future-readiness-indicator/home/disney-strategy/) - This article was originally published in the South China Morning Post Media company’s successful development of its streaming service shows there are no short cuts to corporate reinvention, just long-term vision. There exists a simplistic view of corporate strategy. People think of it in two stages – formulation and execution. But in reality, a strategy is
- [Intel Can’t Even Grow Profits During a Global Chip Shortage](https://www.imd.org/future-readiness-indicator/home/intel-cant-grow-profits-during-global-chip-shortage/) - This article was originally published on The Conversation American chip-making giant Intel is a shadow of its former self. Despite the global semiconductor shortage, which has boosted rival chipmakers, Intel is making less money than a year ago with net income down 21% year over year to US$4.6 billion (£3.4 billion). Unfortunately, this is an ongoing trend. Intel was the world’s
- [Newsletter July 2022](https://www.imd.org/future-readiness-indicator/home/newsletter-july-2022/) - While our analysis was published at the end of last year, you can see how that future readiness translates into business resilience as we are experiencing now.
- [Newsletter June  2022](https://www.imd.org/future-readiness-indicator/home/newsletter-june-2022/) - Business thrives on stability. However, stability is a commodity that the world is currently lacking. Last Thursday, Netflix announced that 300 employees, or 3% of its workforce, would be laid off. As the streaming giant's revenue growth has slowed, it needs to cut costs. All of these have been documented for some time. In the
- [Newsletter May 2022](https://www.imd.org/future-readiness-indicator/home/newsletter-may-2022/) - Clarity is mastery. Great companies don’t happen by sudden revolution. They materialize via incremental evolution. Quarterly wins and iterations stack up outcomes of excellence over the long term. That is to say, you can’t become future-ready while in panic mode. At IMD, we track companies’ future readiness. We do this through objective measures calculated as
- [How to Avoid Melting Down Like Facebook](https://www.imd.org/future-readiness-indicator/home/how-to-avoid-melting-down-like-facebook/) - This article was originally published in the South China Morning Post What you learn from one industry can be relevant to a seemingly unrelated one. At US$600 billion, Facebook’s operating company, Meta, found itself single-handedly pushed out by Apple. At the last company earnings announcement, Meta foresaw a loss of US$10 billion in revenue in
- [Newsletter February 2022](https://www.imd.org/future-readiness-indicator/home/newsletter-february-2022/) - A year's plan starts with the spring. Plan your whole day in the morning – this ageless wisdom helps us anchor ourselves before the onslaught of the busyness of life. There are always multiple demands. The trick is to identify tradeoffs that are non-negotiable; don’t compromise over those. Seek breakthrough by reframing. Effective leaders and
- [Conglomerate](https://www.imd.org/future-readiness-indicator/home/conglomerate/) - This article is first published by Forbes. Size is an asset until it’s not. Within the space of one week, J&J, GE, and Toshiba were all disassembling themselves. Companies over 100 years old suddenly found their current form unfashionable. General Electric will separate into three listed groups, each focusing respectively on aviation, healthcare, and energy. Johnson
- [Resilience](https://www.imd.org/future-readiness-indicator/home/resilience/) - Chance favors the prepared; and that includes for times of crisis. One way to understand the pandemic’s impact is by knowing how it has sped up business trends that are neither seasonal nor cyclical, but are consistent over time. They have been evident to senior executives for a long while. Since long before the pandemic,
- [Narcissism](https://www.imd.org/future-readiness-indicator/home/narcissism/) - No industry understands the importance of public narratives better than consumer brands do. Luxury fashion and athletic apparel companies don’t just sell fabric and cloth; they sell dreams and imagination. Brands live and die by the emotions they stir up in a consumer’s mind. The scent of Chanel N°5 is not why people pay US
- [Semiconductor](https://www.imd.org/future-readiness-indicator/home/semiconductor/) - An earlier version of this article is published by Channel News Asia If there’s a shifting target for the world, it’s when we can enjoy the post-coronavirus era. Every time we see a glimmer of hope, another variant comes along, hitting another region and causing some more disruption of the global supply chain. It’s a recurring
- [General People and Planet](https://www.imd.org/future-readiness-indicator/home/general-people-and-planet/) - Not All ESG efforts are the same; Companies need to pick & specialize
- [Roche et richemont parmi les compagnies les mieux parees a affronter 2023 selon IMD](https://www.imd.org/future-readiness-indicator/home/roche-et-richemont-parmi-les-compagnies-les-mieux-parees-a-affronter-2023-selon-imd/) - This article was originally published on agefi.com Un rapport indique que Nike, Google et Roche sont les meilleures entreprises de leur catégorie pour s’adapter au futur. Les firmes chinoises se portent mal, les jeunes stars de la tech également. Le rapport Préparation à l'avenir de l'IMD classe 89 des plus grandes entreprises mondiales des secteurs de
- [Companies Which Are Ready for 2023](https://www.imd.org/future-readiness-indicator/home/companies-which-are-ready-for-2023/) - We’ve compared and ranked 89 of the world’s biggest pharma, tech, and fashion companies against their competitors using our Future Readiness Indicator. Nike, Google, and Roche led their respective industries globally. Burberry, Alibaba, and Meta did significantly worse than expected, falling four, nine, and two spots, respectively. Amazon lost its top spot to Microsoft, while Netflix plunged
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- [IMD-Pictet sustainability in family business award](https://www.imd.org/centers/gfbc/imd-family-business-center/imd-pictet-sustainability-in-family-business-award/) - Celebrating commitment to sustainability by family businesses The IMD-Pictet Sustainability in Family Business Award rewards family-owned enterprises that are leaders in sustainability, demonstrating exceptional breadth and depth in their sustainability strategy with exemplary implementation and impact. Criteria & process The award celebrates family-owned businesses that are leaders in sustainability, with a specific focus on both breadth and
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- [Catalyst](https://www.imd.org/solutions-for-organizations/catalyst/) - In today’s fast-changing markets, leaders must accelerate current growth while proactively exploring and shaping options for the future We empower leaders in organizations to discover and implement innovative solutions to strategic questions, harnessing and developing the potential of their own teams. Through our proven approach, we help our clients unlock opportunities for growth and performance
- [Meta Pumped Cash Into A Future Vision, But Didn’t Prepare Well](https://www.imd.org/future-readiness-indicator/home/meta-pumped-cash-into-a-future-vision-but-didnt-prepare-well/) - This article was originally published on City A.M. The challenge Meta faces is different from that of other companies like Google and Microsoft, because Mark Zuckerberg did nothing to future-proof his company in the event of a recession, writes Howard Yu Meta suffered another blow last week, as the European Union ruled their ad practices in
- [Financial services 2021](https://www.imd.org/future-readiness-indicator/home/articles-archives/financial-services-archive/) - Fast-tracking and future-proofing financial services Square and PayPal are the obvious winners, but incumbents such as Mastercard and Visa are also faring well. To calculate the composite score, we used only hard data that is publicly available and has objective rules. We avoided soft data such as polls and surveys. We measured fundamental drivers that
- [Unveiling 2023's Future-Proof Front Runners in Automotive, Consumer Packaged Goods and Finance](https://www.imd.org/future-readiness-indicator/home/unveiling-2023-future-proof-front-runners/) - IMD’s 2023 Future Readiness Indicator has ranked 68 of the world’s top revenue-generating players in Finance, Automotive, and Consumer Packaged Goods , in terms of their ability to anticipate tomorrow’s challenges while limiting today’s risk exposure Strongest auto players (Tesla, BYD and Volkswagen) are innovating in battery-run vehicles, autonomous vehicles, and in-house expertise in microchips.
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- [Book Club - Work place wellbeing and beyond](https://www.imd.org/ibyimd/book-club-work-place-wellbeing-and-beyond/) - Book Club Workplace well-being and beyond On November 28, 2024, at midday CET, explore essential strategies for enhancing well-being in the workplace and for life. Based on The Wellbeing Book by Dr. Andrew Sharman, this session will offer actionable insights into managing stress, boosting resilience, and promoting overall health in a busy work environment. Register
- [Well-being](https://www.imd.org/ibyimd/well-being/) - Well-being Magazine Videos Podcasts Well-being 1 min ago • by Susan Goldsworthy, Alyson Meister in Wellness Learn More Trending now Learn Brain Circuits Join us for daily exercises focusing on issues from team building to developing an actionable sustainability plan to personal development. Go on – they only take five minutes. Read more Explore Leadership
- [La chine veut eviter de deteriorer ses relations](https://www.imd.org/future-readiness-indicator/home/la-chine-veut-eviter-de-deteriorer-ses-relations/)
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- [LiTT - The promise and pitfalls of employee well-being - Anand Narasimhan](https://www.imd.org/ibyimd/litt-the-promise-and-pitfalls-of-employee-well-being-anand-narasimhan/) - Leading in Turbulent Times The promise and pitfalls of employee well-being On 14 November, join us for a conversation with Anand Narasimhan as he explores workplace well-being. Register below The World Health Organization estimates that employee burnout costs organizations north of $1tn every year in lost productivity. In response, savvy businesses are implementing employee well-being
- [Smart City - Press release](https://www.imd.org/centers/wcc/smart-city-index/press-release/) - Press Release Smart City Index
- [The Authentic Organization: How to create a psychologically safe workplace](https://www.imd.org/ibyimd/the-authentic-organization-how-to-create-a-psychologically-safe-workplace/) - Book Club The Authentic Organization: How to create a psychologically safe workplace Join us on 31 October for an exclusive I by IMD Book Club with Gina Battye, CEO of the Psychological Safety Institute and author of The Authentic Organization: How to Create a Psychologically Safe Workplace. This insightful session will dive into the core
- [Sustainable Trade Index Ranking](https://www.imd.org/ibyimd/sustainable-trade-index-ranking/) - Sustainable Trade Index Ranking Can industrial policy spur national resilience? On 24 October, join us for a conversation with Christos Cabolis, Simon Evenett and Deborah Elms as they explore the sustainability of trade in the era of comparative advantage. Register below The third edition of the Hinrich-IMD Sustainable Trade Index, launched this week, poses a
- [Business transformation](https://www.imd.org/ibyimd/business-transformation/) - Business transformation Magazine Videos Podcasts Business transformation Latest articles Full list
- [I by IMD magazine - Issue XV - Preview](https://www.imd.org/ibyimd/i-by-imd-magazine-issue-xv-preview/) - September 2024 Magazine Videos Podcasts Unlock your winning potential Potential is realized or wasted. How can we fulfil our own potential? Can organizations create winning environments for all talent? In Issue 15 of I by IMD, our diverse cast of experts offers ways to unlock potential in turbulent times. More from I by IMD 18 September 2024
- [LiTT - The lost capital of transformation: Why people's connections count](https://www.imd.org/ibyimd/litt-the-lost-capital-of-transformation-why-peoples-connections-count/) - Leading in Turbulent Times The lost capital of transformation: Why people’s connections count Join us on 10 October at 12:00 CEST for IMD Professor of Strategy and Innovation Patrick Reinmoeller’s webinar on human-centered transformation as he explains why relationships matter. Register below Business transformation often focuses on technology and efficiency, but the importance of social
- [Book Club 25 September - Rewriting your leadership code](https://www.imd.org/ibyimd/book-club-25-september-rewriting-your-leadership-code/) - In this Book Club webinar, the authors will reveal how our instincts are the products of childhood experiences—lessons learned that have become written into the structure of our brains. They will explain how these instincts affect almost every aspect of our functioning as leaders, from how we interpret events to the impact we have on
- [Staton scholarship](https://www.imd.org/degree/mba/scholarships/staton-scholarship/) - Applications for the Staton Scholarship are made through your admissions application form. Before you apply to the program, we strongly recommend that you evaluate the investment needed and investigate the various financing options available to you.
- [Contact us](https://www.imd.org/ibyimd/contact-us/) - Contact Us Through I by IMD, we aim to deliver first person insights from the brightest minds from academia, business and society. If you have a question, or if you would like to submit a pitch for an article, please contact content@imd.org CH +41 (0)21 618 0111SG +65 6715 9988 IMD SWITZERLANDCh. de Bellerive 23P.O.
- [Future readiness](https://www.imd.org/ibyimd/future-readiness/) - Strategy Magazine Videos Podcasts Future readiness Latest feature By striving to be globally competitive, cities are defining the future Whatever scenarios might be imagined about the next wave of globalization – from X, to Y, to Z – cities are striving to be future-ready. It is now clear that in doing… 8 May 2024 •
- [Straumann Group](https://www.imd.org/solutions-for-organizations/clients/straumann-group/impact-story/) - (1) Straumann Group Annual Report 2019, published February 2020 (2) GrandView research on dental implant markets, published February 2021 And yet, "What led us here, will not lead us there." said Guillaume Daniellot, CEO of Straumann Group
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- [Unveiling transgenerational dynamics: Will our kids lead the revolution? ](https://www.imd.org/ibyimd/live-events/unveiling-transgenerational-dynamics-will-our-kids-lead-the-revolution/) - Leading in Turbulent Times Unveiling transgenerational dynamics: Will our kids lead the revolution? On 21 August, Join us for an illuminating webinar featuring Katharina Lange, IMD Affiliate Professor of Leadership, as we delve into the intricate realm of transgenerational dynamics. Discover insights that transcend mere corporate governance and unveil the underlying forces shaping our societal
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- [Customer Centricity](https://www.imd.org/ibyimd/live-events/customer-centricity/) - Book Club Customer Centricity On 18 July, Join us for an insightful webinar exploring the transformative power of customer centricity through the lens of Peter Fader‘s renowned trilogy of books. Register below Explore the core principles and actionable strategies outlined in Customer Centricity: Focus on the Right Customers for Strategic Advantage (2020), The Customer Centricity
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- [OWP Singapore AI Gallery Day 5](https://www.imd.org/owp/singapore-ai-gallery-day-5/) - Participants at OWP 2023 Singapore enjoyed the opportunity to explore how fun generative AI can be as they were invited to share their takeaways and prompts.
- [OWP Singapore AI Gallery Day 4](https://www.imd.org/owp/singapore-ai-gallery-day-4/) - Take a look at Day 4 Gallery of OWP Singapore 2023. This year, Artificial Intelligence took the stage as one of the main learning elements to our participants.
- [OWP Singapore AI Gallery Day 3](https://www.imd.org/owp/singapore-ai-gallery-day-3/) - The Artificial Intelligence was the center stage of OWP 2023. Take a look at the virtual AI-generated art gallery that illustrates the OWP Singapore 2023.
- [OWP Singapore AI Gallery Day 2](https://www.imd.org/owp/singapore-ai-gallery-day-2/) - The Day 2 of OWP explored how fun and creative generative AI can be as they were invited to share their key takeaways in the format of text-to-image prompts.
- [OWP Singapore AI Gallery Day 1](https://www.imd.org/owp/singapore-ai-gallery-day-1/) - Artificial intelligence, was a key theme at this year’s OWP Singapore, providing participants with a fascinating and immersive learning experience.
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- [MBA 1972 Class](https://www.imd.org/mba50-anniversary-alumnilist/1972/) - MBA 1972 Alumni list
- [MBA 1983 Class](https://www.imd.org/mba50-anniversary-alumnilist/1983/) - MBA 1983 Alumni list
- [MBA 1997 Class](https://www.imd.org/mba50-anniversary-alumnilist/1997/) - MBA 1997 Alumni list
- [MBA 1996 Class](https://www.imd.org/mba50-anniversary-alumnilist/1996/) - MBA 1996 Alumni list
- [MBA 1995 Class](https://www.imd.org/mba50-anniversary-alumnilist/1995/) - MBA 1995 Alumni list
- [MBA 2007 Class](https://www.imd.org/mba50-anniversary-alumnilist/2007/) - MBA 2007 Alumni list
- [MBA 2006 Class](https://www.imd.org/mba50-anniversary-alumnilist/2006/) - MBA 2006 Alumni list
- [MBA 2005 Class](https://www.imd.org/mba50-anniversary-alumnilist/2005/) - MBA 2005 Alumni list
- [MBA 2004 Class](https://www.imd.org/mba50-anniversary-alumnilist/2004/) - MBA 2004 Alumni list
- [MBA 2003 Class](https://www.imd.org/mba50-anniversary-alumnilist/2003/) - MBA 2003 Alumni list
- [MBA 2002 Class](https://www.imd.org/mba50-anniversary-alumnilist/2002/) - MBA 2002 Alumni list
- [MBA 2001 Class](https://www.imd.org/mba50-anniversary-alumnilist/2001/) - MBA 2001 Alumni list
- [MBA 1994 Class](https://www.imd.org/mba50-anniversary-alumnilist/1994/) - MBA 1994 Alumni list
- [MBA 1992 Class](https://www.imd.org/mba50-anniversary-alumnilist/1992/) - MBA 1992 Alumni list
- [MBA 1991 Class](https://www.imd.org/mba50-anniversary-alumnilist/1991/) - MBA 1991 Alumni list
- [MBA 1993 Class](https://www.imd.org/mba50-anniversary-alumnilist/1993/) - MBA 1993 Alumni list
- [MBA 1990 Class](https://www.imd.org/mba50-anniversary-alumnilist/1990/) - MBA 1990 Alumni list
- [MBA 1989 Class](https://www.imd.org/mba50-anniversary-alumnilist/1989/) - MBA 1989 Alumni list
- [MBA 1986 Class](https://www.imd.org/mba50-anniversary-alumnilist/1986/) - MBA 1986 Alumni list
- [MBA 1984 Class](https://www.imd.org/mba50-anniversary-alumnilist/1984/) - MBA 1985 Alumni list
- [MBA 1982 Class](https://www.imd.org/mba50-anniversary-alumnilist/1982/) - MBA 1982 Alumni list
- [MBA 1981 Class](https://www.imd.org/mba50-anniversary-alumnilist/1981/) - MBA 1981 Alumni list
- [MBA 1979 Class](https://www.imd.org/mba50-anniversary-alumnilist/1979/) - MBA 1979 Alumni list
- [MBA 1978 Class](https://www.imd.org/mba50-anniversary-alumnilist/1978/) - MBA 1978 Alumni list
- [MBA 1977 Class](https://www.imd.org/mba50-anniversary-alumnilist/1977/) - MBA 1977 Alumni list
- [MBA 1976 Class](https://www.imd.org/mba50-anniversary-alumnilist/1976/) - MBA 1976 Alumni list
- [MBA 1975 Class](https://www.imd.org/mba50-anniversary-alumnilist/1975/) - MBA 1975 Alumni list
- [MBA 1974 Class](https://www.imd.org/mba50-anniversary-alumnilist/1974/) - MBA 1974 Alumni list
- [MBA 1973 Class](https://www.imd.org/mba50-anniversary-alumnilist/1973/) - MBA 1973 Alumni list
- [MBA 1980 Class](https://www.imd.org/mba50-anniversary-alumnilist/1980/) - MBA 1980 Alumni list
- [Corinne Avelines](https://www.imd.org/executives-in-residence/avelines-corinne/) - Learn more about IMD Executive in Residence Corinne Avelines.
- [Erick Rinner](https://www.imd.org/executives-in-residence/rinner-erick/) - Meet with IMD Executive-in-Residence Erick Rinner
- [Duncan Weston](https://www.imd.org/executives-in-residence/weston-duncan/) - Learn more about IMD Executive in Residence Duncan Weston.
- [GA - Content & Learning](https://www.imd.org/innovation/ga/growth-accelerator/learning-journey/) - Best innovation training from top-ranked, IMD business school. Discover the program schedule
- [FAQ](https://www.imd.org/startup-competition/frequently-asked-questions/) - Startup Competition FAQs
- [Philippe Blondiaux](https://www.imd.org/executives-in-residence/blondiaux-philippe/) - Learn more about IMD Executive in Residence Philippe Blondiaux.
- [Haydn Pound](https://www.imd.org/executives-in-residence/pound-haydn/) - Learn more about IMD Executive in Residence Haydn Pound.
- [Michael Dounaev](https://www.imd.org/executives-in-residence/michael-dounaev/) - Learn more about IMD Executive in Residence Michael Dounaev.
- [IMD Smart Certificate](https://www.imd.org/smart-certificate/) - IMD has decided to issue Smart Certificates: the leading digital stamp of trust for the world of education and employment.
- [FAQ](https://www.imd.org/jobs/faq/)
- [Eric Baudier](https://www.imd.org/executives-in-residence/baudier-eric/) - Get to know Eric Baudier, Executive in Residence at IMD
- [Xavier Coll](https://www.imd.org/executives-in-residence/coll-xavier/) - Get to know Xavier Coll, Executive in Residence at IMD
- [Smart City Profiles](https://www.imd.org/centers/wcc/smart-city-index/smart-city-profiles/) - Smart city profiles
- [Kalin Anev Janse](https://www.imd.org/executives-in-residence/jansen-kalin-aniv/) - Learn more about IMD Executive in Residence Kalin Anev Janse.
- [Alumni Certificate](https://www.imd.org/alumni/certificate/) - Continuous learning, developing the appropriate skills, and staying abreast of management developments pace essential stages in a professional career. Further your education and earn your Certificate of Lifelong Executive Learning to support your professional journey. Planning your learning As an executive, you strive to gain the knowledge and skills you need to remain effective and
- [Not authorized](https://www.imd.org/alumni/not-authorized/)
- [IMD China Initiative Newsletter](https://www.imd.org/imd-china-newsletter/) - IMD China Initiative Newsletter - June 2023 Thank you for reading the newsletter of IMD’s China Initiative. The launch of our global newsletter coincides with an important visit of US Secretary of State Anthony Blinken to China President Xi Jinping and Qin Gang, foreign minister of China. China’s changing role in the world is certainly
- [IMD China Company Competitiveness Ranking](https://www.imd.org/imd-china-company-competitiveness-ranking/)
- [Anja Lagodny](https://www.imd.org/executives-in-residence/anja-lagodny/) - Get to know Anja Lagodny, Executive in Residence at IMD
- [Articles](https://www.imd.org/research-knowledge/articles/) - Discover IMD's latest ground-breaking thought leadership articles and research & knowledge resources
- [Forté Scholarship](https://www.imd.org/fortescholarship/) - Through its partnership with the Forté Foundation, IMD intends to strengthen its commitment to women in business.
- [Navigating the new normal: China's economic slowdown and its global impact ](https://www.imd.org/ibyimd/live-events/navigating-the-new-normal-chinas-economic-slowdown-and-its-global-impact/) - Leading in Turbulent Times Navigating the new normal: China’s economic slowdown and its global impact Join Mark Greeven, Professor of Innovation and Strategy and CEO of IMD China, on 1 July as he delves into China’s economic slowdown and its implications for international dynamics. Register below The world’s second-largest economy is encountering unprecedented challenges that
- [Breaking barriers: Empowering women in the tech ecosystem](https://www.imd.org/ibyimd/live-events/breaking-barriers-empowering-women-in-the-tech-ecosystem/) - Leading in Turbulent Times Breaking barriers: Empowering women in the tech ecosystem On 13 June, join Sarah Toms, IMD’s Chief Learning Innovation Officer, in an insightful webinar exploring the pivotal role of women in the tech industry. Register below Delve into the multifaceted approach required to create an environment where women can thrive, with key
- [Unlock the Secrets to Creating Lasting Change in Your Organization ](https://www.imd.org/ibyimd/live-events/unlock-the-secrets-to-creating-lasting-change-in-your-organization/) - Book Club Unlock the secrets to creating lasting change in your organization On 20 June, Alexander Fleischmann, an Equity, Inclusion, and Diversity Research Affiliate at IMD, is joined by Paola Cecchi-Dimeglio, Chair of the Executive Leadership Research Initiative for Women and Minority Attorneys at Harvard’s Kennedy School of Government and Harvard Law School. Many businesses
- [When algorithms take over, intuition saves us](https://www.imd.org/ibyimd/live-events/when-algorithms-take-over-intuition-saves-us/) - Book Club When algorithms take over, intuition saves us On 30 May, join us for a conversation with Gerd Gigerenzer, author of How to Stay Smart in a Smart World: Why Human Intelligence Still Beats Algorithms and The Intelligence of Intuition. Register below In the age of data, when algorithms are revolutionizing operations, marketing, finance,
- [I by IMD](https://www.imd.org/ibyimd/i-by-imd/) - Latest insights Magazine Videos Podcasts I by IMD Latest Episode How dacadoo’s startup agility got a risk-averse industry moving Startups can harness their inherent agility to stir up stagnant, risk-averse industries, suggests IMD’s James Henderson…. 3 hours ago • by James E. Henderson in Strategy Learn More Trending now Sous le feu des projecteurs Read
- [Fostering inclusion at IMD](https://www.imd.org/reports/sustainability-report/2023/fostering-inclusion-at-imd/)
- [Sustainable travel, catering and procurement](https://www.imd.org/reports/sustainability-report/2023/sustainable-travel-catering-procurement/)
- [Our carbon strategy and footprint](https://www.imd.org/reports/sustainability-report/2023/our-carbon-strategy-and-footprint/)
- [Working towards gender equity](https://www.imd.org/reports/sustainability-report/2023/working-towards-gender-equity/)
- [Advances in geographical diversity](https://www.imd.org/reports/sustainability-report/2023/advances-in-geographical-diversity/)
- [Highlights of the year in review](https://www.imd.org/reports/sustainability-report/2023/highlights-of-the-year-in-review/)
- [Beyond adaptation: Winning strategies for future-ready leadership](https://www.imd.org/ibyimd/live-events/beyond-adaptation-winning-strategies-for-future-ready-leadership/) - Leading in Turbulent Times Beyond adaptation: Winning strategy for future-ready leadership On 9 May, join us for a conversation with Howard Yu as he explores the Future Readiness Indicator, a framework that gauges organizations on how well they are prepared for future challenges and opportunities. Register below In an increasingly complex and unpredictable age, being future-ready
- [Discover your emotional intelligence](https://www.imd.org/ibyimd/live-events/discover-your-emotional-intelligence/) - Book Club How to improve the capacity of our emotional intelligence Silke Mischke, IMD Lecturer & Senior Executive Coach, and Philip Holder, author of Discover Your Emotional Intelligence. Register below In today’s uncertain world, we face increasing demands on our individual ability to provide solutions to ever more complex and challenging situations. In addition, many
- [The AI dilemma](https://www.imd.org/ibyimd/live-events/the-ai-dilemma/) - Book Club The AI dilemma On 25 April, join Art Kleiner, co-author of The AI Dilemma, and José Parra Moyano for the I by IMD Book Club as they discuss the key learning takeaways from the book. AI holds incredible promise to improve virtually every aspect of our lives, but we can’t ignore its risks, mishaps,
- [Women's empowerment](https://www.imd.org/ibyimd/womens-empowerment/) - Diversity, Equity, and Inclusion Magazine Videos Podcasts Women’s empowerment Latest article How to protect yourself as a female CEO Female CEOs facing the ‘glass cliff’ must navigate challenges strategically – assess, negotiate, and persist for lasting leadership success…. 12 March 2024 • by Corinne Post in Women’s empowerment Learn More Trending now 21 March 2024
- [Looking ahead](https://www.imd.org/reports/sustainability-report/2023/our-people-looking-ahead/)
- [How we engage our communities](https://www.imd.org/reports/sustainability-report/2023/how-we-engage-our-communities/)
- [Safeguarding our people](https://www.imd.org/reports/sustainability-report/2023/safeguarding-our-people/)
- [Supporting a learning culture](https://www.imd.org/reports/sustainability-report/2023/supporting-a-learning-culture/)
- [Looking forward](https://www.imd.org/reports/sustainability-report/2023/managing-our-impact-looking-forward/)
- [Cutting our energy consumption](https://www.imd.org/reports/sustainability-report/2023/cutting-our-energy-consumption/)
- [Looking ahead](https://www.imd.org/reports/sustainability-report/2023/access-representation-in-our-programs-looking-ahead/)
- [Community & partnerships](https://www.imd.org/reports/sustainability-report/2023/community-partnerships/)
- [Diversity for impact](https://www.imd.org/reports/sustainability-report/2023/diversity-for-impact/)
- [Recognition for our programs](https://www.imd.org/reports/sustainability-report/2023/recognition-for-our-programs/)
- [Looking ahead](https://www.imd.org/reports/sustainability-report/2023/enabling-sustainable-inclusive-business-looking-ahead/)
- [Outreach and partnerships](https://www.imd.org/reports/sustainability-report/2023/outreach-and-partnerships/)
- [Research](https://www.imd.org/reports/sustainability-report/2023/research/)
- [Custom programs](https://www.imd.org/reports/sustainability-report/2023/custom-programs/)
- [Open programs](https://www.imd.org/reports/sustainability-report/2023/open-programs/)
- [Our core focus areas](https://www.imd.org/reports/sustainability-report/2023/our-core-focus-areas/)
- [Our approach to sustainability](https://www.imd.org/reports/sustainability-report/2023/our-approach-to-sustainability/)
- [About IMD](https://www.imd.org/reports/sustainability-report/2023/about-imd/)
- [About this report](https://www.imd.org/reports/sustainability-report/2023/about-this-report/)
- [Message from the President](https://www.imd.org/reports/sustainability-report/2023/message-from-the-president/)
- [Books](https://www.imd.org/reports/annual-report/2023/books/)
- [Accreditations & Rankings](https://www.imd.org/reports/annual-report/2023/accreditations-rankings/)
- [Executive Committee](https://www.imd.org/reports/annual-report/2023/executive-committee/)
- [Supervisory Board](https://www.imd.org/reports/annual-report/2023/supervisory-board/)
- [The Foundation Board](https://www.imd.org/reports/annual-report/2023/the-foundation-board/)
- [Financial Information](https://www.imd.org/reports/annual-report/2023/financial-information/)
- [Sustainability](https://www.imd.org/reports/annual-report/2023/sustainability/)
- [Advancement](https://www.imd.org/reports/annual-report/2023/advancement/)
- [Our Alumni](https://www.imd.org/reports/annual-report/2023/our-alumni/)
- [Custom programs](https://www.imd.org/reports/annual-report/2023/custom-programs/)
- [Impact](https://www.imd.org/reports/annual-report/2023/impact/)
- [Coaching excellence](https://www.imd.org/reports/annual-report/2023/coaching-excellence/)
- [Open Programs](https://www.imd.org/reports/annual-report/2023/open-programs/)
- [Masters](https://www.imd.org/reports/annual-report/2023/masters/)
- [EMBA](https://www.imd.org/reports/annual-report/2023/emba/)
- [MBA](https://www.imd.org/reports/annual-report/2023/mba/)
- [Our year](https://www.imd.org/reports/annual-report/2023/our-year/)
- [China Initiative](https://www.imd.org/reports/annual-report/2023/china-initiatives/)
- [AI Initiative](https://www.imd.org/reports/annual-report/2023/ai-initiative/)
- [Workplace well-being](https://www.imd.org/reports/annual-report/2023/workplace-well-being/)
- [Venture Asset Management](https://www.imd.org/reports/annual-report/2023/venture-asset-management/)
- [Venturing Ecosystem](https://www.imd.org/reports/annual-report/2023/venturing-ecosystem/)
- [Luxury 2050](https://www.imd.org/reports/annual-report/2023/luxury-2050/)
- [Center for Sustainable and Inclusive Business](https://www.imd.org/reports/annual-report/2023/center-for-sustainable-and-inclusive-business/)
- [World Competitiveness Center](https://www.imd.org/reports/annual-report/2023/world-competitiveness-center/)
- [Global Family Business Center](https://www.imd.org/reports/annual-report/2023/global-family-business-center/)
- [Global Center for Digital Business Transformation](https://www.imd.org/reports/annual-report/2023/global-center-for-digital-business-transformation/)
- [Global Board Center](https://www.imd.org/reports/annual-report/2023/global-board-center/)
- [Enterprise for Society Center (E4S)](https://www.imd.org/reports/annual-report/2023/enterprise-for-society-center-e4s/)
- [Center for Social Innovation](https://www.imd.org/reports/annual-report/2023/center-for-social-innovation/)
- [Center for Future Readiness](https://www.imd.org/reports/annual-report/2023/center-for-future-readiness/)
- [Awards and Faculty Achievements](https://www.imd.org/reports/annual-report/2023/awards-and-faculty-achievements/)
- [I by IMD](https://www.imd.org/reports/annual-report/2023/i-by-imd/)
- [Articles](https://www.imd.org/reports/annual-report/2023/articles/)
- [Case studies](https://www.imd.org/reports/annual-report/2023/case-studies/)

## My Templates

- [mojo](https://www.imd.org/?elementor_library=mojo) - Leadership Has your team lost its mojo? by Ginka Toegel Published July 21, 2026 in Leadership • 7 min read DownloadSave How to plan an event your employees won’t stop talking about and what the Wings for Life World Run teaches us about organizational culture. Rapid read: Enduring culture comes from rites, not events. Repeated
- [OWP 2026](https://www.imd.org/?elementor_library=owp-2026-2) - Leadership Play Video Innovation Leadership at the edge of discovery 23 hours ago • by Fabiola Gianotti in Leadership From unlocking the mysteries of the Higgs boson to managing one of the world’s most complex scientific collaborations, Fabiola Gianotti shares what leadership looks like when purpose, passion, patience, and global collaboration… DownloadSave From unlocking the
- [OWP 2026](https://www.imd.org/?elementor_library=owp-2026) - Leadership Play Video owp 2026 template lausanne June 18, 2026 in Leadership DownloadSave The climate crisis is testing leaders like never before. Every generation faces a defining test of leadership. Ours is the climate crisis – the ultimate measure of foresight, courage, and collective will. From record-breaking heatwaves to biodiversity loss and economic instability, the
- [AI Digital Transformation Program Global Widget](https://www.imd.org/?elementor_library=ai-digital-transformation-program-global-widget) - AI and digital transformation programs Build the skills to lead in a digital world Transform your career and business with next-generation AI and digital skills Explore programs
- [Sustainability Program Global Widget](https://www.imd.org/?elementor_library=sustainability-program-global-widget) - IMD’s Sustainable Business Programs Make sustainability your strategic edge At IMD, we’ve been transforming leaders from around the world for over 75 years. Discover our world-class programs for executives navigating sustainability at the strategic level. Explore programs
- [Standard Brain Circuit Nov25](https://www.imd.org/?elementor_library=standard-brain-circuit-nov25) - Standard Brain Circuit Nov25 Published November 7, 2025 DownloadSave A manager must make hundreds of decisions that affect their team’s productivity, well-being and overall success. But it is important to remember that, even if you have a history of making good decisions, in times of crisis you need to slow down and make sure you
- [Strategy Program Global Widget Article Template with Global Widget](https://www.imd.org/?elementor_library=strategy-program-global-widget-article-template-with-global-widget) - Uncategorized Strategy Programs Template Test Published July 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to 12-month
- [Strategy Program Global Widget](https://www.imd.org/?elementor_library=strategy-program-global-widget) - Boost your capabilities and lead with forward-thinking strategy. Strategy programs The future won’t wait for your strategy to catch up Explore the program
- [Leadership programs Global Widget Article Template With Global Widget](https://www.imd.org/?elementor_library=leadership-programs-global-widget-article-template-with-global-widget) - Uncategorized Leadership programs Template Test Published July 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to 12-month
- [Leadership programs Global Widget](https://www.imd.org/?elementor_library=leadership-programs-global-widget) - Reach new heights in leadership Leadership programs Develop key leadership capabilities and accelerate your impact as a leader Explore the program
- [Top Management Programs Article Template With Global Widget](https://www.imd.org/?elementor_library=top-management-programs-article-template-with-global-widget) - Uncategorized Programs for Top Management Template Published July 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to
- [Programs for Top Management Widget](https://www.imd.org/?elementor_library=programs-for-top-management-widget) - Lead with renewed clarity at the top​ Programs for Top Management For senior executives, determined to thrive at the highest level Explore the program
- [Management Program Article Template with Global Widget](https://www.imd.org/?elementor_library=management-program-article-template-with-global-widget) - Uncategorized Management Program Article Template Published July 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to 12-month
- [Mangement Program Global WIdget](https://www.imd.org/?elementor_library=mangement-program-global-widget) - Prepare to lead at the next level General Management programs Leadership doesn’t stand still — and neither should you. Explore the program
- [Finance Program Aticle Template with Global Widget](https://www.imd.org/?elementor_library=finance-program-aticle-template-with-global-widget) - Uncategorized Finance Programs Template Test Published July 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to 12-month
- [Finance Program Global Widget](https://www.imd.org/?elementor_library=finance-program-global-widget) - Master the finance skills that drive results Finance programs Create financial value for your company with leading finance courses Explore the program
- [Family Business Program article template with Global program Widget](https://www.imd.org/?elementor_library=family-business-program-article-template-with-global-program-widget) - Uncategorized Family business programs Template Test Published July 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to
- [Family Business Program Global Widget](https://www.imd.org/?elementor_library=family-business-program-global-widget) - Your trusted partner in driving family and enterprise success across generations. Family business programs For generations, IMD has been guiding family enterprises to success, equipping leaders with the skills and strategies to navigate these complexities with confidence. Explore the program
- [Strategic Supply Chain Leadership with Global Widget template](https://www.imd.org/?elementor_library=strategic-supply-chain-leadership-with-global-widget-template) - Uncategorized Strategic Supply Chain Leadership Template Published July 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to
- [Strategic Supply Chain Leadership Global Widget](https://www.imd.org/?elementor_library=strategic-supply-chain-leadership-global-widget) - Mobilize stakeholders. Lead with clarity Explore the program
- [Sustainability post with global program widget - template](https://www.imd.org/?elementor_library=sustainability-post-with-global-program-widget-template) - Uncategorized Elementor #360416 Published June 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to 12-month cycles while
- [AI and Digital Transformation with Global program Template](https://www.imd.org/?elementor_library=ai-and-digital-transformation-with-global-program-template) - Uncategorized Elementor #360416 Published June 4, 2026 in Uncategorized • 7 min read DownloadSave Organizations should let departments choose the right balance between humans and AI, and focus on outcomes, not rigid processes, to keep pace with rapid technological change. Rapid read: The velocity problem is permanent: AI evolves in six- to 12-month cycles while
- [SSCL 50/50 Program Promotion](https://www.imd.org/?elementor_library=sscl-50-50-program-promotion) - Optimize strategy. Mobilize stakeholders. Lead with clarity Strategic Supply Chain Leadership The Strategic Supply Chain Leadership program equips you to anticipate future trends and effectively navigate the ongoing challenges of digitalization, automation, and industry disruption. Explore the program
- [become the leader](https://www.imd.org/?elementor_library=become-the-leader) - IMD Leadership Programs Become the leader this moment demands At IMD, we’ve been transforming leaders from around the world for over 75 years. Discover our world-class programs for senior executives. Explore programs
- [Spanish 2](https://www.imd.org/?elementor_library=spanish-2) - Geopolitics Geopolitical turbulence puts Brazil in focus – but sustained growth needs a strategy by José Caballero Published April 20, 2026 in Geopolitics • 6 min read DownloadSave Latin America’s largest economy by GDP needs a multi-pronged approach to address fragile governance, deep inequality, and uneven institutions. As the geopolitical center of gravity shifts and
- [Spanish 1](https://www.imd.org/?elementor_library=spanish-1) - Geopolitics The passport to global success: How to get a stamp of approval anywhere in the world by Marcus Burke, Trent Ross Published March 31, 2026 in Geopolitics • 9 min read • Audio available DownloadSave In a fracturing world, ‘corporate statecraft’ is essential. Your home country’s reputation directly impacts regulatory ease, consumer trust, and
- [VidPod - With Buttons Template](https://www.imd.org/?elementor_library=vidpod-with-buttons-template) - Uncategorized Play Video Test VidPod 19 minutes ago in Uncategorized Uncategorized Play Video Test VidPod 1 second ago in Uncategorized Uncategorized Play Video Test VidPod 1 second ago in Uncategorized Uncategorized Play Video Test VidPod 1 second ago in Uncategorized Uncategorized Play… DownloadSave Listen on these platforms Apple Spotify What is Leaders Unplugged? Leaders Unplugged
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- [Video Archive](https://www.imd.org/?elementor_library=video-archive) - Video Series CEO Dialogue Jean-François Manzoni, Professor of Leadership and Organizational Development, hosts frank discussions with CEOs of companies including Nestlé, AstraZeneca and many more. Full series here The Interview With great power comes great responsibility. Leaders of organizations from Alvanon to Zurich Zoo share insights on their own journeys. Live Events Relives Leading in
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- [Brain Circuits header with signature](https://www.imd.org/?elementor_library=brain-circuits-header-with-signature) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave This exercise helps you to evaluate whether your company’s regional focus needs to be strengthened or weakened. Ask yourself the following three questions: Is your company’s objective for the next 2-5 years to enter new countries? Is your company’s objective for the next
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- [Page Event - Phil's Book Club](https://www.imd.org/?elementor_library=page-event-phils-book-club) - Phil’s Book Club How to be an effective leader Join us on 22 April for the first meeting of Phil’s Book Club, where we will discuss The Ride of a Lifetime, Robert Iger’s analysis of the lessons he learned while running Disney. Even if you haven’t had time to finish the book, join us to
- [Leading in turbulent times event page](https://www.imd.org/?elementor_library=leading-in-turbulent-times-event-page) - Leading in turbulent times How to effectively compete and grow in Asia Professors Mark Greeven and Patrick Reinmoeller Register below Asia can be both an engine of growth as well as the source of numerous challenges – from unfamiliar customers and competitors to hard-to-navigate regulations. In this webinar, we’ll provide you with a compass to
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- [Video CEO Interview series](https://www.imd.org/?elementor_library=video-ceo-interview-series) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave When Nestlé reported its first quarter sales figures earlier this year, one effect of pandemic-induced lockdowns on people’s daily lives was immediately clear from how its coffee business was doing. The numbers revealed that home coffee drinking – be it of Nespresso, Nescafé or Starbucks products – had propelled the company’s coffee sales to their
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- [Podcasts Archive](https://www.imd.org/?elementor_library=podcasts-archive) - Recent release Podcast Series CEO Dialogue Jean-François Manzoni, President of IMD, hosts frank discussions with CEOs of companies including Nestlé, AstraZeneca and many more. Full series here Should I Fly In a rapidly warming, post-pandemic world, Jim Pulcrano and Patrick Reinmoeller set out to answer one simple question: Should I fly? Full series here The
- [Podcast Page](https://www.imd.org/?elementor_library=podcast-page) - Recent release Podcast Series CEO Dialogue Jean-François Manzoni, President of IMD, hosts frank discussions with CEOs of companies including Nestlé, AstraZeneca and many more. Full series here Should I Fly In a rapidly warming, post-pandemic world, Jim Pulcrano and Patrick Reinmoeller set out to answer one simple question: Should I fly? Full series here The
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- [Article with 2 Programs widgets on the side](https://www.imd.org/?elementor_library=article-with-2-programs-widgets-on-the-side) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Creating better data governance involves boosting transparency and safeguarding against bias – and cyber breaches. With consumers increasingly worried about privacy and data protection, organizations are under ever greater pressure to establish trust and transparency in data and information systems, with new regulations
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- [The Coaching Corner template including logo](https://www.imd.org/?elementor_library=the-coaching-corner-template-including-logo) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave As a leader, you face complex and intricate challenges every day. At times it can be hard to pinpoint or even articulate these challenges. But until you can fully address and resolve them, they have the potential to stall your career, professional and
- [The Coaching corner episode](https://www.imd.org/?elementor_library=the-coaching-corner-episode) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave As a leader, you face complex and intricate challenges every day. At times it can be hard to pinpoint or even articulate these challenges. But until you can fully address and resolve them, they have the potential to stall your career, professional and
- [The Female Quotient landing page](https://www.imd.org/?elementor_library=the-female-quotient-landing-page) - Diversity, Equity and Inclusion I by IMD & The Female Quotient IMD is an academic partner of The Female Quotient, which joins forces with companies and leaders to curate experiences, thought leadership, and solutions designed to achieve gender equality in the workplace and beyond. Explore our series Most popular articles Listen to all panel discussions
- [Brain Circuits including icon boxes](https://www.imd.org/?elementor_library=brain-circuits-including-icon-boxes) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave It’s important not to let fear control your decision-making in trying times. Stay calm and find purpose in the present to help your team navigate times of crisis. Everyone seems to be on high alert now. Leading in times of crisis can be
- [Brain Circuits](https://www.imd.org/?elementor_library=brain-circuits) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave A manager must make hundreds of decisions that affect their team’s productivity, well-being and overall success. But it is important to remember that, even if you have a history of making good decisions, in times of crisis you need to slow down and
- [home page - for semantic hub](https://www.imd.org/?elementor_library=home-page-for-semantic-hub) - The Hilti Scholars Program March 9, 2023 in Legacy Continue reading In focus: Talent management Latest insights Leading in turbulent times Live events Tune into our monthly webinars with IMD Professors. Next up: Frédéric Dalsace and Goutam Challagalla will help you gain conceptual clarity by delineating three different sustainability narratives and three ways to leverage
- [ES_PT NWSLT Israel-Hammas](https://www.imd.org/?elementor_library=es_pt-nwslt-israel-hammas) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Amid a complex situation rife with uncertainties, businesses should be prioritizing political risk alongside economic opportunities. In a tumultuous global landscape, the horrific violent conflict between Israel and Hamas has emerged not only as an immediate and pressing humanitarian crisis but also as a
- [Article including stacked icon list box](https://www.imd.org/?elementor_library=article-including-stacked-icon-list-box) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Digitalization, starting with smarter chatbots, can help redefine public services and the relationship between the people and the state, says Seán Meehan. Digitalization is creating more of a citizen centric public sector in the trailblazing Nordics, Estonia, Singapore, and the United Arab Emirates.
- [ES_PT NWSLT military](https://www.imd.org/?elementor_library=es_pt-nwslt-military) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Communication is a critical leadership skill, even more so when your team is facing unexpected or stressful situations. These tips from the military will help you stay calm and issue clear instructions when put under pressure. Military commanders are trained to operate under
- [ES_PT NWSLT sustainability strategy](https://www.imd.org/?elementor_library=es_pt-nwslt-sustainability-strategy) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave With a growing number of employees holding their organizations to account over sustainability commitments, the onus is on HR departments to explain a firm’s purpose and impact if they are to attract and retain talent. In September, Shell CEO Wael Sawan faced a
- [ES_PT NWSLT sheconomy](https://www.imd.org/?elementor_library=es_pt-nwslt-sheconomy) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave 2023 is the year the “Sheconomy”, a term coined in 2007, came into its own. By understanding what’s been feeding it, leaders can keep the fire burning. After all, it’ll only be good for business. In the United States alone, women have had
- [Article part of the Iconoclast series](https://www.imd.org/?elementor_library=article-part-of-the-iconoclast-series) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Iconoclast: n. A person who attacks or criticizes cherished beliefs or institutions. This on-going column is intended to challenge the status quo. Not always giving answers, not always right, but smartly challenging our own assumptions, actions, organizations and institutions. By ignoring the
- [OWP Keynote video-article including quote, image, icon list](https://www.imd.org/?elementor_library=owp-keynote-video-article-including-quote-image-icon-list) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave Spaceship designer, serial entrepreneur, and space diplomat Susmita Mohanty has a unique vantage point on the world, having worked for space agencies and mega-corporations and co-founded three startups. Here she shares her insights on how companies can leverage space assets to
- [Coaching corner article](https://www.imd.org/?elementor_library=coaching-corner-article) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Leaders are human beings. As a leader of other human beings, you face complex and intricate challenges every day. At times, pinpointing and articulating these challenges can be difficult. However, until you can thoroughly address and resolve them, they have the potential to
- [brain circuit articles](https://www.imd.org/?elementor_library=brain-circuit-articles) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Women are more likely than men to think that others have lower confidence in their abilities. Find out if this applies to you – and what you can do about it. Do you correctly predict how others perceive you? Aligning meta-perceptions to reality
- [Home page update 30 November 2023](https://www.imd.org/?elementor_library=home-page-update-30-november-2023) - The Hilti Scholars Program March 9, 2023 in Legacy Continue reading In focus: The future of AI Latest insights Leading in turbulent times Live events Tune into our monthly webinars with IMD Professors. Next up: Professor Jennifer Jordan and Executive Coach Francesca Giulia Mereu will debunk resilience myths, revealing potential risks to psychological well-being. Register
- [Article Iconoclast with two pictures and content quote](https://www.imd.org/?elementor_library=article-iconoclast-with-two-pictures-and-content-quote) - DownloadSave Iconoclast: n. A person who attacks or criticizes cherished beliefs or institutions. This on-going column is intended to challenge the status quo. Not always giving answers, not always right, but smartly challenging our own assumptions, actions, organizations and institutions. Traits such as overconfidence and narcissism, which may lead tech leaders to make bold
- [ES_PT NWSLT philanthropy](https://www.imd.org/?elementor_library=es_pt-nwslt-philanthropy) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave Sophie Bacq speaks to António Calçada, Executive Managing Director of the Repsol Foundation, on how the model of corporate philanthropy is shifting from charitable giving towards investing in entrepreneurial ventures that can create positive social and environmental impact. Companies have long
- [ISSUU I by IMD magazine page v2](https://www.imd.org/?elementor_library=issuu-i-by-imd-magazine-page-v2) - March 2021 The business of entertainment In Issue I, we explore the impact of governance, geography and timing across sports, gaming and the arts, presenting the winners and losers one year after the pandemic hit.
- [ISSUU page - magazine issue](https://www.imd.org/?elementor_library=issuu-page-magazine-issue) - Magazine The business of entertainment In Issue I, we explore the impact of governance, geography and timing across sports, gaming and the arts, presenting the winners and losers one year after the pandemic hit.
- [female quotient](https://www.imd.org/?elementor_library=female-quotient) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Michelle Obama once said, “There is no limit to what we, as women, can accomplish.” Yet gender equality is stalling. Let’s look at some eye-opening data from the Sustainable Development Goals report for 2023. Currently, women are 140 years away from achieving equal representation
- [ES_PT NWSLT warren](https://www.imd.org/?elementor_library=es_pt-nwslt-warren) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Billionaire investor Warren Buffett has identified five Japanese trading houses that he believes will profit from an improving economic outlook and a more shareholder-friendly regime in Japan. Patrick Reinmoeller explains the surprising strategy behind the investments. After decades in the wilderness, Japan’s stock
- [ES_PT NWSLT chickens](https://www.imd.org/?elementor_library=es_pt-nwslt-chickens) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave The vast majority of plans are not worth the paper they are written on, research shows. A comprehensive path toward net zero should address Scope 3 emissions, incorporate carbon offsetting, and consider internal carbon pricing. In a bold strategic move, BP announced in 2020 its
- [ES_PT NWSLT generative AI](https://www.imd.org/?elementor_library=es_pt-nwslt-generative-ai) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Generative AI can transform marketing, customer service, and other business areas, but CEOs must ensure they use it effectively, says IMD’s Goutam Challagalla. Less than a year after generative AI began to come to the fore, one-third of companies say they are already
- [2024 trends article with 3 images and 1 quote](https://www.imd.org/?elementor_library=2024-trends-article-with-3-images-and-1-quote) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Global trends What will 2024 bring for you and your business? IMD faculty and other experts offer their predictions for the year ahead’. The outlook for 2024 remains cautious. Karl Schmedders, IMD’s Professor of Finance, considers five themes that are likely to dominate
- [2024 trends article including sidebar](https://www.imd.org/?elementor_library=2024-trends-article-including-sidebar) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Global trends What will 2024 bring for you and your business? IMD faculty and other experts offer their predictions for the year ahead’. Didier Cossin, Chaired Professor of Governance and Finance and Founder and Director of the IMD Global Board Center, looks at
- [2024 trends hub page](https://www.imd.org/?elementor_library=2024-trends-hub-page) - Leadership Coaching Corner In this series, we share real-world, practical coaching scenarios. Read on to discover the specific challenges highlighted in the cases and the insights that could help you navigate and find solutions to your own multifaceted challenges. How might these insights and questions apply to you? The coaching journey Leaders are human beings.
- [Webinar page (generic) including book cover](https://www.imd.org/?elementor_library=webinar-page-generic-including-book-cover) - New book Navigating Your Family Office Joined by speakers from the Cambridge Family Enterprise Group, Professor of Family Business and Entrepreneurship Peter Vogel will discuss his new book Family Office Navigator Register. Register below On 18 January 2024 at 10:00 and 16:00 CET (run twice to cover different time zones), join Professor of Family Business
- [LiTT webinar page including "Explore all webinars" CTA](https://www.imd.org/?elementor_library=litt-webinar-page-including-explore-all-webinars-cta) - Leading in Turbulent Times Strategic thinking: The changing cognitive demands on leaders Join Tania Lennon, Executive Director of the Strategic Talent Solutions initiative at IMD, as she delves into the crucial thinking skills essential for leaders navigating change, uncertainty, and dynamic environments. Register below Reserve your spot for a thoughtful exploration of strategic cognition and the nuanced demands
- [Book Club event page](https://www.imd.org/?elementor_library=book-club-event-page) - Book Club The Cooperative Economy On 25 January, Affiliate Professor of Leadership Katharina Lange will interview Dovev Lavie, Professor of Management at the Department of Management and Technology of Bocconi University, about his book The Cooperative Economy: A Solution to Societal Grand Challenges, which offers an alternative economic system based on prosocial behavior as a solution
- [Article including table, image and chart](https://www.imd.org/?elementor_library=article-including-table-image-and-chart) - DownloadSave Government interventions affecting corporate strategies and the markets are increasing. Now, a new tool allows leaders to see the influence of the “visible hand” more easily. 2023 saw over 2,500 industrial policy moves by governments. Despite growing emphasis on national security and geopolitics, the primary driver behind industrial policy is promoting firm and sectoral
- [Page Topic hub (Talent, Women Empowerment, etc)](https://www.imd.org/?elementor_library=page-topic-hub-talent-women-empowerment-etc) - Human Resources Talent Full list Learn Brain Circuits Join us for daily exercises focusing on issues from team building to developing an actionable sustainability plan to personal development. Go on – they only take five minutes. Read more Explore Leadership What makes a great leader? Do you need charisma? How do you inspire your team?
- [Article with icon box and content quote](https://www.imd.org/?elementor_library=article-with-icon-box-and-content-quote) - DownloadSave A transformative wave of financial reporting regulations is reshaping the landscape of ESG ratings, challenging companies to move beyond superficial commitments. Environmental, social, and governance (ESG) ratings have long been integral in assessing the risk profile of companies that adorn them. However, recent years have witnessed a significant shift in the landscape as investors
- [Category hub page (2024 Trends sample)](https://www.imd.org/?elementor_library=category-hub-page-2024-trends-sample) - Business insights 2024 trends What will 2024 bring for you and your business? IMD faculty and other experts offer their predictions for the year ahead. Forward thinking The global trends steering the business landscape in 2024 From the intricacies of economics and geopolitics to the evolution of sustainability, digital advancements, trade policies, luxury, governance and
- [Book Club Re:Live video-article](https://www.imd.org/?elementor_library=book-club-relive-video-article) - DownloadSave A new book by Dovev Lavie, Professor at the Department of Management and Technology of Bocconi University, sets out an extraordinary plan to tackle urgent social problems of inequality, wealth concentration, loss of data privacy, and overconsumption. He discusses with Affiliate Professor of Leadership Katharina Lange how it would work. As Dovev Lavie says,
- [Article including video embedded in the body text](https://www.imd.org/?elementor_library=article-including-video-embedded-in-the-body-text) - DownloadSave We tend to overestimate our ability to judge others, but the latest assessment tests can measure our perceptions more accurately than ever before. Have you ever reflected how you pick up information from observing and listening to others? We come to quick and often correct judgments about other people. For example, most of us
- [Article China Indicator 2024 series](https://www.imd.org/?elementor_library=article-china-indicator-2024-series) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave IMD research reveals the top four key attributes of successful companies in the Chinese pharma sector, including their global and local strategies as well as their acquisitions and investment in local companies, best cost logistics and production, and development of a robust pipeline
- [LiTT event page including CTA to explore all live events](https://www.imd.org/?elementor_library=litt-event-page-including-cta-to-explore-all-live-events) - Leading in Turbulent Times Strategic thinking: The changing cognitive demands on leaders Join Tania Lennon, Executive Director of the Strategic Talent Solutions initiative at IMD, as she delves into the crucial thinking skills essential for leaders navigating change, uncertainty, and dynamic environments. Register below Reserve your spot for a thoughtful exploration of strategic cognition and the nuanced demands
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- [I by IMD magazine Issue XII](https://www.imd.org/?elementor_library=i-by-imd-magazine-issue-xii) - DownloadSave In today’s high-stakes business world, striking a balance between being approachable and authoritative is tricky. Here are seven steps to becoming an authentic and effective leader. It’s one of the biggest conundrums facing leaders today: how do you balance approachability while maintaining your authority? To empower your team to produce their best work, you
- [LiTT relive post including key takeaways icon list](https://www.imd.org/?elementor_library=litt-relive-post-including-key-takeaways-icon-list) - DownloadSave The theme of strategic thinking – and which factors drive sustained success in very volatile environments – comes up time and again in business leadership. But what exactly is strategic thinking? And how can we cultivate the habit of strategic thinking so that leaders are equipped to address the ever-increasing demands they face? What
- [Home page 04-04-24](https://www.imd.org/?elementor_library=home-page-04-04-24) - The Hilti Scholars Program March 9, 2023 in Legacy Continue reading In focus: Artificial intelligence Explore more Latest insights Latest magazine Leading in the age of AI AI is revolutionizing the world of business, at pace. How do executives guarantee this mass adoption benefits both their organizations and society? Explore Issue XIII Live events Leading
- [Article with bullet points and key takeaways](https://www.imd.org/?elementor_library=article-with-bullet-points-and-key-takeaways) - DownloadSave Three lessons from a business that is pioneering an environmentally and socially sustainable approach to coconut farming. As the global population grows, our food system is struggling to keep up. Coconut production is no exception: the value of the global coconut market was estimated to grow by 7.3% between 2020 and 2026. But supply
- [Monthly hub page - Women's empowerment](https://www.imd.org/?elementor_library=monthly-hub-page-womens-empowerment) - Diversity, Equity, and Inclusion Women’s empowerment Trending now Editor’s picks Latest articles Full list Leading women Explore more IMD & The Female Quotient Learn more Learn Brain Circuits Join us for daily exercises focusing on issues from team building to developing an actionable sustainability plan to personal development. Go on – they only take five
- [Future readiness hub page](https://www.imd.org/?elementor_library=future-readiness-hub-page) - Strategy Future readiness Latest feature forbes-logo October 5, 2022 Learn More Trending now Latest articles Full list Upcoming webinar Beyond adaptation: Winning strategy for future-ready leadership On 9 May, join us for a conversation with Howard Yu as he explores the Future Readiness Indicator, a framework that gauges organizations on how well they are prepared for future challenges
- [Leading in Turbulent Times webinar event page](https://www.imd.org/?elementor_library=leading-in-turbulent-times-webinar-event-page) - Leading in Turbulent Times Beyond adaptation: Winning strategy for future-ready leadership On 9 May, join us for a conversation with Howard Yu as he explores the Future Readiness Indicator, a framework that gauges organizations on how well they are prepared for future challenges and opportunities. Register below In an increasingly complex and unpredictable age, being future-ready
- [Article with new icons list + quotes and image](https://www.imd.org/?elementor_library=article-with-new-icons-list-quotes-and-image) - DownloadSave After 25 years of selecting startups to work with IMD’s MBA and EMBA participants, Jim Pulcrano examines the factors that may have helped identify promising young ventures that go on to prosper. How do we pick winning startups? Honestly, I don’t know. Over the past 25 years of running the IMD Startup Competition, we’ve
- [Thematic Hub Page Template](https://www.imd.org/?elementor_library=thematic-hub-page-template) - Strategy Future readiness Latest feature MBA Class of 2017 October 7, 2022 Learn More Trending now Latest articles Full list Upcoming webinar Beyond adaptation: Winning strategy for future-ready leadership On 9 May, join us for a conversation with Howard Yu as he explores the Future Readiness Indicator, a framework that gauges organizations on how well they are prepared
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- [Elementor Archive #27016](https://www.imd.org/?elementor_library=elementor-archive-27016) - Learn Brain Circuits Join us for daily exercises focusing on issues from team building to developing an actionable sustainability plan to personal development. Go on – they only take five minutes. Read more Explore Leadership What makes a great leader? Do you need charisma? How do you inspire your team? Our experts offer actionable insights through
- [Podcast 24](https://www.imd.org/?elementor_library=podcast-24) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy In the highest tier of tech giants, certain names stand out. Meta, Amazon, and Alphabet aren’t just companies, they are economic icons. Firms that almost everyone has heard of. But there’s one company bigger than all of these: Nvidia. This $2.2tn chip
- [The Interview 2024](https://www.imd.org/?elementor_library=the-interview-2024) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave Marc Maurer, Co-CEO of On, tells Alyson Meister how the company’s unique culture – defined by five ‘Spirits’ – is helping chart its path to becoming the world’s most premium sportswear brand. A murmuration of starlings sprints across the sky, swooping
- [CEO Dialogue - June24](https://www.imd.org/?elementor_library=ceo-dialogue-june24) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave Lars Fruergaard Jørgensen, CEO of the company which makes game changing obesity drugs Ozempic and Wegovy, explains how its culture and long-view underpin its recent turnaround. In a few short years, Novo Nordisk has become Europe’s most valuable company worth more
- [OWP Video Article Template 2024](https://www.imd.org/?elementor_library=owp-video-article-template-2024) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave The future of trade is intermediate services, says Professor of International Economics Richard Baldwin – and this is good news for workers in emerging markets. Is globalization dead? No, but it is changing – faster than we think, and in ways
- [Full Magazine Page Template](https://www.imd.org/?elementor_library=full-magazine-page-template) - March 2024 Leading in the age of AI In Issue 13 of I by IMD, we explore how to lead effectively – and responsibly – in the age of AI.
- [Article June 2024 Template](https://www.imd.org/?elementor_library=article-june-2024-template) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut elit tellus, luctus nec ullamcorper mattis, pulvinar dapibus leo. Working on ikebana as a team means relinquishing our desire to control, letting go of our ego, and existing in the present. Out of this process
- [Duplicate for the singapore one](https://www.imd.org/?elementor_library=duplicate-for-the-singapore-one) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave When organizations look to tackle cyber threats, they put a big focus on technology and forget about people. What I want organizations to realize is that, while we need technology, your people are your first and last line of defense. I
- [Video OWP template](https://www.imd.org/?elementor_library=video-owp-template) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave The boundary between the physical and digital worlds is dissolving, says Joseph Bradley, CEO of TONOMUS, a world-leading technology enterprise powering the world’s first ecosystem of cognitive technologies at NEOM in Saudi Arabia. Harnessing the power of data, while addressing the
- [Mariana Gomes Template for Normal article](https://www.imd.org/?elementor_library=mariana-gomes-template-for-normal-article) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave As the scope and demands of the CEO role become ever more complex, shifting to a shared leadership model, such as a co-CEO arrangement, could help prevent burnout, increase job satisfaction, and bring a greater diversity of skills and thought. In January this
- [coaching corner standard Ju Sung Park](https://www.imd.org/?elementor_library=coaching-corner-standard-ju-sung-park) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave Leaders are human beings. As a leader of other human beings, you face complex and intricate challenges every day. At times, pinpointing and articulating these challenges can be difficult. However, until you can thoroughly address and resolve them, they have the potential to
- [Book Club registration](https://www.imd.org/?elementor_library=book-club-registration) - Book Club Re-writing your Leadership Code: How your childhood made you the leader you are, and what you can do about it Join leadership and culture expert Nick Kinley and IMD Professor of Leadership and Organizational Behavior Shlomo Ben-Hur for an insightful webinar exploring the impact of childhood on leadership, culture and performance.
- [Book Club Relive 24](https://www.imd.org/?elementor_library=book-club-relive-24) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave Wharton professor Peter Fader unpacks the transformative power of customer centricity and why understanding customer lifetime value is crucial for business success. Every dollar a company makes comes from a customer. All too often, however, companies have a product-first mindset and
- [Monthyl theme page template](https://www.imd.org/?elementor_library=monthyl-theme-page-template) - Leadership Leadership Trending now Latest articles Learn Brain Circuits Join us for daily exercises focusing on issues from team building to developing an actionable sustainability plan to personal development. Go on – they only take five minutes. Read more Explore Leadership What makes a great leader? Do you need charisma? How do you inspire your
- [LiTT Webinars - Event/Registration page - MG](https://www.imd.org/?elementor_library=litt-webinars-event-registration-page-mg) - Leading in Turbulent Times Beyond adaptation: Winning strategy for future-ready leadership On 9 May, join us for a conversation with Howard Yu as he explores the Future Readiness Indicator, a framework that gauges organizations on how well they are prepared for future challenges and opportunities. Register below In an increasingly complex and unpredictable age, being future-ready
- [Brain Circuit Template MG](https://www.imd.org/?elementor_library=brain-circuit-template-mg) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave By Earth Overshoot Day on August 1, humanity will have used up all the natural resources that our planet can provide for the year. Businesses can help to reverse this trend. In 1971, Earth Overshoot Day fell on December 25. In 2024, it
- [Relive Template 2024](https://www.imd.org/?elementor_library=relive-template-2024) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave Wharton professor Peter Fader unpacks the transformative power of customer centricity and why understanding customer lifetime value is crucial for business success. Every dollar a company makes comes from a customer. All too often, however, companies have a product-first mindset and
- [Tech for Good 2024](https://www.imd.org/?elementor_library=tech-for-good-2024) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave With investors increasingly focusing on ESG topics, you might think that being a Tech for Good company would help attract funding. This is not always the case, says Marc Gitzinger, CEO of Bioversys, which is developing new medicines for severe life-threatening
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- [Interview 2 Jay](https://www.imd.org/?elementor_library=interview-2-jay) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave Lena Hök, Executive Vice President for Sustainability and Innovation at Skanska, explains how being a forerunner on sustainability has helped it set industry standards and win customers. With a raft of new legislation set to make climate-related disclosures mandatory for a
- [IbyIMD Magazine page](https://www.imd.org/?elementor_library=ibyimd-magazine-page) - June 2024 Reframing the art of business In Issue 14 of I by IMD, we explore how to lead effectively – and responsibly – in the age of AI.
- [OWP Sing2024](https://www.imd.org/?elementor_library=owp-sing2024) - Legacy Play Video Legacy The Hilti Scholars Program March 9, 2023 in Legacy DownloadSave As the dust settles on the 2024 US election, the global business landscape faces a new era of economic nationalism, trade disruption, and political uncertainty. How can companies adapt to the shifting dynamics of US policy and an increasingly fragmented world?
- [innovation mandate](https://www.imd.org/?elementor_library=innovation-mandate) - Legacy The Hilti Scholars Program Published March 9, 2023 in Legacy DownloadSave In this series of three articles, Joep De Caluwé (EMBA 2024) draws on real-world examples and expert insights to explore how organizations can drive change and create groundbreaking solutions through innovation. In the first in a series of articles looking at the complexities
- [Hub October 24](https://www.imd.org/?elementor_library=hub-october-24) - Sustainability Sustainability Trending now Latest articles Learn Brain Circuits Join us for daily exercises focusing on issues from team building to developing an actionable sustainability plan to personal development. Go on – they only take five minutes. Read more Explore Leadership What makes a great leader? Do you need charisma? How do you inspire your
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- [Mag 16 page](https://www.imd.org/?elementor_library=mag-16-page) - June 2024 Reframing the art of business In Issue XIV of I by IMD, we consider what we might discover as leaders and organizations if we explore the intersection between art, creativity, and business.
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## Case Studies

- [Angaza: A Silicon Valley journey](https://www.imd.org/research-knowledge/sustainability/case-studies/angaza-a-silicon-valley-journey/) - Angaza’s story is not a typical solar light story, but the story of a female social entrepreneur with a for-profit Silicon Valley mindset transforming a social enterprise from a hardware to a software business model. It is about pivots, changing value propositions, and new products and business models as Angaza evolves to escalate social impact
- [dacadoo (A): Getting started as Quentiq](https://www.imd.org/research-knowledge/digital/case-studies/dacadoo-a-getting-started-as-quentiq/) - For the past ten years, dacadoo, a healthtech and insurtech start-up based in Switzerland, has been developing and operating its digital health engagement solution, including mobile applications, exploring ways to monetize the patented and AI-based health score it developed. Dacadoo has a dual objective: It aims to help users achieve and maintain healthy lifestyles with
- [dacadoo (B): Building momentum](https://www.imd.org/research-knowledge/digital/case-studies/dacadoo-b-building-momentum/) - For the past 10 years, dacadoo, a healthtech start-up based in Switzerland, has been developing and operating its digital health engagement solution. Learn why!
- [dacadoo (C): Ready for take-off](https://www.imd.org/research-knowledge/digital/case-studies/dacadoo-c-ready-for-take-off/) - Dacadoo has an objective: It aims to help users achieve a healthy lifestyle with its proprietary “health score” and a digital engagement solution. Learn more!
- [“Carbon is the new calorie”: Logitech’s carbon impact label to drive transparency in sustainability](https://www.imd.org/research-knowledge/sustainability/case-studies/carbon-is-the-new-calorie-logitech-s-carbon-impact-label-to-drive-transparency-in-sustainability-2/) - This topical case covers the period from 2019 to 2022, when Prakash Arunkundrum, head of global operations and sustainability at Logitech, was focusing on reducing the company’s carbon footprint. It recounts how he and his team gained internal support to embark on an ambitious carbon labeling initiative and created a transparent methodology to assess, validate
- [Raya Holding: What is the holding really holding?](https://www.imd.org/research-knowledge/family-business/case-studies/raya-holding-what-is-the-holding-really-holding/) - On 7 October 2020, the employees of Raya, an Egyptian holding company, received an email that sent shockwaves across the entire firm. The board had just announced that Medhat Khalil, Raya’s co-founder, primary shareholder and long-serving CEO, would be stepping down after 21 years, leaving the position to his son Ahmed Khalil, who was just
- [The Advanced Academic Leadership Framework](https://www.imd.org/research-knowledge/leadership/case-studies/the-advanced-academic-leadership-framework/) - The Advanced Academic Leadership Framework provides a comprehensive competency model designed specifically for senior academic leaders operating at institutional levels, including deans, provosts, institute directors and university presidents. Recognizing that academic leadership operates within unique constraints –shared governance, faculty autonomy, distributed expertise, and the dual mission of advancing knowledge while educating future generations – this
- [LanzaTech: Scaling carbon to value](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/lanzatech-scaling-carbon-to-value/) - The case places students in the role of LanzaTech's founder, Dr Sean Simpson, in April 2012. The company was built on the radical idea of using proprietary microbes to capture and convert carbon-rich waste gases from heavy industry (like steel mills) into fuel-grade ethanol. LanzaTech has just achieved a massive technological breakthrough: proving its proprietary
- [Returning to winning performance: Designing effective structures, systems and processes](https://www.imd.org/research-knowledge/operations/case-studies/returning-to-winning-performance-designing-effective-structures-systems-and-processes/) - After a decade of continuous success within IQ, a computer products, services and solutions company with revenues of $79.9 billion, an executive was handed one of his greatest career challenges. Covington was tasked with turning around a procurement organisation that was underperforming, had a vacancy rate of 45% and a tarnished internal reputation. Additionally, there
- [Borjomi: Crisis in Russia](https://www.imd.org/research-knowledge/marketing/case-studies/borjomi-crisis-in-russia/) - Borjomi is one of Russia’s oldest, best-known and well-loved mineral waters. After going through a steep decline at the end of the Soviet era, the brand was bought by Georgian Glass & Mineral Water (GGMW) in 1995. Two years later, GGMW hired Frenchman Jacques Fleury—he turned the company around, and in 2001 had restored Borjomi
- [Bruynzeel Keukens: Mastering complexity](https://www.imd.org/research-knowledge/operations/case-studies/bruynzeel-keukens-mastering-complexity/) - Bruynzeel Keukens, the Dutch kitchen industry leader faced a dilemma, it had audacious objectives in terms of maintaining leadership and increasing market share, yet its operations were not able to sustain such a pace any longer, it would have to be reengineered from scratch.
- [Volvo walks the talk: For men only - Should Eucorp walk along?](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/volvo-walks-the-talk-for-men-only-should-eucorp-walk-along/) - Like many other companies, the Volvo Group had a strong imbalance between men and women at all levels, especially in management. In response to this, the Volvo Group indicated several actions. This case describes one of the most innovative ones. Introduced in the early 2000s, the “Walk the Talk” training program is for men only,
- [Bharat Motor: Transforming the supply chain](https://www.imd.org/research-knowledge/operations/case-studies/bharat-motor-transforming-the-supply-chain/) - Bharat Motor, a large Indian automotive manufacturer has to reengineer its portfolio of supply chains. Some product lines that are integral to the company’s strategy are not profitable. The case explores new ways of getting back to profitability without big capital investments.
- [Trustme Two call center](https://www.imd.org/research-knowledge/operations/case-studies/trustme-two-call-center/) - Trustme two bank call center operation, though performing well and supporting customer requirements needed to perform better. The case explores outsourcing and offshoring alternative while considering the possible risks associated with such a move. Participants will be encouraged to brainstorm to figure out out of the box ideas to solve this issue.
- [Disneyland Resort Paris: Mickey goes to Europe](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/disneyland-resort-paris-mickey-goes-to-europe/) - The case tracks the story of Disneyland Resort Paris from its opening in 1992 until the end of 2006, illustrating how the resort’s managers learned from their initial errors how to take a strong cultural product (the Disney experience) and implement it effectively in a multicultural environment. However, by the end of 2006 the park
- [Relaunching the Alpina brand: High precision watches since 1883](https://www.imd.org/research-knowledge/marketing/case-studies/relaunching-the-alpina-brand-high-precision-watches-since-1883/) - Aletta and Peter Stas, founders of Frédérique Constant S.A., one of the leading watch manufacturers based in Geneva, Switzerland, had called a meeting with their board of advisors to discuss the next steps of the relaunch of Alpina, the second brand of their company. Aletta and Peter strongly believed that Alpina had real potential for
- [Kalmar's big data pricing dilemma](https://www.imd.org/research-knowledge/marketing/case-studies/kalmar-s-big-data-pricing-dilemma/) - This case follows a multidisciplinary team at Kalmar, a business unit of Cargotec, to develop a new product based on telematics and then the challenge of how to price the product/service for value in the context of customers who would not typically pay for such a thing. The Kalmar team had been thrown a somewhat
- [Looking back from 2030: We turned the corner on climate - How did we get here? (Revised) (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/looking-back-from-2030-we-turned-the-corner-on-climate-how-did-we-get-here-revised-mini-case/) - This mini case is a fictional version of the future that looks back from 2030 to how the world has tackled climate change. It is a reflective perspective that talks about urbanization, carbon capture technologies and artificial intelligence, Sustainable Development Goals. It challenges students to think about how the world turned the corner on climate
- [Ternium: Rolling into the future - organization](https://www.imd.org/research-knowledge/strategy/case-studies/ternium-rolling-into-the-future-organization/) - Organization Part: Ternium is a Latin American steel company that has earned a reputation as one of the best-managed steel companies in the world, skilled in navigating
- [Trader Joe's: At a crossroads?](https://www.imd.org/research-knowledge/strategy/case-studies/trader-joe-s-at-a-crossroads/) - When Covid-19 hit the US in 2020, the grocery retail industry underwent a greatly accelerated digital transformation as consumers’ habits changed drastically in a matter of weeks. As Americans sought to avoid their risk of exposure to the coronavirus, the adoption of online grocery shopping, click-and-collect and self-checkout skyrocketed. By 2022, it appeared this shift
- [Ternium: Rolling into the future - human resources](https://www.imd.org/research-knowledge/strategy/case-studies/ternium-rolling-into-the-future-human-resources/) - Human Resources Part: Ternium is a Latin American steel company that has earned a reputation as one of the best-managed steel companies in the world, skilled in navigating
- [Ternium: Rolling into the future - sustainability](https://www.imd.org/research-knowledge/strategy/case-studies/ternium-rolling-into-the-future-sustainability/) - Sustainability Part: Ternium is a Latin American steel company that has earned a reputation as one of the best-managed steel companies in the world, skilled in navigating
- [Northmen vs. pirates: Norsk Hydro says 'no' to hackers](https://www.imd.org/research-knowledge/cybersecurity/case-studies/northmen-vs-pirates-norsk-hydro-says-no-to-hackers/) - In March 2019, Norsk Hydro (a Norwegian aluminum manufacturer and renewable energy company operating across 40 countries) suffered a large-scale ransomware attack that brought its global IT network to a complete standstill. Faced with encrypted systems across 160 sites and a ransom demand payable in bitcoin, the company's leadership made a crucial choice: refuse to
- [The Mulliez Family Business: Unlocking the secrets of entrepreneurial DNA (A)](https://www.imd.org/research-knowledge/family-business/case-studies/the-mulliez-family-business-unlocking-the-secrets-of-entrepreneurial-dna-a/) - Though little-known outside of its home country of France, the Mulliez family enterprise is one of the largest privately held business networks in the world. The Association Familiale Mulliez (AFM) unites over 1,000 family shareholders and oversees a portfolio of more than 90 companies operating across retail, services and other sectors. Its flagship companies include
- [The Mulliez Family Business: Unlocking the secrets of entrepreneurial DNA (B)](https://www.imd.org/research-knowledge/family-business/case-studies/the-mulliez-family-business-unlocking-the-secrets-of-entrepreneurial-dna-b/) - Case B of the Mulliez Family Business case series examines the family's entrepreneurial 'DNA': the unique set of characteristics that have enabled the Association Familiale Mulliez (AFM) to successfully nurture the ventures of the next generations. Case B picks up in the 1990s, as the Mulliez family renews its focus on entrepreneurship. It first explores
- [UrbanLuxe: Supply chain product recall readiness](https://www.imd.org/research-knowledge/operations/case-studies/urbanluxe-supply-chain-product-recall-readiness/) - This short case exercise presents a rare but critical real-world business scenario: A large, multi-country, multi-site beauty company wishes to evaluate its capability to execute a major product recall. The need for a recall may be due to an internal quality issue or one caused by quality defects from a supplier. The CEO has seen
- [The Final Whistle: Leadership, authority and moral choice at the 2025 Africa Cup of Nations](https://www.imd.org/research-knowledge/leadership/case-studies/the-final-whistle-leadership-authority-and-moral-choice-at-the-2025-africa-cup-of-nations/) - The case chronicles the acute leadership crisis that erupted during the final minutes of the 2025 Africa Cup of Nations final match. It presents a real-world dilemma in which formal authority clashes with informal influence, and deeply held values are pitted against team solidarity. The central conflict revolves around Sadio Mané, a globally respected football
- [Han’s Laser (A): A high-tech company with Chinese characteristics (1996-2000)](https://www.imd.org/research-knowledge/strategy/case-studies/han-s-laser-a-a-high-tech-company-with-chinese-characteristics-1996-2000/) - From humble beginnings in Shenzhen, China in 1995, Mr. Yunfeng Gao led Han’s Laser to become the dominant laser marker producer in China in 1999. His success was built on a foundation of customer service and innovation and a corporate culture that stressed fairness, simplicity and rewarding good performance. Due to the company’s early success,
- [Han’s Laser (A1): Solving the cash problem (2000-2009)](https://www.imd.org/research-knowledge/strategy/case-studies/han-s-laser-a1-solving-the-cash-problem-2000-2009/) - In April 2001, Gao was able to raise enough funds to win the bidding war and regain control Han’s Laser. But the company was still struggling with a cash shortage, so in June 2004, after a successful IPO, the company was listed on Shjenzhen Stock Exchange. By 2007 sales had more than quadrupled since the
- [Han’s Laser (B): The challenge of growth and profitability (2000-2009)](https://www.imd.org/research-knowledge/strategy/case-studies/han-s-laser-b-the-challenge-of-growth-and-profitability-2000-2009/) - By 2006, Han’s Laser had risen to be the world’s number one producer of laser markers. However, Gao felt that the historical compound annual growth rate of 50% to 60% was not sustainable. Unlike the fast-moving consumer goods industry, the laser market had a finite number of customers and Hans Laser’s machines had a life
- [Han’s Laser (C): Redefine the business (2009 and beyond)](https://www.imd.org/research-knowledge/strategy/case-studies/han-s-laser-c-redefine-the-business-2009-and-beyond/) - After redefining its growth strategy and repositioning itself as a light sourcing company, Han’s Laser diversified into providing industrial solutions (rather than just products and services) for other industries. This led it into the fast-growing LED and solar industries. It also entered the real estate industry and made a small foray globally with a small
- [Danfoss Motion Controls and Holip (A) (Abridged)](https://www.imd.org/research-knowledge/strategy/case-studies/danfoss-motion-controls-and-holip-a-abridged/) - (This is an abridged version of the case IMD-3-2051.) Danfoss decided to make China a second home market – aiming for growth of 50% a year and quadrupling sales in China by 2008. This case focuses on Danfoss China’s Motion Control division, which among other things sold frequency converters. As in many markets in China,
- [Industrial and Commercial Bank of China: Governance lessons from east to west](https://www.imd.org/research-knowledge/finance/case-studies/industrial-and-commercial-bank-of-china-governance-lessons-from-east-to-west/) - (A short version of this case is also available: IMD-1-0335 Industrial and Commercial Bank of China: The Governance Model.) In June 1999, ICBC – the largest commercial bank in China – was technically bankrupt, with a nonperforming loan ratio of 47.59%. But, thanks to the united efforts of the government, the management team and its
- [Industrial and Commercial Bank of China: The governance model](https://www.imd.org/research-knowledge/finance/case-studies/industrial-and-commercial-bank-of-china-the-governance-model/) - This is a short version of case IMD-1-0327 Industrial and Commercial Bank of China: Governance Lessons from East to West. For more details, please refer to the full-length case. In June 1999, ICBC – the largest commercial bank in China – was technically bankrupt, with a nonperforming loan ratio of 47.59%. But, thanks to the
- [Samsung Electronics: Global strategies](https://www.imd.org/research-knowledge/strategy/case-studies/samsung-electronics-global-strategies/) - This case study describes how Samsung Electronics transformed into a world-class company and the strategic challenges it faces as it looks to sustain its success in both developed and emerging markets. It has been 20 years since Lee Kun-Hee announced the New Management initiative that played a crucial role in transforming Samsung from a second-tier
- [SIX Payment Services (B): A response to disruptive threats](https://www.imd.org/research-knowledge/case-studies/six-payment-services-b-a-response-to-disruptive-threats/) - The case explores the response that Swiss-based SIX Payment Services decided to make in the face of disruptive threats to the European payments industry.
- [Etihad Etisalat Company (Mobily)](https://www.imd.org/research-knowledge/board/case-studies/etihad-etisalat-company-mobily/) - In November 2014 Saudi telecom company Etihad Etisalat (Mobily) cut its profits and revenues for 2013 and for the first half of 2014 due to excessive booking of revenues. An unprecedented scandal hit the business community in Saudi and $9.1 billion of Mobily’s market value was wiped out. The scandal sparked an investigation by the
- [Mohammad Al-Mojil Group (MMG) the energy behind energy](https://www.imd.org/research-knowledge/strategy/case-studies/mohammad-al-mojil-group-mmg-the-energy-behind-energy/) - Trading in Mohammad Al-Mojil (MMG)’s shares was suspended in July 2012. The company did not fulfil the losses triggered mandatory reporting rules. In a related case, MMG’s auditor Deloitt & Touche was suspended by the Capital Market Authority (CMA), to be effective beginning 1 June 2015. MMG went public in 2008 after years of phenomenal
- [Novartis: Strategic position in the life sciences industry (A)](https://www.imd.org/research-knowledge/case-studies/novartis-strategic-position-in-the-life-sciences-industry-a/) - This two-part case series examines the strategic positioning of Novartis – a leading Swiss multinational – in the life sciences industry during the last decade. Case A provides an introduction to Novartis and the major decisions taken by its longest-serving CEO, Daniel Vasella. It also offers an overview of the industry’s challenges in the period
- [Thomas & Betts: Becoming partner of choice via customer centricity](https://www.imd.org/research-knowledge/strategy/case-studies/thomas-betts-becoming-partner-of-choice-via-customer-centricity/) - The case briefly reviews the history of the Thomas & Betts (T&B) company, a maker of electrical components and connectors for the industrial, construction, and utility markets. Based on a legacy of product innovation, an extensive distribution network, and customer-service capabilities, T&B became the largest supplier of electrical components in North America. Its comprehensive product
- [Thomas & Betts: The value-based pricing decision](https://www.imd.org/research-knowledge/case-studies/thomas-betts-the-value-based-pricing-decision/) - The case examines the decision facing T&B product managers in pricing an innovative new product. The product, a medium-voltage ‘spiking aid,’ reduces the need for utilities to cut power cables prior to performing repair and maintenance work on underground electrical distribution systems, leading to significant labor cost and material savings and other benefits. The case
- [Gamaya: Taking farming into the 21st century](https://www.imd.org/research-knowledge/case-studies/gamaya-taking-farming-into-the-21st-century/) - Yosef Akhtman, CEO and cofounder of Gamaya, and Igor Ivanov, Gamaya’s business development manager were elated at the latest news coming from Brazil. After a year of field tests, things were finally falling into place and Gamaya was now able to demonstrate credibly the contributions its drone-born miniaturized hyperspectral cameras could bring to local sugar
- [The Shell-BG Group tie-up: Yes or no?](https://www.imd.org/research-knowledge/case-studies/the-shell-bg-group-tie-up-yes-or-no/) - In April 2015, Shell offered to pay 0.4454 of its B shares and 383 pence in cash for each BG share in a deal valued at $70 billion. The offer entailed a sizable 50%-plus premium for the BG Group by assuming a $90/bbl forward oil price. Shell had to seek approval from at least 50%
- [When governance rhymes with turbulence](https://www.imd.org/research-knowledge/case-studies/when-governance-rhymes-with-turbulence/) - Tunisia has been the only country to emerge from the Arab Spring with a successful transition to democracy. This case focuses on a critical period in this transition process, when the country appointed an interim government. The case zooms in on the leadership and governance challenges of this “caretaker” administration during its one-year mandate in
- [Dallara Automobili: Transforming a racing legend](https://www.imd.org/research-knowledge/strategy/case-studies/dallara-automobili-transforming-a-racing-legend/) - The Dallara Automobili case describes the success of a family run company that designed and built chassis for racing and sports cars. Established in 1972 by the legendary Gian Paolo Dallara, the company provided winning chassis for almost all major racing formulas. Initially the company’s success was based on two core capabilities: aerodynamics and carbon
- [Cargill: Building a global brand for the world’s largest private company (A)](https://www.imd.org/research-knowledge/marketing/case-studies/cargill-building-a-global-brand-for-the-world-s-largest-private-company-a/) - The two-part case series examines the challenge of building a global brand for Cargill – the world’s largest private company. It follows the four-year journey, from 2012 to 2015, of Paul Hillen, the newly appointed vice president of global marketing. Case A begins by highlighting the culture and organizational structure of Cargill, the evolution of
- [Cargill: Building a global brand for the world’s largest private company (B)](https://www.imd.org/research-knowledge/case-studies/cargill-building-a-global-brand-for-the-world-s-largest-private-company-b/) - The two-part case series examines the challenge of building a global brand for Cargill – the world’s largest private company. It follows the four-year journey, from 2012 to 2015, of Paul Hillen, the newly appointed vice president of global marketing. Case A begins by highlighting the culture and organizational structure of Cargill, the evolution of
- [TwingTec AG: Catching high winds](https://www.imd.org/research-knowledge/case-studies/twingtec-ag-catching-high-winds/) - Dubendorf, Switzerland, June 2015. The TwingTec team had spent more than four years developing a tethered wing technology that generated electricity by flying a kite at high altitudes, capturing the energy from the stable winds there. Even though friends and family often made fun of the fact that Rolf’s work involved playing with a kite,
- [Digital business transformation in Silicon Savannah: How M-Pesa changed Safaricom (Kenya)](https://www.imd.org/research-knowledge/digital/case-studies/digital-business-transformation-in-silicon-savannah-how-m-pesa-changed-safaricom-kenya/) - This case study investigates the phenomenal development of M-PESA in Kenya, the world’s most successful mobile phone-based financial service, and the way it transformed its parent company, Safaricom from being an incumbent telecommunications operator to also becoming a digital platform working across different industries and sectors through an extensive business ecosystem. Safaricom, Kenya’s incumbent telecom
- [Endgame for the automobile industry?](https://www.imd.org/research-knowledge/case-studies/endgame-for-the-automobile-industry/) - The automobile industry has been shaped by several inflection points, each signaling a dramatic shift. Since the turn of the new millennium, it has been caught in a wave of radical transformation. For auto majors, it is no longer about pursuing sales growth and higher margins through scale, international expansion and outsourcing. The very definition
- [Rustomjee Group: Positioning for a new market segment (B) (Interactive version)](https://www.imd.org/research-knowledge/marketing/case-studies/rustomjee-group-positioning-for-a-new-market-segment-b/) - he case examines two flagship concepts – “Childhoods Available” and “My Spaces” – and sheds light on how Rustomjee Group has managed to achieve differentiation.
- [Implementing value selling at Tetra Pak](https://www.imd.org/research-knowledge/business-transformation/case-studies/implementing-value-selling-at-tetra-pak/) - The case examines the change management challenge of implementing a global business transformation project at Tetra Pak – a leader in packaging and processing solutions. In 2011 Tetra Pak’s senior leadership decided to focus on creating and delivering customer value and launched the Value Selling project. The case follows the five-year journey (2011–2015) of this
- [Uber the bad guy: Does it matter? (Mini case)](https://www.imd.org/research-knowledge/case-studies/uber-the-bad-guy-does-it-matter-mini-case/) - This mini-case describes the challenges facing Uber in early 2017 and how it has ended up being perceived as a bad guy. At the same time, it is growing very fast. So, does the bad guy image matter?
- [Hollywood: Fast and furious(ly) in sequel mode? (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/hollywood-fast-and-furious-ly-in-sequel-mode-mini-case/) - Hollywood is rapidly churning out film sequels – often with great success, as more and more films surpass the magic barrier of $1 billion in worldwide box office receipts. But is this exploitation strategy sustainable?
- [Jean-Claude Biver: Positioning Tag Heuer for the future](https://www.imd.org/research-knowledge/case-studies/jean-claude-biver-positioning-tag-heuer-for-the-future/) - The case examines the marketing challenge of repositioning Swiss watch brand TAG Heuer in the digital era. It delves into the decisions taken by Jean-Claude Biver – the newly appointed CEO of the company – in his effort to create and execute a new strategy and to position TAG Heuer as an affordable luxury brand
- [AccorHotels’ digital transformation: A strategic response to hospitality disruptor Airbnb](https://www.imd.org/research-knowledge/strategy/case-studies/accorhotels-digital-transformation-a-strategic-response-to-hospitality-disruptor-airbnb/) - The hotel industry is being disrupted by new digital players who have entered the market and challenge the conventional hospitality approach. The sharing economy in particular, with the Airbnb start-up in the lead, has created a major challenge, if not a threat, to established hotel chains. As a response, AccorHotels, Europe’s leading hotel group, is
- [Downfall Deutsche Bank](https://www.imd.org/research-knowledge/finance/case-studies/downfall-deutsche-bank/) - The case looks at the leadership, governance, board, strategy and other issues that led up to the downfall of Deutsche Bank. It discusses the ideological shift from stakeholder value harmonization to strong shareholder value maximization, which led to a cultural change from valuing reliability, transparency, fairness, solidarity and justice to valuing quick returns that endangered
- [Key account management at Sika (A): Leading in the matrix](https://www.imd.org/research-knowledge/leadership/case-studies/key-account-management-at-sika-a-leading-in-the-matrix/) - Sika AG is a global specialty chemicals company with a leading position in the development and production of systems and products for bonding, sealing, damping, reinforcing and protecting in the building sector and the motor vehicle industry. The CEO believed that one of the key reasons for the company’s success was its people and its
- [Key account management at Sika (b1): Peter Venkman’s challenge](https://www.imd.org/research-knowledge/leadership/case-studies/key-account-management-at-sika-b1-peter-venkman-s-challenge/) - Sika is a specialty chemicals company, in this case we explore the challenges faced by Peter Venkman. This is part of a case series.
- [Key account management at Sika (b2): Ray Stantz’s position](https://www.imd.org/research-knowledge/leadership/case-studies/key-account-management-at-sika-b2-ray-stantz-s-position/) - Sika is a specialty chemicals company, in this case we explore the challenges faced by Ray Stantz. This is part of a case series.
- [Key account management at Sika (b3): Egon Spengler’s dilemma](https://www.imd.org/research-knowledge/leadership/case-studies/key-account-management-at-sika-b3-egon-spengler-s-dilemma/) - Sika is a specialty chemicals company, in this case we explore the dilemma faced by Egon Spengler. This is part of a case series.
- [Chennai Super Kings: Rebuilding a tainted brand](https://www.imd.org/research-knowledge/case-studies/chennai-super-kings-rebuilding-a-tainted-brand/) - Chennai Super Kings (CSK) was the most successful team of Indian Premier League (IPL) till it was banned for two seasons (2016-2017) in 2015. The match-fixing and betting controversy and the resulting lawsuit in the Supreme Court eroded the brand value of CSK from US$72 million in 2014 to $67 million in 2015. Since the
- [Family leadership challenges: Disrupting the momentum at Samsung](https://www.imd.org/research-knowledge/strategy/case-studies/family-leadership-challenges-disrupting-the-momentum-at-samsung/) - Samsung is a Korean conglomerate (or chaebol) founded in 1938. Once a sole trading company, it has grown into a myriad of companies generating over $380 billion globally in industries as varied as construction, semiconductors, shipbuilding, banking and entertainment. Like most Korean conglomerates, an unusual feature of Samsung is that it has no overarching holding
- [Jean-Claude Biver: Positioning Tag Heuer for the future (Abridged)](https://www.imd.org/research-knowledge/case-studies/jean-claude-biver-positioning-tag-heuer-for-the-future-abridged/) - The abridged case examines the marketing challenge of repositioning Swiss watch brand TAG Heuer in the digital era. It delves into the decisions taken by Jean-Claude Biver – the newly appointed CEO of the company – in his effort to create and execute a new strategy and to position TAG Heuer as an affordable luxury
- [Turkcell (A): How to respond to digital disruption?](https://www.imd.org/research-knowledge/strategy/case-studies/turkcell-a-how-to-respond-to-digital-disruption/) - Kaan Terzioglu, Turkcell’s CEO, was in a pensive mood on his fifth day on the job. He had just received his first WhatsApp call, which highlighted the challenge his company – Turkey’s largest mobile telecommunications provider – was facing from over-the-top (OTT) service providers. Of Turkcell’s 35 million mobile subscribers, 10 million were WhatsApp users.
- [Turkcell (B): From a telecom network operator to a customer experience provider](https://www.imd.org/research-knowledge/strategy/case-studies/turkcell-b-from-a-telecom-network-operator-to-a-customer-experience-provider/) - Kaan Terzioglu, Turkcell’s CEO, and his top team had spent Capital Markets Day with global investment analysts celebrating the firm’s achievements. Over the last three years, the company had transformed itself from a network operator selling undifferentiated data and voice services in Turkey into an experience provider that offered messaging, music, TV, search and other
- [Nestlé: Developing a digital nutrition platform for Japan](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-developing-a-digital-nutrition-platform-for-japan/) - This case study describes the strategic dilemmas that Nestlé faces as it embarks on developing an innovative digital nutrition platform for Japan. Although health food is a key growth area for the worldwide food and beverage industry, the choice of Japan is due to its increasingly aging population and stronger consumer interest in healthy lifestyles
- [Mary Barra and the Lyft investment: Leading GM into the sharing economy through acquisitions](https://www.imd.org/research-knowledge/strategy/case-studies/mary-barra-and-the-lyft-investment-leading-gm-into-the-sharing-economy-through-acquisitions/) - The case presents the impact of the digital disruption coming from the sharing economy from the perspective of the largest American auto manufacturer, General Motors (GM). The car-sharing business led by Uber has been forcing a change to the traditional model by introducing the for-hire transport business especially in densely populated urban settings. At the
- [Aldo’s global omnichannel imperative](https://www.imd.org/research-knowledge/strategy/case-studies/aldo-s-global-omnichannel-imperative/) - Late 2015. E-commerce was changing the face of retailing, and ALDO, a Canadian shoe retailer with a global presence, was not immune. The effects of e-commerce were felt not just in the sales channels, but in the whole customer experience and the customer journey. To successfully execute a compelling online and overseas strategy, there were
- [ResMed, Inc.: The shift to connected medical devices](https://www.imd.org/research-knowledge/strategy/case-studies/resmed-inc-the-shift-to-connected-medical-devices/) - The case examines the decisions and actions taken by ResMed’s company leadership over a five-year period to transform the maker of medical devices for sleep apnea from a product-focused business into a “health informatics” company. While the company had a long and successful history of growth and innovation, company leaders anticipated radical change in the
- [Coesia (A): Choosing an operating model to support its transformation journey](https://www.imd.org/research-knowledge/strategy/case-studies/coesia-a-choosing-an-operating-model-to-support-its-transformation-journey/) - Coesia was a privately owned group of industrial companies based in Bologna, Italy. The group went through a two-phase transformation journey when Isabella Seràgnoli became the full owner of the group. One of her first decisions was to name it Coesia, to symbolize cohesion and shared values among the group companies. Her vision was to
- [Coesia (B): The strategic enabler model](https://www.imd.org/research-knowledge/strategy/case-studies/coesia-b-the-strategic-enabler-model/) - Despite initial skepticism throughout the company, by 2015 Coesia had achieved its “Ambition 2015” by exceeding the revenue goal of €1.5 billion. The company had created legitimate diversification beyond the tobacco industry, while at the same time significantly strengthening its competitive position in tobacco machinery. All the evidence suggested that Coesia’s transformation had been a
- [Becton Dickinson: Creating the customer-centric organization (A)](https://www.imd.org/research-knowledge/marketing/case-studies/becton-dickinson-creating-the-customer-centric-organization-a/) - The case examines the journey of Becton-Dickinson (BD) to become a more customer (or market) driven company. The journey began in earnest in 2011 when Nabil Shabshab agreed to become Chief Marketing Officer. In the Fall of 2011, Shabshab completed a 120-day world tour of all businesses – not just the marketing group – but
- [Becton Dickinson: Creating the customer-centric organization (B)](https://www.imd.org/research-knowledge/marketing/case-studies/becton-dickinson-creating-the-customer-centric-organization-b/) - As the B case unfolds, Shabshab is reflecting on both the progress to date on the journey (rougly 2014 time frame) and the efforts required to continue to accelerate the journey. As part of this effort, the steering team identified five pillars to accelerate the transformation. These included the (1) the redefinition of their value
- [Estafeta: From fragmented ownership to developing commitment as responsible owners facing challenges in an uncertain business environment in Mexico](https://www.imd.org/research-knowledge/family-business/case-studies/estafeta-from-fragmented-ownership-to-developing-commitment-as-responsible-owners-facing-challenges-in-an-uncertain-business-environment-in-mexico/) - Estafeta is a parcel delivery service provider in Mexico. Founded in 1979 by Gerd Grimm (an old wolf as he described himself) and his partners, the company has gone through unpredictable regulatory, legislative and fiscal environment in Mexico. As a German immigrant, Grimm combined the traditional long-held principles of the Mittelstand (German middle-size enterprise) with
- [Driving a digital ecosystem at bank of New Zealand (BNZ)](https://www.imd.org/research-knowledge/marketing/case-studies/driving-a-digital-ecosystem-at-bank-of-new-zealand-bnz/) - The Bank of New Zealand (BNZ)’s market share among Small and Medium Enterprises is declining. The new general manager discovers a pain point among SMEs – they are spending a couple of hours a day compiling information from different apps in order to manage their business. BNZ creates are new information portal with ecosystem partners
- [Addressing the Covid-19 crisis: The CEO agenda (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/addressing-the-covid-19-crisis-the-ceo-agenda-mini-case/) - This mini case talks about why we should not have been surprised by the COVID pandemic as the likelihood was foreseen and awareness raised several times, not only from previous pandemics but also their increasing regularity as the world increasingly globalizes. The case explores these awareness raising attempts. It then suggests for a talking point
- [Climate change: How fast can change happen? (Mini case)](https://www.imd.org/research-knowledge/sustainability/case-studies/climate-change-how-fast-can-change-happen-mini-case/) - This case two opposite perspectives – the glass half full that through global collaboration and belief in scientific evidence of the ozone layer, that societies, governments and businesses collaborated globally to take action to reduce it. The glass half empty view is that despite evidence little is being done to stop climate change and global
- [Distinguishing greening from greenwashing (Mini case)](https://www.imd.org/research-knowledge/sustainability/case-studies/distinguishing-greening-from-greenwashing-mini-case/) - This case explores the phenomenon of ‘greenwashing’ and how many companies communicate that they are serious about sustainability but how, in reality, they are less green than they actually are. The case challenges students to think about who we can trust and whether ‘credible signals’ could help to distinguishing those who are ‘greening’ from those
- [Friedman meets Freeman – Who got it right on the future of capitalism? (Revised) (Mini Case)](https://www.imd.org/research-knowledge/strategy/case-studies/friedman-meets-freeman-who-got-it-right-on-the-future-of-capitalism-revised-mini-case/) - This mini case sets up a debate about capitalism. Milton Friedman, in 1970, shared his view of the social responsibility of business to be increase its profits. This contrasts with Blackrock’s Larry Fink, who in 2018, 2019, and 2020 announced the era of purposeful capitalism. The case gets participants to think about stakeholder capitalism to
- [From crisis to the new normal (Mini case)](https://www.imd.org/research-knowledge/sustainability/case-studies/from-crisis-to-the-new-normal-mini-case/) - Mini-case | This mini case illustrates different sustainability examples and the repercussions and consequences and how these have changed over the years.
- [From the Model T to the Tesla Y to “what” now? (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/from-the-model-t-to-the-tesla-y-to-what-now-mini-case/) - This mini case compares the Ford T innovation with Tesla. It takes a fictional figure “John” who is CEO of an automotive company charged with presenting to the board a proposal on how to shape the future of the car industry. John considers how everything is changing in the industry, from products, to ownership, to
- [Connecting the world: From AT&T to Zoom (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/connecting-the-world-from-at-t-to-zoom-mini-case/) - This case starts by looking at AT&T a giant in the telecommunications world and then how it was broken up through anti-trust regulations. Despite that, AT&T is today the world’s largest telecommunications company, although it was widely recognized as having missed the boat on leveraging OTT opportunities. The case then moves to Zoom, which, in
- [Platforms everywhere: GE vs. Haier (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/platforms-everywhere-ge-vs-haier-mini-case/) - This case contrasts GE with Haier. GE was a pioneer of platforms and services from the 1980s onwards. Yet in 2011 when it turned to leverage the digital age through developing a platform called Predix, it did not succeed. In contrast, the case looks at Haier, which grew from a single refrigerator factory to a
- [Wachtell vs. Watson: The future of professional services (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/wachtell-vs-watson-the-future-of-professional-services-mini-case/) - The case looks first at Wachtell, Lipton, Rosen & Katz, a renowned M&A law firm in the US that changed the business model of corporate law firms with a very specific offering and a specific way of being remunerated. It became so successful that it was the top firm for compensation for several years. The
- [Buben&Zorweg: Strategizing time](https://www.imd.org/research-knowledge/strategy/case-studies/buben-zorweg-strategizing-time/) - In January 2019, Florian vom Bruch was brought in as the first external CEO to lead the privately-held luxury watch winder and safe company, BUBEN&ZORWEG. The founders, Harald Buben and Christian Zörweg, driven by a passion for adventure, a keen ear for market needs and a canny eye for seeing and seizing opportunities, had successfully
- [Roche Diagnostics Belgium (A): Changing a winning formula](https://www.imd.org/research-knowledge/organizational-change/case-studies/roche-diagnostics-belgium-a-changing-a-winning-formula/) - The Roche Diagnostics Belgium (RDB) case study consists of two parts: Part (A): “Changing a Winning Formula?” and Part (B): Cultural and Digital transformation. The cases focus on the transformation which Anna-Maria Heuchel-Reinig initiated to turn the company into a more successful business. RDB had a strong track-record within Roche for high-performance and good market
- [Roche Diagnostics Belgium (B): Cultural and digital transformation](https://www.imd.org/research-knowledge/organizational-change/case-studies/roche-diagnostics-belgium-b-cultural-and-digital-transformation/) - Case B focuses on the year of transformation. In January 2018 Anna disrupted ths narrative of success and told RDB it needed to transform. The case outlines the critical decisions and actions Anna initiated to steer the transformation, engage customers and staff and address concerns in the leadership team. Focusing on cultural transformation was a
- [Reinventing the professional services firm model: The SMA TOD® platform](https://www.imd.org/research-knowledge/strategy/case-studies/reinventing-the-professional-services-firm-model-the-sma-tod-platform/) - The conventional wisdom in professional services firms is that the entire relationship is a “high touch experience” – from initial conversations, proposal drafting, and workflow management to the final delivery of the work product. This is true of law, accounting, engineering, architectural, management consulting, and other forms of professional services. Ajay Patel, CEO and case
- [Zuellig Pharma (A): A case for transformation](https://www.imd.org/research-knowledge/strategy/case-studies/zuellig-pharma-a-a-case-for-transformation/) - Case (A) describes the situation facing John Davison after joining the company in December 2014 as the new CEO. A failing ERP implementation had led to serious operational issues in Singapore (its home base) and the Philippines (its biggest and most profitable market). Affected hospitals and doctors had complained directly to the Zuellig family, who
- [Zuellig Pharma (B): Putting transformation to the test](https://www.imd.org/research-knowledge/strategy/case-studies/zuellig-pharma-b-putting-transformation-to-the-test/) - Case (B) is set in January 2020 when CEO John Davison decided to step down as CEO by end of June 2020. It describes the specific actions of Zuellig Pharma’s transformation and how they resulted in more than doubling the company’s net profit between 2015 and 2019 These actions included: (1) driving operational excellence by
- [Zuellig Pharma (C): Taking the next leap](https://www.imd.org/research-knowledge/strategy/case-studies/zuellig-pharma-c-taking-the-next-leap/) - Case (C) is set in July 2020 when John Graham took over as Zuellig Pharma’s new CEO and he needed to decide how to take the company forward. Prior to that, John Graham had effectively led the company’s Commercial Solutions business. However, as the new CEO he needed to manage the entire portfolio of new
- [DIY Cambridge Analytica: Running personality analytics](https://www.imd.org/research-knowledge/digital/case-studies/diy-cambridge-analytica-running-personality-analytics/) - The case walks the readers first through the Cambridge Analytica scandal, eliciting its effect and presenting an overview of the analysis the infamous company did. Readers are then introduced with simple steps on how a similar approach may be used today – running surveys on inconspicuous questions very affordably and quickly, and creating simple analytical
- [Matas (A): Will the Danish retailer’s transformation ignite growth?](https://www.imd.org/research-knowledge/strategy/case-studies/matas-a-will-the-danish-retailer-s-transformation-ignite-growth/) - This case details the struggles of a traditional retailer (Matas) wrestling with the changing retail landscape. The Matas management team recognizes that the company’s offline retail business is under serious pressure. Top-line growth has flattened, and bottom-line profitability has declined. The online market is expanding rapidly but is a tiny portion of the business. The
- [Matas (B): Will its digital transformation strategy succeed?](https://www.imd.org/research-knowledge/strategy/case-studies/matas-b-will-its-digital-transformation-strategy-succeed/) - Case B presents the choices the company made and the execution issues it confronted. It shows that the CEO put online revenue growth at the center of the strategy. He also used “test and learn” budgeting process to avoid investing too much in stores. The case enables participants to see how the CEO reorganized parts
- [GMC managing through the Covid-19 pandemic: Shooting for the moon or set up to fail](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/gmc-managing-through-the-covid-19-pandemic-shooting-for-the-moon-or-set-up-to-fail/) - The case describes the challenges faced by a young and ambitious woman taking on a high-risk project during the unusual environment of the Pandemic. Her new innovative ideas are flatly rejected by her senior colleagues, mostly men but also a powerful woman Partner. While failure is not an option for the young consultant, it is
- [Cyna Pharma: Reaping the rewards of perseverance (A)](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/cyna-pharma-reaping-the-rewards-of-perseverance-a/) - The A case tells the story of Anthony Giovinazzo’s entrepreneurial journey with Cyna Pharma, which he built from the ground up. Cyna Pharma was a Canada-based specialty pharmaceutical company that was at the point of conducting Phase 3 clinical trials in 2016 for its main product: APL-130277 – a novel delivery mechanism for an existing
- [Cyna Pharma: Reaping the rewards of perseverance (B)](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/cyna-pharma-reaping-the-rewards-of-perseverance-b/) - The B case describes the events – including the offers and the negotiation – leading up to Sundown’s acquisition of Cyna for US$40.50 per share in cash or US$624 million (approximately C$841 million) – a 120% premium over the closing price of just over US$18 a share before the deal was announced. The case also
- [Ørsted: On the path to net zero (Mini case)](https://www.imd.org/research-knowledge/sustainability/case-studies/orsted-on-the-path-to-net-zero/) - Until 2009, the Danish oil and gas company Orsted was a worldwide leader in energy production from fossil fuels. Spurred by the 2009 Copenhagen climate summit, Orsted decided to turn around into wind power and divest entirely it’s non renewable assets. Within a decade, Orsted went from being a highly polluting company to a world
- [DSM: Transforming to a sustainable business model (Mini case)](https://www.imd.org/research-knowledge/sustainability/case-studies/dsm-transforming-to-a-sustainable-business-model/) - DSM was incorporated in the beginning of the 20th century as a mining company. With the depletion of Netherland’s coal resources, the company pivoted in the 1960s into a chemical company, producing fertilizer and plastics. By the end of the century, the company started successfully pivoting into life sciences, to support its growing focus on
- [Umicore: From laggard to sustainability champion (Mini case)](https://www.imd.org/research-knowledge/sustainability/case-studies/umicore-from-laggard-to-sustainability-champion/) - At the turn of the century, Umicore was a mining company far from being sustainable – a business of extracting finite resources from the ground combined with high CO2 intensity. Today, Umicore pivoted to take the wind from behind: it became a truly innovative technology firm operating at the frontier of metallurgy, chemistry and materials
- [Ternium: Rolling into the future](https://www.imd.org/research-knowledge/strategy/case-studies/ternium-rolling-into-the-future/) - Ternium is a Latin American steel company that has earned a reputation as one of the best-managed steel companies in the world, skilled in navigating turbulent markets. Driving the company are a long-term strategic focus, an engineer’s mindset of constant process innovation as old as its roots, and a goal to become the leading steel
- [OCP: Liberating energy to create sustainable growth](https://www.imd.org/research-knowledge/sustainability/case-studies/ocp-liberating-energy-to-create-sustainable-growth/) - The case focuses on the transformation of OCP, a state-owned monopoly that mined and exploited Morocco’s phosphate reserves. By 2021 it had become an organization with a mission to contribute to the sustainability of food security as the custodians of 70% of the world’s phosphate reserves. Phosphate is one of three vital ingredients in fertilizers
- [Pioneering customer experience transformation in Saudi Arabia’s Ministry of Human Resources and Social Development](https://www.imd.org/research-knowledge/general-management/case-studies/pioneering-customer-experience-transformation-in-saudi-arabia-s-ministry-of-human-resources-and-social-development/) - The Human Resources and Social Development Ministry (HRSD) was one of the largest and most important ministries in Saudi Arabia, with 22,000 employees serving more than 30 million customers and beneficiaries. The ministry consisted of four sectors – labor which served and regulated the private and non-profit sectors; civil service which served government entities and
- [Tackling scope 3 emissions through partnerships](https://www.imd.org/research-knowledge/sustainability/case-studies/tackling-scope-3-emissions-through-partnerships/) - Companies are now aiming to decarbonize their supply chains by tackling scope 3 emissions (indirect emissions along the value chain). Scope 3 emissions are difficult for companies to manage because they reside outside the companies’ direct control, and for this reason, they always require partnerships. However, partnerships are not easy, and it is difficult to
- [Apple’s supply chain transformation](https://www.imd.org/research-knowledge/operations/case-studies/apple-s-supply-chain-transformation/) - In 2022, Apple lost US$1.5 billion in Black Friday sales due to iPhone supply constraints. One in three retail stores across the US and Europe experienced stockouts of the new iPhone 14 Pro. China sales were down more than 30% year on year. Apple’s stock had dropped 29% in 2022. China’s zero-Covid policy resulted in
- [Grundfos (A): “Be, think, innovate”](https://www.imd.org/research-knowledge/sustainability/case-studies/grundfos-a-be-think-innovate/) - A company owned by a foundation has greater focus on its purpose rather than the interests of the founding family. Learn about Grundfos family challenges!
- [Grundfos (B): “Solved in a better way”](https://www.imd.org/research-knowledge/sustainability/case-studies/grundfos-b-solved-in-a-better-way/) - Learn about the business foundations of Grundfos group and the pros and cons of bringing a family member back into the leadership of the business.
- [Nespresso: Strategy reset for growth: The youth market](https://www.imd.org/research-knowledge/marketing/case-studies/nespresso-strategy-reset-for-growth-the-youth-market/) - Nespresso needed to attract coffee drinkers among Millennials and Generation Z, whose values are different from the current base. Find out about this case!
- [The Wärtsilä Way: Green is not black or white](https://www.imd.org/research-knowledge/sustainability/case-studies/the-wartsila-way-green-is-not-black-or-white/) - This case highlights Wärtsilä’s significant role in the decarbonization journey of the energy and marine sectors. Despite the difficult financial situation and challenging market dynamics – Wärtsilä was active in industries that relied heavily on fossil fuels with little potential for future growth – CEO Hakan Agnevall took a bold decision to convert threats into
- [Revier Brand Group, LLC: Will its “sustainability and consistency” brand positioning pay off?](https://www.imd.org/research-knowledge/sustainability/case-studies/revier-brand-group-llc-will-its-sustainability-and-consistency-brand-positioning-pay-off/) - The CEO of Revier Cattle Company, Tom Revier, had been an innovator in sustainable farming and humane livestock practices for over two decades. He and his partner Paul Hillen are considering whether they should launch a branded differentiated product in the market, and if so, how they should position this offering. The product has definite
- [Leading for systems change: Peter Bakker and the WBCSD](https://www.imd.org/research-knowledge/sustainability/case-studies/leading-for-systems-change-peter-bakker-and-the-wbcsd/) - The World Business Council for Sustainable Development (WBCSD) is a network of 250 multinational companies collaborating to achieve Vision2050 ¬– a plan for a world where nine billion people can live well within the limits of the planet. WBCSD sets an ambitious agenda along three imperatives – climate, equity and nature action. The CEO of
- [Nespresso: Strategy reset for growth: The youth market (Abridged)](https://www.imd.org/research-knowledge/marketing/case-studies/nespresso-strategy-reset-for-growth-the-youth-market-abridged/) - Nespresso, the global leading brand in portioned coffee, is facing an existential threat. Find out what this treat is about and more in this case study
- [Jubilee Enterprises of Thailand: Growing through insights](https://www.imd.org/research-knowledge/general-management/case-studies/jubilee-enterprises-of-thailand-growing-through-insights/) - Unyarat Pornprakit (Unya) is the youthful chief executive officer of Jubilee Enterprise PLC, a diamond jewelry retailer. Since Unya became CEO in 2008, she has expanded the chain to 128 stores and grown the revenue to $400 million. She has managed to deliver record earnings for 12 straight years. Unya’s father began the process of
- [How Boeing lost altitude](https://www.imd.org/research-knowledge/board/case-studies/how-boeing-lost-altitude/) - The case study examines recent aviation safety concerns at Boeing, focusing on manufacturing issues, leadership decisions and regulatory oversight. It traces Boeing’s trajectory since the McDonnell Douglas merger in 1997, highlighting the changes in the engineering culture and outsourcing strategy that affected the production quality of the 787 Dreamliner and the 737 MAX aircraft. The
- [Decathlon’s circular revolution: Scaling sustainable business models](https://www.imd.org/research-knowledge/sustainability/case-studies/decathlon-s-circular-revolution-scaling-sustainable-business-models/) - The case focuses on Decathlon’s journey from 2023 onwards as it seeks to scale its circular business models and transform from a successful pilot phase to large-scale industrialization. Anna Turrell, Decathlon’s chief sustainability officer, is tasked with achieving ambitious growth targets – to increase circular sales by 6 to 10 times. The case details how
- [DBS (A): “Damn bloody slow” to best digital bank in the world](https://www.imd.org/research-knowledge/customer-centricity/case-studies/dbs-a-damn-bloody-slow-to-best-digital-bank-in-the-world/) - Since becoming DBS Bank’s CEO in 2009, Piyush Gupta led its transformation to become a standard setter globally for digitalization and customer centricity in financial services. This transformation started with fixing the basics (2009-2014), in which DBS implemented consistent systems and processes across the bank and used five-day process improvement events to fix customer journeys.
- [DBS (B): Managing through customer journeys](https://www.imd.org/research-knowledge/customer-centricity/case-studies/dbs-b-managing-through-customer-journeys/) - To stay ahead of competitors, DBS knew it needed to continue to innovate and improve customer centricity. To do so, it decided to move to a horizontal organizational structure, an approach it named Managing Through Journeys (MtJs). This involved bringing together representatives from all functions that touched the customer journey from the beginning to the
- [CO-RO (A): Storm clouds forming](https://www.imd.org/research-knowledge/strategy/case-studies/co-ro-a-storm-clouds-forming/) - The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, the company focused on markets in which
- [TBC Group: Future proofing a history of success](https://www.imd.org/research-knowledge/strategy/case-studies/tbc-group-future-proofing-a-history-of-success/) - The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion into Uzbekistan, where it
- [CO-RO (B): Weathering the storm](https://www.imd.org/research-knowledge/strategy/case-studies/co-ro-b-weathering-the-storm/) - Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross
- [Has Nike lost its stride?](https://www.imd.org/research-knowledge/marketing/case-studies/has-nike-lost-its-stride/) - Set in 2024, the case describes the trajectory of Nike's success and how it had recently lost its way. The company was experiencing its worst slump in more than 10 years. Since 2020, CEO Donahoe oversaw a significant shift away from wholesale, with a focus on direct channels and a suite of apps. However, direct-to-consumer
- [Green or greenwashing? A 95 million dollar sustainability paradox for Michelin and BNP Paribas](https://www.imd.org/research-knowledge/sustainability/case-studies/green-or-greenwashing-a-95-million-dollar-sustainability-paradox-for-michelin-and-bnp-paribas/) - The Tropical Landscapes Finance Facility Sustainability Bond (TLFF I) was initially celebrated as a best-in-class example of sustainable finance. Issued in 2018, this $95 million financial instrument aimed to create a promising future: sustainable natural rubber plantations in Indonesia that balanced ecological preservation, local livelihoods and corporate profits. The ambitious venture sought to redefine the
- [Pang Dong Lai: Scaling the unscalable](https://www.imd.org/research-knowledge/strategy/case-studies/pang-dong-lai-scaling-the-unscalable/) - Pang Dong Lai (PDL) is a regional Chinese supermarket chain that generated an astonishing $3.27 billion in revenue in 2025 with only 14 stores, vastly outperforming national and global giants in per-store efficiency. In a retail landscape defined by fierce competition and razor-thin margins, PDL's success stems from a radical, people-first operating model. By distributing
- [Four generations of the Owens family (D)](https://www.imd.org/research-knowledge/strategy/case-studies/four-generations-of-the-owens-family-d/) - This four part case series follows the Richard Owens family through nearly one hundred years of evolution and change. The family business started with one grocery store in 1906 and, by 1974, had grown into a large private enterprise that included supermarkets, liquor stores and real estate. While competitors could not seem to stop the
- [FlyBaboo: How high can it fly?](https://www.imd.org/research-knowledge/strategy/case-studies/flybaboo-how-high-can-it-fly/) - The story of Flybaboo, a niche airline start-up in a crowded market, provides students with the opportunity to examine topics such as market entry, competitive strategy, product differentiation and positioning, branding, and entrepreneurship. Flybaboo is a fascinating example of a new entrant in a mature industry undergoing radical change, where the usual challenges facing entrepreneurial
- [Philips Sonicare: Launching a revolutionary electric toothbrush in Europe](https://www.imd.org/research-knowledge/marketing/case-studies/philips-sonicare-launching-a-revolutionary-electric-toothbrush-in-europe/) - In 2000 Philips acquired Optiva, the leading manufacturer of sonic toothbrushes (Sonicare) in the US. Sonicare had captured over 50% of the US electric toothbrush market. Philips Oral Healthcare was keen to replicate the impressive success of Sonicare worldwide. With less than 20% market penetration, power toothbrushes offered tremendous opportunities for growth. But initial results
- [AC immune SA: Taking research into development](https://www.imd.org/research-knowledge/strategy/case-studies/ac-immune-sa-taking-research-into-development/) - An increasing number of start-up companies are setting out to seize the attractive business opportunities offered by pharmaceutical research and biotechnology in particular. Yet, the road to success is long, expensive and highly uncertain. The case takes a look at the development and strategies of AC Immune SA, a biotech start-up performing research into Alzheimer's
- [Saurer: The China challenge (B)](https://www.imd.org/research-knowledge/marketing/case-studies/saurer-the-china-challenge-b/) - In November 2004 Saurer Twisting Systems launched a new twisting machine called Focus in China under the Volkmann brand. The (B) case describes the launch strategy for the new product in China and India, the competitive response, and the early results Saurer achieved. By June 2005 it was clear that Saurer Twisting Systems would easily
- [European Auditing and Financial Services Inc. (EAFS): Leaping forward or sliding backward?](https://www.imd.org/research-knowledge/strategy/case-studies/european-auditing-and-financial-services-inc-eafs-leaping-forward-or-sliding-backward/) - EAFS is an alliance of independent auditing and financial services firms. Since 2001, EAFS has been offering its services not only nationally, but also abroad in case of internationally expanding clients. The coordination in an alliance, however, turned out to be more difficult than expected. Progress was slow and additional revenues generated lagged behind expectation.
- [Codes of conduct at Connect-U2: Adding value, cost or nothing at all?](https://www.imd.org/research-knowledge/strategy/case-studies/codes-of-conduct-at-connect-u2-adding-value-cost-or-nothing-at-all/) - Connect-U2, a mid-sized telecom company, faces a situation where a whistleblower reported a case of bribery. There is, however, substantial ambiguity on what actually happened. Connect-U2 realizes that its Code of Conduct shows limitations both, in its wording, but also in its implementation in an internationally dispersed market arena. The case depicts dilemmas inherent in
- [Oticon: Building a flexible world-class organization (A)](https://www.imd.org/research-knowledge/strategy/case-studies/oticon-building-a-flexible-world-class-organization-a/) - The A case chronicles the radical change management program put in place at Oticon during the early 1990s by Lars Kolind, who was managing director at the time. Because of increasing competition, poor results and the firm's inability to adapt to new technological developments, Kolind introduced a radical change program, which significantly altered the management
- [Oticon: Building a flexible world-class organization (B)](https://www.imd.org/research-knowledge/strategy/case-studies/oticon-building-a-flexible-world-class-organization-b/) - The B case begins in 1992 with the arrival of Niels Jacobsen at Oticon. Jacobsen, who was appointed executive vice-president, provided equilibrium to Lars Kolind's outgoing management style, and was valued for his ability to manage the operational side of the business. Upon his arrival, Jacobsen discovered that Oticon had serious cash flow problems and
- [Oticon: Building a flexible world-class organization (C)](https://www.imd.org/research-knowledge/strategy/case-studies/oticon-building-a-flexible-world-class-organization-c/) - The C case begins in 1997, with the departure of managing director Lars Kolind and the appointment of Niels Jacobsen as CEO. Having opted for a full line supplier strategy, Oticon's results continue to improve dramatically. The new strategy also led to a new organizational structure, which presented certain challenges for the company. The case
- [Oticon: Building a flexible world-class organization (D)](https://www.imd.org/research-knowledge/strategy/case-studies/oticon-building-a-flexible-world-class-organization-d/) - The D case begins in 2003 with Oticon's decision to change its organizational structure once again to reflect changes in the market and to increase its flexibility. The case ends in 2005 with Oticon continuing to enjoy extraordinary success. The management team reflects on why Oticon has been successful, and if the organizational structure will
- [Panasonic Europe (A): Building a new competitive platform](https://www.imd.org/research-knowledge/strategy/case-studies/panasonic-europe-a-building-a-new-competitive-platform/) - In the mid-1990s, Panasonic Europe had begun to outsource component manufacturing and assembly in an attempt to reduce costs. In view of new threats from low cost Asian manufacturers, it now had to assess what learnings could be distilled from the outsourcing activity so far, to guide future decisions and to evaluate various new options
- [Panasonic Europe (B): Building a new competitive platform](https://www.imd.org/research-knowledge/strategy/case-studies/panasonic-europe-b-building-a-new-competitive-platform/) - The radical strategy of shifting production capacity from West to East had been accomplished successfully. By early 2005, nearly 60% of the 9,000 manufacturing jobs in Europe were located in the CEE region--some moved from factories in Western Europe, some newly created--with Slovakia and the Czech Republic replacing Germany and the UK as the major
- [Jan Ryan, CEO (B): Going home](https://www.imd.org/research-knowledge/strategy/case-studies/jan-ryan-ceo-b-going-home/) - The CEO is facing major strategic and leadership issues as outlined in the (A+B) cases. This case is set approximately one month later: Jan Ryan has decided to bring his top team to a week-long offsite that will begin their "must-win battles" journey, aimed at addressing the problems they face as a company and as
- [Jan Ryan, CEO (A)](https://www.imd.org/research-knowledge/strategy/case-studies/jan-ryan-ceo-a/) - Jan Ryan, is a new CEO of Europe who has been in his role for two months. He is facing major strategic and leadership issues, and has also been set ambitious performance targets by HQ. The case explores the nature of the challenges Ryan is facing in developing his senior managers into a cohesive team,
- [ICM: Hidden agendas in the board room (A)](https://www.imd.org/research-knowledge/strategy/case-studies/icm-hidden-agendas-in-the-board-room-a/) - The case presents a situation where the chairman of the board thought he was on track with an expansion plan. Hidden agendas entered the board room though.
- [ICM: Hidden agendas in the board room (B)](https://www.imd.org/research-knowledge/strategy/case-studies/icm-hidden-agendas-in-the-board-room-b/) - The case presents a situation where the chairman thought he was on track with an expansion plan. Its 2nd part provides an explanation for the disaster.
- [Boeing hits turbulence: Is it worth losing a successful CEO for a code of conduct?](https://www.imd.org/research-knowledge/strategy/case-studies/boeing-hits-turbulence-is-it-worth-losing-a-successful-ceo-for-a-code-of-conduct/) - In 2003, Boeing caused negative headlines due to a number of scandals. A new CEO, Harry Stonecipher, was brought in to trigger the ethical as well as business turnaround. After initial successes, he was ousted in 2005 following an extramarital affair at work, which was unacceptable for the board. This caused a new wave of
- [Alinghi and the 2003 America's Cup: Strategy to win](https://www.imd.org/research-knowledge/strategy/case-studies/alinghi-and-the-2003-america-s-cup-strategy-to-win/) - This case describes the effort and project of Alinghi, the Swiss syndicate who won the America’s Cup in 2003 in New Zealand on the first try. Winning with only the 4th largest budget and based in a land-locked country, the team applied effective strategies on all fronts to outdo the competition: visioning process, team hiring,
- [A shotgun wedding: Creating a leading Czech bank](https://www.imd.org/research-knowledge/strategy/case-studies/a-shotgun-wedding-creating-a-leading-czech-bank/) - In June 2000, IPB -- the third largest bank in the Czech Republic -- was bought out by CSOB, a competitor. Integrating IPB, which was riddled with bad loans and questionable deals, was challenging. The priority of CSOB's top executives was to stabilize the bank, stop the run on deposits and dispose of questionable assets.
- [Clinton Devon Estates: Since 1299, a culture of distinction (A)](https://www.imd.org/research-knowledge/strategy/case-studies/clinton-devon-estates-since-1299-a-culture-of-distinction-a/) - This case series explores the strategic and cultural implications of recognizing a reconsideration of beliefs that may be needed to ensure a firm’s survival.
- [Clinton Devon Estates: Since 1299, a culture of distinction (B)](https://www.imd.org/research-knowledge/strategy/case-studies/clinton-devon-estates-since-1299-a-culture-of-distinction-b/) - The case reveals the innovative and unexpected steps actually undertaken by Clinton Devon Estates and the results that followed those decisions. Learn more!
- [The Ferrari renaissance (A)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/the-ferrari-renaissance-a/) - This case traces the revitalization of the Ferrari Formula 1 team from 1992 through 2002, concentrating on the changes in organization, management, teamwork, and culture. It provides an excellent example of a team of ex-patriots transforming an Italian company, and leading them to a dominant position in a highly competitive global sport.
- [The Ferrari renaissance (B)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/the-ferrari-renaissance-b/) - Following their dominance in the 2002 season, this B-case describes the Ferrari Formula 1 team’s struggle, and eventual triumph in the 2003 season.
- [Olympic games: A brand crisis (A)](https://www.imd.org/research-knowledge/marketing/case-studies/olympic-games-a-brand-crisis-a/) - This is the first case of a two-part series. With reports of bribery and corruption facing the International Olympic Committee, there is serious danger that one of the most recognizable symbols of the world which are synonymous with honor, integrity, determination, and commitment to excellence -- will be tarnished. The IOC needs to manage its
- [Olympic games: A brand crisis (B)](https://www.imd.org/research-knowledge/marketing/case-studies/olympic-games-a-brand-crisis-b/) - The International Olympic Committee is in a crisis control mode when rumors are rampant with the possibility of Coca Cola not renewing its sponsorship of the Olympic Games. There are reports and calls within various media for the head of IOC to step down. The IOC must decide on how to come out of the
- [Bukser & Berging (A): The escort fin first tractor tug project](https://www.imd.org/research-knowledge/strategy/case-studies/bukser-berging-a-the-escort-fin-first-tractor-tug-project/) - John Nielsen, the recently appointed CEO of Buksér og Berging, a leading Norwegian tugboat operator for harbor assistance, is reviewing plans for a revolutionary design for a new tugboat to assist in the steering of large tankers as they navigate narrow harbor approaches. Up to this point, regular harbor tugs have also been used to
- [Ryanair: Defying gravity](https://www.imd.org/research-knowledge/strategy/case-studies/ryanair-defying-gravity/) - Ryanair was the pioneer of low cost flying in Europe. As the result of a series of marketing innovations and stringent control of costs it enjoyed a decade of rapid and profitable growth. By 2004 it had become the most profitable airline in the world (in terms of percentage operating profit). However, it faced intense
- [Bukser & Berging (B): Marketing the fin first tractor tug tugboat service](https://www.imd.org/research-knowledge/strategy/case-studies/bukser-berging-b-marketing-the-fin-first-tractor-tug-tugboat-service/) - In 2004, several years after having launched the new revolutionary tugboat technology (FFTT), John Nielsen, CEO of Buksér og Berging, is reviewing progress of the marketing of the new tugs. Although some of the newly designed tugs have been placed with selective harbor operators in Norway, market reaction has been cautious to slow, and BB
- [Business leadership: The case of TDC Sunrise](https://www.imd.org/research-knowledge/strategy/case-studies/business-leadership-the-case-of-tdc-sunrise/) - This note explains the concept of a “get-it-done” system by using the case of TDC sunrise, a telecom operator in Switzerland. “Get-it-done” systems are robust systems for bringing order into decision-making, both at strategic and operational levels. If done properly, such a system focuses all members of an organization on the key value drivers. For
- [Hilti: Our culture journey](https://www.imd.org/research-knowledge/strategy/case-studies/hilti-our-culture-journey/) - From the humble ambitions of two brothers, Hilti AG came a long way to win the 2003 Bertelsmann Prize. Hilti was a world leader in professional construction tools and equipment with sales approximating $2.8 billion, operations in 120 countries and a global workforce of around 15,120 who together shared in an award-winning corporate culture. Culture
- [Lee Kum Kee Co. Ltd (A): The family recipe](https://www.imd.org/research-knowledge/strategy/case-studies/lee-kum-kee-co-ltd-a-the-family-recipe/) - This two-part case series starts with the accidental discovery of an important condiment in Chinese cuisine in 1888. The company, Lee Kum Kee Ltd., was born as a result and over the intervening years grew into a large global enterprise. Case A describes the development of the firm and family from the 1st through 4th
- [Lee Kum Kee Co. Ltd (B): Passing down the recipe](https://www.imd.org/research-knowledge/strategy/case-studies/lee-kum-kee-co-ltd-b-passing-down-the-recipe/) - The B-case of this two-part series examines the 5th generation’s interest in and engagement with the company and prospects for the future of family leadership. Establishment of critical governance structures, preparation for periods of non-family management and mechanisms for formal and informal next generation education are key issues.
- [ABB's carbon-neutral conundrum](https://www.imd.org/research-knowledge/sustainability/case-studies/abb-s-carbon-neutral-conundrum/) - A lot has been done at ABB about the environment; the company is in compliance with legislation and indeed goes substantially beyond compliance in its sustainability activities. It is becoming difficult to innovate in this area; however the environmental management staff are in danger of becoming complacent and are in need of a challenge. Furthermore,
- [Sustainable agribusiness investment (B): Syngenta’s challenge](https://www.imd.org/research-knowledge/sustainability/case-studies/sustainable-agribusiness-investment-b-syngenta-s-challenge/) - The Head of public Affairs, and the Head of Strategy at Syngenta, the world’s second largest agrochemical company are having a discussion. Both men are asking themselves about Syngenta’s next steps in its global macro business environment. The company has faced and will continue to face a number of key sustainability issues that are economically
- [Grand Vision & Vision Express (C)](https://www.imd.org/research-knowledge/strategy/case-studies/grand-vision-vision-express-c/) - Vision Express (VE) was an one-hour optical retailer in the UK, established in 1989. In 1997 VE was acquired by Grand Vision (GV), a leading French retailer in the one-hour optical business. VE’s deal-driven, rapid expansion and promotional marketing culture clashed head-on with the quality, service and people culture of GPS. Four CEOs had come
- [Kelda, Dwr Cymru: Towards a corporate retreat from water privatization in England and Wales?](https://www.imd.org/research-knowledge/strategy/case-studies/kelda-dwr-cymru-towards-a-corporate-retreat-from-water-privatization-in-england-and-wales/) - By November 2000, nearly all of the 10 water and sewage companies in England and Wales were considering options for separating the running from the owning of their infrastructures. Even though Kelda, owner of Yorkshire Water, had failed to receive permission to sell its water assets to a customer-owned mutual company, the Welsh group Glas
- [Manhattan project: Leading genius](https://www.imd.org/research-knowledge/strategy/case-studies/manhattan-project-leading-genius/) - A fascinating example of a great team can be found in the Manhattan Project, which brought some of the most brilliant scientific talent of the 20th century into an isolated campus to design a workable atomic bomb, all under enormous time pressure. Under the shared leadership of Leslie Groves and J. Robert Oppenheimer, an unprecedented
- [Designing sustainability across the value chain: From farm to cup at Nestlé Thailand](https://www.imd.org/research-knowledge/strategy/case-studies/designing-sustainability-across-the-value-chain-from-farm-to-cup-at-nestl-thailand/) - This case is an excellent example of a sustainable agriculture initiative. It takes the student through the entire value chain for coffee in Thailand: from support to farmers in growing their crop, all the way to designing coffee products according to consumer tastes. It can be taught around two main themes: 1) contrasting the roles
- [Invention factory: How Edison and team changed the world](https://www.imd.org/research-knowledge/strategy/case-studies/invention-factory-how-edison-and-team-changed-the-world/) - In the late 19th century, Thomas Edison revolutionized lighting, motion pictures and sound with a series of inventions that changed the world. He did this by relying on a virtuoso team that worked in what he called an invention factory. This case explores the factors associated with Edison and his invention factory that are relevant
- [IMD MBA venture projects: Applied Biomedical Intelligence (ABMI)](https://www.imd.org/research-knowledge/strategy/case-studies/imd-mba-venture-projects-applied-biomedical-intelligence-abmi/) - A local entrepreneur seeks the help of an MBA students’ venture team to assess the market potential and competitive positioning of its new technology. This case describes the benefits, both for entrepreneurs and MBA students, of this type of partnership.
- [Conflicts of interest on the board of Kahn AG](https://www.imd.org/research-knowledge/strategy/case-studies/conflicts-of-interest-on-the-board-of-kahn-ag/) - The case describes a situation where an outside director reflects upon her role and responsibilities as a board member. The dominating chairman of the board may have hidden agendas which are not in the company’s best interest. The outside director must make a decision not only on the agenda items, but also on her own
- [Fortis Venturing (d1): Pet pack](https://www.imd.org/research-knowledge/strategy/case-studies/fortis-venturing-d1-pet-pack/) - Ever wondered why certain services, like insurance and general assistance, were available for humans and not for their most valued four-legged friends in most countries? Kris Leys, an avid dog lover, was all too aware of that gap in the Benelux insurance markets. With the help of Fortis Venturing, he launched Pet Pack in early
- [Starting from scratch: Corporate governance at South East Bank Europe](https://www.imd.org/research-knowledge/strategy/case-studies/starting-from-scratch-corporate-governance-at-south-east-bank-europe/) - Privatization and governance reforms have been taking place in many Eastern European countries, especially those joining the EU. Professionalization of corporate governance is a required process in order to attract foreign investors, ensure compliance in a changing legal environment, and to enable clear value-added at the board level. South-East bank triggered the initial steps and
- [Fortis Venturing (C): Reaching maturity](https://www.imd.org/research-knowledge/strategy/case-studies/fortis-venturing-c-reaching-maturity/) - January 2005: Kris Vander Velpen was wondering how his Venturing unit would fit into Fortis's Group's new strategy. Jean-Paul Votron, the new Chief Executive Officer since October 2004, was due to announce a new strategy for the Group that would focus on generating growth. Kris thought that his unit could play a significant role in
- [Fortis Venturing (D2): Fortis Yacht Services](https://www.imd.org/research-knowledge/strategy/case-studies/fortis-venturing-d2-fortis-yacht-services/) - Fortis Yacht Services (FYS) was officially launched in late 2003, shortly before an important annual boat and yacht exhibition held in February in Belgium. Pascal De Wert, founder and manager of FYS, owned a boat and realized that Belgian banks had not tapped this high net worth market at all. The first product he thought
- [Boblbee (E): Inventing the urban nomad](https://www.imd.org/research-knowledge/strategy/case-studies/boblbee-e-inventing-the-urban-nomad/) - This is the follow up on the integrative case IMD-3-1614. It tells the story of what happened between the years 1998 end 2004 with Boblbee. Patrik Bernstein had to make some radical career choices in order to pursue his dream to start Spotlight and Boblbee. The case also discusses the challenges of launching the company,
- [Leapfrogging in the global hybrid engine game: If only it wasn’t that complex](https://www.imd.org/research-knowledge/strategy/case-studies/leapfrogging-in-the-global-hybrid-engine-game-if-only-it-wasn-t-that-complex/) - This armchair case challenges various stakeholders within a car company to build a hybrid engine vehicle within a certain time frame. The project leader as the hero of the case has to deal with a high degree of complexity stemming from a variety of partly conflicting interests, independence of key variables, uncertainty about information and
- [Are you ready for the newcomers from emerging markets: The case of Skoda Auto](https://www.imd.org/research-knowledge/strategy/case-studies/are-you-ready-for-the-newcomers-from-emerging-markets-the-case-of-skoda-auto/) - Emerging markets are widely seen as the growth markets of the future. However, many managers in the West underestimate the global potential of companies from emerging countries. Using the example of Skoda Auto, this note explains what made the transformation successful. Key management tools for knowledge sharing, quality improvements and developing the supplier infrastructure are
- [Stephan Collier](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/stephan-collier/) - This case examines the reactions of a regional sales VP, Stephen Collier, as he tries to plan his “next steps” after receiving feedback from a leadership 360° survey and having his first coaching session. The case is designed to create better awareness of the issues and choices for executives who are going through a 360°
- [Swiss Re Americas Division](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/swiss-re-americas-division/) - This case traces the transformation of the Swiss Re Americas Division from 2000-2004. In 2000, a Swiss expatriot, Andreas Beerli, took on the CEO role in the Division, restructured the management team, created alignment around a new strategy and operating model, and revitalized the business. Performance changes are clearly shown in the case in both
- [Semi-submersible heavy-lift transport (C): Offshore heavy transport](https://www.imd.org/research-knowledge/marketing/case-studies/semi-submersible-heavy-lift-transport-c-offshore-heavy-transport/) - This is the third case in a series starting in 1981 (A) and 1983 (B). In 1997, John Nielsen, the naval architect and the designer of the earlier Swan class heavy lift semi-submersible carriers (Cases A and B), was approached by a new entrant to invest in a new class of much larger heavy lift
- [Semi-submersible heavy-lift transport (D): Offshore heavy transport](https://www.imd.org/research-knowledge/marketing/case-studies/semi-submersible-heavy-lift-transport-d-offshore-heavy-transport/) - This is the 4th case in a series covering the developments if the heavy-lift business from 1980-2002. This case covers the developments after the launch of OHT, a new semi-submersible heavy lift carrier in Norway until its acquisition by Dockwise – a much larger Dutch competitor (2002). It starts with the decision of John Nielsen
- [Semi-submersible heavy-lift transport (E): Dockwise](https://www.imd.org/research-knowledge/marketing/case-studies/semi-submersible-heavy-lift-transport-e-dockwise/) - This is the 5th case of a series, taking place in September of 2005. The case focuses on the role of John Nielsen, recently appointed to the board of Dockwise, the global leader in the semi-submersible heavy lift transportation business. After the acquisition of the Norwegian competitor OHT (see D case), Dockwise is looking at
- [Numico (A): Delivering innovation through the supply chain (Abridged)](https://www.imd.org/research-knowledge/operations/case-studies/numico-a-delivering-innovation-through-the-supply-chain-abridged/) - This is an abridged version of IMD-6-0264. Numico, Europe's second largest infant food manufacturer, decides to refocus its strategy on its core markets after an ill-fated incursion in the US vitamins market that has left it with large losses. An integral part of the strategy is the launching of new and innovative products that address
- [Boblbee (D): The urban backpack](https://www.imd.org/research-knowledge/strategy/case-studies/boblbee-d-the-urban-backpack/) - This is the D-case in the Boblbee series. It requires an integrative analysis of an entrepreneurial opportunity born in Sweden in 1996. The case summarizes the personal situation for one of the founders Patrik Bernstein and the choices he made in order to pursue his dream of becoming an entrepreneur. It describes the opportunity- the
- [GT Automotive (A): Transforming a corporate culture](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/gt-automotive-a-transforming-a-corporate-culture/) - GT Automotive was a worldwide leader in the production of heating, ventilation and air conditioning products, brake and fuel line systems. Learn its story here!
- [GT Automotive (B): Building a global team](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/gt-automotive-b-building-a-global-team/) - Tim Kuppler was general manager of the HVAC unit of GT’s North American business. When he took the job in 2003, he found the work unit was resistant to change.
- [Michael Kraft (A): Opportunity knocks in China](https://www.imd.org/research-knowledge/strategy/case-studies/michael-kraft-a-opportunity-knocks-in-china/) - This four-part case series takes a close look at the expansion strategy of Lingo Media, a small Canadian firm in the highly-regulated Chinese educational publishing market. The A case addresses fundamental issues surrounding the strategy process. If, for example, the Chinese market has turned out to be a mixed bag for foreign publishing companies, how
- [Michael Kraft (B): Lingo media comes alive](https://www.imd.org/research-knowledge/strategy/case-studies/michael-kraft-b-lingo-media-comes-alive/) - The B case is situated more than 7 years after Lingo Media’s decision to enter the complicated Chinese market. The company has built an impressive market share, but revenues are lackluster and net losses continue to mount. How long can this really go on? Is it time to finally throw in the towel and refocus
- [Michael Kraft (C): New opportunities](https://www.imd.org/research-knowledge/strategy/case-studies/michael-kraft-c-new-opportunities/) - In the C case, we learn that Lingo Media purchased A+, a Canadian company specializing in early childhood development products integrating the latest neurological research. But just as the company was struggling to absorb the acquisition and ensure survival, Michael Kraft becomes thrilled at the prospect of acquiring yet another company, Speak2Me. For Kraft, this
- [Michael Kraft (D): Orascom Telecom](https://www.imd.org/research-knowledge/strategy/case-studies/michael-kraft-d-orascom-telecom/) - The D case reveals that Lingo Media’s board of directors agreed to repurchase Speak2Me from Kraft’s investors group. A new business model is put it place to teach spoken English via the Internet. Revenues are coming through embedded advertising rather than from people actually learning English on the online platform. The model offers exciting growth
- [Gutenberg’s last laugh?: Rethinking the book business](https://www.imd.org/research-knowledge/strategy/case-studies/gutenberg-s-last-laugh-rethinking-the-book-business/) - Eighteen months after mega-star horror-fiction writer Stephen King had, in the summer of 2000, independently launched a new novel over the Internet, and asked his readers to become “big publishing’s worst nightmare,” by bypassing much of the existing industry value chain, book publishers breathed a collective sigh of relief. For a variety of reasons, King
- [Toyota: Repositioning the brand in Europe (D): Growing step-by-step](https://www.imd.org/research-knowledge/marketing/case-studies/toyota-repositioning-the-brand-in-europe-d-growing-step-by-step/) - This is a follow-up case to the Toyota series (IMD-5-0564, 0565, 0567). The case adresses the issues faced by Toyota’s European managers in early 2006. Toyota registered its ninth consecutive year of record sales in Europe and managers were getting edgy. The region was becoming more important strategically. In order for Toyota to reach its
- [Executive Search Dating (ESD)](https://www.imd.org/research-knowledge/marketing/case-studies/executive-search-dating-esd/) - Paddi Rice, President of Executive Search Dating Inc. (ESD), a dating service company, must decide how to deal with new competition, whether or not to broaden his original customer base to accelerate growth, what communications tools to use in order to reach more potential customers and how he could successfully transfer his business model outside
- [Gigatera Inc: Pulling the plug?](https://www.imd.org/research-knowledge/strategy/case-studies/gigatera-inc-pulling-the-plug/) - GigaTera Inc., a spin-off of the Ultrafast Laser Physics Group at ETH Zurich commercialized laser technology for high-speed optical data transmission. Shortly after the venture's inception the entire optoelectronics industry faltered, shaking GigaTera to its foundation… The case portrays GigaTera's development from its inception in 2000 up to 2003. Besides addressing opportunity recognition and exploitation
- [Borjomi: Rebuilding a brand icon in Russia](https://www.imd.org/research-knowledge/marketing/case-studies/borjomi-rebuilding-a-brand-icon-in-russia/) - Borjomi is one of Russia’s oldest, best-known and well-loved mineral waters. After going through a steep decline at the end of the Soviet era, the brand was bought by Georgian Glass & Mineral Water (GGMW) in 1995. Two years later, GGMW hired Frenchman Jacques Fleury—he turned the company around, and in 2001 had restored Borjomi
- [Scottish Courage Limited (A): John Dunsmore’s first week](https://www.imd.org/research-knowledge/strategy/case-studies/scottish-courage-limited-a-john-dunsmore-s-first-week/) - This three part case series takes a close look at the activities of a newly appointed senior general manager during the first six months in his new job.
- [Eccho: Business initiative or leadership development program?](https://www.imd.org/research-knowledge/strategy/case-studies/eccho-business-initiative-or-leadership-development-program/) - To ensure transformation beyond its core brand, the European management team of Eccho, a globally operating fast-moving consumer goods company, had decided to invest in building leaders who could deliver growth in new categories. This case describes how Eccho goes about putting together a European leadership development program.
- [Dexia BIL (A): The people challenge](https://www.imd.org/research-knowledge/strategy/case-studies/dexia-bil-a-the-people-challenge/) - The first case in the two case series about Dexia Banque International à Luxembourg (Dexia BIL) discusses the crisis Dexia BIL is facing in 2002. The collapse of the dot.com bubble and the consequences of 9/11 for global financial markets has led to drop in revenues, but as the same time Dexia BILs costs had
- [Dexia BIL (B): Working differently](https://www.imd.org/research-knowledge/strategy/case-studies/dexia-bil-b-working-differently/) - The follow up case of the Dexia BIL People Challenge presents the solution to the task faced by Christian Scharff – 8% reduction in the overall headcount. It discusses the specific nine measures that were selected and the impact of each. The case illustrates how innovative HR solutions to strategic challenges such as workforce reduction
- [Netcetera (A): Hiring an external CEO?](https://www.imd.org/research-knowledge/strategy/case-studies/netcetera-a-hiring-an-external-ceo/) - The A-case in this three-part series describes the development of the Zurich-based software provider Netcetera from its inception in 1996 to spring 2000. The firm had grown remarkably and its four co-founders envisioned further expansion. Yet in early 2000 they realized that there was no time for handling strategic issues--management resources were completely taken up
- [Netcetera (B): Organizing for sustainable business success](https://www.imd.org/research-knowledge/strategy/case-studies/netcetera-b-organizing-for-sustainable-business-success/) - The B-case in this three-part series picks up where the A-case left off. It focuses on the development of Netcetera’s organizational structure between 2000 and 2005. The co-founders had tried different formats to accommodate internal requirements (employee perspective) and the external economic situation. They had finally established a holding group and assumed more of a
- [Netcetera (C): Reflections and outlook](https://www.imd.org/research-knowledge/strategy/case-studies/netcetera-c-reflections-and-outlook/) - The C-case in this three-part series provides a short follow-up to the B-case, and should be used in conjunction with it. The case relates the development of Netcetera between spring 2005 and 2006. In particular, it illustrates the co-founders’ learning points and reflections on the restructuring of the company. The case also invites participants to
- [Scottish Courage Limited (B): Nairn results](https://www.imd.org/research-knowledge/strategy/case-studies/scottish-courage-limited-b-nairn-results/) - If the strategy of the business needs to change in a fundamental way, how should the boss decide if he is correct, and then go about making the change happen?
- [Ping An of China: The making of an insurance giant and a leading Chinese integrated financial services group](https://www.imd.org/research-knowledge/strategy/case-studies/ping-an-of-china-the-making-of-an-insurance-giant-and-a-leading-chinese-integrated-financial-services-group/) - Since it was founded in 1988, Ping An Insurance has grown to become China’s second largest life insurance underwriter and third largest property and casualty insurer. The company’s ambition is to build on its local market success to become a leading regional and global integrated financial services provider within the next 10 years. The case
- [Hilti: Our culture journey (Abridged)](https://www.imd.org/research-knowledge/strategy/case-studies/hilti-our-culture-journey-abridged/) - From the humble ambitions of two brothers, Hilti AG came a long way to win the 2003 Bertelsmann Prize. Hilti was a world leader in professional construction tools and equipment with a significant level of sales, operations in 120 countries and a global workforce who together shared in an award-winning corporate culture. Culture at Hilti,
- [Prudence and audacity: The house of Beretta (Abridged)](https://www.imd.org/research-knowledge/strategy/case-studies/prudence-and-audacity-the-house-of-beretta-abridged/) - The role of corporate culture is juxtaposed with stability in the face of change, dedication to craftsmanship and the latest technology, close-knit family bonds
- [Corporate philanthropy at work: U2 can move the world (A): Finding a cause](https://www.imd.org/research-knowledge/sustainability/case-studies/corporate-philanthropy-at-work-u2-can-move-the-world-a-finding-a-cause/) - The first case in this two-part series describes the development of the corporate philanthropy program at TNT from conception to the selection of a partner. It is the end of 2002 and Peter Bakker, aged 41, has been CEO of TNT for a year. When he took over, TNT's three divisions were like silos and
- [Corporate philanthropy at work: U2 can move the world (B): Mailmen on a mission](https://www.imd.org/research-knowledge/sustainability/case-studies/corporate-philanthropy-at-work-u2-can-move-the-world-b-mailmen-on-a-mission/) - The second case in this two-part series describes the roll-out of TNT's partnership with the World Food Program. Participants are asked to evaluate the effectiveness of the program and the way that it has been created. Furthermore, they are challenged to discuss the role of corporate citizenship as an integral part of a company's strategy.
- [Novo Nordisk Engineering: Running for fast-track project execution](https://www.imd.org/research-knowledge/operations/case-studies/novo-nordisk-engineering-running-for-fast-track-project-execution/) - When appointed CEO of Novo Nordisk Engineering, Hans Ole Voigt created a vision for the company: Within five years NNE should be able to build a pharmaceutical plant in less than a year. The first reactions were quite negative, most of the employees thought such a goal was totally unrealistic. Processes were reengineered, people were
- [Scottish Courage Limited (C): An acquisition opportunity](https://www.imd.org/research-knowledge/strategy/case-studies/scottish-courage-limited-c-an-acquisition-opportunity/) - This case series takes a look at the activities of a newly appointed senior general manager. How much should he trust the judgment of his new direct reports?
- [Toyota's strategy and initiatives in Europe: The launch of the Aygo](https://www.imd.org/research-knowledge/strategy/case-studies/toyota-s-strategy-and-initiatives-in-europe-the-launch-of-the-aygo/) - Toyota is one the most successful car companies in the world. The company set the ambitious growth goal of a 15% share of the global markets by 2010 (up from 11% in 2005). For this, the European market is becoming of strategic importance. The case outlines Toyota’s global strategy before focusing on the European market
- [Sustainable agribusiness investment (A): Breaking new ground at AxialPar](https://www.imd.org/research-knowledge/sustainability/case-studies/sustainable-agribusiness-investment-a-breaking-new-ground-at-axialpar/) - AxialPar is an innovative investment company with a single investor (Pierre Landolt) interested in focusing on agribusiness that is sustainable from an environmental and social standpoint. In spite of the passion and energy that Landolt and the staff of AxialPar have put into the projects funded by AxialPar, there have been many difficulties involved in
- [Sustainable agribusiness investment (C): Landolt’s challenge](https://www.imd.org/research-knowledge/sustainability/case-studies/sustainable-agribusiness-investment-c-landolt-s-challenge/) - Pierre Landolt is a farmer with a difference. He not only manages a ‘model’ organic farm in the toughest and most arid zone of Brazil, but he sits on the boards of several companies. He has experienced farming from both macro and micro angles. A passionate supporter of social and environmental sustainability, he is in
- [Ethical dilemma: Gavare-Yamamoto Corp. (Disguised)](https://www.imd.org/research-knowledge/marketing/case-studies/ethical-dilemma-gavare-yamamoto-corp-disguised/) - Claire Capelli, president of Gavare-Yamamoto Corporation, a 50:50 joint venture between Gavare Pharmaceuticals of France and Yamamoto Corp. of Japan, wonders what actions to take after the arrest of three of his employees by Japanese authorities on charges of bribery.
- [Cartoon controversy](https://www.imd.org/research-knowledge/strategy/case-studies/cartoon-controversy/) - This case relates the events following the controversial September 2005 publication of 12 cartoons illustrating Islam and the prophet Muhammad by Denmark’s largest-selling daily newspaper. It raises the question of what response would be appropriate for companies concerned about the impact the controversy was having on their business in the Middle East.
- [Schindler Service (A)](https://www.imd.org/research-knowledge/marketing/case-studies/schindler-service-a/) - This case series describes a service incident of Schindler company with one of its customers. It helps illustrate issues of service expected vs delivered.
- [Ethical dilemma: Alberto Montes (A)](https://www.imd.org/research-knowledge/marketing/case-studies/ethical-dilemma-alberto-montes-a/) - Alberto Montes, salesman for Cosma & Cie., an Argentinian telecommunications company, is preparing to meet a key Bolivian customer to conclude a major deal that would allow him to collect a $20,000 bonus and meet his sales target for the year. Question: How well prepared is Alberto Montes to conclude the deal successfully?
- [Ethical dilemma: Alberto Montes (B)](https://www.imd.org/research-knowledge/marketing/case-studies/ethical-dilemma-alberto-montes-b/) - Alberto Montes, a salesman for Cosma & Cie., an Argentinian telecommunications company, is meeting a key Bolivian customer to conclude a major deal. At the end of a dinner, the customer is asking what Montes has to offer for this deal. Montes suspects that his client is asking for a bribe.
- [Revenue flow and human rights: A paradox for Shell Nigeria](https://www.imd.org/research-knowledge/sustainability/case-studies/revenue-flow-and-human-rights-a-paradox-for-shell-nigeria/) - The case describes Shell’s evolution within the context of sensitive human rights issues related to oil exploration and exploitation in Nigeria. Given that much of the revenue from Nigerian oil resources was being “siphoned” off by corrupt state governors, the case focuses on issues relevant to government transparency and corruption. It describes Shell’s involvement in
- [Linak® Deskline®](https://www.imd.org/research-knowledge/strategy/case-studies/linak-deskline/) - LINAK, a Danish company making office desk components to move desks (sit/stand desk mode) is confounded by the slow uptake of the market for its new desk designs. Marketing to desk OEMs, Linak has had great success in Denmark and Sweden only, but much more disappointing sales in other European and international markets. The marketing
- [Schindler Service (B)](https://www.imd.org/research-knowledge/marketing/case-studies/schindler-service-b/) - The two-part case study on the Schindler Service sets an incident with the elevator company, and the second part brings us the closure of the incident.
- [BP: Too rusty to continue?](https://www.imd.org/research-knowledge/strategy/case-studies/bp-too-rusty-to-continue/) - In 2006 BP caused a number of negative headlines due to an oil spill in Prudhoe Bay, Alaska, caused by negligence of maintenance of its pipelines. This scandal, in addition with other scandals of BP has caused a discussion about the qualities of BP's CEO John Browne, who was able to save BP from big
- [Prudential UK: Rebuilding a mighty business](https://www.imd.org/research-knowledge/strategy/case-studies/prudential-uk-rebuilding-a-mighty-business/) - In the mid-1980s, Prudential completely dominated the UK insurance market. Fifteen years later it was in grave danger of becoming irrelevant, and then things got worse with the post 9/11 collapse of stock markets and the ensuing downfall of its major product (“with profits” insurance). Led by a new CEO, Mark Wood, Prudential UK’s management
- [Pharmagroup Int. and Fluvera: When subsidiary governance means losing competitive ground](https://www.imd.org/research-knowledge/strategy/case-studies/pharmagroup-int-and-fluvera-when-subsidiary-governance-means-losing-competitive-ground/) - Pharmagroup Int. faces difficulties in finishing the development and getting to the market an new, strategically important product. The product was created by a US start up, that had originally formed a strategic Joint Venture with Pharmagroup, but was then more and more integrated into the group because of difficulties in R&D that Pharmagroup was
- [Patrik Bernstein (A): From suit to jeans](https://www.imd.org/research-knowledge/strategy/case-studies/patrik-bernstein-a-from-suit-to-jeans/) - At the age of 35 Patrik Bernstein, currently the marketing manager for Unilever’s skin division in Indonesia, starts to feel that something is missing in his life. He had a great family, received invitations to fancy dinners, had a nice house and car and enough money in the bank. But all this no longer motivated
- [Patrik Bernstein (B): Breathing again](https://www.imd.org/research-knowledge/strategy/case-studies/patrik-bernstein-b-breathing-again/) - This case follows the IMD-3-1611 Patrik Bernstein A: “From Suit to Jeans”. Bernstein has described that entrepreneurship for him as like falling in love. But it wouldn’t be an easy journey and after eight years of struggle to get Spotlight and later also Boblbee off the ground Bernstein is faced with a big decision. Was
- [Patrik Bernstein (C): Back in his suit](https://www.imd.org/research-knowledge/strategy/case-studies/patrik-bernstein-c-back-in-his-suit/) - This case follows the IMD-3-1612 Patrik Bernstein (B): Breathing again and IMD-3-1611 Patrik Bernstein (A): From Suit to Jeans. In 2005, Bernstein decides to leave Boblbee. He needed to get some fresh air and also needed to start making money again. The family savings and his pension from his Unilever days was gone. He had
- [Global diesel engine project: Where are the simplifiers for the overwhelming complexity?](https://www.imd.org/research-knowledge/strategy/case-studies/global-diesel-engine-project-where-are-the-simplifiers-for-the-overwhelming-complexity/) - The Global Diesel Engine Project has the aim to integrate the development for an engine, which could be used globally. Despite general support from top management, the project manager experiences increasing complexity (ambiguity, diversity, interdependencies and fast flux) due to the various demands by the internal customers for adaptations.
- [Nicolas G. Hayek and the Swiss watch industry: Business leadership over two decades](https://www.imd.org/research-knowledge/strategy/case-studies/nicolas-g-hayek-and-the-swiss-watch-industry-business-leadership-over-two-decades/) - Nicolas G. Hayek, first CEO and later Chairman of the Swatch Group, is widely known as the savior of the Swiss watch industry. By commercializing the Swatch, he created the necessary breakthrough to revive the industry and push the company forward. This case deals with the CEO’s outstanding leadership over two decades. It explains in
- [Thuraya Satellite Telecommunications](https://www.imd.org/research-knowledge/strategy/case-studies/thuraya-satellite-telecommunications/) - Mobile satellite services, an industry which incurred huge initial investment costs and required a critical mass of users to break even, had emerged as a niche market with little evidence for large-scale growth. In 1997, Thuraya Satellite Telecomunications was established with a unique business model – instead of launching many satellites to provide global services,
- [Hilton revives its resorts (A)](https://www.imd.org/research-knowledge/marketing/case-studies/hilton-revives-its-resorts-a/) - In 2001, Hilton International set out to develop a new resort brand, to capitalize on the growing popularity of resort holidays, by taking advantage of its existing leisure properties. Hilton wanted to become the first hotel chain to create a global resort brand, with genuine points of competitive difference, through a Total Resort Experience that
- [Hilton revives its resorts (B)](https://www.imd.org/research-knowledge/marketing/case-studies/hilton-revives-its-resorts-b/) - In November 2004, Hilton International won the “Marketing Strategy of the Year Award” at the British “business Oscars” for its new resort development, Hilton Worldwide Resorts. Hilton was lauded for its innovation, planning and execution across all disciplines of its marketing strategy. This case traces the steps taken by Hilton to develop the new product;
- [Clinton Devon Estates: Since 1299, a culture of distinction (C)](https://www.imd.org/research-knowledge/strategy/case-studies/clinton-devon-estates-since-1299-a-culture-of-distinction-c/) - The case brings the story up-to-date with an assessment of Clinton Devon Estate’s strategic initiatives and results. New plans for the enterprise are reviewed.
- [Châteauform’ (A): How to grow and maintain service?](https://www.imd.org/research-knowledge/strategy/case-studies/chteauform-a-how-to-grow-and-maintain-service/) - It was March 2006 and the executive committee of Châteauform’, a specialized seminar and meetings venue headquartered near Paris, France, were gathered together for a brainstorming session for the company’s 10th anniversary. As part of the exercise, they were reading some of the “thank yous” from satisfied clients such as Société Générale and contemplating their
- [Snus: No smoke without fire](https://www.imd.org/research-knowledge/marketing/case-studies/snus-no-smoke-without-fire/) - In almost every county in the world, more than 20% of the population smoke. The health hazards of cigarettes are many and severe. Recently, most developed countries have introduced laws to restrict where smokers can light up. These laws might encourage smokers to consume less or to quit entirely. Sweden stands out among peer countries
- [EndoArt SA: Creating and funding a medical technology start-up (B)](https://www.imd.org/research-knowledge/strategy/case-studies/endoart-sa-creating-and-funding-a-medical-technology-start-up-b/) - The B-case in this two-part series provides a short follow-up to the A-case, and should be used in conjunction with it. The case illustrates the reflections on EndoArt’s cumbersome evolution over the past 8 years and relates the venture’s situation as of 2006. The venture’s investors are increasingly pressing for a return on their investments.
- [Xiameter: The past and future of a “disruptive innovation”](https://www.imd.org/research-knowledge/marketing/case-studies/xiameter-the-past-and-future-of-a-disruptive-innovation/) - The case study is about a successful strategy formulated at Dow Corning for marketing commodity silicones, a chemical used in diverse applications. It deals with important issues in B2B marketing: refocusing on user needs and developing a "needs-based" segmentation of industrial customers; bundling and de-bundling of technical services; branding of commodity chemicals; web-based low price/no-frills
- [Winning back at the office (A): Here we go again...](https://www.imd.org/research-knowledge/strategy/case-studies/winning-back-at-the-office-a-here-we-go-again/) - Two managers are exchanging emails about an offsite meeting which the company’s management team has just returned from – enthusiastic about some new “battles” (change priorities) that they have developed. The managers expect these new initiatives to run out of steam “as usual” and want to ensure their best people are not redirected to working
- [Winning back at the office (B): Just one more month...](https://www.imd.org/research-knowledge/strategy/case-studies/winning-back-at-the-office-b-just-one-more-month/) - The company has created focus on five must-win battles – down from 70 strategic initiatives that it was previously pursuing. Ron Brown is leading one of the battles, with a team of 22 people (many part-time and many external advisors) from 7 countries and 10 departments. One month after the battles have been defined, he
- [Winning back at the office (C): The square mile's watching...](https://www.imd.org/research-knowledge/strategy/case-studies/winning-back-at-the-office-c-the-square-mile-s-watching/) - The executive team is gathered in December to decide how to respond to increasing pressure from analysts and shareholders over results. Other companies in their industry, food, have been restructuring to meet estimates, given the slow growth in core developed world markets. In contrast, the team has spent the last nine months pursuing long-term strategic
- [Asian Car Part Holding: Sold without the knowledge of the board?](https://www.imd.org/research-knowledge/strategy/case-studies/asian-car-part-holding-sold-without-the-knowledge-of-the-board/) - How should an investor representative to the board of a portfolio company react if he learns that this company was sold without the knowledge of the board? This is the question the “hero” of the case has to answer. Should his organization just “take the money and run” or did he have a responsibility to
- [Covalys: Managing the company’s growth and development strategy](https://www.imd.org/research-knowledge/strategy/case-studies/covalys-managing-the-company-s-growth-and-development-strategy/) - In July 2002 a diverse group of men with varying scientific and industry and business backgrounds founded Covalys. Covalys was a biotechnology start-up that aimed to develop, manufacture and market research kits for use by industrial and academic biomolecular labs in drug development and life sciences research. However, Christoph Bieri, CEO, knew that the company
- [School feeding program in Nigeria (A): Tetra Pak’s business and development goal](https://www.imd.org/research-knowledge/sustainability/case-studies/school-feeding-program-in-nigeria-a-tetra-pak-s-business-and-development-goal/) - The case documents Tetra Pak’s ambitious efforts to collaborate with the governor of Nasarawa State in Nigeria in the setting up of a school feeding program based on a non-milk product that will eventually use local cereals; Nutrisip. This is a business, and not a philanthropic initiative that is also aimed at kick-starting local industry
- [School feeding program in Nigeria (B): Tetra Pak fortifies the business model](https://www.imd.org/research-knowledge/sustainability/case-studies/school-feeding-program-in-nigeria-b-tetra-pak-fortifies-the-business-model/) - The case builds on the outcome of challenges in the A case and centers on the strategy agreed upon between the state governor and Tetra Pak and its application during a further period of nine months.
- [Biocast (A): Welcome to the boardroom. I knew your three predecessors well](https://www.imd.org/research-knowledge/strategy/case-studies/biocast-a-welcome-to-the-boardroom-i-knew-your-three-predecessors-well/) - The private equity investor faces several dilemmas when he tried to navigate through conflicts on the board of an investment portfolio company. He has to decide how to really add value or cut losses. Several factors complexify his decision-making process.
- [Automotive Machine Tool GmbH&CoKG (AMT) (A): From ailing family business to accelerating private equity?](https://www.imd.org/research-knowledge/strategy/case-studies/automotive-machine-tool-gmbh-cokg-amt-a-from-ailing-family-business-to-accelerating-private-equity/) - AMT’s CEO faces several dilemmas when a private equity company as the new owner comes on board and triggers changes. Several corporate governance issues emerge and the CEO needs to decide how best to deal with them. When is it time to put one’s foot down – and with what legitimation?
- [Automotive Machine Tool GmbH&CoKG (AMT) (B): How D3 turns around an ailing family business](https://www.imd.org/research-knowledge/strategy/case-studies/automotive-machine-tool-gmbh-cokg-amt-b-how-d3-turns-around-an-ailing-family-business/) - D3 is a private equity investor who took over AMT and intended a fast turnaround. The case is the exact mirror image of the A case, but written from the investor’s point of view to illustrate how subjective reality and perceptions may be. Several corporate governance dilemmas emerge when the investor got involved and when
- [Nestlé S.A.: The wellness company](https://www.imd.org/research-knowledge/strategy/case-studies/nestl-s-a-the-wellness-company/) - Peter Brabeck, CEO of Nestlé, is presenting to his board a 25-30 year vision that would position Nestlé as the world’s first “wellness” company. This would involve, among other things, moving into the over-the counter pharmaceutical business, the cosmetics business, and emphasizing the nutritional aspect of the existing food and beverage businesses. As a board
- [Biocast (B): All’s well that ends well or losing the entire investment?](https://www.imd.org/research-knowledge/strategy/case-studies/biocast-b-all-s-well-that-ends-well-or-losing-the-entire-investment/) - The private equity investor faces several dilemmas when he tried to navigate through conflicts on the board of an investment portfolio company. He has to decide how to really add value or cut losses. Several factors complexify his decision-making process. The B case moves beyond the dilemmas presented in the A case and poses a
- [Crompton Greaves Ltd (A): Out of India?](https://www.imd.org/research-knowledge/strategy/case-studies/crompton-greaves-ltd-a-out-of-india/) - Crompton Greaves is an Indian company that has never made an acquisition. In the A case, it is proposing to buy Pauwels, a Belgian company with plants in five countries, that is on the verge of bankruptcy. It looks extremely risky. Should they go ahead? If so, how should they handle the integration of the
- [Crompton Greaves (B): Integration of Pauwels](https://www.imd.org/research-knowledge/strategy/case-studies/crompton-greaves-b-integration-of-pauwels/) - Follows the A case. The acquisition was made. Now the question is how, and how much, to integrate the acquired company. How many Indians should move to Belgium? And vice versa? How much freedom should the general manager on the acquired company be given? How quickly should the Indians move? And so on.
- [Nestlé S.A.: Acquiring Jenny Craig?](https://www.imd.org/research-knowledge/strategy/case-studies/nestl-s-a-acquiring-jenny-craig/) - In 2006 Nestlé’s Nutrition business is considering the acquisition of Jenny Craig, a US based weight loss company. This would be a new business for Nestlé. Is it a good industry to enter? If so, is this a good company to acquire? If Nestlé does acquire Jenny Craig, to what extent should it integrate the
- [Medtronic’s deep brain stimulation – Turning a revolutionary therapy into “standard of care”](https://www.imd.org/research-knowledge/strategy/case-studies/medtronic-s-deep-brain-stimulation-turning-a-revolutionary-therapy-into-standard-of-care/) - In 2006 executives within the Neurological division at Medtronic were trying to determine how to get a new innovative deep brain stimulation therapy to a standard of care. Medtronic had been very successful in building and branding their pacemaker business. Its new deep brain stimulation therapies while using similar technology and manufacturing practices as the
- [Governance at WWF: From conservation to evolution](https://www.imd.org/research-knowledge/strategy/case-studies/governance-at-wwf-from-conservation-to-evolution/) - The WWF global network has gone through a major re-structuring of their decision-making structure, involving all parts of the organization - except the board. What changes are - if they are - necessary for the board structure.
- [IR Microsystems (B): Taking tunable diode laser spectrometry (TDLS) to market in 2006](https://www.imd.org/research-knowledge/strategy/case-studies/ir-microsystems-b-taking-tunable-diode-laser-spectrometry-tdls-to-market-in-2006/) - By 2006, IR Microsystems (IRM) had 8 employees on the payroll, all of them with technical/engineering backgrounds. The first major external funding had come in 2003 from a collection of investors, including a local VC fund, which was attracted by the growth potential of IRM’s technological products. Initially, the company had focused its resources on
- [João Oliveira](https://www.imd.org/research-knowledge/strategy/case-studies/joo-oliveira/) - João Olivera wants to progress in his company, but to do so would mean an expatriate posting. He is recently divorced and does not want to be away from his two children.
- [Global shipping company](https://www.imd.org/research-knowledge/strategy/case-studies/global-shipping-company/) - How does a global firm manage a widely distributed professional workforce, particularly in moving people regularly across borders, often to “hardship postings”.
- [Dealing with a conflict of interest on the board of Globalspan Energy Services](https://www.imd.org/research-knowledge/strategy/case-studies/dealing-with-a-conflict-of-interest-on-the-board-of-globalspan-energy-services/) - The case study describes a fictional (but typical) conflict of interest at board level. The chairman of the board has to deal with a board member who wants – on top of his alary as a board member – to be compensated for consultancy work that will help the company to gain access to a
- [IR Microsystems (C): 2006 epilogue](https://www.imd.org/research-knowledge/strategy/case-studies/ir-microsystems-c-2006-epilogue/) - Part C describes the key events of 2006 and the decisions taken by the founding team to take the company forward.
- [Managing renewable resources: The case of the global marine fisheries](https://www.imd.org/research-knowledge/strategy/case-studies/managing-renewable-resources-the-case-of-the-global-marine-fisheries/) - Teaching vehicle to discuss issues of externalities, regulation and governance.
- [Lufthansa: Going global, but how to manage complexity?](https://www.imd.org/research-knowledge/strategy/case-studies/lufthansa-going-global-but-how-to-manage-complexity/) - This case addresses the development of Lufthansa's business within the cyclical and global airline environment. First, we discuss the main features of globalization, its interrelatedness with complexity and the consequences for the airline industry. Then we analyze how Lufthansa has managed to remain one of the few profitable airline companies in the past by touching
- [Nigerian National Petroleum Corporation: Regulatory opportunities – avoided by whom?](https://www.imd.org/research-knowledge/strategy/case-studies/nigerian-national-petroleum-corporation-regulatory-opportunities-avoided-by-whom/) - This case gives a brief economical and political overview of oil exploitation in Nigeria from the 1950s until the present day. Nigeria began commercially exploiting its oil reserves in the late 1950s, and the first petroleum tax system of 1959 introduced a 50:50 profit split between the government and international operators. The government sought equity
- [Saudi Aramco: A state within a state?](https://www.imd.org/research-knowledge/strategy/case-studies/saudi-aramco-a-state-within-a-state/) - A brief overview of the oil and gas industry in Saudi Arabia from the 1990s to 2000. Responsible for 99% of the Kingdom’s proven crude oil reserves – roughly one-fifth of the world’s total – and for about 10% of global oil production, Saudi Aramco owns domestic refineries and distribution assets, as well as one
- [Spinnaker](https://www.imd.org/research-knowledge/strategy/case-studies/spinnaker/) - Founded in 1997, Spinnaker, an independent energy company recognized for its strength in data integration and seismic image enhancement, is engaged in exploration, development and production of natural gas and oil mostly in the Gulf of Mexico (GoM). Beginning as a conventional shelf player, the company was soon drawn into deep-water exploration and, by 2004,
- [Statoil: The evolution of the norwegian model](https://www.imd.org/research-knowledge/strategy/case-studies/statoil-the-evolution-of-the-norwegian-model/) - Reacting to a request by IOCs for oil and gas concessions in 1962, the Norwegian government was initially unwilling to commit resources to an ostensibly highly risky venture and even openly discouraged Norwegian investors from doing so. The resulting legislative framework gave the government overall control but relied on foreign companies to undertake exploration and
- [Bicicleta Ferreira Limitada](https://www.imd.org/research-knowledge/strategy/case-studies/bicicleta-ferreira-limitada/) - Bicicleta Ferreira, a Brazilian bicycle manufacturing company, is a family business with a relatively successful past and an uncertain future. A deal proposed by a major chain of department stores brings the family-dominated executive committee to the point of a decision regarding the future of the firm. The case requires a thorough analysis of the
- [OMV and the oil industry, 2005](https://www.imd.org/research-knowledge/strategy/case-studies/omv-and-the-oil-industry-2005/) - OMV, Austria’s national oil and gas champion, had set as its vision in 2005 to dominate the Central and Eastern European oil and gas market and become the best vertically integrated mid-tier oil and gas player by 2010. However, many of its competitors: MOL, PKN, Lukoil, ENI to name a few, had similar visions. The
- [Unilever Food Solutions journey (A): Taking on a new challenge](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-food-solutions-journey-a-taking-on-a-new-challenge/) - This case series follows the journey of Unilever Foodsolutions and its President Diego Bevilacqua over a 4 year journey to build a “formidable force in foodservice.” The A case begins in 2001 with the challenge of developing a new foodservice business model and organization, following Unilever’s acquisition of Bestfoods. Diego, the division’s new president, had
- [Unilever Food Solutions journey (A1): The must-win battle event – starting the journey](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-food-solutions-journey-a1-the-must-win-battle-event-starting-the-journey/) - This case series follows the journey of Unilever Foodsolutions and its President Diego Bevilacqua over a 4 year journey to build a “formidable force in foodservice.” The A1 case supplements the video, offering more details of the event at which the Foodservice team determined its must-win battles, the core of its strategy.
- [Unilever Food Solutions journey (B): Reality sets in](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-food-solutions-journey-b-reality-sets-in/) - This case series follows the journey of Unilever Foodsolutions and its President Diego Bevilacqua over a 4 year journey to build a “formidable force in foodservice.” The B case, set in September 2001, is a transcript of one of the video segments, highlighting the challenges in engaging the organization in the new strategy and business
- [Unilever Food Solutions journey (C): Rebuilding the team](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-food-solutions-journey-c-rebuilding-the-team/) - This case series follows the journey of Unilever Foodsolutions and its President Diego Bevilacqua over a 4 year journey to build a “formidable force in foodservice.” After the first year, the C case reveals that there are still organizational issues – this time with Diego’s top team who are still not working together as an
- [Unilever Food Solutions journey (D): Progress and lessons learned](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-food-solutions-journey-d-progress-and-lessons-learned/) - This case series follows the journey of Unilever Foodsolutions and its President Diego Bevilacqua over a 4 year journey to build a “formidable force in foodservice.” The D case highlights the key events and actions, as the Unilever Foodsolutions organization really starts to work together and deliver much improved results. It also sets out the
- [Business leadership: The case of Nicolas G. Hayek Sr.](https://www.imd.org/research-knowledge/strategy/case-studies/business-leadership-the-case-of-nicolas-g-hayek-sr/) - This note gives an example of long-term, big-picture business leadership: that of Nicolas G. Hayek Sr. Not only did he re-make his company; he strongly influenced an entire industry. At age 57, Hayek invested a substantial part of his wealth to buy into SMH, the merged company that later became the Swatch Group. The initial
- [GBA - Gothenburg Autoparts](https://www.imd.org/research-knowledge/strategy/case-studies/gba-gothenburg-autoparts/) - GBA, a Sweden-based “Tier 2” automotive supplier with worldwide activities offering three product lines in three geographic regions, is organized into 9 companies, each responsible for a unique product/region combination. Led by a Managing Director, each company is responsible for the full range of activities associated with one product line within one region. Increasingly GBA’s
- [WWF GFTN: Aligning strategy with the business environment](https://www.imd.org/research-knowledge/sustainability/case-studies/wwf-gftn-aligning-strategy-with-the-business-environment/) - The Global Forest and Trade Network (GFTN) was set up to promote the idea of responsible forest management and trade in order to create higher demand for certified forest products and to achieve forest protection. Duncan Pollard, CEO of WWF's Forest for Life Program (FFL), and the GFTN faced various problems that had to be
- [Château d'Agel (A): From concept to deal](https://www.imd.org/research-knowledge/strategy/case-studies/chteau-d-agel-a-from-concept-to-deal/) - Robin Budowski, a wine specialist and enthusiast, had dreamed about owning and running a vineyard for years, and on 28 July 2003 he was closer than ever to realizing his dream. He was putting the finishing touches to an offer to acquire Château d’Agel, a property in the Minervois region in the South West of
- [Château d'Agel (B): Living the dream](https://www.imd.org/research-knowledge/strategy/case-studies/chteau-d-agel-b-living-the-dream/) - In early 2007, some three and a half years after realizing his dream of acquiring the Château d’Agel vineyard in the Languedoc region of southern France, Robin Budowski took stock of the situation. Overall, things had not evolved exactly as planned. He was still unable to live off the property and devote all of his
- [Orica mining services](https://www.imd.org/research-knowledge/marketing/case-studies/orica-mining-services/) - In the 1990s, fierce competition from low cost competitors in the explosives industry was seriously affecting Orica’s Mining Services’ (then ICI Australia) profitability. Orica transformed its business model from selling commoditized products to selling solutions packages. It focused on solving the customer’s problem, not just on providing a solution to part of the problem. As
- [Guidewire (B): The corporate sprint](https://www.imd.org/research-knowledge/strategy/case-studies/guidewire-b-the-corporate-sprint/) - In addition to using Scrum and Sprint Teams internally, Guidewire has been successful at teaching their clients how to use the process as well. In these larger organization, the process has enabled: a) rapid customer feedback; b) flexible product implementations; c) fast development. If a large mainstream insurance company can derive these benefits from the
- [Managing a Dutch-Chinese joint venture: Where to start?](https://www.imd.org/research-knowledge/strategy/case-studies/managing-a-dutch-chinese-joint-venture-where-to-start/) - After the state partly privatized Dhangtu Beer, the Dutch company Global Beverage bought a large stake in the company. Nevertheless the Chinese state still owned a considerable amount of shares and had too much influence – at least in Jan van der Werde’s opinion. He was responsible for making Dhangtu beer a successful undertaking for
- [Jack Wood's challenging risk assessment](https://www.imd.org/research-knowledge/strategy/case-studies/jack-wood-s-challenging-risk-assessment/) - Jack Wood needs to identify, assess and evaluate the risks threatening the success of a global automotive manufacturer embracing innovation, communication and leadership. He identifies a wide array of risks like finance market risks, economic risks, industry risks, business risks, legal risks etc. and needs to find a way to quickly evaluate them and come
- [Guidewire (A): Sprinting to success](https://www.imd.org/research-knowledge/strategy/case-studies/guidewire-a-sprinting-to-success/) - When John Seybold and his partners founded Guidewire (originally Centrica Software) in 2001, he knew little more about the insurance industry than an informed consumer. But as chief architect of the startup company, he also knew he and the team had to learn quickly if they were going to convince mainstream insurers to scrap their
- [Leadership at General Electric: A healthy disrespect for history](https://www.imd.org/research-knowledge/strategy/case-studies/leadership-at-general-electric-a-healthy-disrespect-for-history/) - The world, and General Electric, had changed a lot since Jack Welch left as CEO in 2001. His successor, Jeff Immelt, had undertaken major change in the last five years. His challenge to GE -- to generate significant growth internally, to diversify its revenue stream and to innovate and nourish the product pipeline -- had
- [Starting on the right foot on the board of i-Invent](https://www.imd.org/research-knowledge/strategy/case-studies/starting-on-the-right-foot-on-the-board-of-i-invent/) - David Bauer, an expert on pharmaceutical project management, was asked by the Brazilian Investment Group to serve as a director on the board of one of their investments – i-Invent. Never having served on a board before, David faces several challenges. A very strong and “entrepreneurial” CEO for one.
- [Tigre S.A.: Developing a new growth strategy](https://www.imd.org/research-knowledge/strategy/case-studies/tigre-s-a-developing-a-new-growth-strategy/) - In January 2006, F. Amaury Olsen, president and CEO of Tigre S.A., of Brazil called a meeting of his management team to discuss the options for a new growth strategy to be achieved by 2010. Olsen felt that Tigre, one of the world’s leaders in plastic pipes and fittings, was now at a crossroads. Among
- [Alibaba vs. eBay: Competing in the Chinese C2C market (A)](https://www.imd.org/research-knowledge/strategy/case-studies/alibaba-vs-ebay-competing-in-the-chinese-c2c-market-a/) - This four-part case series follows Taobao, part of the Alibaba Group – the leading business-to-business (B2B) e-commerce company in China – from 2003 to 2006. The A-case begins in April 2003 as Jack Ma, the 39-year-old CEO of Alibaba, worries. According to the latest market data, eBay, the global leader in online auctions had reached
- [Global Logistic Inc. (GLI): Why did the Tan Phu Ward project suddenly fly?](https://www.imd.org/research-knowledge/strategy/case-studies/global-logistic-inc-gli-why-did-the-tan-phu-ward-project-suddenly-fly/) - Baldev, the legal council of Global Logistic, faced accusations of foul play in acquiring authorization for Global Logistic Inc. to build their logistics center in the most interesting location of Vietnam's largest development project. When Baldev confronted his superiors with those allegations, they categorically denied any wrongdoing. Baldev felt caught between a rock and a
- [BMW Portugal Lda (A): Aligning distribution with brand strategy](https://www.imd.org/research-knowledge/strategy/case-studies/bmw-portugal-lda-a-aligning-distribution-with-brand-strategy/) - This three-part BMW case focuses on two main issues, alignment between brand and distribution channel strategy and the challenges of implementing this strategy.
- [Should ABB go carbon-neutral?](https://www.imd.org/research-knowledge/sustainability/case-studies/should-abb-go-carbon-neutral/) - An ABB team discusses the various pros and cons of going carbon neutral with the various possibilities at hand to offset GHG emissions. This is an abridged version of the IMD case titled “ABB's Carbon-Neutral Conundrum” (IMD-2-0110).
- [Alibaba vs. eBay: Competing in the Chinese C2C market (B)](https://www.imd.org/research-knowledge/strategy/case-studies/alibaba-vs-ebay-competing-in-the-chinese-c2c-market-b/) - This four-part case series follows Taobao, part of the Alibaba Group – the leading business-to-business (B2B) e-commerce company in China – from 2003 to 2006. The A-case begins in April 2003 as Jack Ma, the 39-year-old CEO of Alibaba, worries. According to the latest market data, eBay, the global leader in online auctions had reached
- [BMW Portugal Lda (B): Hit the ground running!](https://www.imd.org/research-knowledge/strategy/case-studies/bmw-portugal-lda-b-hit-the-ground-running/) - Few years ago, BMW decided to reorganize its distribution channels to be more in line with the outstanding image the BMW brand enjoyed in the market place.
- [BMW Portugal Lda (C): Keep running!](https://www.imd.org/research-knowledge/strategy/case-studies/bmw-portugal-lda-c-keep-running/) - The case describes first the shift in the BMW`s corporate strategy and then describes the ways the CEO of BMW Portugal went about implementing this shift.
- [Toyota Motor Corporation: Building the Lexus brand in Europe](https://www.imd.org/research-knowledge/marketing/case-studies/toyota-motor-corporation-building-the-lexus-brand-in-europe/) - In 2006, for the seventh consecutive year, Lexus was the largest selling brand of luxury cars in the US. But in Europe, Lexus was nowhere as successful having registered sales of just over 20,000 cars annually by 2003. Management realized that it had to establish its own heritage, not just chase after the market leaders
- [Numico: King project](https://www.imd.org/research-knowledge/operations/case-studies/numico-king-project/) - This case illustrates the fact that good operations management can yield substantial financial rewards. Numico was able to generate free cash flow from better management of both accounts receivables and payables as well as by raising awareness among its employees of the impact their day to day activities has on cash.
- [Barclays: Matt Barrett’s journey – Winning hearts and minds](https://www.imd.org/research-knowledge/strategy/case-studies/barclays-matt-barrett-s-journey-winning-hearts-and-minds/) - Matt Barrett, CEO of Barclays, joined the bank in 1999 and had been assigned a mission to transform the bank from “a big UK bank dabbling overseas to a global bank which happens to have a strong UK franchise”. The bank “lost its way”, after years of underperformance and several significant corporate crises its market
- [Dubailand (B): Turning vision into action](https://www.imd.org/research-knowledge/strategy/case-studies/dubailand-b-turning-vision-into-action/) - Dubailand case series illustrates the issues linked to creating a vision for a gigantic endeavor, and making sure it happens. Learn about project management.
- [Dubailand (A): Would the pharaohs have dared?](https://www.imd.org/research-knowledge/strategy/case-studies/dubailand-a-would-the-pharaohs-have-dared/) - The idea for Dubailand first came up in early 2002 as part of the country’s efforts to diversify the sources of its GDP by expanding the tourism market offer.
- [Mattson Project Delta (A): A new recipe for innovation](https://www.imd.org/research-knowledge/strategy/case-studies/mattson-project-delta-a-a-new-recipe-for-innovation/) - The case describes an attempt by Steve Gundrum, the CEO and President of Mattson, to improve the company’s innovativeness. Learn more about innovation process!
- [Infosys: Effectively leveraging global resources](https://www.imd.org/research-knowledge/strategy/case-studies/infosys-effectively-leveraging-global-resources/) - For over 25 years Infosys had consistently under-promised and over delivered on expectations. Since it went public in 1993, its stock price had risen three thousand fold, it had received the “Best Employer” award in India for several consecutive years, and it had pioneered and perfected its Global Delivery Model that leveraged India’s skilled technological
- [Mattson Project Delta (B)](https://www.imd.org/research-knowledge/strategy/case-studies/mattson-project-delta-b/) - The study and discussion of this case can help students understand more deeply the importance of team composition and structure in the innovation process.
- [Mattson Project Delta (C)](https://www.imd.org/research-knowledge/strategy/case-studies/mattson-project-delta-c/) - The case study shows the power of reaching across industry boundaries to find new ideas, not just for products but for business process and structure as well.
- [ABB and Caterpillar (A): Key account management](https://www.imd.org/research-knowledge/strategy/case-studies/abb-and-caterpillar-a-key-account-management/) - This case series explores the issues faced by the key account manager appointed to handle one of the company’s major accounts, but one that is just about to walk out the door. The cases demonstrate efforts to turn the situation around, including improved knowledge of the client’s business and industry, cross-company team building, and a
- [ABB and Caterpillar (C): Traction motors](https://www.imd.org/research-knowledge/strategy/case-studies/abb-and-caterpillar-c-traction-motors/) - This case series explores the issues faced by the key account manager appointed to handle one of the company’s major accounts, but one that is just about to walk out the door. The cases demonstrate efforts to turn the situation around, including improved knowledge of the client’s business and industry, cross-company team building, and a
- [ABB and Caterpillar (B): The renaissance](https://www.imd.org/research-knowledge/strategy/case-studies/abb-and-caterpillar-b-the-renaissance/) - This case series explores the issues faced by the key account manager appointed to handle one of the company’s major accounts, but one that is just about to walk out the door. The cases demonstrate efforts to turn the situation around, including improved knowledge of the client’s business and industry, cross-company team building, and a
- [Entrepreneurial philanthropy: “Be a non-conformist”](https://www.imd.org/research-knowledge/strategy/case-studies/entrepreneurial-philanthropy-be-a-non-conformist/) - Raymundo Leal, a self-made Mexican businessman, turned 50 in 1994. The first 25 years of his life were spent educating himself and getting married. The next 25 were devoted to building a business and raising a family. Would he spend the last part of his life as he had the previous 25 years? Should he
- [Rebuilding ABB (A)](https://www.imd.org/research-knowledge/strategy/case-studies/rebuilding-abb-a/) - The new CEO has to make a recommendation to the board regarding a fundamental reorganization of one of the world’s largest and most global industrial engineering companies which in less than twenty years of its existence went from good to great and then right back to the brink of collapse. Moving the company forward required
- [JTI-Macdonald Corp.: Dealing with the value segment of the Canadian tobacco industry](https://www.imd.org/research-knowledge/marketing/case-studies/jti-macdonald-corp-dealing-with-the-value-segment-of-the-canadian-tobacco-industry/) - In November 2004, the management of JTI-Macdonald Corp. (JTI-MC) in Canada was wondering how to cope with a major marketing challenge. The value segment had grown to represent 34% of the total factory-made cigarette volume from just over 3% in 2002 despite an overall declining market in volume. This represented an unprecedented situation in the
- [mySmoothie: The Swedish fruit invasion](https://www.imd.org/research-knowledge/strategy/case-studies/mysmoothie-the-swedish-fruit-invasion/) - The case was designed and written to address in an integrative manner issues common to most fast-growing start-up companies in the FMCG world. Read more!
- [mySmoothie: The Swedish fruit invasion (Abridged)](https://www.imd.org/research-knowledge/strategy/case-studies/mysmoothie-the-swedish-fruit-invasion-abridged/) - The case documents the inception and early development of a smoothie drink company over three years – from late 2003 when the concept was hatched. Keep reading!
- [ABB: Corporate governance during a turnaround (Abridged)](https://www.imd.org/research-knowledge/strategy/case-studies/abb-corporate-governance-during-a-turnaround-abridged/) - After Jürgen Dorman took over the role of chairman and later CEO of crisis-shaken ABB, he put various corporate governance reforms into action. Among them, a strategy committee and an executive committee were established, and they interacted directly with the board, who became more involved than ever. But was the corporate governance structure still appropriate
- [OsterTel: Asia Pacific](https://www.imd.org/research-knowledge/strategy/case-studies/ostertel-asia-pacific/) - This case focuses on the efforts of Hans Schmidt, a senior OsterTel executive responsible for customer service and support activities throughout Asia Pacific, as he attempts to best organize service operations throughout the region. Fresh from a successful reorganization of service operations in Europe, Schmidt has found that Asia Pacific presents a very different set
- [Euro Insurance, Inc.: The Mexican acquisition](https://www.imd.org/research-knowledge/strategy/case-studies/euro-insurance-inc-the-mexican-acquisition/) - Euro Insurance Inc. decided to expand in Mexico by acquiring a stake in a local insurance company and possibly merging it with its existing JV operation. How quickly should the integration proceed? What should its scope be? What should be the roadmap for the integration process? Specifically, the following issues need to be addressed: 1)
- [Chinese entrepreneurs: The story of Michael Ma](https://www.imd.org/research-knowledge/strategy/case-studies/chinese-entrepreneurs-the-story-of-michael-ma/) - The initial business model of the Speedup Automobile Racing was very traditional. Sponsors provided economic support so Speedup could participate in championship races. However with competition becoming increasingly fierce, Speedup needed to find a new profit model. One such model which Michael Ma implemented was a copy of the Formula One promoter Bernie Ecclestone’s model.
- [Chinese entrepreneurs: The story of Liu Qiongying](https://www.imd.org/research-knowledge/strategy/case-studies/chinese-entrepreneurs-the-story-of-liu-qiongying/) - This case describes the growth of Aiminger, from a small shop of only 9 square meters to a retail business, a wholesale business, then finally a manufacturer targeting the domestic market. After the Russian financial crisis, Aiminger began manufacturing for overseas markets. With OEMs’ profit margin squeezed by the competition, Aiminger decided to build its
- [Chinese entrepreneurs: The story of Hou Zhengyu](https://www.imd.org/research-knowledge/strategy/case-studies/chinese-entrepreneurs-the-story-of-hou-zhengyu/) - There were almost no big players in the low-end blue- and grey-collar dispatch segment in which Bridge HR was active. SOE giants and foreign companies all focused on the high-end lucrative markets of the white collar professionals headhunt market. Yet the new Labor Contract Law of China and Bridge HR’s desire to expand into high-end
- [BTL Construction: Was it bribery or just business as usual?](https://www.imd.org/research-knowledge/strategy/case-studies/btl-construction-was-it-bribery-or-just-business-as-usual/) - Baju Soki, director of BTL Construction and employee of First National Bank learned about a possible bribe of BTL Construction or one of its consultancies to secure a large scale construction project. When confronted with those allegations, the CEO of BTL Construction became very agitated. What should Baju do as a Board member? How should
- [Intelligent SA](https://www.imd.org/research-knowledge/strategy/case-studies/intelligent-sa/) - Intelligent SA was founded in Lausanne, Switzerland in 1998. It specialized in providing companies with complementary solutions to their existing planning and customer relationship management software. From the start, Intelligent was able to sell solutions to blue chip companies, including Philips, Toshiba, Sara Lee and Unilever. The company had grown rapidly, and through conservative management
- [Kerstin Berger (A)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/kerstin-berger-a/) - Kerstin Berger observes her new colleague Tina Orton gradually slide into complete dysfunction and burnout. Orton, just hired, is given very little guidance or support in a “set up to fail” job situation. In addition she is going through tremendous personal change. With a near-impossible project, a hands-off boss, and a new culture and language
- [Kerstin Berger (B)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/kerstin-berger-b/) - Confounding all expectations, Tina Orton returns to L-Bank several months after her breakdown /burnout. Her former colleague Kerstin Berger is now her boss. Berger, Orton and the entire L-Bank IT organization have to learn to deal with the complex and potentially embarrassing situations associated with burnout and re-integration, and more importantly, to try to head
- [Subsidiary governance: Note on international best practice](https://www.imd.org/research-knowledge/strategy/case-studies/subsidiary-governance-note-on-international-best-practice/) - This note gives structural, operational, task-related and organizational recommendations on best practice subsidiary corporate governance.
- [War for management talent in China](https://www.imd.org/research-knowledge/strategy/case-studies/war-for-management-talent-in-china/) - This opening note is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from the so-called War for Talent, and is intended to generate insights into “how to best play the talent game” in China, or elsewhere. We aim to generate an interactive and rich class
- [War for management talent in China: Eramet Group China](https://www.imd.org/research-knowledge/strategy/case-studies/war-for-management-talent-in-china-eramet-group-china/) - This case is part of the suite of teaching materials which employs China as an illustration of the managerial implications from the so-called War for Talent.
- [Alibaba vs. eBay: Competing in the Chinese C2C market (C)](https://www.imd.org/research-knowledge/strategy/case-studies/alibaba-vs-ebay-competing-in-the-chinese-c2c-market-c/) - This four-part case series follows Taobao, part of the Alibaba Group – the leading business-to-business (B2B) e-commerce company in China – from 2003 to 2006. The A-case begins in April 2003 as Jack Ma, the 39-year-old CEO of Alibaba, worries. According to the latest market data, eBay, the global leader in online auctions had reached
- [War for management talent in China: Shanghai Tyre & Rubber Co. Ltd](https://www.imd.org/research-knowledge/strategy/case-studies/war-for-management-talent-in-china-shanghai-tyre-rubber-co-ltd/) - This case features a state-controlled listed company which is a diversified involved in such business categories as batteries, printing ink and real estate.
- [War for management talent in China: LEOX Design Partnership](https://www.imd.org/research-knowledge/strategy/case-studies/war-for-management-talent-in-china-leox-design-partnership/) - This awarded case aims to generate an interactive and rich class discussion of the issues raised among seasoned business practitioners in China.
- [War for management talent in China: SPSS China](https://www.imd.org/research-knowledge/strategy/case-studies/war-for-management-talent-in-china-spss-china/) - The present case answers to this question: what would be some creative and feasible practices to source, attract, develop and retain management talent?
- [Eris (A): Building a cosmetics brand in Poland](https://www.imd.org/research-knowledge/strategy/case-studies/eris-a-building-a-cosmetics-brand-in-poland/) - Irena Eris and Henryk Orfinger established their cosmetics company in 1983 in Poland, then still a communist country. Just 19 years later, in 2002, their business had grown from one employee and one product to 218 employees and 300 products. However it was still a small company in a highly competitive market, exposed to multinationals
- [Eris (B): Rebranding and preparing the ground for expansion](https://www.imd.org/research-knowledge/strategy/case-studies/eris-b-rebranding-and-preparing-the-ground-for-expansion/) - The B-case describes how Eris arrived at a new strategy, focused on raising their brand to a premium level and creating a new brand for the mass market. It also shows how the company professionalized their organization while sustaining its unique culture. There were still several open questions: How do you sustain a successful family
- [UPM Rafsec RFID venture, 2004](https://www.imd.org/research-knowledge/strategy/case-studies/upm-rafsec-rfid-venture-2004/) - The need for innovation and diversification add complexity to managing a large firm. UPM Raflatac, the labelstock division of UPM Kymmene – the world’s leading company in the pulp and paper industry, initiated an internal venture on “smart labels” in 1998. The case relates how the venture evolved over time with the development of the
- [Driving innovation (A): The birth of Carmax](https://www.imd.org/research-knowledge/strategy/case-studies/driving-innovation-a-the-birth-of-carmax/) - Circuit City in 1990 was doing fine, with good profits on rising revenue. But they saw that this would not last forever, and started searching for new avenues for growth. They believed they were good at selling big ticket items, financing those transactions, and running a “big box” retailing business. They commissioned a young employee
- [Driving innovation (B): The rebound](https://www.imd.org/research-knowledge/strategy/case-studies/driving-innovation-b-the-rebound/) - By focusing on continual improvement of its core capabilities, CarMax successfully fought off Wayne Huizenga and began almost a decade of explosive growth. They are now worth significantly more than their parent, Circuit City. They are a particularly good example of a company that gets tremendous advantage from its IT capabilities.
- [The Philips marketing journey (A)](https://www.imd.org/research-knowledge/marketing/case-studies/the-philips-marketing-journey-a/) - Kliesterlee engages in a process for establishing priorities for Philips and reformulating its strategy to be a high growth electronics play. Learn more!
- [Philips marketing journey (B)](https://www.imd.org/research-knowledge/marketing/case-studies/philips-marketing-journey-b/) - In 2001 Gerald Kleisterlee took over as CEO of Philips amid a financial crisis. The company was about to post its worst ever losses but he took over. Learn more!
- [Hyoptical Company Limited](https://www.imd.org/research-knowledge/strategy/case-studies/hyoptical-company-limited/) - The case focuses on the American side of a 50-50 joint venture (JV) with a Korean technology company. The American company (ORC) is providing the JV with optical switches; the Korean company (Hyun Bit) is providing optical buffers. The JV is then integrating these devices and has thus far made great progress selling to customers
- [The Philips marketing journey (C)](https://www.imd.org/research-knowledge/marketing/case-studies/the-philips-marketing-journey-c/) - In 2001 Gerald Kleisterlee took over as CEO of Philips. The case describes the initiatives launched and driven by him to support a new market-oriented strategy.
- [Rebuilding a passion brand: The turnaround of Ducati (C)](https://www.imd.org/research-knowledge/marketing/case-studies/rebuilding-a-passion-brand-the-turnaround-of-ducati-c/) - This case provides an update on the turnaround of Ducati by Federico Minoli. It is to be used in conjunction with the IMD Rebuilding A Passion Brand: The Turnaround of Ducati (A) & (B).
- [Pakistan’s Khala project](https://www.imd.org/research-knowledge/strategy/case-studies/pakistan-s-khala-project/) - This case describes the launch of a low-cost motorized bicycle in Pakistan. The Khala, a "powered bicycle" is to be produced in Langah Bicycle Company’s own plant in Pakistan. Successfully handling the product requires a full understanding of the local environment in Pakistan (potential customer segments, competitive environment, government constraints) as well as an understanding
- [KWS (A): The roots of independence](https://www.imd.org/research-knowledge/strategy/case-studies/kws-a-the-roots-of-independence/) - This case has the purpose of facilitating discussion on how companies respond to normal stresses and also to major events which threaten to derail generations.
- [The Oracle of Omaha meets the Visionaries of Galillee](https://www.imd.org/research-knowledge/strategy/case-studies/the-oracle-of-omaha-meets-the-visionaries-of-galillee/) - Iscar Metalworking was an Israeli producer of metal working and metal cutting tools for industries requiring precise tolerances. Iscar had grown into a global enterprise with employees and offices throughout the world, though it was founded in 1952 in modest circumstances. The business thrived on innovation, passion and dedication to a client-centered approach. Something appeared
- [Van Oord (A): Where land and water meet](https://www.imd.org/research-knowledge/strategy/case-studies/van-oord-a-where-land-and-water-meet/) - Van Oord is a global player in the highly competitive marine construction business that has been involved in well-known projects such as “The Palm” in Dubai.
- [KWS (B): In full bloom - independence and continuity](https://www.imd.org/research-knowledge/strategy/case-studies/kws-b-in-full-bloom-independence-and-continuity/) - KWS was a leader in sugar beet, corn and cereal seed breeding, operating in 70 countries, employing over 2,700 people and reporting revenues of $724 million.
- [Van Oord (B): Post-merger integration “with your feet in the mud”](https://www.imd.org/research-knowledge/strategy/case-studies/van-oord-b-post-merger-integration-with-your-feet-in-the-mud/) - From its founding in 1868 in a small town in the Netherlands, Van Oord has focused on organic growth based on independence and entrepreneurship. Learn more!
- [Ryanair: A comparison with Southwest Airlines](https://www.imd.org/research-knowledge/strategy/case-studies/ryanair-a-comparison-with-southwest-airlines/) - This case series traces Ryanair’s history from its modest beginning in 1985 up to its leading market position in 2007. The company’s turning point came when Michael O’Leary became CEO in 1991 and went to America to study the successful Southwest Airlines model of low fares. Upon his return, he restructured Ryanair, creating Europe’s first
- [Happy Shrimp Farm: Social responsibility & multiple stakeholders](https://www.imd.org/research-knowledge/strategy/case-studies/happy-shrimp-farm-social-responsibility-and-multiple-stakeholders/) - September 2007. For both founding fathers of the Happy Shrimp Farm, it had been a hectic three years. What started as a simple market research on co-siting for the Rotterdam Port Authority (RPA) in April 2004 had rapidly developed into an international multi-million euro business proposition that literally took over their lives. Their research had
- [Tesco: Keeping the hard discounters at bay?](https://www.imd.org/research-knowledge/marketing/case-studies/tesco-keeping-the-hard-discounters-at-bay/) - This case can be used with Nestlé: The Growing Retail Role Of Hard Discounters Like Aldi (IMD-5-0736) and Nestlé: Leveraging The Hard Discounter Channel (IMD-5-0738) or independently.The case describes some of the major strategic and tactical moves that Tesco made between the early 1990s and 2005. Tesco is widely recognized as one of the most
- [TomTom: Building and marketing a new business concept](https://www.imd.org/research-knowledge/marketing/case-studies/tomtom-building-and-marketing-a-new-business-concept/) - In early 2008, the top management of TomTom, the world’s leading provider of navigation systems, met to review the strong results of the previous fiscal year. Looking back over the last five years, TomTom’s performance was impressive: The company had created a new industry and its revenues had exploded from €8 million to €1.5 billion
- [La Martina (A): “Pasíon Argentina”](https://www.imd.org/research-knowledge/strategy/case-studies/la-martina-a-pasion-argentina/) - FEBRUARY 2008. Lando Simonetti was enjoying the relative cool of his Cucha Cucha office in the suburbs of Buenos Aires, Argentina. It may have been cool, but definitely not quiet. His desire to always be in the middle of the action at the company also meant he had to live through the noise of the
- [Petter Eiken at Skanska: Leading change](https://www.imd.org/research-knowledge/strategy/case-studies/petter-eiken-at-skanska-leading-change/) - In this case we follow Petter Eiken, Executive Vice President at the global construction firm Skanska. Eiken is a leader with an untraditional leadership style operating in a highly traditional industry. In the case we first meet Eiken when he recently has been promoted to Regional EVP from a Country President level and he is
- [La Martina (B): Selling the passion?](https://www.imd.org/research-knowledge/strategy/case-studies/imd-3-1971/) - MARCH 2008. Lando Simonetti, founder and CEO of La Martina was pacing around his office in the Buenos Aires suburbs. Not so long ago, the offer that had just landed in his inbox would have been relegated to the trash bin within seconds. He had always been fervently committed to the independence of his firm
- [Activist inside: Making responsible procurement happen](https://www.imd.org/research-knowledge/strategy/case-studies/activist-inside-making-responsible-procurement-happen/) - By the end of the first year in her new role as responsible procurement manager, Kayzi Ambridge had begun to see tangible results from her efforts. Changes, acceptance and accolades restored her energy for a critical mission that was just getting started. E.ON UK’s Responsible Procurement Initiative – focused on creating a standardized and corporate
- [Chasing the zeitgeist: Making change at the heart of an amorphous organization](https://www.imd.org/research-knowledge/strategy/case-studies/chasing-the-zeitgeist-making-change-at-the-heart-of-an-amorphous-organization/) - Real change rarely happens in large profitable organizations and when it does it often ends up stalled. Joanna Kinson knew that creating a successful Responsible Procurement meant having a clear plan and process for change to happen. Translating theory into practice would require strong leadership, role modelling of new behaviors and the ability to stay
- [Innovation at the LEGO group (A)](https://www.imd.org/research-knowledge/strategy/case-studies/innovation-at-the-lego-group-a/) - The case tells the story of a company where innovation is tremendously important, but not working well. In 2003, the LEGO Group had a number of positive attributes: it had a well-respected brand with some very good toy lines. It had a passionate customer base that in many areas was more sophisticated than its internal
- [Stelton (A): Buyout opportunity?](https://www.imd.org/research-knowledge/strategy/case-studies/stelton-a-buyout-opportunity/) - March 2004. Michael Ring took a deep breath. He had a momentous decision to make: Should he acquire Stelton? Ever since he had lost his position as managing director at Georg Jensen, he had been searching for that special opportunity to continue doing what he enjoyed most – working with great designers, passionate handcrafters and
- [Innovation at the LEGO group (B)](https://www.imd.org/research-knowledge/strategy/case-studies/innovation-at-the-lego-group-b/) - The (B) case describes the specific steps that the LEGO Group took to improve innovation. They include: 1) Restructuring the company to make responsibility for each part of the business clearer. Each toy line was given responsibility for its own sales and profitability, and the Concept Lab, which before had lacked focus, was separated and
- [Stelton (B): Turning the company around](https://www.imd.org/research-knowledge/strategy/case-studies/stelton-b-turning-the-company-around/) - For Michael, signing the final documents completing the acquisition of Stelton had been both a nerve-racking and a sobering experience. Yes, he had wanted the company – it had all the features he had been looking for since making the decision to go it alone. It was renowned for its phenomenal design work and superior
- [Stelton (C): When competition awakens](https://www.imd.org/research-knowledge/strategy/case-studies/stelton-c-when-competition-awakens/) - By January 2008, Michael’s turnaround plan had been fully implemented. Stelton’s new structure was firmly in place, with a renewed focus on design and marketing, and increased reliance on external suppliers for production. The new strategy was well under way, the required investments had been made and the results were beginning to show. It was
- [Seaspan Corporation: Leading a sea change toward growth and stability](https://www.imd.org/research-knowledge/strategy/case-studies/seaspan-corporation-leading-a-sea-change-toward-growth-and-stability/) - This case tells the unlikely story of a young man with a background in marine navigation and ship brokering who, along with a group of other shipping professionals, gathered a number of different organizations together to build one of the top global container shipping companies. Gerry Wang led Seaspan Corporation from its IPO launch with
- [Danaos Corporation: Leading the way with innovation](https://www.imd.org/research-knowledge/strategy/case-studies/danaos-corporation-leading-the-way-with-innovation/) - Diversification and innovation are the watchwords for Danaos Corporation – diversification of ship types as well as business segments and innovation in capital markets approach and in developing a new business line by leveraging its strengths. Founded by his father in 1972, Danaos was first a dry bulk handler with a modest fleet, then moved
- [Teekay Corporation: Organized for success](https://www.imd.org/research-knowledge/strategy/case-studies/teekay-corporation-organized-for-success/) - Teekay Corporation grew quickly from its founding as an operator of oil tankers in 1973. It soon started its own fleet which expanded to 60 by the time the founder died in the early 1990s. A 1995 IPO allowed the company to benefit from accessing capital markets. Within 10 years, Teekay became the master of
- [China Shipping Group](https://www.imd.org/research-knowledge/strategy/case-studies/china-shipping-group/) - Well-timed expansion and government protection in domestic markets helped China Shipping grow fast among the top players. Yet the company faced important challenges such as how to retain talents, how to deal with increasingly fierce competition and how to overcome its “state-owned enterprise mindset”.
- [Orient Overseas Container Line](https://www.imd.org/research-knowledge/strategy/case-studies/orient-overseas-container-line/) - Emerged from debt crisis in early 1990s, Orient Overseas Container Line streamlined its diversfied businesses to focus on the core business. Its three-pillar strategy contributed to its fast growth. Yet it faced challenges such as rising cost, increasing concerns about environment and security and shortage of seafarers.
- [Julius Baer Group: Integrating three private banks from UBS](https://www.imd.org/research-knowledge/strategy/case-studies/julius-baer-group-integrating-three-private-banks-from-ubs/) - Although private bank Julius Baer Group was established over 100 years ago in Zurich, Switzerland, by 2005 the group was at a crossroads. For years, industry speculation was that Baer would be acquired by a larger rival. But they surprised everyone by announcing the purchase of three of UBS’s private banks, as well as its
- [TCL-Thomson Electronics (C): New business model](https://www.imd.org/research-knowledge/strategy/case-studies/tcl-thomson-electronics-c-new-business-model/) - This is the third part of the TCL-Thomson Electronics case series. It describes the business model currently in use at TCL.
- [TCL-Thomson Electronics (A): Li dongsheng’s normandy](https://www.imd.org/research-knowledge/strategy/case-studies/tcl-thomson-electronics-a-li-dongsheng-s-normandy/) - This case describes how Chinese businessman Li Dongsheng transforms a new, local television manufacturer (TCL) into an emerging global player. TCL became a majority stakeholder in a joint venture with the French company, Thomson. However, the integration did not produce the expected financial results. Technology, legislation and competition were simultaneously disrupting the industry. The newly
- [IKEA: Past, present, and future](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/ikea-past-present-and-future/) - Ingvar Kamprad’s childhood experiences formed his approach not only to furniture retailing, but more broadly to life. In the hard scrabble farmlands of southern Sweden, IKEA Group’s founder became convinced of the value of hard work, personal responsibility and forging one’s own path. His company did not just produce profits but rather served a larger
- [TCL-Thomson Electronics (B): Restructuring](https://www.imd.org/research-knowledge/strategy/case-studies/tcl-thomson-electronics-b-restructuring/) - This is the second part of the TCL-Thomson Electronics case series. It describes the actual business decisions made at TCL and asks how the company could develop a winning strategy.
- [The CEMEX way to profitable growth: Leveraging post-merger integration and best-practice innovation](https://www.imd.org/research-knowledge/strategy/case-studies/the-cemex-way-to-profitable-growth-leveraging-post-merger-integration-and-best-practice-innovation/) - On September 28, 2004, only a few months after completing a four year best practice sharing and standardization initiative called the “Cemex Way” and introduction of a new governance model, CEMEX announced its intent to acquire UK-based Ready Mix Concrete (RMC) group for US$5.8 billion. RMC was a company more than half CEMEX’s size, with
- [Danone & Wahaha: A bitter-sweet partnership](https://www.imd.org/research-knowledge/strategy/case-studies/danone-wahaha-a-bitter-sweet-partnership/) - For most of 2007, a public dispute was going on between Danone and Wahaha over their joint venture in China. The “antagonism” had even led to the Chinese and French presidents calling on both companies to resume “peace talks” and find an amicable solution. The Danone & Wahaha case looks into how this ten year
- [Alain Piguet: Leading the customer relationship management initiative](https://www.imd.org/research-knowledge/strategy/case-studies/alain-piguet-leading-the-customer-relationship-management-initiative/) - In August 2006, Alain Piguet, head of customer relationship management (CRM) at KONE, was preparing for a steering group meeting at which it would be decided whether to roll out, across the entire organization, the piloted CRM system he and his team had been working on for the past six months. In order to pursue
- [Jamie Allan: Leading the claims-handling initiative](https://www.imd.org/research-knowledge/strategy/case-studies/jamie-allan-leading-the-claims-handling-initiative/) - In the Fall of 2007, Jamie Allan, head of supply chain at Outokumpu was preparing for a steering group meeting at which it would be decided whether to roll out across the entire organization the piloted claims-handling initiative he and his team had been working on for the past 15 months. In order to pursue
- [EDAP: Promoting the adoption of an innovative prostate cancer therapy](https://www.imd.org/research-knowledge/strategy/case-studies/edap-promoting-the-adoption-of-an-innovative-prostate-cancer-therapy/) - In January 2008, EDAP’s CEO Marc Oczachowski and CFO Eric Soyer were elated after raising $20million in capital from US investors. This cash infusion would fund the US-based clinical trials for EDAP’s revolutionary prostate cancer therapy. They were pivotal for EDAP to reach its goal of reaching US FDA approval, a fundamental condition for the
- [Project bullet: EDucating charly huber-haag](https://www.imd.org/research-knowledge/marketing/case-studies/project-bullet-educating-charly-huber-haag/) - The Project Bullet case study is about how Nestle Infant Nutrition revitalized its global infant formula business. It deals with strategic issues like renovating existing and aging brands of the company and also bringing in new marketing innovations to an otherwise stagnant business. This case describes how the marketing team unified the company's infant formula
- [Failure of corporate governance at UBS](https://www.imd.org/research-knowledge/strategy/case-studies/failure-of-corporate-governance-at-ubs/) - In April 2008, UBS was the bank that had been hit hardest by the subprime crisis. Due to its high risk exposure, UBS had to write down almost US$ 40 billion. The first consequences were already drawn, such as the removal of UBS’s chairman Marcel Ospel. But was that enough for a major Malaysian pension
- [PepsiCo in Mexico (A): Managing in a storm](https://www.imd.org/research-knowledge/strategy/case-studies/pepsico-in-mexico-a-managing-in-a-storm/) - Gamesa- Quaker’s Mexican cookie and snack business is sliding. The CEO is under intense pressure to turn it around. Case opens with his return from a management program in Europe with a new idea – “must-win battles”. Should he use this concept in an attempt to turn around the business? His team likes the idea,
- [PepsiCo in Mexico (B): Making big bets](https://www.imd.org/research-knowledge/strategy/case-studies/pepsico-in-mexico-b-making-big-bets/) - This is the continuation of the PepsiCo in Mexico A-case. Must-win battles (MWB) have been installed in the organization. The CEO is now proposing to put a new organization in place. Should he? More complexity, more ambiguity. And it is very soon after the MWB rollout so no results are in. Senior manager from New
- [WWF: To be truly local and truly global](https://www.imd.org/research-knowledge/strategy/case-studies/wwf-to-be-truly-local-and-truly-global/) - Founded in 1961 in response to concern over the environmental impact of life on earth, WWF had been a major player in the conservation movement in the years since. The organization wove together a network of offices in both funding nations and in countries where the bulk of conservation work was done. The organization had,
- [Wal-Mart: Should it change? Can it change?](https://www.imd.org/research-knowledge/strategy/case-studies/wal-mart-should-it-change-can-it-change/) - In 2007 Wal-Mart was the largest company in the world. From the start it promised customers “low prices, always.” To deliver on this promise, the business was run with a single minded focus on low cost. In this case we start off by exploring the factors that made Wal-Mart the company it is today. Second
- [British Airways hits turbulence](https://www.imd.org/research-knowledge/strategy/case-studies/british-airways-hits-turbulence/) - Between 1981 and 1996, BA went from a stodgy state-owned carrier – truly one of the worst airlines in the world – to a world-class customer-focused organization. In 1995-96, BA becomes the most profitable airline in the world and wins prestigious industry awards for the 7th year in a row. The company has come to
- [Air Deccan (A): “Simpliflying” air travel in India](https://www.imd.org/research-knowledge/strategy/case-studies/air-deccan-a-simpliflying-air-travel-in-india/) - Captain Gorur Ramaswamy Gopinath started his journey with a dream – a dream inspired by one simple statement: “I want every Indian to fly at least once in their lifetime.” With a population in excess of 1 billion people, India certainly offered a vast reservoir of future air travelers. In 2002, when Capt. Gopinath first
- [Air Deccan (B): Kingfisher and the king of good times](https://www.imd.org/research-knowledge/strategy/case-studies/air-deccan-b-kingfisher-and-the-king-of-good-times/) - On 31 May 2007, after a week of intense negotiations, the board of Deccan Aviation Ltd approved the acquisition of 26% of its equity by Kingfisher Airlines’ parent company, United Breweries (UB) Holdings Ltd at a price representing approximately a 10% premium to the prevailing market price of Deccan Aviation Ltd. UB Group also got
- [Fostering customer relationships (A): Erik Tamm’s perspective](https://www.imd.org/research-knowledge/strategy/case-studies/fostering-customer-relationships-a-erik-tamm-s-perspective/) - The two cases in this series show two sides of a sales meeting and describe in a vivid and colorful manner the challenges a new sales representative might face.
- [Fostering customer relationships (B): Tina Karu’s perspective](https://www.imd.org/research-knowledge/strategy/case-studies/fostering-customer-relationships-b-tina-karu-s-perspective/) - These two cases serve to show two sides of a sales meeting. One of the cases is presented as a cartoon and the other as a traditional written discussion.
- [Kaskazi Network Ltd – distributing to the bottom of the pyramid (A)](https://www.imd.org/research-knowledge/strategy/case-studies/kaskazi-network-ltd-distributing-to-the-bottom-of-the-pyramid-a/) - This three part case series deals with the distribution of FMCG (Fast Moving Consumer Goods) to low income areas (slums) in Kenya. In the (A) case, students are introduced to a young African entrepreneur, Mr. Ng’ang’a Wanjohi. Since graduating in 1998, Wanjohi has been involved in four start-ups – none of which has been successful.
- [Kaskazi Network Ltd – distributing to the bottom of the pyramid (B)](https://www.imd.org/research-knowledge/strategy/case-studies/kaskazi-network-ltd-distributing-to-the-bottom-of-the-pyramid-b/) - This is the second part of a case series dealing with the distribution of FMCG (Fast Moving Consumer Goods) to low income areas (slums) in Kenya. It describes the successful launch of KasKazi Network – a revolutionary concept of distribution by bicycle to the “bottom of the pyramid.” It reveals how Wanjohi dealt with the
- [Kaskazi Network Ltd – distributing to the bottom of the pyramid (C)](https://www.imd.org/research-knowledge/strategy/case-studies/kaskazi-network-ltd-distributing-to-the-bottom-of-the-pyramid-c/) - This is the third and last part of a case series dealing with the distribution of FMCG (Fast Moving Consumer Goods) to low income areas (slums) in Kenya. It describes the situation in July 2008. In spite of its success, KasKazi is mainly used for short term promotions by its clients. This creates dry spells
- [Fesco](https://www.imd.org/research-knowledge/strategy/case-studies/fesco/) - This case describes a Russian shipping and transportation company, FESCO, from its early days as a state-operated shipping company, focusing on the Russian Pacific trade from Vladivostok, through to its privatization under the new majority ownership of Sergei Generalov, former Russian minister of fuel and energy. It subsequently diversified into rail services and terminals and
- [China Ocean Shipping (Group) Company](https://www.imd.org/research-knowledge/strategy/case-studies/china-ocean-shipping-group-company/) - In 1998, COSCO’s President and CEO Wei Jiafu initiated a “two transformation” strategy at COSCO: transformation from a global shipping carrier to a global logistics operator based on the shipping business, and from a cross-border business player to a multinational conglomerate. To carry out the transformation from a carrier to a logistics operator, COSCO planned
- [Double hull tankers: A focus on crude oil shipping (A)](https://www.imd.org/research-knowledge/strategy/case-studies/double-hull-tankers-a-focus-on-crude-oil-shipping-a/) - DHTs strategy was to take advantage of the cash flow associated with chartering vessels on long-term contracts. Learn the strategy of Double Hull Tankers, Inc
- [Collision course: Bob Nardelli and the Home Depot shareholders](https://www.imd.org/research-knowledge/strategy/case-studies/collision-course-bob-nardelli-and-the-home-depot-shareholders/) - The case covers Bob Nardelli’s 6-year tenure at Home Depot from 2000-2006. During this time, he posted impressive numbers as well as changed Home Depot’s strategic orientation. He failed however to improve the company’s share price. This difficulty, allied to Nardelli’s pay package (negotiated at a time of economic euphoria when he was one of
- [General Maritime Corporation: Reaching toward a milestone](https://www.imd.org/research-knowledge/strategy/case-studies/general-maritime-corporation-reaching-toward-a-milestone/) - Started in 1997 with one tanker, General Maritime prided itself on growth and an environmentally-conscious fleet. The oil tanker industry was in for a major regulatory change in 2010, when single-hull vessels would be outlawed. General Maritime seeks to balance risk with profitability. While its ships were fully chartered through 2010, it intentionally timed its
- [Double hull tankers: A focus on crude oil shipping (B)](https://www.imd.org/research-knowledge/strategy/case-studies/double-hull-tankers-a-focus-on-crude-oil-shipping-b/) - CEO Jacob Diesen needed to assess how to grow earnings and provide funds for future debt amortization while maintaining dividend at a time of market volatility.
- [Nestlé: The growing retail role of hard discounters like Aldi](https://www.imd.org/research-knowledge/marketing/case-studies/nestle-the-growing-retail-role-of-hard-discounters-like-aldi/) - This case is best used as part of a three case series designed to explore the implications of the emergence of hard discounters in the retail channel. The series explores the relation between hard discounters and traditional retailers on the one hand and manufacturers and hard discounters on the other hand. Featured firms include ALDI,
- [Nestlé: Leveraging the hard discounter channel](https://www.imd.org/research-knowledge/marketing/case-studies/nestle-leveraging-the-hard-discounter-channel/) - This case is part of a three case series designed to explore the implications of the emergence of hard discounters in the retail channel. The series explores the relation between hard discounters and traditional retailers on the one hand, and manufacturers and hard discounters on the other hand. Featured firms include ALDI (IMD-5-0736), Tesco (IMD-5-0737)
- [Tesco: Delivering the goods (A)](https://www.imd.org/research-knowledge/strategy/case-studies/tesco-delivering-the-goods-a/) - The two parts of this case (A & B) explore how Tesco became a high performance organization. Case A focuses on how, between 1992 and 2005, Tesco transformed itself from an unremarkable domestic chain into a leading international retail group. Domestically, Tesco’s market share grew almost as big as its next two nearest competitors put
- [Tesco: Delivering the goods (B)](https://www.imd.org/research-knowledge/strategy/case-studies/tesco-delivering-the-goods-b/) - By the end of 2005, Tesco had achieved such a hold over UK retailing that the giant was looking to some like a monster. Tesco’s very success made it a growing target for attacks from a wide range of pressure groups. These included farmers, small businesses and environmental campaigners who decided to join forces to
- [Corporate governance at het: Scenes from a Vietnamese-foreign marriage (A)](https://www.imd.org/research-knowledge/strategy/case-studies/corporate-governance-at-het-scenes-from-a-vietnamese-foreign-marriage-a/) - Markus Sailer was the nominee director for an Austrian bank; sitting on the board of Hanoi Energy Technology. The company was a joint venture between three partners: a Vietnamese investment fund with strong government links; a Singaporean commercial bank and the Austrian bank with a focus on sustainable investments. Markus becomes increasingly worried; when the
- [Corporate governance at het: Scenes from a Vietnamese-foreign marriage (B)](https://www.imd.org/research-knowledge/strategy/case-studies/corporate-governance-at-het-scenes-from-a-vietnamese-foreign-marriage-b/) - Markus Sailer, after being fed up with the situation of the autocratic chairman at HET and after having consulted his superiors and his fellow foreign directors, writes a letter to the chairman of HET and the investor backing the chairman. Yet, the answer he receives was not expected!
- [Succession planning at Krahn AG: Can it work?](https://www.imd.org/research-knowledge/strategy/case-studies/succession-planning-at-krahn-ag-can-it-work/) - The chairman and the CEO of a successfully run company are discussing the possible succession planning of the CEO. The CEO impatiently points out that he will lose respect if succession planning should proceed. The chairman believes in the value of corporate governance and succession planning, yet doesn’t want to offend a successful CEO. What
- [China Merchants Bank (A): Ma Weihua’s first challenges](https://www.imd.org/research-knowledge/strategy/case-studies/china-merchants-bank-a-ma-weihua-s-first-challenges/) - The China Merchants Bank (CMB) was the first non-state-owned bank in China, and thus considered a trial case for China’s financial reforms. Keep reading!
- [China Merchants Bank (B): The rise to become the most profitable bank in China](https://www.imd.org/research-knowledge/strategy/case-studies/china-merchants-bank-b-the-rise-to-become-the-most-profitable-bank-in-china/) - Founded in 1987 by the China Merchants Group, CMB had managed to survive, grow and compete with the large state-owned banks. Keep reading the content!
- [China Merchants Bank (C): Building a distinct corporate culture](https://www.imd.org/research-knowledge/strategy/case-studies/china-merchants-bank-c-building-a-distinct-corporate-culture/) - This 4-part case series describes the transformation of CMB under Ma Weihua’s leadership beginning in 1999. By 2007, CMB was the most profitable bank in China.
- [Domino’s Pizza: “Change is good”](https://www.imd.org/research-knowledge/strategy/case-studies/domino-s-pizza-change-is-good/) - Domino’s CEO, David Brandon had long ago broken the mold made by Domino’s founder, Tom Monaghan, in his previous 39 years of leadership. While both men had succeeded where others had failed, the two men were significantly different. Monaghan was a quiet, conservative man who had grown up in an orphanage and built a global
- [China Merchants Bank (D): Credit cards, the new frontier of China’s financial world](https://www.imd.org/research-knowledge/strategy/case-studies/china-merchants-bank-d-credit-cards-the-new-frontier-of-china-s-financial-world/) - By 2007, CMB was the most profitable bank in China, but new challenges still lay ahead. How to maintain the edge in a changing competitive landscape?
- [Nestlé S.A. (A): Should Nestlé Nutrition be a separate business?](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-s-a-a-should-nestle-nutrition-be-a-separate-business/) - In October 2003 Luis Cantarell, head of Nestlé’s Nutrition Strategic Business Division (NSBD), prepared for an important executive management meeting. The NSBD was not only a key driver in helping Nestlé realize its vision of becoming a Nutrition, Health and Wellness company but was also associated with an expectation of above average contributions to group
- [Nescafé "café à la carte"](https://www.imd.org/research-knowledge/marketing/case-studies/nescafe-cafe-a-la-carte/) - Part of a case series on marketing innovation, the Nescafe Café a la Carte illustrates how Nestlé turned around its stagnant soluble coffee business in one of its key European markets. The marketing team, armed with local consumer research, replicated a successful product launch from another market. Once they achieved success here, they created a
- [Nestlé Vera: “everyday right price – always”](https://www.imd.org/research-knowledge/marketing/case-studies/nestle-vera-everyday-right-price-always/) - Part of a case series on marketing innovation, the Nestle Vera is about how Nestle Waters in Italy turned around a declining mineral water business through re-branding and innovation in pricing. The marketing team changed the brand’s pricing strategy from frequent discounting to an “everyday low price” policy. This led to resistance from within and
- [Nestlé S.A. (B): Forming Nestlé Nutrition](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-s-a-b-forming-nestle-nutrition/) - The second part of this series discusses the decision reached at the April 2004 board meeting to form Nestlé Nutrition as a self-standing business. Before becoming fully operational in January 2006, decisions had to be made about the organization, including the capabilities and skills needed for running the business, and about the interface with Nestlé
- [Genentech’s dilemma: Avastin vs. Lucentis](https://www.imd.org/research-knowledge/strategy/case-studies/genentech-s-dilemma-avastin-vs-lucentis/) - On October 19, 2007, Herb Kohl, the chairman of the US Senate’s Special Committee on Aging, asked Genentech to clarify its decision to limit the availability of its product Avastin in favor of its more expensive drug Lucentis, both applied in the treatment of wet age-related macular degeneration. In 2007 age-related macular degeneration (AMD) was
- [NIDO Nutrition System (NNS)](https://www.imd.org/research-knowledge/marketing/case-studies/nido-nutrition-system-nns/) - The Nido Nutrition System (NNS) case study is about how Nestlé re-energized, re-positioned and renovated its brand of baby food NIDO. The re-launch consisted of a broader product offering under the brand umbrella, in addition to innovative communication and packaging. The marketing team rolled out this value-added product in different markets, sharing learnings across markets
- [Nestlé: Branded active benefits](https://www.imd.org/research-knowledge/marketing/case-studies/nestle-branded-active-benefits/) - Part of a case series on marketing innovation, the Nestle Branded Active Ingredients describes how Nestle developed its strategy of marketing key functional ingredients for some of its leading food brands across different markets. The underlying concept behind this idea was to build brand sustainability and translate complex scientific arguments into simple messages that consumers
- [Jean-Claude Biver & the relaunch of Hublot (A)](https://www.imd.org/research-knowledge/marketing/case-studies/jean-claude-biver-the-relaunch-of-hublot-a/) - In early 2005, Jean-Claude Biver, the new CEO of Hublot, a leading Swiss watch manufacturer, had to come up with a new strategy to eliminate the company’s financial losses and revitalize a declining brand. With a turnover of roughly US$ 26 million, Hublot had lost US$ 2.6 million over the past 12 months as some
- [Dreyer’s slow churned ice cream](https://www.imd.org/research-knowledge/marketing/case-studies/dreyer-s-slow-churned-ice-cream/) - Part of a case series on marketing innovation, the Dreyer’s Slow Churned Ice Cream case study describes how Dreyer’s Ice Cream Company, Nestlé’s wholly owned subsidiary in the US, renovated its existing and successful ice cream brand by investing in an innovative production process that resulted in an improved product with novel consumer benefits. The
- [The Cola-Cola company](https://www.imd.org/research-knowledge/marketing/case-studies/the-cola-cola-company/) - When E. Neville Isdell returned to The Coca Cola Company (TCCC) as CEO in 2004, he brought a vision for change and sustainable growth. Working with his senior management team, he created the “manifesto for growth” which defined sustainable growth in terms of profit, people, partners, portfolio and planet, providing ten-year objectives for each. In
- [Prime Forestry Group and Precious Woods (A): Pulp fiction or money growing on trees?](https://www.imd.org/research-knowledge/strategy/case-studies/prime-forestry-group-and-precious-woods-a-pulp-fiction-or-money-growing-on-trees/) - Anna had thought about investing in forests in the past, but she was not an expert in forestry or plantations and neither was her financial advisor, although he did say that it was a “great asset class for the wealthy, but not necessarily for ordinary citizens.” Timberland, as an asset class, had generated average annual
- [Prime Forestry Group and Precious Woods (B): Pulp f(r)iction](https://www.imd.org/research-knowledge/strategy/case-studies/prime-forestry-group-and-precious-woods-b-pulp-f-r-iction/) - The 2004 information on investment opportunities in teak and other exotic timberlands at Prime Forestry and Precious Woods struck a chord with Ms. Richardson. Somehow, these investments seemed to combine very exciting financial returns with social responsibility. Even though the impact of her investments would probably be modest in the overall scheme of things in
- [Tata Motors: Becoming a global contender](https://www.imd.org/research-knowledge/strategy/case-studies/tata-motors-becoming-a-global-contender/) - Tata Motors is one of the crown jewels of the Tata Group, India’s premier industrial house. In Fiscal Year 2008 the company sold 585,649 vehicles and had a turnover of INR 335 billion (Indian rupees) (US$8.4 billion), making it the largest automobile company in India. Tata Motors had ambitious plans to double the number of
- [Terry Tsco’s long shelf life](https://www.imd.org/research-knowledge/strategy/case-studies/terry-tsco-s-long-shelf-life/) - This case covers Terry Leahy’s career at Tesco, the UK-based retailer, and especially the ten years since he became CEO in 1997. Tesco has come a long way since the early 1990s, when it was playing second fiddle to Sainsbury’s. It now has a 30% share of the UK groceries market, almost as big as
- [Baidu: Beating Google at its own game?](https://www.imd.org/research-knowledge/finance/case-studies/baidu-beating-google-at-its-own-game/) - “Google is the closest thing the Web has to an ultimate answer machine,” yet, it did not have an answer to its own Chinese dilemma – how it can go into China and yet not be evil; how it can make its investments in China work and eventually be the leader. This case looks at
- [The Lockheed bribery scandal](https://www.imd.org/research-knowledge/finance/case-studies/the-lockheed-bribery-scandal/) - This note encompasses the series of scandals and bribes made by Lockheed from the late 1960s to the 1970s in the process of negotiating the sale of aircraft. The scandals played a role in the formulation of the U.S. Foreign Corrupt Practices Act.
- [Corruption at Siemens (A)](https://www.imd.org/research-knowledge/finance/case-studies/corruption-at-siemens-a/) - In November 2006, 200 German policemen and prosecutors raided 30 offices and homes of Siemens managers to investigate allegations of embezzlement at Siemens’ fixed-line phone unit. In the wake of internal investigations started at the end of 2006, Siemens finally admitted to having identified dubious payments amounting to €1.3 billion from the years 1999 to
- [Wallenius Wilhelmsen Logistics: Building an integrated global enterprise](https://www.imd.org/research-knowledge/strategy/case-studies/wallenius-wilhelmsen-logistics-building-an-integrated-global-enterprise/) - In the spring 2005, senior managers of Wallenius Wilhelmsen Logistics (WWL), a Swedish and Norwegian global transportation and logistics firm, met in Chicago to discuss the best way forward after their New Jersey-based subsidiary WWL Americas had acquired Distribution and Auto Service, Inc. (DAS). As the in-house logistics arm of Nissan Motors, DAS managed the
- [Strike at British Airways: Unavoidable or set-up-to-fail?](https://www.imd.org/research-knowledge/strategy/case-studies/strike-at-british-airways-unavoidable-or-set-up-to-fail/) - This case covers Bob Ayling’s efforts to cut costs at British Airways even as the airline was reporting record profits. Having secured equivalent savings elsewhere in the airline, British Airways management encountered difficulties getting its cabin crew to cut its costs by £42 million per year. The case considers the steadily deteriorating relationship between BA’s
- [Jean-Claude Biver & the relaunch of Hublot (B)](https://www.imd.org/research-knowledge/marketing/case-studies/jean-claude-biver-the-relaunch-of-hublot-b/) - In late 2007, three years after taking over as CEO of Hublot, Jean-Claude Biver could be proud of the results he had achieved. Sales of Hublot watches had grown substantially and had turned into a CHF 14 million profit at the end of fiscal year 2006. Biver had more ambitious objectives for the Hublot brand
- [Danfoss Motion Controls and Holip (A)](https://www.imd.org/research-knowledge/strategy/case-studies/danfoss-motion-controls-and-holip-a/) - The case describes the overall Danfoss situation and issues and describes in some detail the history of Holip, its business model and its strategy. Read more!
- [LEGO: Consolidating distribution (A)](https://www.imd.org/research-knowledge/operations/case-studies/lego-consolidating-distribution-a/) - Two years after joining the LEGO Group as their Logistics Manager for Europe and Asia, Egil Møller Nielsen finds himself fighting several battles at different fronts; the most difficult one on his home turf against his own management team. He is half-way implementing a bold plan: close down all existing local and regional logistics operations
- [Danfoss motion controls (A1)](https://www.imd.org/research-knowledge/strategy/case-studies/danfoss-motion-controls-a1/) - This case focuses on Danfoss China’s Motion Control, which among other things sold frequency converters. Danfoss decided to make China a second home market.
- [Zhejiang Haili Electronic Technology Co., Ltd (Holip) (A2)](https://www.imd.org/research-knowledge/strategy/case-studies/zhejiang-haili-electronic-technology-co-ltd-holip-a2/) - The case describes how Fang Guangming, a serial Chinese entrepreneur, entered the relatively high-technology frequency converters business from the stuffed toy business where he began. Holip started by reverse engineering Japanese products, outsourcing capital intensive parts of the manufacturing process and limiting Holip’s production role to final assembly and testing. Holip opted for a sales
- [Danfoss Motion Controls acquiring Holip (B)](https://www.imd.org/research-knowledge/strategy/case-studies/danfoss-motion-controls-acquiring-holip-b/) - Danfoss Motion Controls purchased Holip in November 2005. After acquisition, Danfoss used a dual-brand strategy and Holip was left as an independent business with its own sales and distribution network. The lean cost structure was maintained and accounting, IT, HR and manufacturing were not integrated with Danfoss’ to any significant degree. Financial reporting was required
- [Ondademar: Catching the next wave...](https://www.imd.org/research-knowledge/strategy/case-studies/ondademar-catching-the-next-wave/) - In the Summer of 2006, Luc Gerard and his Tribeca team had spent months talking to Álvaro Arango, the co-managing partner of Colombia-based swimwear company OndadeMar. Tribeca had targeted the brand as a possible company to acquire. Arango proved eager to talk from the start. Since its inception, OndadeMar had gained significant recognition due to
- [AXA way: The pursuit of excellence through quality of service](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/axa-way-the-pursuit-of-excellence-through-quality-of-service/) - By 2005, AXA had become one of the world’s largest and most successful insurance companies, but Claude Brunet, Member of the Management Board, in charge of Transversal Operations, Communication, Marketing and Human Resources, believed that to achieve its ambitions the company was going to have to become much more customer focused. AXA Way, a culture
- [Carlyle Group and the AZ-EM buyout (A2): Due diligence](https://www.imd.org/research-knowledge/strategy/case-studies/carlyle-group-and-the-az-em-buyout-a2-due-diligence/) - Private equity managers are asked to make some of the most complex and gutsy investment decisions. Before any deal is completed, an information gathering and analysis process called due diligence is conducted to assess both the future upside of the potential investment and the possible downside. The Carlyle Group was known as one of the
- [All in a Twitter over Facebook? Social internet use at Pragmaticase](https://www.imd.org/research-knowledge/strategy/case-studies/all-in-a-twitter-over-facebook-social-internet-use-at-pragmaticase/) - The case presents the issue of employees’ use of Social Media through the eyes of Johan L., the CEO of Pragmaticase. Several companies have started to block employees from accessing Facebook™, Twitter™, YouTube™, LinkedIn™, flickr™, and other social media tools from their workplace computers and networks. The issue has also recently seen increased coverage in
- [CHINT Group (B): Moving up the value chain](https://www.imd.org/research-knowledge/strategy/case-studies/chint-group-b-moving-up-the-value-chain/) - CHINT was determined to move up to the high-end segment of the market. It had the choice of either organic growth or external growth via acquisitions. The case focuses on CHINT’s efforts to enter the high-end segment. It needed to make decisions with regard to product, price, distribution channel, technology, design, brand, and value proposition
- [CHINT Group (C): CHINT going global](https://www.imd.org/research-knowledge/strategy/case-studies/chint-group-c-chint-going-global/) - When CHINT’s home market was threatened by both domestic players and MNCs, the company responded by going global. The company started with contract manufacturing, and then exported branded products to foreign dealers. It also joined international engineering contractors as bidding partners for energy projects in international markets. Moving forward, the company was pondering what would
- [CHINT Group (D): CHINT transmission & distribution (CHINT t&d)](https://www.imd.org/research-knowledge/strategy/case-studies/chint-group-d-chint-transmission-distribution-chint-t-d/) - CHINT became the largest producer of low-voltage electrical products in China. Having successfully secured the low-voltage product market, the company decided to expand from low-voltage products to medium- and high-voltage products, including power transmission and distribution (T&D). The power transmission and distribution business was very different from CHINT’s traditional market. In order to grow to
- [CHINT Group (A): Growing CHINT, growing challenges](https://www.imd.org/research-knowledge/strategy/case-studies/chint-group-a-growing-chint-growing-challenges/) - CHINT started in the switchgear business in 1984 with an initial investment of RMB30,000 in a poor region at that time. As of 2006, it was generating sales of over €2 billion. What led to this transformation? CHINT achieved profitable growth via quality control and R&D investment. Through brand licensing and share exchange, Mr. Nan,
- [Value selling at SKF Service (A): Tough buyer confronts strategy](https://www.imd.org/research-knowledge/marketing/case-studies/value-selling-at-skf-service-a-tough-buyer-confronts-strategy/) - Faced with growing competition and commoditization of its core aftermarket business for industrial bearings, SKF develops a sales tool to document, measure and guarantee its customers financial benefits from the use of its replacement products and related services. The strategy is based on justifying premium unit prices that lead to a lower total cost and
- [Wates Group (B): A new chairman](https://www.imd.org/research-knowledge/strategy/case-studies/wates-group-b-a-new-chairman/) - Having hired the non-family CEO described in the A case, two years later the Wates family is considering appointing him as Chairman, while also keeping him in the CEO role. What are the pros and cons?
- [What does it take to get projects off the ground? Johnson & Johnson’s capital relief funding for CO2 reduction projects](https://www.imd.org/research-knowledge/sustainability/case-studies/what-does-it-take-to-get-projects-off-the-ground-johnson-johnson-s-capital-relief-funding-for-co2-reduction-projects/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Johnson & Johnson’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. The case documents Johnson & Johnson’s capital relief
- [Removing barriers to innovation: Xanterra Parks & Resorts gaining scale in on-site solar power generation](https://www.imd.org/research-knowledge/sustainability/case-studies/removing-barriers-to-innovation-xanterra-parks-resorts-gaining-scale-in-on-site-solar-power-generation/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Xanterra’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. Xanterra Parks & Resorts’ focused strategy of bringing on-site renewable
- [Fairmont Hotels & Resorts: Stretching the targets for climate action at landmark hotels](https://www.imd.org/research-knowledge/sustainability/case-studies/fairmont-hotels-resorts-stretching-the-targets-for-climate-action-at-landmark-hotels/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Fairmont’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. The case focuses on actions taken by Fairmont during the
- [Rabobank: Building digital agility at scale](https://www.imd.org/research-knowledge/strategy/case-studies/rabobank-building-digital-agility-at-scale/) - The case illustrates how a financial institution with a conservative culture embraced digital transformation in a highly competitive environment. It focuses on the challenges inherent in moving from a start-up phase to a scale-up phase. The key protagonist, Nieke Martens, was charged with leading the Digital Hub, a pilot project located inside Rabobank’s HQ in
- [Adidas: How to keep running fast in a post-Covid-19 world?](https://www.imd.org/research-knowledge/strategy/case-studies/adidas-how-to-keep-running-fast-in-a-post-covid-19-world/) - By the end of 2019 the adidas Group was solidly the world’s second largest multinational in the sportswear manufacturing industry. Following the successful implementation of a digital transformation initiated in 2015, the company enjoyed years of sustained growth and high profitability in the 2016-2019 period, strengthening its brand desirability and increasing sales volumes, especially in
- [Celonis: The process mining unicorn](https://www.imd.org/research-knowledge/technology-management/case-studies/celonis-the-process-mining-unicorn/) - MUNICH, GERMANY, JANUARY 2019. Bastian Nominacher pondered how much Celonis had changed from its start in 2011, when he and his two co-founders were coding in a crammed 15-square-meter room in his flat. Reaching unicorn valuation felt “like driving a car at 250 kilometers per hour while changing the wheels,” he liked to say. It
- [Celonis: Building a lean digital ecosystem](https://www.imd.org/research-knowledge/digital/case-studies/celonis-building-a-lean-digital-ecosystem/) - To maintain its position as the category leader in process mining and execution management, Celonis needed to be able to facilitate – or even automate – corrective measures on these processes to edge closer to process mining nirvana, i.e. a fully automated, intelligent and real-time execution management system (EMS). But how to determine the right
- [Future-proofing HEINEKEN: The EverGreen strategy](https://www.imd.org/research-knowledge/digital/case-studies/future-proofing-heineken-the-evergreen-strategy/) - Dolf van den Brink, CEO of HEINEKEN, left the company’s global headquarters in Amsterdam for a company retreat. Over the next three days, the entire executive team would gather to discuss the company’s future. The preliminary results for 2022, presented during the recent two-day Capital Markets Event, were positive, and the company’s progress on its
- [La Tour: Winning in the private hospital industry with value-based healthcare](https://www.imd.org/research-knowledge/digital/case-studies/la-tour-winning-in-the-private-hospital-industry-with-value-based-healthcare/) - This case describes the journey of a new CEO bringing an innovative vision and strategy to a for-profit hospital under new ownership. It shows the application of a value-based health outcome approach in this setting, focused on the strategic approach, marketing and branding customer-centricity, and leadership challenges. The case describes key drivers: insurance reimbursement and
- [Civilia Engineering: Cultivating value through a data-driven culture](https://www.imd.org/research-knowledge/disruption/case-studies/civilia-engineering-cultivating-value-through-a-data-driven-culture/) - No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge from data analysis. This means that before setting up an AI strategy, organizations must transform and prepare their infrastructure and culture for the AI age. This case study discusses
- [Digital transformation in Swiss public broadcasting (B): Pause or play at SRF?](https://www.imd.org/research-knowledge/leadership/case-studies/digital-transformation-in-swiss-public-broadcasting-b-pause-or-play-at-srf/) - The case discusses the cost of perseverance and provides an opportunity to explore the qualities of a CEO facing difficult choices. Keep reading for more!
- [Has Elon Musk X’d out?](https://www.imd.org/research-knowledge/strategy/case-studies/has-elon-musk-x-d-out/) - In 2022, Elon Musk, known for his innovative ideas and often compared to Steve Jobs, made a big move by buying Twitter for $44 billion. He then started transforming the microblogging platform, rebranding it as “X.” His goal was to turn Twitter into a super app like WeChat in Asia, combining many services like messaging,
- [ABN AMRO (B): The challenge of scaling self-organization](https://www.imd.org/research-knowledge/digital/case-studies/abn-amro-b-the-challenge-of-scaling-self-organization/) - The B case picks up at the end of Case A. It’s now autumn 2022. Klaas Ariaans and Eric Jones, leaders within ABN AMRO’s Personal and Business Banking Division had been reflecting on the success of self-organization in their divisions. This new working method gave branches and banking teams more autonomy over how, when and
- [The October 2009 Petrobras bond issue (A)](https://www.imd.org/research-knowledge/finance/case-studies/the-october-2009-petrobras-bond-issue-a/) - The Petrobras case explores the debt financing decisions of one of the largest oil companies in the world. Find out more about brazilian business processes.
- [The new protein buzz: Can Legendary Foods Africa feed the world with insects?](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/the-new-protein-buzz-can-legendary-foods-africa-feed-the-world-with-insects/) - The case describes Legendary Foods Africa, a food-tech company founded in 2020 in Ghana by Canadian entrepreneur Shobhita Soor. Legendary Foods Africa is focused on farming, processing and selling palm weevil larvae products for human consumption. Palm weevil larvae, a traditional local food, are rich in protein, healthy fats and essential nutrients. The company’s mission
- [ING Direct USA - Rebel with a cause](https://www.imd.org/research-knowledge/strategy/case-studies/ing-direct-usa-rebel-with-a-cause/) - Arkadi Kuhlmann launched ING DIRECT USA in 2000. The direct bank was very successful and by 2006 it had grown to be the largest online banking business and the 3rd largest savings-and-loan institution in the US. Faced with fierce and growing competition from both other direct banks and the online banking operations of such major
- [Untangling spaghetti: How innovation changed at Oticon (A)](https://www.imd.org/research-knowledge/change-management/case-studies/untangling-spaghetti-how-innovation-changed-at-oticon-a/) - The bottom-up “Spaghetti Organization” for pioneering innovation at Oticon was successful growing the top line for almost two decades, but gradually became too fragmented and costly as the company increased in size. The failure of a high cost revolutionary new product launch, together with the appointment of a new president triggered a redesign of the
- [ProsFit: A fitting solution](https://www.imd.org/research-knowledge/family-business/case-studies/prosfit-a-fitting-solution/) - This case study features ProsFit, a European start-up company founded in 2013 that used breakthrough technology – Computer Aided Design (CAD) and 3D printing – to transform the way in which sockets for prosthetic limbs are produced. It promised to reduce fitting times considerably, improve comfort and cut production costs, helping to meet growing demand.
- [Sonova: Hearing a sound digital strategy?](https://www.imd.org/research-knowledge/strategy/case-studies/sonova-hearing-a-sound-digital-strategy/) - Sonova, market leader for hearing aids, has rapidly grown through acquisitions of manufacturers and retailers while maintaining acquired brands. Recently launched digital solutions offer Sonova’s products with new options but challenging to scale in light of multiple brands and diverse channel situation. Amplifon improves its position by selling own branded hearing aids connected with a
- [Aikon Medical Devices Co. (A): Strategizing for continuous success](https://www.imd.org/research-knowledge/disruption/case-studies/aikon-medical-devices-co-a-strategizing-for-continuous-success/) - Set in 2008, the A case portrays the first 134 years of Aikon, a US multinational based in Minnesota. It is presented to participants as the baseline case, and they are told that the B and C cases (which will cover the next 14 years) will be handed out in class. The case depicts the
- [The price of innovation: Will Medacta compromise its DNA by embracing robotics?](https://www.imd.org/research-knowledge/strategy/case-studies/the-price-of-innovation-will-medacta-compromise-its-dna-by-embracing-robotics/) - Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality
- [Your company (and your life) in the hands of an AI agent?](https://www.imd.org/research-knowledge/artificial-intelligence/case-studies/your-company-and-your-life-in-the-hands-of-an-ai-agent/) - The case study introduces an original way of exploring the many questions and concerns around AI adoption in business. Based on a true story, it discusses the dilemma of AI implementation through Joe, the CIO of ParcelFlow. Joe is getting ready to present his AI strategy to the company's executive committee. Joe is also diabetic
- [Finance for a sustainable society at Triodos Investment Management: An ESG portfolio investment decision](https://www.imd.org/research-knowledge/sustainability/case-studies/finance-for-a-sustainable-society-at-triodos-investment-management-an-esg-portfolio-investment-decision/) - This case provides the opportunity to perform a real, but simplified, ESG research analysis and portfolio investment decision from the perspective of an impact investor. It was designed using Triodos Investment Management (Triodos) and three well-known (possibly controversial) companies, Yamaha Corporation, Tesla and Philip Morris International (PMI). Students, as candidates for a research analyst position
- [CDL's boardroom battles: Succession in the Kwek family empire](https://www.imd.org/research-knowledge/corporate-governance/case-studies/cdl-s-boardroom-battles-succession-in-the-kwek-family-empire/) - City Developments Limited (CDL), one of Singapore's largest listed property developers, had been a cornerstone of the Kwek family business empire in Singapore since 1972. With an enterprise value of S$19.5 billion (US$15.1 billion) in January 2026, CDL operated across 168 locations in 29 countries. The company's success was rooted in the vision of Kwek
- [Simplify@Scale: Agile leadership at Rabobank](https://www.imd.org/research-knowledge/leadership/case-studies/simplify-scale-agile-leadership-at-rabobank/) - Rabobank had become one of the agile frontrunners in Europe’s banking industry. As the company entered the next phase of its transformation, known as Simplify@Scale, it needed to take stock, not only of its success in implementing agile processes but also of the quality of the leadership that had emerged across the organization. With agile
- [Newlight Technologies: Plastics for a carbon negative future](https://www.imd.org/research-knowledge/strategy/case-studies/newlight-technologies-plastics-for-a-carbon-negative-future/) - The Newlight Technologies case is set at the end of 2013. Newlight has been awarded the Innovation Prize for Biomaterial of the Year by nova-Institut GmbH at the Cologne International Conference on Industrial Biotechnology and Bio-based Plastics & Composites. The company has a small-scale pilot plant using enzyme catalysts to produce a bioplastic resin, PHA,
- [Hilti: Challenging its processes to become an agile corporation](https://www.imd.org/research-knowledge/agility/case-studies/hilti-challenging-its-processes-to-become-an-agile-corporation/) - Hilti’s executive board wanted to expand Hilti’s offer from mainly physical products and just a few free services to a full portfolio of both products and services. The objective was to increase customer engagement. The big challenge was to develop services that customers would value, but to do so much faster than it had done
- [Nitto (B): Decoding San-Shin’s DNA – Resources and processes](https://www.imd.org/research-knowledge/strategy/case-studies/nitto-b-decoding-san-shin-s-dna-resources-and-processes/) - Recognized as a Top 100 Global Innovator since 2010, Nitto Denko Corporation demonstrates how a relentless focus on customer innovation can sustain a company's growth, and transform its business model. This three-part case series examines how this Japan-based manufacturing group successfully rode the wave of emerging industries, found applications in new areas, while remaining true
- [Nitto (A): Innovation for customers](https://www.imd.org/research-knowledge/strategy/case-studies/nitto-a-innovation-for-customers/) - Recognized as a Top 100 Global Innovator since 2010, Nitto Denko Corporation demonstrates how a relentless focus on customer innovation can sustain a company's growth, and transform its business model. This three-part case series examines how this Japan-based manufacturing group successfully rode the wave of emerging industries, found applications in new areas, while remaining true
- [Nitto (C): New century](https://www.imd.org/research-knowledge/strategy/case-studies/nitto-c-new-century/) - Recognized as a Top 100 Global Innovator since 2010, Nitto Denko Corporation demonstrates how a relentless focus on customer innovation can sustain a company's growth, and transform its business model. This three-part case series examines how this Japan-based manufacturing group successfully rode the wave of emerging industries, found applications in new areas, while remaining true
- [WLIM: Scaling up a wealth management boutique](https://www.imd.org/research-knowledge/strategy/case-studies/wlim-scaling-up-a-wealth-management-boutique/) - Jonathan Lachowitz founded a start-up venture in the Financial Planning industry called White Lighthouse Investment Management in 2006. He targeted a niche segment (US citizens living abroad) that had a critical problem that was not addressed by existing companies (e.g. US Tax Reporting). The organization has grown slowly and consistently. In 2015 the current form
- [La Marzocco: Espresso perfection](https://www.imd.org/research-knowledge/sustainability/case-studies/la-marzocco-espresso-perfection/) - In July 2024 Guido Preti, La Marzocco’s sustainability manager, was preparing his three-year plan to combine La Marzocco’s ESG program with that of its new owners, the De’Longhi Group. Since its inception in 1927, the company had relentlessly sought to produce the perfect espresso machine through exceptional craftmanship, user centric designs and technology innovation. The
- [Corporate venturing with Hilti](https://www.imd.org/research-knowledge/finance/case-studies/corporate-venturing-with-hilti/) - Companies need to find a compelling growth strategy and can pursue several options. They can grow internally via organic means, they can grow through mergers and acquisitions, or they can use various venturing tools such as corporate venture capital, partnering with ventures groups, or hybrid models. All of these involve tradeoffs, and the success of
- [The Castiglioni family and MV Agusta – motorcycle art](https://www.imd.org/research-knowledge/strategy/case-studies/the-castiglioni-family-and-mv-agusta-motorcycle-art/) - December 2011, Varese, Italy. MV Agusta, the legendary Italian racing motorcycle brand, had just launched its latest attempt to regain the fame it had enjoyed in the 1970s. In August 2010 Claudio Castiglioni, the famous motorcycle aficionado and serial entrepreneur, had acquired MV Agusta for the third time in 20 years. Claudio was an icon
- [Evoco AG: Solving liquidity and incentive issues in private equity](https://www.imd.org/research-knowledge/finance/case-studies/evoco-ag-solving-liquidity-and-incentive-issues-in-private-equity/) - OCTOBER 20 15, ZURICH (SWITZERLAND). Michel Galeazzi and Felix Ackermann, the two co-founders of the private equity firm Evoco AG, were pondering their next move for Kyotec, one of their portfolio companies which just underwent a drastic restructuring. Evoco itself was at an interesting junction: Was it time to plan an exit from the investment?
- [Inspiring Enspiral – The multi-stakeholder network](https://www.imd.org/research-knowledge/case-studies/inspiring-enspiral-the-multi-stakeholder-network/) - Enspiral grew out of a vision to get “more people working on stuff that matters.” It grew organically, from a handful of people who wanted to free themselves from full-time work and spend time working on social enterprises. From its origins as a limited company sourcing freelance contracts for individuals, it continued to grow beyond
- [Elite: The digital mattress company](https://www.imd.org/research-knowledge/strategy/case-studies/elite-the-digital-mattress-company/) - François Pugliese acquired Elite Beds in Etoy in a small buy-in in 2006 and then proceeded to re-invent completely its business, first by pivoting its business model and introducing Smart Leases and then by digitizing it, turning the mattress into a true technology platform, with dozens of innovative projects in the pipeline. As he proceeded
- [HeliService International: Flying ahead](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/heliservice-international-flying-ahead/) - The case follows Oliver Freiland, a former Roland Berger consultant with a successful corporate career, in his quest for the right acquisition target. In 2015 Oliver finally took a leap of faith to buy his way into entrepreneurship by acquiring HeliService, a provider of offshore helicopter operations for wind farms in the North Sea, with
- [Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/entrepreneurship-through-acquisition-sebastien-perroud-and-the-iar-group/) - GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquiring 4 separate companies at once, consolidating them into a group. One, SAS,
- [Entrepreneurship through acquisition: Vanessa Monestel’s search fund](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/entrepreneurship-through-acquisition-vanessa-monestel-s-search-fund/) - GENEVA (SWITZERLAND), OCTOBER 2023. Vanessa Monestel was ecstatic. a day earlier, she had just signed the letter of intent (LOI) to acquire an Amsterdam-based fashion company. This was the culmination of her 18-month search for a company to acquire, conducted with the support of Novastone Capital Advisors’ (NCA) Entrepreneurship through Acquisition (ETA) program. The signed
- [Nestlé: Quality on the boardroom agenda (B)](https://www.imd.org/research-knowledge/operations/case-studies/nestl-quality-on-the-boardroom-agenda-b/) - The B-case focuses on quality management challenges faced by Nestlé. The case investigates potentially vulnerable areas of Nestlé's supply chain. It describes Nestlé's proactive approach in trying to identify its challenges and further improving its performance. The case presents four parts of the organization, each facing very different challenges ranging from traceability and manufacturing efficiency
- [Nestlé: Quality on the boardroom agenda (A)](https://www.imd.org/research-knowledge/operations/case-studies/nestl-quality-on-the-boardroom-agenda-a/) - Given the improved overall quality standards in effect nowadays, companies risk becoming complacent about quality issues. However with supply chains becoming longer and customers becoming more demanding, quality management continues to be a challenge to companies. This two part case series describes Nestlé's approach to quality management. The A-case reviews three highly publicized incidents which
- [Naukri: Three retention dilemmas](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/naukri-three-retention-dilemmas/) - The Naukri case deals with the talent retention challenge that most Indian companies are facing. The case explores different personnel retention scenarios that the founder encounters and how best he handles them. The case discusses Entrepreneurial and Leadership challenges in fast growing companies in India.
- [Swiss Milk](https://www.imd.org/research-knowledge/operations/case-studies/swiss-milk/) - Swiss Milk is a dairy company. Its new manager is trying to explore ways to increase profitability and decides to use optimization tools (i.e. linear programming) in order to answer some of the questions he has about the company.
- [Geneva Bank](https://www.imd.org/research-knowledge/operations/case-studies/geneva-bank/) - Marianne, an analyst for Geneva Bank, has been asked by her boss, Laura, to look into the returns from loan interests. She uses linear programming to get more insights about the issue and she walks into Laura’s office with nothing else but a printout of the Solver sensitivity report.
- [GE Healthcare India (B): The product innovation journey](https://www.imd.org/research-knowledge/marketing/case-studies/ge-healthcare-india-b-the-product-innovation-journey/) - This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare – a division of General Electric Company – in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE
- [Cisco India (A): Innovation in emerging markets](https://www.imd.org/research-knowledge/strategy/case-studies/cisco-india-a-innovation-in-emerging-markets/) - Case A describes the challenges a multinational corporation, Cisco Systems Inc., faces in an emerging market in developing new products specific to local needs. Dr Ishwardutt Parulkar and his team at Cisco’s Indian subsidiary in Bangalore had identified a promising concept that could potentially become the company’s first product developed end-to-end at the India site.
- [Adidas Russia/CIS and the Russian crisis: Retrench or double down (A)](https://www.imd.org/research-knowledge/operations/case-studies/adidas-russia-cis-and-the-russian-crisis-retrench-or-double-down-a/) - The case series is based on extensive interviews with key executives at adidas Russia/CIS in charge of implementing the radical IT, supply chain and omnichannel initiatives that transformed adidas Russia/CIS from one of the poorest performers to the new standard within the Group. The initiatives included pioneering the rollout and implementation of key new technologies
- [Performance development at GE: Shaping a fit-for-purpose performance management system (B)](https://www.imd.org/research-knowledge/agility/case-studies/performance-development-at-ge-shaping-a-fit-for-purpose-performance-management-system-b/) - In 2013, GE implemented the FastWorks program, an initiative that utilized tools and methods adapted from start-up methodologies to make the company more customer centric, lean and agile. With the spread of FastWorks within GE, a startling conclusion became evident – the existing performance management system might no longer be fit for the company’s new
- [Digital marketing at Unilever International](https://www.imd.org/research-knowledge/strategy/case-studies/digital-marketing-at-unilever-international/) - SINGAPORE, SEPTEMBER 2018. A Unilever internal venturing effort, UI was started in Singapore by Unilever veterans to substitute the rather inefficient operating companies’ (OpCos) export units with a dedicated group focused on exploiting the group’s “white spaces” – non-core brands, consumer segments (such as diasporas and religious sub-groups), new channels (such as airports and cruises)
- [Netflix: Hustling for more in India’s crowded OTT space](https://www.imd.org/research-knowledge/strategy/case-studies/netflix-hustling-for-more-in-india-s-crowded-ott-space/) - How to position Netflix in the Indian entertainment market?
- [Philips Healthcare: Global sourcing in a post-Covid-19 world](https://www.imd.org/research-knowledge/strategy/case-studies/philips-healthcare-global-sourcing-in-a-post-covid-19-world/) - As a global leader in healthcare technology, Philips had an important role to play in the COVID-19 pandemic. The surge in demand for life-saving medical equipment by hospitals around the world presented high-stakes opportunities for the company. At the same time however, national governments in most countries were compelled to implement safety measures that greatly
- [Ping An: How a Chinese insurance firm became a tech giant (A)](https://www.imd.org/research-knowledge/finance/case-studies/ping-an-how-a-chinese-insurance-firm-became-a-tech-giant-a/) - The case illustrates how Ping An can anticipate digital trends such as cloud computing and evolve from its core business to expand to new areas. Ping An began by selling property and casualty insurance but soon expanded to banking and financial services. The firm then invested heavily in I.T. development in order to take part
- [Jollibee: Bringing Filipino fast food to the world](https://www.imd.org/research-knowledge/strategy/case-studies/jollibee-bringing-filipino-fast-food-to-the-world/) - The case deals with the international expansion of Jollibee across Asia, USA and Europe along various dimensions (in particular its brands portfolio)
- [Bhanton Towels: The pricing dilemma of an exporter](https://www.imd.org/research-knowledge/business-to-business/case-studies/bhanton-towels-the-pricing-dilemma-of-an-exporter/) - In April 2022, Bhanton Towels (Bhanton), an export-oriented company in the Philippines, received an order from AliTex Enterprises (AliTex), China. One of Bhanton’s major customers in Europe had just cancelled an order for 200 metric tons (MT) of towels because of the Ukraine-Russia conflict. Since the conflict was a case of “force majeure,” the cancellation
- [Swarovski: How to shine through stormy weather?](https://www.imd.org/research-knowledge/disruption/case-studies/swarovski-how-to-shine-through-stormy-weather/) - It was on Monday. 4 July 2022, when Swarovski’s newly appointed, first-ever external CEO, Alexis Nasard, began his challenging journey of guiding the company back to a profitable growth trajectory. In past years, Swarovski experienced strong market growth and share gains from its well-established position in the costume jewelry segment. However, the company had started
- [The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/the-ai-paradox-will-generative-ai-enhance-or-destroy-the-business-model-of-99designs-com-cartoon-case/) - 99designs.com is a global platform connecting freelance designers with potential clients. The case study examines the potential impact of generative AI on 99designs’ business model. The platform uses a crowdsourcing approach that invites designers to compete for projects with only the winning designer getting paid. This model offers clients a variety of design options at
- [Turning around Avon: The rebirth of an iconic global brand (B)](https://www.imd.org/research-knowledge/marketing/case-studies/turning-around-avon-the-rebirth-of-an-iconic-global-brand-b/) - The (B) case describes the decisions taken by the new CEO as well as the impressive results achieved in less than 2 years
- ['Big Fix' at Starbucks: Will customers come back? The new CEO's first year](https://www.imd.org/research-knowledge/strategy/case-studies/big-fix-at-starbucks-will-customers-come-back-the-new-ceo-s-first-year/) - In September 2024, Starbucks' then-CEO was abruptly fired after 17 months in the role; the decision followed three quarterly drops in consumer traffic and declining operating revenues. The board then turned to Brian Niccol, a veteran fast-food company executive. Niccol was deemed highly qualified due to his turnaround of two fast-food chains, Chipotle Mexican Grill
- [Understanding and managing your leadership modes](https://www.imd.org/research-knowledge/leadership/case-studies/understanding-and-managing-your-leadership-modes/) - This technical note introduces a framework for understanding why effective leaders sometimes act in ways that undermine their own goals. Moving beyond traditional style models that treat leaders as relatively consistent, the note presents 'leadership modes' – coherent states defined by configurations of Affects, Behaviors, Cognitions and Desires (ABCD). Drawing on Schema Therapy, the framework
- [Alibaba vs. eBay (D)](https://www.imd.org/research-knowledge/strategy/case-studies/alibaba-vs-ebay-d/) - This four-part case series follows Taobao, part of the Alibaba Group – the leading business-to-business (B2B) e-commerce company in China – from 2003 to 2006. The A-case begins in April 2003 as Jack Ma, the 39-year-old CEO of Alibaba, worries. According to the latest market data, eBay, the global leader in online auctions had reached
- [Marcopolo: The quest for global leadership](https://www.imd.org/research-knowledge/strategy/case-studies/marcopolo-the-quest-for-global-leadership/) - This case presents the transformation journey of Marcopolo in its quest to gain global leadership. Marcopolo is the largest Brazilian manufacturer of bus bodies, with an annual production of 30,000 buses, 55% of its production outside Brazil, and approximately 8% global market share. From 2005 to 2012 the industry grew at an annual rate of
- [Mahindra Finance: Accelerating growth](https://www.imd.org/research-knowledge/strategy/case-studies/mahindra-finance-accelerating-growth/) - The case traces the journey of Mahindra & Mahindra Financial Services Ltd (Mahindra Finance), a pioneer and leader in catering to the financing needs of rural and semi-urban India – typically underserved, low income, agriculture-based customers. From 2006 to 2015 the company achieved a top line compounded annual growth rate of 26% by systematically creating
- [“Is the Apple Watch killing the Swiss watch industry?” The Apple Watch – A threat or an opportunity for the Swatch Group Ltd?](https://www.imd.org/research-knowledge/strategy/case-studies/is-the-apple-watch-killing-the-swiss-watch-industry-the-apple-watch-a-threat-or-an-opportunity-for-the-swatch-group-ltd/) - This case examines the changing market landscape shaped by the new product category of smart watches, especially pertaining to the Swatch Group as a leading Swiss watchmaker and Apple as a legendary product innovator. An overview of the watch industry is also provided. The launch of the Apple Watch in September 2014 increased the general
- [Will “LinkedIn Learning” disrupt the education landscape?](https://www.imd.org/research-knowledge/strategy/case-studies/will-linkedin-learning-disrupt-the-education-landscape/) - LinkedIn is the world’s largest professional social network on the internet with more than 400 million members in over 200 countries. The company is publicly held and has a diversified business model with revenues coming from talent solutions (62%), marketing solutions (20%) and premium subscription products (18%). Headquartered in Mountain View, California, LinkedIn is currently
- [Growing pains: Mahindra First Choice 2017](https://www.imd.org/research-knowledge/strategy/case-studies/growing-pains-mahindra-first-choice-2017/) - The case focuses on the business and leadership challenges at the intersection of corporate ownership and entrepreneurship. Mahindra and Mahindra Ltd. is the leading utility vehicle manufacturer in India and the largest-selling tractor brand by volume in the world. The company launched its aftermarket business in 1999, and by 2012/13 it had stabilized into two
- [Pepperfry.com: Turning the tables on disruption](https://www.imd.org/research-knowledge/strategy/case-studies/pepperfry-com-turning-the-tables-on-disruption/) - The case discusses how Pepperfry, India’s largest online furniture retailer, disrupted the furniture and home decor market while overcoming the challenges of India’s weak infrastructure, age-old methods of buying and selling furniture from local carpentry shops, lack of consumer trust in e-commerce and a massive geography. By 2018 Pepperfry had grown exponentially to control over
- [AXA: Claiming the future of insurance](https://www.imd.org/research-knowledge/strategy/case-studies/axa-claiming-the-future-of-insurance/) - This case traces the journey of the AXA group, one of the top three insurance providers globally from 2016 to 2019 under the leadership of newly appointed CEO, Thomas Buberl. During this period, the insurance industry faced strong headwinds – persistent low interest rates, weak financial markets, evolving customer expectations, new types of risks associated
- [ECOALF: Because there is no Planet B](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/ecoalf-because-there-is-no-planet-b/) - MADRID, MARCH 2019. ECOALF was born from the belief of Javier Goyeneche that something had to be done to ensure the sustainability of the planet. How was it possible that in 2019 airlines still gave passengers plastic bottles when it was a well-known fact that less than 50% of them would be recycled. ECOALF was
- [Impaakt: Harnessing collective intelligence to improve ESG ratings](https://www.imd.org/research-knowledge/sustainability/case-studies/impaakt-harnessing-collective-intelligence-to-improve-esg-ratings/) - The global rise of responsible investing in the last decades (boosted by the increasing debates around climate change, business ethics and distribution of wealth) urged the development of coherent and reliable methodologies gauging the effect of business on Environmental, Societal and Governance (ESG) aspects. However, existing ESG rating methods not only differs greatly among themselves,
- [Kineer: A social marketing challenge](https://www.imd.org/research-knowledge/marketing/case-studies/kineer-a-social-marketing-challenge/) - Kineer Services Limited (Kineer) was a social marketing startup set up in 2018 by Lakshmi Narayan Tripathi, a prominent Indian transgender, and Manish Jain, an ex-hospitality industry veteran. Their objective in setting up Kineer was to provide a life of dignity to the socially stigmatized third gender community in India. As a startup, Kineer faced
- [Valeur Absolue: Values-based entrepreneurship](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/valeur-absolue-values-based-entrepreneurship/) - The case discusses the development of Valeur Absolue – the niche luxury perfume company – from its inception in 2012 through to 2022 and the leadership journey of its founder Bénédicte Foucart. In pursuit of her purpose to empower women and increase the positive energy in their lives, Bénédicte believed that she would be able
- [SIBIUS: Battling cognitive disorders](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/sibius-battling-cognitive-disorders/) - Sept 2022. Corinne Avelines, SIBIUS’s CEO, had received the news that the results of the first large-scale test of the company’s first product had just been published. The test, conducted with children between 3 and 4 years old, validated their approach to early detection of autism. The technology was grounded in research showing that it
- [Reinventing Nespresso? The challenges of a market leader under attack](https://www.imd.org/research-knowledge/marketing/case-studies/reinventing-nespresso-the-challenges-of-a-market-leader-under-attack/) - In 2011, Nespresso achieved phenomenal success with revenues of CHF 3.5 billion. But in the meanwhile challenges started to appear. The 1,700 patents protecting Nespresso system were expiring and more and more copycat capsules compatible with Nespresso machines were emerging. Nespresso was seeing declining growth rate and market share loss. The case describes the new
- [Triodos bank: Measuring sustainability performance](https://www.imd.org/research-knowledge/sustainability/case-studies/triodos-bank-measuring-sustainability-performance/) - An increasing number of organizations are subscribing to sustainability, but how can sustainability performance be measured? Unlike financial performance, which can be assessed through accounting techniques that aggregate various numeric indicators, sustainability performance is more complicated. For financial institutions the situation is even less straightforward – while traditional sustainability frameworks, such as the triple bottom
- [Better Place: An entrepreneur’s drive goes off track](https://www.imd.org/research-knowledge/strategy/case-studies/better-place-an-entrepreneur-s-drive-goes-off-track/) - This case illustrates how a leader’s lack of self-awareness can derail his or her career and sabotage the performance of a company. It features Shai Agassi, founder and CEO of Better Place, a charismatic, visionary leader who promises a solution to the world’s reliance on oil. His charisma and convincing rhetoric are initially very effective
- [Financing change, changing finance: Should Triodos invest in Tesla?](https://www.imd.org/research-knowledge/finance/case-studies/financing-change-changing-finance-should-triodos-invest-in-tesla/) - In 2020, Triodos Investment Management had approximately EUR 4.9 billion in assets under its management (impact investment). Triodos motto was “Financing for change. Change Finance” and understood sustainable finance as a driving force in the transition to a more inclusive and sustainable world. Triodos took a comprehensive view of the companies following the “4P” approach:
- [Hong Kong Broadband Network: An integrated approach to talent management (Paper version)](https://www.imd.org/research-knowledge/strategy/case-studies/hong-kong-broadband-network-an-integrated-approach-to-talent-management-paper-version/) - Hong Kong Broadband Network (HKBN) charted a success story starting out as the smallest new entrant in Hong Kong’s highly competitive telecom industry in 1999 and went on to become the second largest provider of residential broadband within 10 years. State-of-the-art fiber network infrastructure allowed HKBN to offer high-quality high-speed telecom services at competitive prices.
- [Rustomjee Group: Positioning for a new market segment (A) (Paper version)](https://www.imd.org/research-knowledge/marketing/case-studies/rustomjee-group-positioning-for-a-new-market-segment-a-paper-version/) - Founded in 1996, Rustomjee Group real estate developers has developed into a notable player and a well-known brand in the Mumbai Metropolitan Region (MMR). The case examines two flagship concepts – “Childhoods Available” and “My Spaces” – and sheds light on how Rustomjee Group has managed to achieve differentiation while catering to two distinctively different
- [Rustomjee Group: Positioning for a new market segment (B) (Paper version)](https://www.imd.org/research-knowledge/marketing/case-studies/rustomjee-group-positioning-for-a-new-market-segment-b-paper-version/) - Founded in 1996, Rustomjee Group real estate developers has developed into a notable player and a well-known brand in the Mumbai Metropolitan Region (MMR). The case examines two flagship concepts – “Childhoods Available” and “My Spaces” – and sheds light on how Rustomjee Group has managed to achieve differentiation while catering to two distinctively different
- [Hong Kong Broadband Network: An integrated approach to talent management (Interactive version)](https://www.imd.org/research-knowledge/strategy/case-studies/hong-kong-broadband-network-an-integrated-approach-to-talent-management/) - Hong Kong Broadband Network (HKBN) charted a success story starting out as the smallest new entrant in Hong Kong’s highly competitive telecom industry in 1999 and went on to become the second largest provider of residential broadband within 10 years. State-of-the-art fiber network infrastructure allowed HKBN to offer high-quality high-speed telecom services at competitive prices.
- [Evoco AG: Unlocking private equity potential](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/evoco-ag-unlocking-private-equity-potential/) - Michel Galeazzi and Felix Ackermann, founding partners of the private equity firm Evoco, sat with the rest of the team pondering the latest strategic issues. Evoco had evolved significantly as a fund manager since its creation in 2012, taking advantage of newly identified opportunities and developing novel competencies. Its first three funds had an excellent
- [DNB Bank: Embracing startups as a growth strategy](https://www.imd.org/research-knowledge/strategy/case-studies/dnb-bank-embracing-startups-as-a-growth-strategy/) - The case examines how DNB Bank, Norway's largest financial services company, reshaped its growth strategy by focusing on startups and SMEs, a segment traditionally considered unprofitable. In 2013, DNB launched a bold SME strategy, deliberately choosing a gross approach to win new startups early in their life cycle rather than a net approach focused on
- [On Running: Greenwash alert](https://www.imd.org/research-knowledge/sustainability/case-studies/on-running-greenwash-alert/) - ZURICH (SWITZERLAND), 14 JUNE 2024. The sustainability team at On had been on high alert as TV journalists were once again investigating some of its sustainability claims. Founded in 2010 by former Swiss Ironman champion Olivier Bernhard, the company rapidly gained a reputation among professional athletes, in particular triathletes, for its proprietary cushioning technology. On’s
- [MedTech Diagnostics' transformation crossroads](https://www.imd.org/research-knowledge/organizational-change/case-studies/medtech-diagnostics-transformation-crossroads/) - The case study examines the organizational transformation challenges faced by MedTech Diagnostics, an $850 million medical diagnostics company attempting to balance innovation speed with regulatory compliance and quality standards. CEO Patricia Chen must navigate the tension between traditional, reliability-focused operations and agile innovation pods, while facing a critical contract renewal worth $187 million that represents
- [Flywheel Portfolio Framework: A strategic method for managing core business dynamics](https://www.imd.org/research-knowledge/strategy/case-studies/flywheel-portfolio-framework-a-strategic-method-for-managing-core-business-dynamics/) - This technical note presents the Flywheel Portfolio Framework, a systematic approach for diagnosing and managing the reinforcing cycles that drive organizational performance. Building on Jim Collins's flywheel concept from Good to Great, the framework extends beyond single-flywheel models to address the reality that businesses operate through multiple simultaneous reinforcing cycles – some that create value,
- [HP Amplify Impact (A): Channeling partners for change](https://www.imd.org/research-knowledge/sustainability/case-studies/hp-amplify-impact-a-channeling-partners-for-change/) - The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the
- [HP Amplify Impact (B): From launch to legacy](https://www.imd.org/research-knowledge/sustainability/case-studies/hp-amplify-impact-b-from-launch-to-legacy/) - The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to
- [Do star performers need to network? (B): Re-entry & visibility: Bénédicte Foucart](https://www.imd.org/research-knowledge/strategy/case-studies/do-star-performers-need-to-network-b-re-entry-visibility-benedicte-foucart/) - After the birth of her second child, Bénédicte Foucart decided to take a career break. A year later, she re-entered the work force, starting a job with a new company: Firmenich. As a family company, with typically long employee tenure, relationships were important in Firmenich. How can Bénédicte ensure that she builds the network she
- [Ben & Jerry’s: Inside the pint — values-led sourcing and linked prosperity](https://www.imd.org/research-knowledge/strategy/case-studies/ben-jerry-s-inside-the-pint-values-led-sourcing-and-linked-prosperity/) - In 2011, more than 30 years after Ben Cohen and Jerry Greenfield founded the super premium ice cream company Ben & Jerry’s, the strong personality and personal values of the founders were still very present. While the company had grown to revenues of more than $700 million and had been acquired by Unilever, it still
- [Richard Greenbury: The rising star at Marks & Spencer](https://www.imd.org/research-knowledge/strategy/case-studies/richard-greenbury-the-rising-star-at-marks-spencer/) - Richard Greenbury joined Marks & Spencer as a 17 year old management trainee. Thirty-eight years later, he was appointed chairman and chief executive officer of the company. This case describes Greenbury's rise at Marks & Spencer.
- [Paul Numi: A suit with a rock & roll dream](https://www.imd.org/research-knowledge/strategy/case-studies/paul-numi-a-suit-with-a-rock-roll-dream/) - Paul Numi is at a crossroad. He is a successful executive in a major multinational but he is also an aspiring artist trying to “make it” in a seriously crowded music industry. Though he turned 50, he cannot shake off that rock and roll itch. How will Paul Numi compete? The case can be used
- [Creating value through M&As](https://www.imd.org/research-knowledge/finance/case-studies/creating-value-through-m-as/) - Mergers and acquisitions (M&As) are important events in the life of any manager and company. However, the overwhelming evidence from years of research is that the majority of M&As fail to create value for the acquirer. This note focuses on the main methods used to assess the value creating potential of M&As. Valuation is a
- [Energy transition, renewables & antidumping](https://www.imd.org/research-knowledge/strategy/case-studies/energy-transition-renewables-antidumping/) - On 8 May 2013, EU Trade Commissioner Karel De Gucht – following up on a complaint brought by EU Pro Sun, an association of European solar panel producers, in September 2012 – approved the imposition of an average countervailing duty of 47% on solar panels, solar cells and wavers originating from the People’s Republic of
- [The health of bees: Regulatory safeguards, scientific evidence & stakeholder perspectives](https://www.imd.org/research-knowledge/strategy/case-studies/the-health-of-bees-regulatory-safeguards-scientific-evidence-stakeholder-perspectives/) - This note analyzes the reaction of stakeholders to the April 29, 2013 decision of the European Commission to impose a continent-wide, two-year moratorium on the use of three neonicotinoid pesticides on crops that attract honey bees, except for use in greenhouses and for winter cereals. The Commission’s decision relied on a scientific report of the
- [Royal DSM (C): Taking marketing & sales excellence to the next level](https://www.imd.org/research-knowledge/marketing/case-studies/royal-dsm-c-taking-marketing-sales-excellence-to-the-next-level/) - This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM – a global leader in
- [Jebsen & Jessen Family Enterprise: A Hong from the cold](https://www.imd.org/research-knowledge/family-business/case-studies/jebsen-jessen-family-enterprise-a-hong-from-the-cold/) - Singapore, Sept 2016. For the Jebsen and Jessen families, Asia had been an adopted land for over 120 years, not counting the years their ancestors, as Danish seafarers, had plied the treacherous Asian waters. In 1895, two of them had set roots in Hong Kong and established a first trading house, one of the original
- [Danfoss Core & Clear (A)](https://www.imd.org/research-knowledge/change-management/case-studies/danfoss-core-clear-a/) - The case series documents the transformation of Danfoss from a debtladen fragmented industrial holding company close to bankruptcy in 2008 to a high performing, financially robust group with a clear unifying strategy and significant forward momentum in 2017. The case series focusses on the period 2008 to 2013, covering the first two stages in the
- [Danfoss Core & Clear (B)](https://www.imd.org/research-knowledge/change-management/case-studies/danfoss-core-clear-b/) - The case series documents the transformation of Danfoss from a debtladen fragmented industrial holding company close to bankruptcy in 2008 to a high performing, financially robust group with a clear unifying strategy and significant forward momentum in 2017. The case series focusses on the period 2008 to 2013, covering the first two stages in the
- [Danfoss Core & Clear (C)](https://www.imd.org/research-knowledge/change-management/case-studies/danfoss-core-clear-c/) - The case series documents the transformation of Danfoss from a debtladen fragmented industrial holding company close to bankruptcy in 2008 to a high performing, financially robust group with a clear unifying strategy and significant forward momentum in 2017. The case series focusses on the period 2008 to 2013, covering the first two stages in the
- [De Agostini: Repurposing the business & the family](https://www.imd.org/research-knowledge/family-business/case-studies/de-agostini-repurposing-the-business-the-family/) - MILAN (ITALY), SEPTEMBER 2018. The Strategic Lab at De Agostini, part strategic think-tank and part assessment tool for the next-generation talent of the Drago-Boroli family, owners of De Agostini, was brainstorming the future direction of the diversified, family-owned group. After almost 100 years in the publishing and printing business, the third-generation family leader Marco Drago
- [CP Meiji: Challenges & opportunities for a Thai-Japanese joint venture (A)](https://www.imd.org/research-knowledge/strategy/case-studies/cp-meiji-challenges-opportunities-for-a-thai-japanese-joint-venture-a/) - A Thai and a Japanese company disagree on how to grow their business in the yogurt Thai market. The case addresses both global marketing issues as well as cross-cultural ones.
- [CP Meiji: Challenges & opportunities for a Thai-Japanese joint venture (B)](https://www.imd.org/research-knowledge/strategy/case-studies/cp-meiji-challenges-opportunities-for-a-thai-japanese-joint-venture-b/) - Part B: A Thai and a Japanese company disagree on how to grow their business in the yogurt Thai market. The case addresses both global marketing issues as wel
- [Villeroy & Boch: Tradition, innovation and 270 years of a Franco-German alliance](https://www.imd.org/research-knowledge/strategy/case-studies/villeroy-boch-tradition-innovation-and-270-years-of-a-franco-german-alliance/) - Villeroy & Boch is one of the oldest manufacturing companies in Europe, still controlled by the founding families, though with a public listing. Its specialty is ceramics, divided into bathroom fittings and tableware. At the time of writing the case study, demand was falling for traditional ceramic dining sets, but the business was continuing to
- [Davis & Shirtliff (A): At a crossroads (2007)](https://www.imd.org/research-knowledge/strategy/case-studies/davis-shirtliff-a-at-a-crossroads-2007/) - Davis & Shirtliff (D&S) was founded in 1946 as a water related contractor in Kenya. In the 1950’s they sign an exclusive distribution agreement with Grundfos, a leading pump manufacturer. In 2007 Grundfos terminates the exclusivity. At the time the account for one third of business
- [Davis & Shirtliff (B): The birth of the Dayliff brand (2007-2016)](https://www.imd.org/research-knowledge/strategy/case-studies/davis-shirtliff-b-the-birth-of-the-dayliff-brand-2007-2016/) - D&S decides to diversify its supplier base and to establish their own private label brand Dayliff
- [Davis & Shirtliff (C): Looking for further growth (2016-2020)](https://www.imd.org/research-knowledge/strategy/case-studies/davis-shirtliff-c-looking-for-further-growth-2016-2020/) - By 2020 D&S has established itself as the leading water and energy related distributor in East Africa. The company is working on its future growth strategy, of which a more professional marketing approach is a key component
- [Integrate or partner? An M&A analysis from the acquiree’s point of view](https://www.imd.org/research-knowledge/strategy/case-studies/integrate-or-partner-an-m-a-analysis-from-the-acquiree-s-point-of-view/) - Avaloq, headquartered in Switzerland, is a market leader in global digital banking. It was acquired by the leading Japanese IT conglomerate NEC Corporation at the end of 2020, despite COVID-19 pandemic challenges faced during the sale process. The aim of the M&A was to strengthen NEC’s cloud software services in digital finance and government, essential
- [Digital transformation in Swiss public broadcasting (A): Leading & accelerating change at SRF](https://www.imd.org/research-knowledge/leadership/case-studies/digital-transformation-in-swiss-public-broadcasting-a-leading-accelerating-change-at-srf/) - This case examines the leadership challenges faced by Nathalie Wappler, the new CEO of SRF, a public media company that operates in Switzerland. Read more!
- [UrbanLuxe Cosmetics: Embracing S&OP/IBP](https://www.imd.org/research-knowledge/operations/case-studies/urbanluxe-cosmetics-embracing-s-op-ibp/) - The case is seen through the eyes of the newly appointed supply chain director at a cosmetics company based in Berlin. The general manager has tasked the new supply chain director to provide bold process recommendations to improve the poor service, high inventory and rampant use of overtime. To understand the issues at play, the
- [UrbanLuxe: Supply chain and M&A](https://www.imd.org/research-knowledge/supply-chain/case-studies/urbanluxe-supply-chain-and-m-a/) - This brief case exercise presents an increasingly common business scenario: An established player acquires a small, agile start-up to re-energize its value proposition. In this case, established global beauty giant UrbanLuxe acquires beauty start-up KYX. UrbanLuxe represents an old-school company selling a classic portfolio mainly via traditional distribution channels of luxury and travel retail, whereas
- [Employees in Foxconn’s business empire](https://www.imd.org/research-knowledge/leadership/case-studies/employees-in-foxconn-s-business-empire/) - Foxconn, a Fortune Global 500 giant and the world's largest electronics manufacturer, made headlines in 2023 by announcing a shift to a five-day, eight-hour workweek in its Chinese factories - a significant departure from its long history of extended work hours and grueling conditions. While this decision was celebrated by labor advocates as a critical
- [J.M. Huber Corporation: Leadership succession in the face of two economic crises](https://www.imd.org/research-knowledge/family-business/case-studies/j-m-huber-corporation-leadership-succession-in-the-face-of-two-economic-crises/) - J.M. Huber, one of the largest and oldest family-held companies in the US, had strategically repositioned itself several times since it was founded in 1883 as a dry-color business. Visionary family leaders and a committed senior management team had transformed the group into an international player with operations in more than 20 countries and about
- [Netflix (B): The 2011 fiasco (Cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/netflix-b-the-2011-fiasco-cartoon-case/) - In July 2011, after its share price had reached an all-time high, Netflix announced its intention to split the company's DVD rental and online movie streaming services by creating two separate businesses, Qwikster.com and Netflix.com. The change in its business model would entail an important price increase. Following angry protests from customers, including a negative
- [Netflix (C): The race to videostreaming (Cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/netflix-c-the-race-to-videostreaming-cartoon-case/) - This case is part of a series on Netflix. Case (A) discusses the company’s growth until July 2011. Case (B) tells the story of Netflix’s sharp share price decline after it announced it was splitting the business in two and increasing prices. This (C) part covers the years 2012/13, when Netflix found its way back
- [Netflix (D): Streaming wars (Cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/netflix-d-streaming-wars-cartoon-case/) - This case is part of a series on Netflix. Case (A) discusses the company's growth until July 2011. Case (B) tells the story of Netflix’s sharp share price decline after it announced it was splitting the business in two and increasing prices. Case (C) covers the years 2012/13, when Netflix found its way back to
- [Ragn-Sells: From company in crisis to circular sustainability champion](https://www.imd.org/research-knowledge/sustainability/case-studies/ragn-sells-from-company-in-crisis-to-circular-sustainability-champion/) - This case highlights Ragn-Sells’ remarkable journey from facing financial difficulties to establishing itself as a global authority on the circular economy and sustainability. In 2015, Pär Larshans joined the Swedish waste management company during a period of financial uncertainty, prompting a re-evaluation of its business strategy. Through a comprehensive trend scouting process, Ragn-Sells identified key
- [Netflix (E): Capture value (Cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/netflix-e-capture-value-cartoon-case/) - This case is part of a series on Netflix. Case (A) discusses the company's growth until July 2011. Case (B) tells the story of Netflix’s sharp share price decline after it announced it was splitting the business in two and increasing prices. Case (C) covers the years 2012/13, when Netflix found its way back to
- [Online grocery shopping 2.0: Tesco Homeplus virtual store in South Korea (Mini case)](https://www.imd.org/research-knowledge/operations/case-studies/online-grocery-shopping-2-0-tesco-homeplus-virtual-store-in-south-korea/) - Until 2011, the online grocery market, was relying on Internet sites for customer orders. Tesco Homeplus, in South Korea, experimented with the idea of the virtual store concept. Customers place their orders while waiting in subway stations through what seem like regular supermarket shelves with products. The difference is that there are no real products,
- [Getting ready for the Olympic Games (Mini case)](https://www.imd.org/research-knowledge/operations/case-studies/getting-ready-for-the-olympic-games/) - This mini case explores project management and deals with the critical path method (CPM) as well as with the concept of crashing a project in a cost efficient way.
- [Shein: Another Amazon or terminator of Zara? (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/shein-another-amazon-or-terminator-of-zara/) - As an international B2C fast fashion e-commerce platform established in Nanjing, SheIn's business model seems to be more superior than Zara. It is faster, it has more products, the price is lower. SHEIN uses a revolutionary supply chain management system to support its super-fast fashion, and it deployed a comprehensive social media marketing strategy to
- [SEA: A $140 billion hidden Alibaba? (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/sea-a-140-billion-hidden-alibaba/) - Sea Limited, founded in Singapore in 2009, is a consumer internet company. It started out as Garena, a digital entertainment company (like Tencent), then expanded to e-commerce (like Alibaba), and then digital payments and financial services (like Ant Financial). The company, with its roots in China, was founded by Chinese entrepreneurs who built a business
- [Pop Mart: LEGO or Disney? (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/pop-mart-lego-or-disney/) - In June 2020, Pop Mart, a 10-year history Chinese trendy toy company achieved market value of US$15 billion, higher than LEGO or Hasbro. Pop Mart toys are not traditional; they are not for kids but for Generation Z. It’s business model uses innovative ways to sell trendy toys. It combines designer toys and blind boxes
- [Gojek: Merging with Tokopedia to create a super platform (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/gojek-merging-with-tokopedia-to-create-a-super-platform/) - GoJek has often been ranked among the most innovative companies in Asia. GoJek, established in Indonesia in 2010, started out as a call center for consumers wanting a “motorcycle taxi”, had developed into a super app including various functions such as food delivery, ride hailing, payment, delivery service etc. In 2020, Gojek merged with Tokopedia,
- [CATL: Global battery supremacy (Mini case)](https://www.imd.org/research-knowledge/strategy/case-studies/catl-global-battery-supremacy/) - Contemporary Amperex Technology Co Ltd (CATL) was founded in 1999 under the name ATL. Initially, it had no technology of its own, and the founder, Zeng Yuqun, traveled to the US and acquired a patent for a lithium-ion polymer (LiPo) battery from Bell Laboratories. Then, through a series of technological breakthroughs that came one after
- [Youhualin: Digitizing the supply chain in China (Mini case)](https://www.imd.org/research-knowledge/china/case-studies/youhualin-digitizing-the-supply-chain-in-china/) - Youhualin, a Chinese technology company driven by operations research, artificial intelligence and big data technology, provides intelligent decision-making solutions to help companies optimize operational issues that have been persistent pain points. In 2013, China Eastern Airlines was looking for a solution to one of the industry’s toughest problems – pilot scheduling optimization. Xiao Fangfang, a
- [Wells Fargo: When eight wasn't great (Mini case)](https://www.imd.org/research-knowledge/finance/case-studies/wells-fargo-when-eight-wasn-t-great/) - When former Wells Fargo CEO John Stumpf pushed his employees to sell eight Wells Fargo products per customer through cross-selling – he no doubt assumed it would be done with customers’ consent. Instead, under pressure to meet aggressive and unrealistic sales targets, Community Bank staff opened 3.5 million bogus deposit and card accounts without customers’
- [Barclays: Culture is more than just a word (Mini case)](https://www.imd.org/research-knowledge/finance/case-studies/barclays-culture-is-more-than-just-a-word/) - During the financial crisis of 2007-2008, Barclays manipulated LIBOR down by submitting artificially low rates to make itself look less risky. Traders also manipulated the rate for personal gain. This ultimately proved costly to Barclays’ shareholders when the bank paid fines of $435 million to settle cases with UK and US regulatory authorities and a
- [Credit Suisse: Lackadaisical about risk (Mini case)](https://www.imd.org/research-knowledge/finance/case-studies/credit-suisse-lackadaisical-about-risk/) - When Archegos, a low-profile family office, lost money on its holding of ViacomCBS shares in March 2021, it faced margin calls it could not meet, forcing it to unwind its positions. Banks with $50 billion credit exposure to the firm scrambled to sell off about $20 billion of Archegos’s investments to cover the calls. One
- [Commonwealth Bank of Australia: Accommodating ATMs (Mini case)](https://www.imd.org/research-knowledge/finance/case-studies/commonwealth-bank-of-australia-accommodating-atms/) - When Commonwealth Bank of Australia (CBA) installed intelligent deposit machines (IDMs) it did so to make banking more convenient and save time for customers. Cash deposited was counted automatically and instantly available for domestic or international transfer from the customers’ account. It was no wonder the IDMs became very popular with small businesses. But criminals
- [Building an IT ecosystem at Intertech](https://www.imd.org/research-knowledge/strategy/case-studies/building-an-it-ecosystem-at-intertech/) - In April 2021, Sava oban, the newly appointed EVP of Intertech, faces a perfect storm of Turkey's economic crisis and the global scramble for tech talent. This forces him to confront an operational meltdown at Intertech, the IT subsidiary of DenizBank. The massive talent exodus results in a 60 turnover rate, which threatens to derail
- [Lemonade: Is its "AI everywhere" strategy a competitive advantage?](https://www.imd.org/research-knowledge/customer-centricity/case-studies/lemonade-is-its-ai-everywhere-strategy-a-competitive-advantage/) - The case examines how a New York-based 10-year-old start-up, Lemonade Inc., successfully disrupted the insurance industry. Powered by artificial intelligence, Lemonade's mobile app replaced brokers and bureaucracy with bots and machine learning. The combination of simple product, no jargon, zero paperwork and an all-digital engagement allowed Lemonade to collapse costs, not at the expense of
- [The implications of neuroscience for coaching: Key concepts and a toolkit](https://www.imd.org/research-knowledge/coaching/case-studies/the-implications-of-neuroscience-for-coaching-key-concepts-and-a-toolkit/) - This note explores the integration of neuroscience insights into executive coaching, focusing on seven key areas: neuroplasticity and growth mindset, mindfulness and self-awareness, emotional self-regulation, motivation and goal-setting, habit formation, cognitive biases and social neuroscience. It discusses how understanding brain function can enhance coaching effectiveness and client growth. It examines each area in depth, explaining
- [A dynamic approach to developing leadership presence](https://www.imd.org/research-knowledge/leadership/case-studies/a-dynamic-approach-to-developing-leadership-presence/) - This Technical Note introduces a new conceptual framework for understanding and developing leadership presence, moving beyond traditional static trait-based approaches. The Leadership Presence Pathway Model presents a dynamic, six-stage process through which leadership presence evolves: Anticipation, First Impressions, Engagement, Messaging, Consolidation, and Reinforcement. The note challenges conventional wisdom about leadership presence as merely a collection
- [Building and leveraging your leader amplification system](https://www.imd.org/research-knowledge/leadership/case-studies/building-and-leveraging-your-leader-amplification-system/) - This technical note presents a comprehensive framework for maximizing leadership impact through a Leader Amplification System (LAS). The note begins by defining one's unique value-creating purpose, then goes on to explore how leaders can extend their influence and effectiveness by developing four key amplifiers. The note examines each amplifier in detail: first, the leadership team,
- [Moving up to enterprise leadership: The Seven Seismic Shifts](https://www.imd.org/research-knowledge/general-management/case-studies/moving-up-to-enterprise-leadership-the-seven-seismic-shifts/) - This Technical Note explores the significant transition that leaders face when moving from functional to enterprise-level leadership roles. It introduces the "Seven Seismic Shifts" framework, which identifies the fundamental changes in mindset and responsibility required for success at the enterprise level. The note examines each shift in detail: from specialist to generalist, analyst to integrator,
- [Six strategies for making better decisions under pressure](https://www.imd.org/research-knowledge/decision-making/case-studies/six-strategies-for-making-better-decisions-under-pressure/) - This note presents a comprehensive framework for improving decision-making capabilities in high-pressure, high-stakes environments. It introduces six evidence-based strategies that help leaders maintain clarity, focus and effectiveness when facing complex decisions under stress. The note explores each strategy in detail: managing emotional responses, strengthening situational awareness, training for cognitive agility, using structured decision-making models, enhancing
- [Essential interpersonal skills for effective leadership](https://www.imd.org/research-knowledge/leadership/case-studies/essential-interpersonal-skills-for-effective-leadership/) - This note provides a comprehensive framework for understanding and developing the core interpersonal processes essential for effective leadership. It identifies and explores seven key processes: Communication, Visioning, Alliance Building, Persuasion, Exercising Power, Negotiation and Conflict Management. Each process is examined in detail, along with its supporting skills and practical applications. The note emphasizes how these
- [The seven elements of adaptive advantage](https://www.imd.org/research-knowledge/organizational-change/case-studies/the-seven-elements-of-adaptive-advantage/) - This technical note presents a comprehensive framework for achieving adaptive advantage, which is the ability to consistently evolve at a speed that surpasses environmental and competitive change. In today's rapidly changing business environment, characterized by technological advancement, AI disruption, geopolitical turbulence and climate shifts, organizations must adapt continuously rather than through periodic transformations. The note
- [The seven dimensions of academic strategy: A systems framework for higher education excellence](https://www.imd.org/research-knowledge/strategy/case-studies/the-seven-dimensions-of-academic-strategy-a-systems-framework-for-higher-education-excellence/) - Academic institutions face unprecedented complexity from technological change, evolving funding models, diverse stakeholder demands and pressure to demonstrate societal impact. Traditional strategic planning – periodic exercises that typically yield lengthy reports but little change – no longer suffices. This technical note introduces the Seven Dimensions of Academic Strategy, a comprehensive systems framework for designing, implementing
- [Introduction to prompt engineering for executive program participants](https://www.imd.org/research-knowledge/general-management/case-studies/introduction-to-prompt-engineering-for-executive-program-participants/) - A compact, comprehensive guide on how to engineer prompts for Large Language Models (LLMs). It provides guidance on how to skillfully craft prompts to harness AI's capabilities in analysis, decision-making, and strategy formulation. The goal it to help participants in business school programs master the art and science of techniques to transform AI interactions into
- [Freitag: Designing the agile company (Video case)](https://www.imd.org/research-knowledge/agility/case-studies/freitag-designing-the-agile-company-video-case/) - FREITAG is one of the most unusual companies in the fashion industry, specializing in bags made of recycled truck tarpaulins. The company was founded in 1993 by two graphic designers, the Swiss brothers Markus and Daniel Freitag. The brothers work as joint Creative Directors and fully own the company, thanks to their strategy of organic
- [Coronilla: Pivoting with a social purpose](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/case-studies/coronilla-pivoting-with-a-social-purpose/) - The headline “Quinoa Genome Sequenced” caught the eye of Diego Pelaez, CFO of Coronilla S.A., a gluten-free pasta producer. Scientists had successfully sequenced the genome of the quinoa plant, hailed as a superfood because of its outstanding nutritional value. Quinoa, originally cultivated by the Inca Empire in the Andes, had become hugely popular in the
- [Ping An: How a Chinese insurance firm became a tech giant (C)](https://www.imd.org/research-knowledge/finance/case-studies/ping-an-how-a-chinese-insurance-firm-became-a-tech-giant-c/) - Case (C) is about Autohome, which is the only unicorn Ping An acquired, rather than built from the ground up. After acquisition by Ping An, Autohome was transformed form a pure automobile website to develop four key offerings — content, transaction, finance, and lifestyle — all powered by AI, big data, and cloud technology. After
- [Ping An: How a Chinese insurance firm became a tech giant (B)](https://www.imd.org/research-knowledge/finance/case-studies/ping-an-how-a-chinese-insurance-firm-became-a-tech-giant-b/) - While Ping An is so successful to transform and reinvent itself to a tech giant, it discovered the demand of small and medium sized financial institutions to deploy technology. In December 2015, Ping An set up OneConnect, a fintech spinoff, to export its internal technology and repackage them as services to other banks and insurance
- [The Sika takeover battle](https://www.imd.org/research-knowledge/family-business/case-studies/the-sika-takeover-battle/) - The longest corporate takeover battle in the history of Switzerland – and possibly the world – pitted Sika, a Swiss chemicals manufacturer, against Saint-Gobain, a French conglomerate. At the heart of the dispute was a family business. Sika was a very successful family-controlled firm whose fourth-generation descendants decided to sell their stake in the company.
- [Carvajal: Building a holistic family enterprise](https://www.imd.org/research-knowledge/family-business/case-studies/carvajal-building-a-holistic-family-enterprise/) - The Carvajal case is based on interviews with four family members and executives of Carvajal S.A., one of Latin America’s leading family businesses. The case focuses on how, over the span of 120 years, the Carvajal family built a holistic family enterprise to govern both its business and its family ownership structure. The system includes
- [Co-CEOs at Handtmann: Can the family business be led in tandem? (A)](https://www.imd.org/research-knowledge/family-business/case-studies/co-ceos-at-handtmann-can-the-family-business-be-led-in-tandem-a/) - The Handtmann case examines the co-CEO leadership model in the context of family business. Based on interviews with three key executives – the co-CEOs and the president of the advisory board – the case focuses on how Handtmann handled the leadership transition to the next generation. Starting with a history of the five generations at
- [Co-CEOs at Handtmann: Can the family business be led in tandem? (B)](https://www.imd.org/research-knowledge/family-business/case-studies/co-ceos-at-handtmann-can-the-family-business-be-led-in-tandem-b/) - The Handtmann case examines the co-CEO leadership model in the context of family business. Based on interviews with three key executives – the co-CEOs and the President of the Advisory Board – the case focuses on how Handtmann handled the leadership transition to the next generation. In Case B of "Co-CEOs at Handtmann: Can the
- [Thermax: Four paths to succession in a family business](https://www.imd.org/research-knowledge/family-business/case-studies/thermax-four-paths-to-succession-in-a-family-business/) - From its origins as a manufacturer of hospital equipment for the Indian market, Thermax has grown into a multinational corporation operating in 90 countries, offering integrated solutions in heating, cooling, power generation, water treatment and recycling, air pollution control, and chemicals with a focus on ensuring clean air, clean energy and clean water. The founding
- [Chugai (B): Alliance with Roche to be among the best](https://www.imd.org/research-knowledge/strategy/case-studies/chugai-b-alliance-with-roche-to-be-among-the-best/) - Chugai B examines the pivotal strategic alliance formed in October 2002 between Chugai Pharmaceutical and Swiss giant Roche. Facing constraints in RD funding and global reach, Chugai's President Osamu Nagayama sought a partnership to achieve the firm's ambition of becoming Japan's number one pharmaceutical enterprise while preserving its autonomy. The case examines the unique business
- [Chugai (A): Overcoming adversity with a transformative leap](https://www.imd.org/research-knowledge/strategy/case-studies/chugai-a-overcoming-adversity-with-a-transformative-leap/) - Chugai A traces the transformative journey of a leading Japanese biopharmaceutical firm from its founding in 1925 to the early 2000s. Starting with founder Jz Ueno's vision to 'create medicines that benefit society,' the case details the company's evolution from an over-the-counter OTC drug importer to a research-driven enterprise. Key milestones include the shift to
- [Chugai (C): Navigating the next century of global innovation](https://www.imd.org/research-knowledge/strategy/case-studies/chugai-c-navigating-the-next-century-of-global-innovation/) - Chugai C focuses on the company's future as it celebrates its 100th anniversary in 2025. In 2021, Chugai launched its ambitious 'TOP I 2030' growth strategy, aiming to transition from Japan's top innovator to a global leader. The strategy sets two primary targets: doubling RD output and launching one in-house global product annually by 2030.
- [Ten principles for making better decisions](https://www.imd.org/research-knowledge/decision-making/case-studies/ten-principles-for-making-better-decisions/) - This Technical Note presents a comprehensive framework of ten evidence-based principles for improving decision-making effectiveness in leadership contexts. Drawing from cognitive science, behavioral economics and management theory, it addresses the critical challenge that leaders face in making sound decisions under pressure and uncertainty.The ten principles cover: understanding and avoiding cognitive biases, recognizing the importance of
- [Candles Killer: Lighting up the world at the bottom of the pyramid](https://www.imd.org/research-knowledge/sustainability/case-studies/candles-killer-lighting-up-the-world-at-the-bottom-of-the-pyramid/) - Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous kerosene lamps and has an optimized design (9 components, water-bottle stands). The candles killer solar lamp addresses the critical need for affordable,
- [Netflix (A): Business model innovation (Cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/netflix-a-business-model-innovation-cartoon-case/) - This graphic case describes how in 1997 Reed Hastings started up an innovative DVD rental service that gained over 4 million subscribers by 2007. Netflix emerged as the leader in innovation and customer service within the subscription-based digital distribution service industry.
- [Southwest Airlines: Strategy on trial](https://www.imd.org/research-knowledge/strategy/case-studies/southwest-airlines-strategy-on-trial/) - This case examines the history of Southwest Airlines and its 2010 acquisition of AirTran. Given the differences in strategy and tactics between Southwest and AirTran, the acquisition presents the potential opportunity for Southwest to change its strategy. Conversely, it can basically keep its strategy and change aspects of AirTran that do not currently fit Southwest’s
- [Tata Motors: Continuous renewal](https://www.imd.org/research-knowledge/strategy/case-studies/tata-motors-continuous-renewal/) - Tata Motors is one of the crown jewels of the Tata Group, India’s premier industrial house. This case is a sequel to “Tata Motors: Becoming a Global Contender”, IMD-3-1946, which described two major company decisions in 2008 – the acquisition of Jaguar Land Rover (JLR) and the launch of the Tata Nano, the world’s most
- [Driving growth at Especias Hispania Inc. (A)](https://www.imd.org/research-knowledge/case-studies/driving-growth-at-especias-hispania-inc-a/) - This disguised case focuses on a newly-appointed business unit leader who has inherited a rapidly growing business and an executive team that was recruited by his predecessor. The protagonist, Tony Banet, has immediate concerns about whether the team has the talent it needs to meet the challenges of driving growth amid intensifying competition. He is
- [The Mexico City Marathon MCDMX](https://www.imd.org/research-knowledge/case-studies/the-mexico-city-marathon-mcdmx/) - Promotion of the Mexico City Marathon in the sports community, globally.
- [Campari (A): A cocktail of organic and external growth](https://www.imd.org/research-knowledge/strategy/case-studies/campari-a-a-cocktail-of-organic-and-external-growth/) - When Luca Garavoglia became chairman of the Campari Group at the age of 23 following the death of his father, he immediately adopted a strategy of fast growth through acquisitions. Over the next 24 years, Campari acquired 26 companies, spending over €3 billion and establishing its own distribution network in 20 countries. This two-part case
- [Zimmerli of Switzerland: Building brand desirability in the digital age](https://www.imd.org/research-knowledge/strategy/case-studies/zimmerli-of-switzerland-building-brand-desirability-in-the-digital-age/) - Zimmerli of Switzerland is a small Swiss brand that offers the highest quality underwear for men and women in the luxury segment. It has a loyal customer base including celebrities from all over the world. The case describes the dilemmas Zimmerli’s CEO Marcel Hossli faced in January 2018, when deciding on Zimmerli’s future strategy and
- [Bossard Fasteners (A): Fighting B2B commoditization](https://www.imd.org/research-knowledge/strategy/case-studies/bossard-fasteners-a-fighting-b2b-commoditization/) - As the market leader in fastening technology Bossard maintained a global network of more than 1,800 employees in 50 countries from its headquarters in Zug, Switzerland. The company focused on the supply of fasteners, a process that included sales, technical and engineering support and inventory management. Its business model also spanned three strategic areas: product
- [Fitch Learning: Disrupting the professional education landscape](https://www.imd.org/research-knowledge/strategy/case-studies/fitch-learning-disrupting-the-professional-education-landscape/) - In 2014, Andreas Karaiskos took over as CEO for a classic classroom based financial services training organisation, Fitch Learning, and started implementing a global expansion strategy via enhanced eLearning capabilities, partnerships with global financial institutions, co-location with other Fitch group companies while also evaluating target markets’ sustainable financial indicators and their supportive customer demographics. With
- [Digital transformation at GE: Shifting minds for agility](https://www.imd.org/research-knowledge/strategy/case-studies/digital-transformation-at-ge-shifting-minds-for-agility/) - The case explores the journey taken by GE, at the instigation of Jeff Immelt in 2008, towards transforming itself from a global industrial giant to becoming an Industry 4.0 leader, by harnessing the nascent promise of the Industrial Internet of Things. The case illustrates the different initiatives launched including: 1. Fastworks - lean methodology including
- [Faurecia digital transformation (A)](https://www.imd.org/research-knowledge/operations/case-studies/faurecia-digital-transformation-a/) - The case is based on a dynamic real-life story. In this case we have examined how Faurecia decorative division has used digital tools and technology, both hardware and software, to first modernize its interior division in Abrera (Spain) plant in 2015 which eventually transformed the plant into a profitable unit while before it was losing
- [The role of Ping An technology in enabling Ping An group's digital ecosystem](https://www.imd.org/research-knowledge/strategy/case-studies/the-role-of-ping-an-technology-in-enabling-ping-an-group-s-digital-ecosystem/) - The case traces the development of Ping An Company of China Ltd from its launch in 1988 to 2018. The company, founded by Ma Mingzhe in Schenzhen, started in insurance and became the first Chinese insurer to adopt a shareholding structure. By 2018 it was the largest insurance company in China. The case charts the
- [PMI: Disrupting the tobacco industry](https://www.imd.org/research-knowledge/operations/case-studies/pmi-disrupting-the-tobacco-industry/) - With its mission to “unsmoke the world” and its bold new purpose to replace cigarettes with less harmful tobacco products, Philip Morris International (PMI) was revolutionizing every part of its existing business model and, with it, the tobacco industry. Over a four-year period, PMI had established an entirely new product category for its new heated-tobacco
- [Turning around Avon: The rebirth of an iconic global brand (A)](https://www.imd.org/research-knowledge/marketing/case-studies/turning-around-avon-the-rebirth-of-an-iconic-global-brand-a/) - The (A) case describes the difficult situation Avon faced back in 2018 when a new CEO arrived
- [Jan van Hasenbroek (A): A “red-pencil” leader at a crossroads](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/jan-van-hasenbroek-a-a-red-pencil-leader-at-a-crossroads/) - Jan Van Hasenbroek, an entrepreneur founder and managing partner of IG&H consulting firm, is in trouble. He is known in his company as the “red pencil” manager for his micromanagement of consultants’ works, often with a red pencil correcting or modifying their presentations. That leadership was once tolerated but it has become increasingly dysfunctional leading
- [Unilever International 3.0: Scaling the white spaces venturing effort](https://www.imd.org/research-knowledge/entrepreneurship/case-studies/unilever-international-3-0-scaling-the-white-spaces-venturing-effort/) - By 2020, Umesh Shah could rightly be proud of what he and his team had accomplished over the last eight years to capture white space consumers, i.e. those consumers that Unilever operating units had progressively labelled non-core or new groups created by emerging megatrends, such as globalization and digitalization. Unilever International (UI) was created with
- [Tale spin: Piloting a course through crises at Boeing](https://www.imd.org/research-knowledge/strategy/case-studies/tale-spin-piloting-a-course-through-crises-at-boeing/) - In 2019, two fatal plane crashes plunged Boeing in an unprecedented crisis, setting off a maelstrom of controversy about Boeing’s corporate practices and the safety of the 737 MAX — the recently redesigned version of its most successful commercial jetliner. Within weeks, the MAX was grounded worldwide, and Boeing faced financial, legal, regulatory and reputational
- [Alfa Bank (Kazakhstan): Digitalizing through agile teams](https://www.imd.org/research-knowledge/strategy/case-studies/alfa-bank-kazakhstan-digitalizing-through-agile-teams/) - Alfa Group for a long time was named as one of the leading private banking groups in Russia and CIS countries with successful and continuous business growth. Alfa-Bank (Kazakhstan), a subsidiary of the group operating in Kazakhstan, had been focused on corporate clients in previous years and was reasonably good in that. However, that segment
- [Roche Diagnostics: Strategy development (A)](https://www.imd.org/research-knowledge/strategy/case-studies/roche-diagnostics-strategy-development-a/) - As a new CEO, Thomas Schinicker, who took over Roche Diagnostics Centralized Point of Care Solutions (CPS) in early 2018, he faced a dilemma. HIs executive team had already engaged in a lengthy one-year strategy development process in 2017 mapping out the scenarios for the future and defining where Roche Diagnostics should play and how
- [Chanel 1.5°: A sustainability journey](https://www.imd.org/research-knowledge/sustainability/case-studies/chanel-1-5-a-sustainability-journey/) - In a short span of five or six years, CHANEL embraced CSR (corporate social responsibility) and ESG (environmental, social, governance) initiatives that stretched far beyond its established comfort zone of artistic direction and creative output. The progression of these initiatives culminated in March 2020, when the company launched CHANEL Mission 1.5°, a strategy for embarking
- [Essilor’s Eye Mitra program: Serving BOP markets through inclusive business models](https://www.imd.org/research-knowledge/sustainability/case-studies/essilor-s-eye-mitra-program-serving-bop-markets-through-inclusive-business-models/) - At Essilor, Jayanth Bhuvaraghan, recently retired Chief Mission Officer (CMO), had launched and then promoted an original base-of-pyramid (BOP) operation in India, which recruited, trained and set up some 8,000 Eye Mitras to operate in remote rural communities. These primary vision care providers were able to run vision tests and produce correction lenses and glasses
- [Shopify or Amazon, that is the question](https://www.imd.org/research-knowledge/strategy/case-studies/shopify-or-amazon-that-is-the-question/) - This business case is about the battle between Amazon Marketplace and Shopify in the competitive and fast-growing e-commerce market. It uses the decision-making process of the Pizza Pilgrims, a chain of pizza restaurants in London who pivoted to e-commerce during the COVID-19 pandemic. The case explains how the two platforms define their target customer and
- [Sustainability transformation at SITA](https://www.imd.org/research-knowledge/finance/case-studies/sustainability-transformation-at-sita/) - Aiming to blaze the trail that would lead the air travel industry out of the pandemic, SITA decided to reshuffle and renew its credit facilities. In the process, it established that sustainability – particularly ESG factors – would play an increasingly critical role in the financing of the struggling aviation sector. Negotiating a sustainability-linked revolving
- [Mindfulness at SAP (A): A skeptic attends the program](https://www.imd.org/research-knowledge/workplace-well-being/case-studies/mindfulness-at-sap-a-a-skeptic-attends-the-program/) - This case sets up the context for how the global, IT company SAP transformed a grassroots mindfulness program into a formal offering. Using the situation of a skeptical participant as its starting point, it recounts the story of how Peter Bostelmann, delivery executive at SAP Field Services, began a mindfulness journey in the 2010s that
- [It is 2033, and antibiotic resistance is no longer a threat. How did we get there? (Mini Case)](https://www.imd.org/research-knowledge/sustainability/case-studies/it-is-2033-and-antibiotic-resistance-is-no-longer-a-threat-how-did-we-get-there-mini-case/) - In the early 2000s, addressing antibiotics resistance seemed like an insurmountable threat. The World Health Organization (WHO) projected that it would claim 8–10 million lives annually by 2050 if left unchecked. Antibiotics, long considered a miracle of modern medicine, had, over time, become increasingly ineffective as bacteria evolved mechanisms to resist them. What was once
- [From complexity to clarity: How ABB transformed its operating model (A)](https://www.imd.org/research-knowledge/business-transformation/case-studies/from-complexity-to-clarity-how-abb-transformed-its-operating-model-a/) - The case study explores the first phase of ABB's 2018 to 2024 transformation journey as it tackled longstanding challenges: financial underperformance, declining market confidence and inefficiencies in its complex matrix structure. To streamline operations, CEO Ulrich Spiesshofer initiated a restructuring of its main business areas in 2018, including the sale of the Power Grids business
- [From complexity to clarity: How ABB transformed its operating model (B)](https://www.imd.org/research-knowledge/business-transformation/case-studies/from-complexity-to-clarity-how-abb-transformed-its-operating-model-b/) - The case study explores the second phase of ABB's 2018 to 2024 transformation journey to restore confidence in the underperforming conglomerate through a simplification of its structure and a focus on accelerating decision making. Under interim CEO Peter Voser and later Björn Rosengren (2020–2024), ABB decentralized operations, optimized headcount, enhanced accountability and empowered divisions to
- [Kontor: When VR faces reality. An internal innovator's dilemma](https://www.imd.org/research-knowledge/innovation/case-studies/kontor-when-vr-faces-reality-an-internal-innovator-s-dilemma/) - The case looks at the fundamental challenges, tensions and opportunities associated with an internally run venture as opposed to an externally funded startup or spin-off company. It discusses the genesis and context of Kontor, an internal venture funded by Resmed Inc. Resmed is an S&P 500 MedTech company. At the time of the case, May
- [Confronting Elon Musk? Nia vs. Tesla](https://www.imd.org/research-knowledge/sustainability/case-studies/confronting-elon-musk-nia-vs-tesla/) - The case follows Kristin Hull, founder and CIO of Nia Impact Capital, a mission-driven investment firm in California, as she faces a pivotal decision in July 2025: Should she file a shareholder resolution against Tesla, Inc.? Hull and Nia have engaged Tesla for over five years on issues of human capital management, workplace equity and
- [The Lifeline Exercise: A reflective tool for leadership and career development](https://www.imd.org/research-knowledge/leadership/case-studies/the-lifeline-exercise-a-reflective-tool-for-leadership-and-career-development/) - This exercise provides a structured reflection tool designed to help individuals explore the significant events, emotional highs and lows, and patterns that have shaped their personal and professional journeys. Commonly used in executive education, leadership development programs and coaching contexts, the Lifeline Exercise enables participants to create a visual map of their experiences, identify key
- [Indian Hotels Company Limited: Fast track to structured sustainability via Paathya](https://www.imd.org/research-knowledge/leadership/case-studies/indian-hotels-company-limited-fast-track-to-structured-sustainability-via-paathya/) - In late 2021, Puneet Chhatwal, CEO of Indian Hotels Company Limited (IHCL), found himself grappling with a new challenge beyond the impressive growth numbers the company had achieved since his tenure began in 2017 – sustainability. Having led IHCL, the hospitality arm of the Tata Group, through one of its most transformative periods, including a
- [Dealing with differences: Sinopec's acquisition of Addax Petroleum (A)](https://www.imd.org/research-knowledge/strategy/case-studies/dealing-with-differences-sinopec-s-acquisition-of-addax-petroleum-a/) - Sinopec Group, a state-owned Chinese oil and gas company, just acquired Addax Petroleum, a mid-sized Western European oil company with assets in Africa and the Middle East. Sinopec had embarked on an aggressive international expansion strategy as it sought to gain access to oil reserves outside of China. Based in Geneva, Switzerland, Addax Petroleum had
- [Dealing with differences: Sinopec's acquisition of Addax Petroleum (B)](https://www.imd.org/research-knowledge/strategy/case-studies/dealing-with-differences-sinopec-s-acquisition-of-addax-petroleum-b/) - One year after Sinopec Group’s acquisition of Addax Petroleum, Zhang Li has been appointed Chief Executive Officer. The post-merger integration has not gone well, with employee productivity significantly lower and employee turnover at a startling rate of 18%. Zhang, along with Marie-Gabrielle Cajoly, corporate head of communications and corporate social responsibility at Addax Petroleum, have
- [Dealing with differences: Sinopec's acquisition of Addax Petroleum (C)](https://www.imd.org/research-knowledge/strategy/case-studies/dealing-with-differences-sinopec-s-acquisition-of-addax-petroleum-c/) - This C case provides an update on Addax Petroleum’s integration into the Sinopec Group: decisions made, results achieved, and future plans.
- [J.P. Morgan Private Bank (B): Engage ... or disengage?](https://www.imd.org/research-knowledge/strategy/case-studies/j-p-morgan-private-bank-b-engage-or-disengage/) - The planning phase for the Engage project has taken too long, in part because the technological platform was critical to the success of the project. Read more!
- [Wates Group (C): A very good year](https://www.imd.org/research-knowledge/strategy/case-studies/wates-group-c-a-very-good-year/) - Things have gone very well for Wates since appointing Paul Drechsler as CEO and then Chairman. Now there is a difference of opinion about the strategic direction of the company between Paul and the Wates family. How should this be resolved?
- [Nestlé Healthcare Nutrition: After the acquisition](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-healthcare-nutrition-after-the-acquisition/) - This case is set after the 2007 US $2.5 billion acquisition by Nestlé of the Novartis Medical Nutrition business. The case focuses on the differing cultures of the existing Nestlé Health Care business and that of the unit it has purchased from Novartis. The two are being integrated under the leadership of Michel Gardet, who
- [Tomtom’s initial public offering: Dud or nugget?](https://www.imd.org/research-knowledge/finance/case-studies/tomtom-s-initial-public-offering-dud-or-nugget/) - April 2005. Klaas van der Mullen was a bit dumbfounded. He had always put a lot of trust in the investment banks’ opinions about the technology companies in which he was interested in investing. However, this time, the analyst’s report was anything but useful. In essence, the author of the report practically acknowledged that he
- [Breaking down alignment barriers: Tetra Pak pulls together allies to reach climate goals](https://www.imd.org/research-knowledge/sustainability/case-studies/breaking-down-alignment-barriers-tetra-pak-pulls-together-allies-to-reach-climate-goals/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Tetra Pak’s efforts under the WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. Tetra Pak’s efforts to align market companies, manufacturing
- [Reaching a point of no return: How Elopak rolls out CO2 reduction initiatives](https://www.imd.org/research-knowledge/sustainability/case-studies/reaching-a-point-of-no-return-how-elopak-rolls-out-co2-reduction-initiatives/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Elopak’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. Elopak committed to reduce its CO2 emissions by 15% within
- [Lafarge’s c-o-tool: Supporting CO2 mitigation decision-making](https://www.imd.org/research-knowledge/sustainability/case-studies/lafarge-s-c-o-tool-supporting-co2-mitigation-decision-making/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Lafarge’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. The case focuses on how the company facilitated decision-making processes
- [Lowering CO2 emissions from products: Sony’s eco-innovation for televisions](https://www.imd.org/research-knowledge/sustainability/case-studies/lowering-co2-emissions-from-products-sony-s-eco-innovation-for-televisions/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Sony’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. To reduce CO2 emitted in the use of its products,
- [GE Healthcare Life Support Solutions (A): Entering a new global market](https://www.imd.org/research-knowledge/strategy/case-studies/ge-healthcare-life-support-solutions-a-entering-a-new-global-market/) - In October 2007, when Matti Lehtonen joined GE Healthcare as general manager of the Life Support Solutions iPerformance business in China, he faced a complex set of challenges. GE Healthcare had entered the value segment anesthesia business in June 2006 through the acquisition of Zymed, a local family-run company. Since the acquisition, market share of
- [GE Healthcare Life Support Solutions (B): A vision-led integration](https://www.imd.org/research-knowledge/strategy/case-studies/ge-healthcare-life-support-solutions-b-a-vision-led-integration/) - Lehtonen set up his management team full of GE veterans. He also formulated vision and mission for the company. Then he utilized various tools to promote the ideas throughout the company, among which was the Denison Organizational Culture Survey. The results of the survey indicated that the biggest challenge for Lehtonen and his management team
- [GE Healthcare Life Support Solutions (C): Positioning for quality and growth](https://www.imd.org/research-knowledge/strategy/case-studies/ge-healthcare-life-support-solutions-c-positioning-for-quality-and-growth/) - Lehtonen and his management team faced a few problems as they implemented the integration plan, such as slower progress of process integration and managing quality vs supporting product development. Though the company managed to double its sales volume, it must prepare for several new challenges.
- [Nokia Siemens networks: Connecting business growth and emissions reductions](https://www.imd.org/research-knowledge/sustainability/case-studies/nokia-siemens-networks-connecting-business-growth-and-emissions-reductions/) - The case details an example of how addressing the climate change issue makes business sense. It introduces explaining the partnership between Nokia Siemens Networks and WWF International’s Climate Savers program. Climate Savers is a program that supports companies in reducing their carbon dioxide emissions. Nokia Siemens Networks chose to focus on its products and improve
- [Sagawa express delivers on climate change innovations for the transport industry](https://www.imd.org/research-knowledge/sustainability/case-studies/sagawa-express-delivers-on-climate-change-innovations-for-the-transport-industry/) - The case details an example of how addressing the climate change issue makes business sense. It introduces explaining the partnership between Sagawa Express and WWF International’s Climate Savers program. Climate Savers is a program that supports companies in reducing their carbon dioxide emissions. Sagawa Express set to reduce its carbon emissions through its trucks and
- [Developing an innovative business model: Novo Nordisk and DONG energy driving the market for renewable energy in denmark](https://www.imd.org/research-knowledge/sustainability/case-studies/developing-an-innovative-business-model-novo-nordisk-and-dong-energy-driving-the-market-for-renewable-energy-in-denmark/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents Novo Nordisk’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. Novo Nordisk’s search for cost-effective solutions to reduce CO2
- [Kericho: A sustainable tea plantation](https://www.imd.org/research-knowledge/strategy/case-studies/kericho-a-sustainable-tea-plantation/) - Unilever is among the world's largest users of agricultural raw materials and a major buyer on world agriculture markets. Unilever's work on sustainable agriculture has been focused on five key crops – palm oil, peas, spinach, tea and tomatoes. This short case provides an example of how Unilever has approached development of sustainable tea production
- [The World Food Program](https://www.imd.org/research-knowledge/strategy/case-studies/the-world-food-program/) - Unilever’s mission is to “add vitality to life.” As one of the world’s largest food companies, it believed that this mission clearly extended to the 850 million people around the world suffering from hunger and malnutrition. This case outlines briefly the partnership that Unilever created with the UN World Food Program (WFP) to address this
- [Unilever Ice Cream Europe (A): Taking on the challenges of complexity](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-ice-cream-europe-a-taking-on-the-challenges-of-complexity/) - In 2001 the profitability and market share of the Unilever Ice Cream Europe (ICE) business were under pressure. ICE was the leader in its industry, with twice the market share of its nearest competitor, but the company was not capturing the full value of its leadership. Overall profitability and the underlying sales growth figures were
- [Unilever Ice Cream Europe (A1): Starting conditions (transcript)](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-ice-cream-europe-a1-starting-conditions-transcript/) - This case and video is an interview with Kees van der Graaf. He speaks about the start of the journey when he first became head of Unilever ICE and the complex challenges he saw lying ahead.
- [Unilever Ice Cream Europe (B): The in-home mwb market dive](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-ice-cream-europe-b-the-in-home-mwb-market-dive/) - The B-case and video picks up the story of how Kees van der Graaf’s team started coming together to identify and tackle the key challenges ahead. The market dive for all the key decision-makers in ICE brought sharply into focus the issues of complexity which were hurting the company’s position, sales and profitability. While some
- [Unilever Ice Cream Europe (C): Winning back at the office](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-ice-cream-europe-c-winning-back-at-the-office/) - The C-case and video is an interview with Kees van der Graaf. He speaks about the team’s return to the office following the market dive and how a radical change plan was decided and implemented.
- [Unilever Ice Cream Europe (D): Lessons (transcript)](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-ice-cream-europe-d-lessons-transcript/) - The concluding case summarizes the key learning points from the journey, which can lead to discussions around how these lessons and the approaches used by Unilever can be applied to diagnosing the sources of complexity in the participants’ own organizations and tackling these challenges to drive growth and profitability.
- [The Esoteric client (cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/the-esoteric-client-cartoon-case/) - The case shows the relationship between a bank and a wealthy client, who becomes very difficult to deal with. He follows the principles of astrology, and insists on applying these principles to all his investment trades. When he realized that the banker does not take him seriously, he writes a complaint letter and demands an
- [The making of the iPod](https://www.imd.org/research-knowledge/strategy/case-studies/the-making-of-the-ipod/) - How many geniuses does it take to completely rethink an industry? If the industry is music, the answer is four! Five, if you throw in Steve Jobs. It’s the iPod, of course, that we’re talking about here. In just a very brief period of time, the now nearly ubiquitous iPod has rendered audio CDs virtually
- [Bangladesh’s Khala project](https://www.imd.org/research-knowledge/strategy/case-studies/bangladesh-s-khala-project/) - This case describes the launch of a low-cost motorized bicycle in Bangladesh. The Khala, a "powered bicycle" is to be produced in Langah Bicycle Company’s own plant in Bangladesh. Successfully handling the product requires a full understanding of the local environment in Bangladesh (potential customer segments, competitive environment, government constraints) as well as an understanding
- [Developing IT solutions for reducing travel-related CO2 emissions: Hp Halo video collaboration solutions](https://www.imd.org/research-knowledge/sustainability/case-studies/developing-it-solutions-for-reducing-travel-related-co2-emissions-hp-halo-video-collaboration-solutions/) - The case demonstrates the potential companies have to drive innovation in order to reach ambitious CO2 reduction targets. It documents HP’s efforts under WWF International’s Climate Savers initiative. Climate Savers is a platform to transform business and industry into pioneers on climate and energy solutions. HP’s search for IT solutions to reduce travel-related CO2 emissions
- [Larsens Camp: Crisis in Kenya’s elephant paradise](https://www.imd.org/research-knowledge/strategy/case-studies/larsens-camp-crisis-in-kenya-s-elephant-paradise/) - Rohan Patel was looking at the building site outside the window of his third-floor office in Westlands, the upmarket business district of Nairobi, Kenya. Although the construction work would be finished in a few weeks’ time, it had taken a total of 18 months to complete and was seriously behind schedule. In early 2009, time
- [Organizational learning at Luxor SA](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/organizational-learning-at-luxor-sa/) - Companies’ success increasingly depends on their capacity to build skills, assure readiness of their talent pools, manage their knowledge, and foster understanding of their key objectives and a commitment to achieving them. There is widespread recognition that learning is key to strategy implementation and the organization’s capacity to learn is a key competitive advantage. The
- [The October 2009 Petrobras bond issue (B)](https://www.imd.org/research-knowledge/finance/case-studies/the-october-2009-petrobras-bond-issue-b/) - The case studies a period of debt from Brazil's petroleum giant, Petrobras. The task is to decide on debt issues that are needed to finance growth investments.
- [The October 2009 Petrobras bond issue (C)](https://www.imd.org/research-knowledge/finance/case-studies/the-october-2009-petrobras-bond-issue-c/) - Petrobras case explores the financing decisions of one of the largest oil companies in the world. The task is to decide on debt issues for growth investments.
- [Atlantida](https://www.imd.org/research-knowledge/finance/case-studies/atlantida/) - The supermarket chain "Atlantida" is considering an investment in a new delivery service for telephonic orders. The project will have a lifetime of 5 years.
- [Ayudhya Allianz c.p.: The turnaround](https://www.imd.org/research-knowledge/strategy/case-studies/ayudhya-allianz-c-p-the-turnaround/) - The case describes the transformation journey of a business unit in the middle of a major crisis - Allianz Auydhya CP, the subsidiary of Allianz, the largest insurance company in the world - into one of the most successful performers within the global group. In 2004, angry agents and employees resisting management efforts to restructure
- [Ayudhya Allianz c.p.: The i2s initiative](https://www.imd.org/research-knowledge/strategy/case-studies/ayudhya-allianz-c-p-the-i2s-initiative/) - The case describes the transformation of a country business unit in a large financial service company from a traditional organization beset by poor morale and leadership challenges to a global innovation leader - within a culture and an industry which traditionally does not foster innovation. The case describes in detail the key innovation initiatives taken
- [Bacia de Campos](https://www.imd.org/research-knowledge/finance/case-studies/bacia-de-campos/) - In August 2009, Petrobras announced a new oil discovery in carbonate reservoirs in the Bacia de Campos (Campos Basin). The discovery well was located nearly 120 km off the coast of Rio de Janeiro, at a depth of 1,000 meters. The discovery would be the object of an Assessment Plan, before exploration could begin.
- [Kipling (A): Monkey business - Kipling tries to conquer the world](https://www.imd.org/research-knowledge/strategy/case-studies/kipling-a-monkey-business-kipling-tries-to-conquer-the-world/) - MAY 1991. Flying back from Venice, Paul Van de Velde thought back about the strange meeting he and Enrico Boldoni had earlier that day with a potential Italian investor. Enrico, an elegant forty something Italian, was the franchising manager for a major department store chain in Italy. He strongly believed in the Kipling brand, and
- [Kipling (B): An entrepreneur in stormy weather](https://www.imd.org/research-knowledge/strategy/case-studies/kipling-b-an-entrepreneur-in-stormy-weather/) - SEPTEMBER 1991. Paul Van de Velde and Xavier Kegels were expecting a visit from their main banker, Mr. Meuleman. Paul and Xavier had founded Kipling, a casual bag company, five years earlier, together with a third partner, Vincent Haverbeke, who provided the seed money for the venture. Shortly after lunch, the banker finally arrived. Because
- [Value selling at SKF Service (C): Meeting John Elliot](https://www.imd.org/research-knowledge/marketing/case-studies/value-selling-at-skf-service-c-meeting-john-elliot/) - The case is the final instalment in the SKF series describing the meeting between Steelcorp and SKF representatives and the ensuing price negotiation. The case describes how two opposing initial positions converged towards a contract that met most of both parties’ objectives.
- [Redefining the AXA brand](https://www.imd.org/research-knowledge/marketing/case-studies/redefining-the-axa-brand/) - The case describes how AXA, a global insurance company headquartered in Paris, France, defined and implemented its new brand in May 2008. This is exactly 3 years after CEO Henri de Castries launched the initiative “Ambition 2012” aimed at doubling revenues and tripling underlying earnings between 2004 and 2012 and turning AXA into “the preferred
- [Philip Chase: An organizational powerand influence case](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/philip-chase-an-organizational-powerand-influence-case/) - The case is a true story with disguised names, and was developed with the help of the protagonist, “Philip Chase,” who runs a “successful” executive placement agency, Retail Personnel Flow (RPF). However, the case reveals that it is perhaps not as “successful” as he seemed to think. Philip has just learned from an employee that
- [Global growth at Irdeto (A): Overcoming the mothership syndrome](https://www.imd.org/research-knowledge/strategy/case-studies/global-growth-at-irdeto-a-overcoming-the-mothership-syndrome/) - Graham Kill, CEO of Irdeto, reflected on the 11 years he had spent in The Netherlands since first joining Irdeto, a medium-sized player in media content security. He felt proud of the company’s accomplishments: In a market dominated by large, integrated competitors and specialized local companies, Irdeto had become the world’s third-largest independent provider of
- [Global growth at Irdeto (B): A dual HQ strategy](https://www.imd.org/research-knowledge/strategy/case-studies/global-growth-at-irdeto-b-a-dual-hq-strategy/) - In March 2007, Graham Kill held an all-staff meeting at the company’s headquarters (HQ) in The Netherlands – broadcast live to the regions via the internet – to announce the establishment of a second Irdeto HQ in Beijing, China. This new office would build on the company’s existing activities (Asia-Pacific HQ, China sales and support,
- [Strategic risk management at Titan Shipping Company: Lessons from Metallgesellschaft](https://www.imd.org/research-knowledge/finance/case-studies/strategic-risk-management-at-titan-shipping-company-lessons-from-metallgesellschaft/) - Having finished his MBA earlier in the summer, Peter returned, as planned, to take over the helm of the family business. The past three months had been devoted to a close examination of the financial picture of both his family and the family business. During this time, he reacquainted himself with the current state of
- [Big beer: InBev vs. Anheuser-Busch](https://www.imd.org/research-knowledge/finance/case-studies/big-beer-inbev-vs-anheuser-busch/) - This merger case puts face to face a team of negotiators representing InBev and another representing Anheuser Busch (AB). These teams have to negotiate on a potential acquisition of AB. Therefore, this case is much broader than just an exercise in valuation or finance.
- [IBM: The value of values (A)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/ibm-the-value-of-values-a/) - This case is about rebuilding a high performance culture at IBM. The case starts in 2002, shortly after Sam Palmisano succeeded Louis V. Gerstner as CEO of IBM.
- [IBM: The value of values (B)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/ibm-the-value-of-values-b/) - The challenge for Palmisano, an IBM lifer, was how to persuade fellow IBMers to keep on changing in the absence of a “burning platform”. Keep reading it!
- [IBM: The value of values (C)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/ibm-the-value-of-values-c/) - After 10 years of sacrifice, there was a real danger of slipping back into complacency. This case is about rebuilding a high performance culture at IBM.
- [Mars, Incorporated: Building an innovation system](https://www.imd.org/research-knowledge/strategy/case-studies/mars-incorporated-building-an-innovation-system/) - The case describes the journey of Gilles Morel, the VP of Mars Central Europe, as he tries to build a culture of innovation within the organization. It becomes clear that the challenge is not simply about building the proper infrastructure and systems. It is also about getting people to commit to Mars' innovation agenda. How
- [Grameen Bank (cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/grameen-bank-cartoon-case/) - This graphic case study describes how Mohammed Yunus, a Bengaldeshi economist and banker, used his skills to serve the poverty stricken people in his country, specially the women. Yunus introduced microcredit and microfinance in Bangladesh and founded Grameen Bank to create a new market by innovating the value constellation. In 2006, Yunus and Grameen Bank
- [Luxottica: Sustaining growth in challenging times](https://www.imd.org/research-knowledge/strategy/case-studies/luxottica-sustaining-growth-in-challenging-times/) - Luxottica, headquartered in Milan, Italy, was the largest eyewear company in the world with sales surpassing €5 billion in 2008. In June 2009, the CEO of Luxottica, met with his management team to review the company’s growth strategy for the next five years. The objective was to take Luxottica to the next growth level. Should
- [Vinesh Juglal: South African serial entrepreneur](https://www.imd.org/research-knowledge/strategy/case-studies/vinesh-juglal-south-african-serial-entrepreneur/) - Serial entrepreneur Vinesh Juglal wondered what it would be like to run Durban Computer College (DCC), the institution he had just bought. The education market in Africa was growing by leaps and bounds, and the ever-opportunistic Vinesh knew that buying a successful training enterprise could help him make the most of this market. On the
- [Plumrose Latinoamericana: Relaunching deviled ham in Venezuela (A)](https://www.imd.org/research-knowledge/marketing/case-studies/plumrose-latinoamericana-relaunching-deviled-ham-in-venezuela-a/) - Plumrose Latinoamericana, a subsidiary of the Danish Group, The East Asiatic Company Ltd A/S (EAC), better known in Venezuela as Plumrose, is the country’s largest player within the processed meat industry. Bent Porsborg, CEO of Plumrose, was concerned that despite repeated marketing efforts, Plumrose’s share in the deviled ham category had been stagnating, at less
- [Plumrose Latinoamericana: Relaunching deviled ham in Venezuela (B)](https://www.imd.org/research-knowledge/marketing/case-studies/plumrose-latinoamericana-relaunching-deviled-ham-in-venezuela-b/) - The B-case looks at the results achieved by Plumrose in 2007, two years after the company’s relaunch of deviled ham in Venezuela. Underwood’s management had been taken by surprise by Plumrose’s bold innovation moves and took a while to react. Meanwhile Plumrose CEO Bent Porsborg was planning the next moves to continue taking market share
- [Shell Technology India: Building a global hub](https://www.imd.org/research-knowledge/strategy/case-studies/shell-technology-india-building-a-global-hub/) - The case describes the history of the technology center Royal Dutch Shell opened in India from its founding in 2006 till its integration in the company’s new Projects & Technology organization in 2009. The new technology center, Shell Technology India (STI), sought to deliver advanced technical studies, projects and services for Shell businesses around the
- [Playing to win: Leadership and sustainability at ESB Electric Utility](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/playing-to-win-leadership-and-sustainability-at-esb-electric-utility/) - In 2007, the Irish electric utility, Electricity Supply Board (ESB) – 95% publicly owned-, contributed 15% of Ireland’s greenhouse gas emissions. It owned the largest point sources of the country’s rising carbon dioxide emissions. Due to extraordinary economic development, Ireland’s greenhouse gases emissions were continually rising. The situation was clearly untenable. In March 2008, ESB’s
- [SMS for Life (A): A public-private collaboration to prevent stock-outs of life saving malaria drugs in Africa](https://www.imd.org/research-knowledge/strategy/case-studies/sms-for-life-a-a-public-private-collaboration-to-prevent-stock-outs-of-life-saving-malaria-drugs-in-africa/) - Malaria is a mosquito-borne infectious disease and a public health problem in over 100 countries worldwide. It causes about one million deaths each year; most of them are children under the age of five in Sub-Saharan Africa. The tragedy is that most of the deaths are preventable. Drugs to cure the disease exist, however they
- [What is your strategy?](https://www.imd.org/research-knowledge/strategy/case-studies/what-is-your-strategy/) - What you need to be able to talk about intelligently if you mention that you have a strategy: 1) your overall strategic direction; 2) your strategic targets; 3) your competitive formula; 4) your current competitive challenges; 5) the resources and capabilities you need; 6) your competitive advantages; 7) your strategic priorities and 8) how you
- [Michelin and the electric power train revolution](https://www.imd.org/research-knowledge/strategy/case-studies/michelin-and-the-electric-power-train-revolution/) - Michelin, the world’s second largest tire manufacturers, has developed a broad range of power train systems and components for zero-emission electric vehicles. These systems include: Motorized wheels (wheels integrating an electric drive motor); “Active wheels” (wheels integrating an electric drive motor and an electrical intelligent suspension system); Fuel-cell systems; Auxiliary power solutions (combination of batteries
- [Yinscape and Yangsearch](https://www.imd.org/research-knowledge/strategy/case-studies/yinscape-and-yangsearch/) - Yinscape attempted a friendly takeover last summer, but it was fended off by Yangsearch’s board. The eventual takeover has taken a lot of effort and has been under intense scrutiny, partly by regulators but mostly by financial and industry analysts, the majority of whom have yet to decide whether this deal is a good thing
- [Financial strategy at BAA plc (A)](https://www.imd.org/research-knowledge/finance/case-studies/financial-strategy-at-baa-plc-a/) - Grupo Ferrovial from Spain acquired BAA PLC in June 2006 following one of the most interesting battles for control in recent years in Europe.
- [Miguel Torres: Ensuring the family legacies](https://www.imd.org/research-knowledge/strategy/case-studies/miguel-torres-ensuring-the-family-legacies/) - VILAFRANCA DEL PENEDÈS, SPAIN, APRIL 2010. “The more we care for the earth, the better our wines…” With those simple words, Miguel A. Torres, the fourth-generation owner of Miguel Torres S.A., one of the largest and most reputed Spanish wine makers and distributors in the world, summarized his concern for climate change. The man was
- [JMC Soundboard: Crossing the sound barrier](https://www.imd.org/research-knowledge/strategy/case-studies/jmc-soundboard-crossing-the-sound-barrier/) - December 2009 – Le Brassus, Vallee De Joux, Switzerland. The sound was eerie, moving, almost intoxicating: deep, rich, subtle, mesmerizing… and it appeared to be coming out from a single square piece of wood hanging on the wall. How could that be? You could walk around the room, turn your head in all directions and
- [Leshop: A success story in the online grocery market](https://www.imd.org/research-knowledge/operations/case-studies/leshop-a-success-story-in-the-online-grocery-market/) - LeShop, the first online supermarket in Switzerland, was launched in 1998 at the heart of the internet boom. While many other start-up online grocery businesses did not succeed, LeShop seemed to find a sustainable business model and achieved breakeven in the first quarter of 2006. By 2010, LeShop was established as the biggest online supermarket
- [Novozymes A/S](https://www.imd.org/research-knowledge/strategy/case-studies/novozymes-a-s/) - This case documents the situation facing Novozymes, the world’s leading enzyme producer, as it tries to figure out how best to get American bio-ethanol producers to adopt its second generation enzyme technology, which will allow the production of bio-ethanol from corn husks and other waste products, rather than using corn itself. Adoption of this technology
- [Ferrovial conquers the UK: Following in the steps of Philip II (B)](https://www.imd.org/research-knowledge/finance/case-studies/ferrovial-conquers-the-uk-following-in-the-steps-of-philip-ii-b/) - The case discusses the structure of the target company its capital structure. BAA’s assets was very stable, low risk and very well protected from competition.
- [Air Arabia: Taking off in the Middle East](https://www.imd.org/research-knowledge/finance/case-studies/air-arabia-taking-off-in-the-middle-east/) - This case is about the IPO of Air Arabia in 2007 in the United Arab Emirates. Raising capital in the UAE had begun with Decision 12, issued by the Council of Ministers in 2000; activity had grown from 2 IPOs in 2002 to 53 in 2007. A portfolio manager for EFG-Hermes in Dubai, a competitor
- [Renovating Home Depot: 2000-2006](https://www.imd.org/research-knowledge/strategy/case-studies/renovating-home-depot-2000-2006/) - This is the case of a leader who came into a hugely successful company only to find out that it lacked basic systems and was running out of growth opportunities in its existing markets. Though a non-retailer, he had a lot of experience in different businesses and learned quickly. Having diagnosed the situation, he made
- [Dell Computers (A): 1984-2005](https://www.imd.org/research-knowledge/strategy/case-studies/dell-computers-a-1984-2005/) - During the years between its founding in 1984 and 2004, Dell Computers authored one of the great success stories in modern manufacturing. In a business increasingly characterized as a “commodity”, where product differentiation was little and futile, Dell established an organizational culture that allowed it to outperform all competitors in the very difficult [“unattractive”] personal
- [Do star performers need to network? (A)](https://www.imd.org/research-knowledge/strategy/case-studies/do-star-performers-need-to-network-a/) - Pharmaceutical brand manager John O’Brady has just been passed over for the role of global marketing head of the drug brand for which he was responsible. Instead; a colleague with the same qualifications as John; who had not delivered nearly as much as he had in terms of results; had landed the job. Why had
- [Do star performers need to network? (C): The case of the high-potential: Yvonne Benkert](https://www.imd.org/research-knowledge/strategy/case-studies/do-star-performers-need-to-network-c-the-case-of-the-high-potential-yvonne-benkert/) - Networking had been central to Yvonne Benkert’s career – helping her to get her first job out of university, and then taking her to head of HR for MAN. As a high potential, Yvonne began an Executive MBA program. In November 2009, the management board was restructured. Everyone was replaced except for Yvonne’s mentor. He
- [The Zegna Group](https://www.imd.org/research-knowledge/strategy/case-studies/the-zegna-group/) - This company note describes the Zegna family business from its founding by Angelo Zegna at the end of the 19th century up to 2000 when 4th generation family members, Gildo and Paolo Zegna, were running what had become one of the world’s leading textile and fine men’s clothing businesses.
- [Unilever sustainable tea: Leapfrogging to mainstream](https://www.imd.org/research-knowledge/sustainability/case-studies/unilever-sustainable-tea-leapfrogging-to-mainstream/) - The case documents Unilever’s journey toward exclusively using certified sustainable tea in its major tea brands. It illustrates the decision of Lipton’s executives to source all tea from Rainforest Alliance CertifiedTM farms and follows their efforts to raise it to a higher level within Unilever by positioning it at the core of an ambitious market
- [Thinking outside the box in talent development: Inter-company employee exchange (A)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/thinking-outside-the-box-in-talent-development-inter-company-employee-exchange-a/) - KUALA LUMPUR, April 2008: Kamal Haji Nawawi, Senior Vice President Strategic Human Capital Management, Khazanah Nasional Berhad was about to leave his office at the Petronas Twin Towers to meet with the CEO of a government-linked company (GLC). The purpose of the meeting was to discuss the GLC’s participation in the new talent exchange program.
- [Thinking outside the box in talent development: Inter-company employee exchange (B)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/thinking-outside-the-box-in-talent-development-inter-company-employee-exchange-b/) - KUALA LUMPUR, February 2009: The third Leadership Development Circle for the CEOs and HR heads of the 20 Malaysian government linked companies (GLCs) was only one week away. One of the hot topics at this forum was the status and future of the talent exchange program. Fifteen promising managers (talents) had been in their new
- [BAT (A): A “textbook” talent management strategy fails to deliver](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/bat-a-a-textbook-talent-management-strategy-fails-to-deliver/) - This case explores management in an interesting company: a tobacco company. Keep reading to see how talent management is organized in a dynamic company.
- [BAT (B): Creating a sustainable global leadership pipeline](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/bat-b-creating-a-sustainable-global-leadership-pipeline/) - The case study traces the process of “learning by doing” as company executives take on the challenges of talent development in an unusual industry. Learn more!
- [Do star performers need to network? (D) at a mid-career crossroads: Natasha Nowak](https://www.imd.org/research-knowledge/strategy/case-studies/do-star-performers-need-to-network-d-at-a-mid-career-crossroads-natasha-nowak/) - Since May 2006, Natasha Nowak had been Director of Market Intelligence & Commercial Relations for a large food manufacturing company, splitting her time between Italy and northern Europe. In 2007, Natasha was offered a role in a growing market, but for personal reasons, wished to remain in Italy. She used her network to successfully convince
- [Nash Confectionery plc: Rethinking India](https://www.imd.org/research-knowledge/strategy/case-studies/nash-confectionery-plc-rethinking-india/) - This disguised case traces the engineering of a complete corporate turn-around in a large, European-based, fast-moving consumer goods company’s Indian business unit. The case traces the assumption of leadership by a new team in a traditionally difficult market and examines what they do, and how they do it, to successfully achieve stretch targets that were
- [Starwood Hotels: Innovation through marketing](https://www.imd.org/research-knowledge/marketing/case-studies/starwood-hotels-innovation-through-marketing/) - Starwood Hotels & Resorts Worldwide was one of the world’s largest hospitality ownership, management and franchise companies in 2010, with 992 properties in some 100 countries. Starwood had started out as an owner and operator of hotels in 1994. But in 2004, it had shifted its strategy to an asset-light model, whereby it reduced its
- [Doosan Infracore International: Portable power brand transformation (A)](https://www.imd.org/research-knowledge/marketing/case-studies/doosan-infracore-international-portable-power-brand-transformation-a/) - In December 2007, Korean conglomerate Doosan acquired a portfolio of industrial portable power equipment from U.S. company Ingersoll Rand. The acquisitions, the largest ever done by a Korean company outside of Korea, were part of Doosan’s strategy to become a global, full-line manufacturer and marketer of construction equipment. With market leading products under the company’s
- [The Cola-Cola company (Abridged)](https://www.imd.org/research-knowledge/marketing/case-studies/the-cola-cola-company-abridged/) - (This is an abridged version of the case IMD-5-0741.) The Coca-Cola Company (TCCC) had developed a franchise model in the late 1980s consisting of TCCC and its 300 bottling partners worldwide. In 2009, TCCC retained its market leadership of the global sparkling soft drinks market in 2009, but continued to battle a host of fragmented
- [Nestlé Health Science S.A.: The race to the middle](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-health-science-s-a-the-race-to-the-middle/) - In June 2010 Peter Brabeck, chairman of Nestlé, made a presentation to the company’s board of directors outlining what he believed was a major long-term opportunity facing the company. Peter thought that Nestlé should enter the “market space” between the traditional food and beverage industry and the pharmaceutical industry by creating foods that could delay
- [Reputation: A bridge to the advertising future](https://www.imd.org/research-knowledge/strategy/case-studies/reputation-a-bridge-to-the-advertising-future/) - Seven years earlier, in early 2001, Alexander had started REPUTATION with his two partners, Carsten and Mikkel. Prior to launching the company, the three founders had worked together as a team at a Danish mid-sized advertising agency called Bergsøe. Their work had primarily involved international medical companies. Thanks to Carsten and Mikkel’s award-winning creative minds,
- [Aktiva buys Yaco: A case study of market manipulation with options](https://www.imd.org/research-knowledge/finance/case-studies/aktiva-buys-yaco-a-case-study-of-market-manipulation-with-options/) - On September 6, 2008, Aktiva Corporation ("Aktiva") announced that it would make a tender offer to acquire 100% of the shares of Yaco Inc ("Yaco"). The bid price offered was $330 per share of Yaco. Both Aktiva and Yako were medium-size, publicly-traded companies, operating in the services sector.The announcement was made after Aktiva had bought
- [Valuing a tobacco brand: The case of Matrix](https://www.imd.org/research-knowledge/finance/case-studies/valuing-a-tobacco-brand-the-case-of-matrix/) - Swiss German Tobacco plans to introduce a new tobacco brand in the Czech Republic. The company has been operating in the country until 2007, when a currency crisis has taken the country out of a euro peg, and into a dollarization of the economy. The new brand is to be labeled “Matrix”, as a glamour
- [Doosan Infracore International: Portable power brand transformation (B)](https://www.imd.org/research-knowledge/marketing/case-studies/doosan-infracore-international-portable-power-brand-transformation-b/) - As Stefan Brosick, Director of Global Product Strategy wondered whether Doosan would benefit from an immediate re-branding, or if other branding strategies might be more effective, regional issues began to emerge. The challenge of selecting the optimal strategy (keep the IR brand, co-brand, extended retention, immediate re-brand) was compounded by international product and channel differences.
- [British Petroleum (A): Defining a strategic vision](https://www.imd.org/research-knowledge/strategy/case-studies/british-petroleum-a-defining-a-strategic-vision/) - The A-case begins with Tony Hayward’s appointment as CEO of BP. Hayward was immediately faced with the challenge of convincing the board that he could streamline BP’s cost structure, while at the same time addressing the other main issue facing the company, its safety record. One of the board’s subcommittees, the safety, ethics and environment
- [British Petroleum (B): The Deepwater Horizon explosion](https://www.imd.org/research-knowledge/strategy/case-studies/british-petroleum-b-the-deepwater-horizon-explosion/) - The B-case highlights some of the changes Hayward had implemented since becoming CEO in 2007. After Hayward announced that BP’s top strategic priorities for 2010 were ongoing cost cutting, production growth and alternative energy, the Deepwater Horizon drilling rig exploded in the Gulf of Mexico in April 2010, triggering the largest oil spill in history.
- [British Petroleum (C): Economic and environmental sustainability?](https://www.imd.org/research-knowledge/strategy/case-studies/british-petroleum-c-economic-and-environmental-sustainability/) - The C-case begins with BP announcing that Hayward is stepping down as CEO of BP to be succeeded by Bob Dudley. Shortly thereafter, Dudley announced that he would evaluate each business’s progress in reducing operational risks and achieving excellent safety and compliance standards. The case also describes some of the legal consequences BP faced as
- [Deutsche Telekom: A transformation journey (B)](https://www.imd.org/research-knowledge/strategy/case-studies/deutsche-telekom-a-transformation-journey-b/) - This is a classic transformation case, made more complex by the fact that it involves a huge organization and that it is led by a youthful company insider, René Obermann. The two-part case study covers the period between 2006 and 2010. The case starts in late 2006, shortly after Obermann was promoted to replace Kai-Uwe
- [Deutsche Telekom: A transformation journey (A)](https://www.imd.org/research-knowledge/strategy/case-studies/deutsche-telekom-a-transformation-journey-a/) - This is a classic transformation case, made more complex by the fact that it involves a huge organization led by a youthful company insider, René Obermann. The two-part case study covers the period from 2006 to 2010. The case starts in late 2006, shortly after Obermann was promoted to replace Kai-Uwe Ricke at Deutsche Telekom
- [SMS for Life (B): Living the implementation challenges of a successful pilot project](https://www.imd.org/research-knowledge/strategy/case-studies/sms-for-life-b-living-the-implementation-challenges-of-a-successful-pilot-project/) - After successfully completing the roll-out of the SMS for Life project in three health districts in Tanzania, Jim Barrington, former group CIO of Novartis and Project Director for SMS for Life with Roll-Back Malaria, faces a number a challenges for implementing the project full scale in Tanzania as well as having other African countries (including
- [Aggreko (A): Measuring customer satisfaction with Net Promoter Score](https://www.imd.org/research-knowledge/marketing/case-studies/aggreko-a-measuring-customer-satisfaction-with-net-promoter-score/) - By the end of 2004, Aggreko was on the move. The new CEO revealed a new strategy which led to a commitment to further enhance the company’s customer orientation. Simon Lyons was recruited as head of marketing and communications. Lyons spent months getting to know the organization, feel its pulse and understand how it really
- [Aggreko (B): Net promoter score implementation](https://www.imd.org/research-knowledge/marketing/case-studies/aggreko-b-net-promoter-score-implementation/) - The B case describes Lyons’ reaction to the executive teams’ issues. Backing off full scale implementation for the moment, Lyons proceeds with some pilot studies. The case reports customer feedback from one of the pilot studies.
- [Aggreko (C): Update](https://www.imd.org/research-knowledge/marketing/case-studies/aggreko-c-update/) - The C case synthesizes the pilot study customer feedback and summarizes how the protagonist addressed the issues raised. It describes how Lyons proceeded to implement NPS successfully across the whole organisation. Finally, it provides an update on Aggreko’s commercial performance.
- [Foxconn and blood iPhones?](https://www.imd.org/research-knowledge/strategy/case-studies/foxconn-and-blood-iphones/) - For Terry Gou, 2010 should have been a good year. He topped the Forbes billionaire list as the richest man in Taiwan and his company Foxconn was listed as 112th in Fortune’s ‘Global 500’ rankings and appeared again on the ‘Most Admired Companies’ list for 2010. Life suddenly changed for Gou with a spate of
- [ABB process automation: Competing in the mid-tier market in China](https://www.imd.org/research-knowledge/strategy/case-studies/abb-process-automation-competing-in-the-mid-tier-market-in-china/) - ABB was facing increasing competition in the process automation market in China from local, good enough (mid-tier) competitors. Senior management at ABB had to decide whether ABB should enter the mid-tier market itself, and, if so, whether to do it by acquiring a local competitor or by growing into the market segment organically. ABB decided
- [Magdi Batato at Nestlé Malaysia (A): Introducing team-based production](https://www.imd.org/research-knowledge/strategy/case-studies/magdi-batato-at-nestle-malaysia-a-introducing-team-based-production/) - In June 2005, Magdi Batato, executive director of production for Nestlé Malaysia, was frustrated, having spent the last four months trying to convince the Nestlé Malaysia Production Management Committee to adopt a new approach to organizing production improvement: team-based management with goal alignment across teams and increased team autonomy. However, the committee had yet to
- [Magdi Batato at Nestlé Malaysia (B): First the systems, now the people](https://www.imd.org/research-knowledge/strategy/case-studies/magdi-batato-at-nestle-malaysia-b-first-the-systems-now-the-people/) - This follow up case looks at the changes implemented by Magdi Batato after two years as executive director of production at Nestlé Malaysia. In June 2007, he faced new challenges, not least among them was sustaining the success of SAWTs and continuous improvement at Nestlé Malaysia. Implementing changes in managing human resources would be critical
- [Odebrecht: Dreaming the client’s dreams](https://www.imd.org/research-knowledge/strategy/case-studies/odebrecht-dreaming-the-client-s-dreams/) - SALVADOR DA BAHIA – BRAZIL. When Marcelo Odebrecht took over executive control of Odebrecht in 2009, he knew that he would have to light his own beacon for the firm. The company, launched in 1944 and still family-controlled, exhibited a strong entrepreneurial empowerment culture rooted in the life and business philosophy of the founder Norberto,
- [Nestlé’s PPP strategy (A): The emerging opportunity of Maggi in West Africa](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-s-ppp-strategy-a-the-emerging-opportunity-of-maggi-in-west-africa/) - The case discusses the challenge of reaching emerging low-income consumers in West Africa. Nestlé’s Maggi, a brand established in West Africa more than 50 years ago, provides an example of a unique business model that targets such consumers. The case discusses the sustainability of the business model and to what extent it can be extended
- [Nestlé’s PPP strategy (B): Nescafé in West Africa](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-s-ppp-strategy-b-nescafe-in-west-africa/) - The case discusses the challenge of reaching emerging low-income consumers in West Africa. In the (A) case, Maggi was introduced as a successful example of a unique business model targeting this market. The (B) case discusses whether this business model can be extended to other products.
- [People's Grocery (A): The first step](https://www.imd.org/research-knowledge/strategy/case-studies/people-s-grocery-a-the-first-step/) - Soon after joining People’s Grocery, Canada’s largest grocery and health products retailer, as vice president of Enterprise Technology Services, Peter Trawling had been faced with an important decision. His boss, corporate CIO Fawad Rahim, had told him in no uncertain terms to reduce costs, and further suggested that the contract for in-store technologies would be
- [People’s Grocery (B): Priorities and risks](https://www.imd.org/research-knowledge/strategy/case-studies/people-s-grocery-b-priorities-and-risks/) - The second part of this series describes the initial measures taken by Trawler following his analysis of IT management practices at People’s Grocery. Trawler now needs to define further actions to take for each of the management issues he had identified and to set the priorities.
- [Managing strategic initiatives at Tetra Pak](https://www.imd.org/research-knowledge/strategy/case-studies/managing-strategic-initiatives-at-tetra-pak/) - In 2007 Ralph Geiger, head of program management at Tetra Pak, had assessed the corporate strategic plan for the year. There were 15 initiatives under way in process improvement: 10 designed to turn the business into a world-class provider and five in master data. There were another 17 strategic initiatives and many smaller projects also
- [Sonaecom and Portugal Telecom](https://www.imd.org/research-knowledge/finance/case-studies/sonaecom-and-portugal-telecom/) - The case deals with the hostile bid of Portugal telecom by Sonaecom in 2006. The key events are covered, with emphasis on estimating and quantifying the sources of synergies that might justify the offer.
- [TerraCycle (D): Where’s the capital in eco-capitalism?](https://www.imd.org/research-knowledge/strategy/case-studies/terracycle-d-where-s-the-capital-in-eco-capitalism/) - Finding funding for an eco-capitlist venture is fraught with challenges.? Discover this Case Study and explore in depth the challenges faced by Terracycle.
- [TerraCycle (C): Eco-capitalism and “upcycling” waste](https://www.imd.org/research-knowledge/strategy/case-studies/terracycle-c-eco-capitalism-and-upcycling-waste/) - How do you take waste products and turn it into profit? Discover this Case Study and explore in depth the challenges faced by TerraCycle.
- [Terracycle (B): A million tradeoffs](https://www.imd.org/research-knowledge/strategy/case-studies/terracycle-b-a-million-tradeoffs/) - How does Terracycle deal with a million different trade-offs? Discover this Case Study and explore in depth the challenges faced by Terracycle.
- [Terracycle (A): Building a venture with spineless employees](https://www.imd.org/research-knowledge/strategy/case-studies/terracycle-a-building-a-venture-with-spineless-employees/) - The challenge of charting a successful path when employees didn't buy-in. Discover this Case Study and explore in depth the challenges faced by TerraCycle.
- [From dream to nightmare (A)](https://www.imd.org/research-knowledge/strategy/case-studies/from-dream-to-nightmare-a/) - This case relates the events leading up to the appointment of Kees van der Graaf, president of Unilever’s Ice Cream and Frozen Foods Europe (ICFE), to the position of Foods Division Director. The A-case describes how Kees was taken by surprise at the annual senior leadership event in February 2004 when one of Unilever’s co-chairs
- [From dream to nightmare (B)](https://www.imd.org/research-knowledge/strategy/case-studies/from-dream-to-nightmare-b/) - This case relates the events that took place after the news of Kees van der Graaf’s appointment as Unilever’s Foods Division Director was released. It became clear that the other members of the Foods Executive were closing ranks on him. Kees and the senior VP of HR for the Foods Division agreed that a process
- [Sula Wines: Creating a legacy (A)](https://www.imd.org/research-knowledge/strategy/case-studies/sula-wines-creating-a-legacy-a/) - The Sula case deals with the birth of the wine industry in India and the leadership challenges faced by the founder starting up and growing in this industry. The case explores different challenges that the entrepreneur faces as he enters a virtually non existent industry in India. The case discusses entrepreneurial and leadership challenges in
- [WestLB (A): In the pipeline - responsible financing](https://www.imd.org/research-knowledge/finance/case-studies/westlb-a-in-the-pipeline-responsible-financing/) - The A-case opens with Greenpeace activists dangling in mountaineering harnesses from the facade of WestLB headquarters in Düsseldorf. WestLB was one of the largest banks in Germany and the public bank for the federal state of North-Rhine Westphalia. The activists were protesting against the bank’s financing for the construction of the second oil pipeline in
- [WestLB (B): Going with the flow](https://www.imd.org/research-knowledge/finance/case-studies/westlb-b-going-with-the-flow/) - The B-case chronicles the continuing NGO protests after WestLB closed on the loan to the pipeline company OCP. The focus of the protests shifted to the choice of pipeline route. The NGOs argued that the route with the least negative environmental and social impacts was one that ran alongside the existing pipeline. The route proposed
- [WestLB (C): A change in direction](https://www.imd.org/research-knowledge/finance/case-studies/westlb-c-a-change-in-direction/) - Growing political pressure combined with industry-wide changes compelled WestLB to alter its approach to project financing. The C-case tracks the decision-making processes in the bank that resulted in action on three fronts: (1) participation in the development of the Equator Principles: (2) the creation of an internal sustainability department and (3) the implementation of an
- [Nestlé Continuous Excellence (A): Beyond cost savings](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-continuous-excellence-a-beyond-cost-savings/) - The first case in a four-case series about Nestlé Continuous Excellence explores how in his first year as Nestlé’s Executive Vice President of Global Operations, José Lopez became convinced of the need for one approach to performance improvement, after seeing improvement initiatives at different company operations around the world. How would he get buy-in from
- [Nestlé Continuous Excellence (B): Launching NCE](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-continuous-excellence-b-launching-nce/) - The second case in this four-case series is set in May 2008. Following agreement to implement NCE at the Mirador meeting in July 2007, the NCE global team had developed a model, which it was ready to launch. José Lopez scheduled a two-day Global Operations Conference in Evian, for Nestlé’s technical, supply chain and procurement
- [Nestlé Continuous Excellence (C): Operations and beyond](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-continuous-excellence-c-operations-and-beyond/) - José Lopez, Nestlé’s executive vice president of global operations, had convincingly demonstrated the benefit of NCE in operations. Now he wanted to see it rolled out to the rest of the organization. NCE’s sustainability, employee engagement and impressive financial returns convinced Lopez that if NCE were implemented in other functions, it could serve as the
- [NCC Construction Danmark (B): Transforming the industry](https://www.imd.org/research-knowledge/strategy/case-studies/ncc-construction-danmark-b-transforming-the-industry/) - Case B of the NCC Construction Danmark series describes the proactive approach taken by NCC DK’s top management seeking to find new and more profitable growth opportunities for the company. Top management believed that the company’s growing competence in constructing energy efficient buildings and in virtual design construction (VDC) gave it the credentials to build
- [NCC Construction Danmark (A): Back to profitability](https://www.imd.org/research-knowledge/strategy/case-studies/ncc-construction-danmark-a-back-to-profitability/) - This two part case series describes the transformation challenge faced by a European company, NCC Construction Danmark A/S (NCC DK), belonging to one of the oldest industries in the world – construction. Even though the context is construction, the lessons that this case provides should appeal to other European companies and industries as they simultaneously
- [Customers vs. investors (cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/customers-vs-investors-cartoon-case/) - The setting of this case is an executive committee meeting where the Chief Marketing Officer is seeking approval for a $300 customer satisfaction initiative. Clean, Inc. has successfully increased customer satisfaction by 20% over the past several years, and the CMO believes that the proposed initiative will help to achieve a 99% customer satisfaction rate.
- [The post-merger dilemma (cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/the-post-merger-dilemma-cartoon-case/) - Two mid-sized oil and gas companies merge. The cultures of these two firms are very different: The acquirer (Dig Deep) is known for its high ethical standards and long-term focus, while the acquired firm (Extract More) is more short-term financially driven. One early challenge is to embed the Dig Deep culture into the Extract More
- [Fiscal austerity, healthcare cost containment and the management of drug supply: The case of Italy](https://www.imd.org/research-knowledge/strategy/case-studies/fiscal-austerity-healthcare-cost-containment-and-the-management-of-drug-supply-the-case-of-italy/) - At the end of the Berlusconi government, various reform packages were being promoted that effectively did not remedy the fundamental healthcare situation. Taking into considerations multiple stakeholder concerns, competing business models, how would you act as a country managers of multinational pharma company?
- [Indonesia 2011: Political and economic context, healthcare system and pharmaceutical markets](https://www.imd.org/research-knowledge/strategy/case-studies/indonesia-2011-political-and-economic-context-healthcare-system-and-pharmaceutical-markets/) - Profile of Indonesian healthcare system.
- [Sorrell v. IMS Health Inc., no. 10-779](https://www.imd.org/research-knowledge/strategy/case-studies/sorrell-v-ims-health-inc-no-10-779/) - The case presents an entry to discuss whether one is faced with a decision over data access and consumer privacy or means for state governments to contain healthcare costs to the detriment of consumers.
- [The Indonesian vaccine controversy](https://www.imd.org/research-knowledge/strategy/case-studies/the-indonesian-vaccine-controversy/) - Public outcry over the source of meningitis vaccine changes competitive landscape in Indonesia and drives public debate about pricing.
- [Tencent: Copying to success](https://www.imd.org/research-knowledge/strategy/case-studies/tencent-copying-to-success/) - The case provides a history and description of the Chinese Internet company, Tencent – one of the largest Internet companies in the world. It is not a decision case; there is no decision point and no case protagonist. It has been written largely from public sources. The case is up to date as of the
- [Establishing the Nestlé Malaysia war-room](https://www.imd.org/research-knowledge/strategy/case-studies/establishing-the-nestle-malaysia-war-room/) - In 2004, Stéphane Alby was appointed CFO at Nestlé Malaysia-Singapore. Within a month of starting in his new position, Alby received a 50-page management report covering the past months from Corporate Controlling. It was the middle of the third week of the month. He flipped through it, then gave it to his secretary to shred,
- [Hollinger and the downfall of Conrad Black](https://www.imd.org/research-knowledge/strategy/case-studies/hollinger-and-the-downfall-of-conrad-black/) - On Friday, 13 July 2007, publishing magnate, Lord Black of Crossharbour stood up in a Chicago courthouse, together with three colleagues from Hollinger International Inc. (HII), to hear the jurors’ verdict in their five-month trial. Convinced of his innocence, Lord Black looked on stony-faced as the verdict was announced: guilty of fraud and of obstructing
- [Nestlé Continuous Excellence (D): Starting the journey beyond operations](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-continuous-excellence-d-starting-the-journey-beyond-operations/) - This is the fourth and final case in the NCE series. By July 2010, the Nestlé board had approved the decision to roll NCE out beyond operations. The NCE Model for GLOBE (IS-IT) had been defined in spring 2010. As such, GLOBE was one of the prime movers of NCE beyond Operations. This was closely
- [The Baldor acquisition](https://www.imd.org/research-knowledge/finance/case-studies/the-baldor-acquisition/) - Although initial contacts between ABB and US motor manufacturer Baldor had started a few months earlier, it was only in January 2010 when ABB finally made an unofficial offer for all of Baldor’s shares at $36 a piece. Baldor was one of the lead manufacturers of NEMA-compliant motors, the US specific standard, and the opportunity
- [Netflix: Shifting distribution channels](https://www.imd.org/research-knowledge/marketing/case-studies/netflix-shifting-distribution-channels/) - Netflix was founded in 1997 as a DVD rental service that mailed discs to customers through the post. Initially it offered a pay-per-rental system, but in 1999 it switched to a web-based subscription service based on a flat monthly fee and unlimited DVD rentals. It had come to dominate the DVD rental market in recent
- [Bavaria and the Swinkels family: Brewing a sticky brand](https://www.imd.org/research-knowledge/strategy/case-studies/bavaria-and-the-swinkels-family-brewing-a-sticky-brand/) - Peer Swinkels (36) took a moment in 2011 to reflect on the achievements and the challenges that lay ahead for the 330-year-old family brewery. Peer was responsible for the commercial activities of the company. Together with his fellow board members, he was quite aware that his predecessors had left behind a beer company that excelled
- [Swiss International - the end of a dream](https://www.imd.org/research-knowledge/finance/case-studies/swiss-international-the-end-of-a-dream/) - The case briefly reviews the attempt to resurrect a Swiss national carrier after the failure of Swissair and the problems around rebranding. It also looks at the difficulty of integrating two disparate corporate cultures (Swissair and Crossair). Issues of funding, optimal size and forming alliances in a highly competitive market are also considered. It tells
- [The Macondo blowout: Decision making in difficult times (Abridged)](https://www.imd.org/research-knowledge/strategy/case-studies/the-macondo-blowout-decision-making-in-difficult-times-abridged/) - In May 2007 Tony Hayward became chief executive officer (CEO) of BP, the London-based oil and gas “supermajor,” promising to refocus company culture on safety issues. BP had experienced more than its fair share of accidents during its rapid expansion under Lord Browne, Hayward’s predecessor. Hayward had positioned himself as the candidate to fix BP’s
- [Luis da Silva: Reaching the limit?](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/luis-da-silva-reaching-the-limit/) - While he is completing his EMBA, Luis da Silva is offered a promotion at the large military components company where he has proven himself as a successful commercial director. Though respected by his superiors for achieving results, he has the reputation of being a tough and intimidating manager. As he transitions to his new role,
- [Georgina Brown: Taking charge](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/georgina-brown-taking-charge/) - Georgina Brown is hired as the new CEO of a large UK hospital with a mandate to quickly shore up the institution’s financial situation. Though highly qualified for the job, she meets resistance from the medically staffed senior management team. As they question her analysis and judgement, she must rethink her leadership in the CEO
- [Modularity: How does product commoditization occur globally and what is the way out?](https://www.imd.org/research-knowledge/strategy/case-studies/modularity-how-does-product-commoditization-occur-globally-and-what-is-the-way-out/) - This technical note explains the causal mechanism by which product commoditization occurs and describes an approach that enables more sustainable innovation.
- [Firmenich: A passion for smell and taste](https://www.imd.org/research-knowledge/strategy/case-studies/firmenich-a-passion-for-smell-and-taste/) - GENEVA, SWITZERLAND. At the end-of-year company presentation in December 2010; Patrick Firmenich (fourth generation); CEO of Firmenich International; was pleased to review another successful year. The 115-year-old; Geneva-based flavor and fragrances company had posted record sales; regained its growth leadership position after the worst recession in recent history and received unique industry accolades by winning
- [Hong Kong Stock Exchange: The mainland challenge](https://www.imd.org/research-knowledge/strategy/case-studies/hong-kong-stock-exchange-the-mainland-challenge/) - The case is written from the perspective of Charles Li, the chief executive designate of the Hong Kong Stock Exchange (HKEx). Li is faced with a number of challenges relating to the strategic direction of the HKEx. In particular, he needs to develop a plan to address the growing power of mainland exchanges, most notably
- [Sulzer takeover battle](https://www.imd.org/research-knowledge/finance/case-studies/sulzer-takeover-battle/) - Sometime during the evening of the 20th of April 2007 a significant number of Sulzer shares had changed hands “off-bourse” – allowing an investment group called Renova to get an effective 32% stake in the Swiss engineering firm within minutes without having disclosed any prior holdings. This revelation caused a public outcry about the way
- [Financial pioneering: The Genentech acquisition by Roche](https://www.imd.org/research-knowledge/finance/case-studies/financial-pioneering-the-genentech-acquisition-by-roche/) - The case describes the financing of the Genentech acquisition by Roche. The case explores the innovative way of financing by Roche at the beginning of 2009, just months after the Lehman Brothers bankruptcy. With equity markets in free fall, and with debt markets “shut off”, the CFO of Roche manages to finance an acquisition costing
- [TerraCycle (K): Branded waste](https://www.imd.org/research-knowledge/strategy/case-studies/terracycle-k-branded-waste/) - How do you deal with the waste issue as a brand? Discover this Case Study and explore in depth the challenges faced by TerraCycle.
- [Restoring the British Museum](https://www.imd.org/research-knowledge/strategy/case-studies/restoring-the-british-museum/) - This is an unusual turnaround case in that it involves a public sector institution, the British Museum (BM). The case study covers the period from around 1999 to 2010. It focuses more particularly on the arrival of Neil MacGregor, in August 2002, as the new director of the museum. When he took over, the BM
- [Vale going global (A)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/vale-going-global-a/) - This case sets up the context of a push for changing the culture of Vale, the Brazilian iron ore mining company. In 2001, Vale began a journey to change from being an iron ore mining company, with a “state-owned” Brazilian mindset, to one that is characterized as a “global, diversified mining” company.
- [Vale going global (B)](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/vale-going-global-b/) - In 2006, Vale continued on its path to change from being an iron ore mining company, with a “state-owned” Brazilian mindset, to one that is characterized as a “global, diversified mining” company. This case explains the changes Vale made in its structures and processes to support its vision of becoming a truly global, diversified mining
- [ISS acquisition strategy (A): 2000](https://www.imd.org/research-knowledge/strategy/case-studies/iss-acquisition-strategy-a-2000/) - This case is about driving a serial acquisition strategy – a 10 year journey for ISS, one of the largest integrated facilities services companies in the world.
- [ISS acquisition strategy (B): 2007](https://www.imd.org/research-knowledge/strategy/case-studies/iss-acquisition-strategy-b-2007/) - Through its 600 acquisitions over 10 years, ISS transformed from being a Nordic cleaning company to a global powerhouse in integrated facilities services.
- [ISS acquisition strategy (C): 2008](https://www.imd.org/research-knowledge/strategy/case-studies/iss-acquisition-strategy-c-2008/) - The case describes ISS in 2008 just after the financial crisis, with a new team facing a decision on whether or not to continue on with the acquisition path.
- [Terracycle: Outsmarting waste](https://www.imd.org/research-knowledge/strategy/case-studies/terracycle-outsmarting-waste/) - Endless waste needs innovative thinking and solutions, how do you outsmart waste. Discover this Case Study and explore in depth the challenges faced by TerraCycle.
- [Re-imagining Crotonville: Epicenter of GE’s leadership culture (A)](https://www.imd.org/research-knowledge/strategy/case-studies/re-imagining-crotonville-epicenter-of-ge-s-leadership-culture-a/) - The case examines the evolution of GE’s corporate university in Crotonville, NY from its founding in 1956 through 2010 and the start of an effort of “Re-Imagining Crotonville.” One of the world’s first corporate universities, Crotonville became a model of leadership development and a recognized innovator in its field. The case details the role that
- [Partnering in the cloud (A): 2009](https://www.imd.org/research-knowledge/strategy/case-studies/partnering-in-the-cloud-a-2009/) - The case is about structuring strategic partnerships. What are the best strategic partnerships for a particular market opportunity? Keep reading for answers.
- [Sonaecom takeover of Portugal Telecom (A)](https://www.imd.org/research-knowledge/finance/case-studies/sonaecom-takeover-of-portugal-telecom-a/) - The case is set in February 2006, right after Sonaecom’s announcement of its takeover bid for Portugal Telecom (PT) of €9.50 per share. The reader does not yet know how PT will react and whether its management will accept the offer or not. The case recounts this fascinating and intense M&A transaction, taking us through
- [Sonaecom takeover of Portugal Telecom (B)](https://www.imd.org/research-knowledge/finance/case-studies/sonaecom-takeover-of-portugal-telecom-b/) - Most management teams are caught off guard when their company becomes the target of a takeover. However, PT’s management team had seen it all from the other side before and knew just what to do. They viewed this challenge professionally. After declining the €9.50 bid, Portugal Telecom’s board formed a special committee to lead the
- [Sonaecom takeover of Portugal Telecom (C)](https://www.imd.org/research-knowledge/finance/case-studies/sonaecom-takeover-of-portugal-telecom-c/) - In February 2007, Sonaecom revised their bid to €10.50 per share. Less than one week later, the PT Board wrote to its shareholders maintaining the rejection of this new offer. So far, most shareholders had not manifested their views publicly. PT had been fighting hard for its independence. But would economic conditions be right for
- [Sonaecom takeover of Portugal Telecom (D)](https://www.imd.org/research-knowledge/finance/case-studies/sonaecom-takeover-of-portugal-telecom-d/) - In March 2007, more than a year after Sonaecom had announced its original takeover bid for Portugal Telecom (PT), things had progressed: new investors had come along, the authorities had approved the deal, both parties were holding roadshows, and finally Sonaecom increased its offer price to €10.50. The day before the final shareholders’ meeting (2
- [Partnering in the cloud (B): 2011](https://www.imd.org/research-knowledge/strategy/case-studies/partnering-in-the-cloud-b-2011/) - In 2009, the leading two storage hardware companies, NetApp and EMC were both faced with how to approach the cloud based computing infrastructure opportunity.
- [New business models: Abdul Latif Jameel Co. Ltd.](https://www.imd.org/research-knowledge/strategy/case-studies/new-business-models-abdul-latif-jameel-co-ltd/) - Abdul Latif Jameel (ALJ), based in Saudi Arabia, is the exclusive distributor of Toyota vehicles in the Kingdom. Such monopoly was granted by the government in the 1940s, and has resulted in ALJ becoming the 7th largest Toyota distributor in the world, with a share of close to 50% of the Saudi Market. The case
- [Argentina seizes control of Repsol’s YPF](https://www.imd.org/research-knowledge/strategy/case-studies/argentina-seizes-control-of-repsol-s-ypf/) - The case synthesizes the context surrounding the nationalization of YPF.
- [Telefónica’s bid for the mobile market in Brazil (A)](https://www.imd.org/research-knowledge/finance/case-studies/telefonica-s-bid-for-the-mobile-market-in-brazil-a/) - This case sets the scene for the largest merger and acquisition (M&A) deal in the telecom industry in Brazil and Latin America. Learn how Telefónica did it
- [Telefónica’s bid for the mobile market in Brazil (B)](https://www.imd.org/research-knowledge/finance/case-studies/telefonica-s-bid-for-the-mobile-market-in-brazil-b/) - Follow on Telefónica by relating the a M&A deal in Brazil. This case creates a sense of urgency for readers and forces them to take part in different matters.
- [Telefónica’s bid for the mobile market in Brazil (C)](https://www.imd.org/research-knowledge/finance/case-studies/telefonica-s-bid-for-the-mobile-market-in-brazil-c/) - Events began in 2003 when a joint venture (JV) between Portugal Telecom (PT) and Spain’s Telefónica acquired 60% of Vivo, the leading Brazilian mobile operator.
- [Alibaba vs. eBay: Competing in the Chinese C2C market (B) (Abridged)](https://www.imd.org/research-knowledge/strategy/case-studies/alibaba-vs-ebay-competing-in-the-chinese-c2c-market-b-abridged/) - This is an abridged version of the "Alibaba vs eBay" B-case. The original four-part case series follows Taobao, part of the Alibaba Group – the leading business-to-business (B2B) e-commerce company in China – from 2003 to 2006. The A-case begins in April 2003 as Jack Ma, the 39-year-old CEO of Alibaba, worries. According to the
- [Nexavar® India](https://www.imd.org/research-knowledge/strategy/case-studies/nexavar-india/) - On 9 March 2012, a decision taken by India’s Controller General of Patents, Designs and Trademarks revived a drawn-out debate on the use and abuse of intellectual property rights in international commerce. The ruling granted a non-exclusive and non-assignable compulsory license to Natco Pharma to manufacture and sell a generic version of Bayer’s Nexavar –
- [Telefónica’s bid for the mobile market in Brazil (D)](https://www.imd.org/research-knowledge/finance/case-studies/telefonica-s-bid-for-the-mobile-market-in-brazil-d/) - In 2003, Telefónica acquired 60% of Vivo, a Brazilian mobile operator. Vivo experienced double-digit annual growth, as it reaped the benefit of its investments.
- [Telefónica’s bid for the mobile market in Brazil (e)](https://www.imd.org/research-knowledge/finance/case-studies/telefonica-s-bid-for-the-mobile-market-in-brazil-e/) - The case of Telefónica in Brazil shows corporate governance practices across countries, including environments where there are dual-class shares. Read more!
- [Telefónica’s bid for the mobile market in Brazil (f)](https://www.imd.org/research-knowledge/finance/case-studies/telefonica-s-bid-for-the-mobile-market-in-brazil-f/) - The case of Brazil's Telefónica shows an in-depth analysis of a variety of strategic, organizational, financial and economic issues related to growth strategies
- [Tumi and the Doughty Hanson Value Enhancement Group (VEG)](https://www.imd.org/research-knowledge/strategy/case-studies/tumi-and-the-doughty-hanson-value-enhancement-group-veg/) - January 2012. On a cold and dreary London morning, Doughty Hanson (DH) investment committee was discussing the future of the firm’s Tumi investment. At stake was the definition of the proper exit strategy for the high-end luggage company DH had acquired in 2004 in a secondary buyout, a company that now generated some US$330 million
- [Building the corporate learning brand: The story of Nike U](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/building-the-corporate-learning-brand-the-story-of-nike-u/) - The case tells the story of the transformation of the corporate learning function at Nike Inc. and the creation and branding of the Nike U. It provides an account of the transformation plan that was developed by the newly appointed CLO Andrew Kilshaw and tracks the implementation process with its challenges and successes. It also
- [Li-Ning: Make the change](https://www.imd.org/research-knowledge/marketing/case-studies/li-ning-make-the-change/) - In 2012, Li-Ning the leading Chinese sport company is facing some difficulties in turning its dream to become the new Nike or Adidas into reality. In 2011, annual revenues and operating profits had dropped dramatically. Adding to poor financial results, the company faced high inventory levels, declining market share and a major drop in share
- [Nestlé Continuous Excellence: Operations and beyond](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-continuous-excellence-operations-and-beyond/) - APRIL 2010. Nestlé Continuous Excellence (NCE) had been implemented in 300 factories in 15 countries, and had achieved well over CHF 1.5 billion in cost savings the year before. It had been rolled out using a deployment plan that involved pilot locations that had volunteered for the program. José Lopez, Nestlé’s executive vice president of
- [Ion Beam Applications (IBA): Protect, enhance and save lives](https://www.imd.org/research-knowledge/strategy/case-studies/ion-beam-applications-iba-protect-enhance-and-save-lives/) - Belgium, December 2011. Life had been anything but tranquil at IBA since its creation in 1986. From research lab with a focus on particle physics to premier producer of a new generation of cyclotrons for industrial use, it had also applied its unique skills to fields as diverse as sterilization, dosimetry, the production of radioisotopes
- [The corporate learning function and business transformation: The case of Capgemini](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/the-corporate-learning-function-and-business-transformation-the-case-of-capgemini/) - This case tells the story of Capgemini’s transformation from a federation of national firms into one of the top five global players in its industry and how it uses its corporate learning function, Capgemini University, since 1989 as a key instrument in its strategic renewal process. The case study covers the period between 1967 and
- [Maggi Noodles in India: Creating and growing the category](https://www.imd.org/research-knowledge/strategy/case-studies/maggi-noodles-in-india-creating-and-growing-the-category/) - Nestlé launched MAGGI instant noodles in India in 1983. At that time MAGGI was not a power brand in the Indian market and noodles were fairly alien to the Indian consumer. Nestlé grew MAGGI to become one of the top food brands in India and built the instant noodles from nothing to `15.8 billion by
- [Re-imagining Crotonville: Epicenter of GE’s leadership culture (B)](https://www.imd.org/research-knowledge/strategy/case-studies/re-imagining-crotonville-epicenter-of-ge-s-leadership-culture-b/) - The case updates and supplements Case IMD-3-2313: Re-Imagining Crotonville: Epicenter of GE’s Leadership Culture. The first case examined the history and evolution of GE’s corporate university in Crotonville, NY from its founding in 1956 through 2010 and the start of an effort of “Re-Imagining Crotonville.” Drawing on Crotonville’s rich and successful history of developing GE
- [Mobility carsharing: An IT leadership crisis](https://www.imd.org/research-knowledge/strategy/case-studies/mobility-carsharing-an-it-leadership-crisis/) - The case focuses on the challenges of overhauling the entire information technology infrastructure that forms the backbone of Mobility Car Sharing, a car sharing pioneer that has a monopoly of the Swiss market. The process of transforming that infrastructure ran into serious problems, which threatened to undermine the entire business. The management board hired a
- [Turmoil and revolution in the music industry](https://www.imd.org/research-knowledge/strategy/case-studies/turmoil-and-revolution-in-the-music-industry/) - Over the last thirty years, few markets have experienced the slew of major transformations that have revolutionized the music industry – again and again. In 2012, CD sales were down to less than a quarter of their peak, having continued to drop year by year as consumers of music moved away from ownership and experimented
- [Ecobank: A passion to build a world-class Pan-African bank](https://www.imd.org/research-knowledge/strategy/case-studies/ecobank-a-passion-to-build-a-world-class-pan-african-bank/) - The Ecobank case is a pan African strategy/business development case with strong elements of Human Resources and talent management issues as well as governance and organizational design. The case is an inspirational story about a group of visionary people from 14 West African countries who in 1984 – with limited resources – decide to create
- [The Volkswagen short squeeze](https://www.imd.org/research-knowledge/finance/case-studies/the-volkswagen-short-squeeze/) - On 28 October 2008, the price of Volkswagen common shares exceeded €1,000. The case aims to explain this apparent market distortion using rational arguments such as the tentative takeover of Volkswagen by Porsche and the role of derivatives, particularly delta hedging. Although the events in the case did happen (the unusual stock price reaction), the
- [George Davies: A chequered career in retail](https://www.imd.org/research-knowledge/strategy/case-studies/george-davies-a-chequered-career-in-retail/) - This case describes the career of George Davies from his beginnings at the retail chain Littlewoods in 1962 to his tenure as chairman and chief executive officer of the retail chain Next from 1981 to 1988.
- [When digital David meets physical Goliath: The case of Brockhaus vs. Wikipedia](https://www.imd.org/research-knowledge/strategy/case-studies/when-digital-david-meets-physical-goliath-the-case-of-brockhaus-vs-wikipedia/) - This case study shows the struggle of Brockhaus, publisher of Germany’s best-known encyclopedia, to survive two major challenges: (1) the advent of digital encyclopedias marketed on CD-ROM and (2) the rise of online encyclopedias which are accessible free of charge. While Brockhaus was able to successfully deal with the emergence digital encyclopedias in its war
- [SMS for Life (C): Sustaining the initiative and leveraging its social and business value for Novartis](https://www.imd.org/research-knowledge/strategy/case-studies/sms-for-life-c-sustaining-the-initiative-and-leveraging-its-social-and-business-value-for-novartis/) - This third and final part of the "SMS for Life" case series concentrates on the institutional response to the question of how Novartis could sustain and leverage the capabilities of SMS for Life project to improve the demand/supply of other medicines in addition to malaria prescriptives in the private distribution of drugs in emerging markets
- [The water challenge in Kenya: A challenge or an opportunity?](https://www.imd.org/research-knowledge/strategy/case-studies/the-water-challenge-in-kenya-a-challenge-or-an-opportunity/) - Kenya is one of the most water-scarce countries in the world, with a majority of its citizens unable to access clean water at an affordable price. Waterborne diseases present a major health challenge for the country. The number one water treatment practice, especially in rural areas, is to boil it, as this is an effective
- [Desso (A): A cradle-to-cradle business model?](https://www.imd.org/research-knowledge/strategy/case-studies/desso-a-a-cradle-to-cradle-business-model/) - The CEO of Desso, a European carpet tile company, decides to make a radical business model transformation focused around Cradle to Cradle concepts.
- [Desso (B): Making it happen—the implementation of a C2C business model](https://www.imd.org/research-knowledge/strategy/case-studies/desso-b-making-it-happen-the-implementation-of-a-c2c-business-model/) - The case creates an introduction to the Cradle to Cradle business model by analyzing the implementation of this model in Desso, an European carpet tile company.
- [Licia Chery and MyMajorCompany: Crowd financing to stardom](https://www.imd.org/research-knowledge/strategy/case-studies/licia-chery-and-mymajorcompany-crowd-financing-to-stardom/) - Geneva, May 2012. Licia still could not believe it. For years she had struggled to launch her singing career. She begged, she lied, she banged on doors from Paris to London, from New York to Montreal. Step by step, bruise by bruise, she learned the ropes. Of Haitian descent, born and raised in Geneva, Licia
- [Braille without borders](https://www.imd.org/research-knowledge/strategy/case-studies/braille-without-borders/) - Sabriye Tenberken was born near Bonn, Germany. She lost her sight slowly as a child due to a retinal disease, and her parents took her to many places so that she could store up many visual memories along with their chromatic nuances, before becoming totally blind at the age of 13. In 1997, at the
- [Finding Community Solutions from Common Ground: A new business model to end homelessness](https://www.imd.org/research-knowledge/strategy/case-studies/finding-community-solutions-from-common-ground-a-new-business-model-to-end-homelessness/) - Common Ground, which developed and managed affordable supportive housing, had been consistently hailed as one of the best-run non-profit organizations in the US. Yet, its spin-off organization – Community Solutions – was attracting the most attention. The case examines how the organization instigated changes both at the field level as well as inside the organization.
- [Online distribution of travel and accommodation](https://www.imd.org/research-knowledge/marketing/case-studies/online-distribution-of-travel-and-accommodation/) - The note documents the evolution of online distribution of travel and accommodation.
- [Disney in China (A)](https://www.imd.org/research-knowledge/strategy/case-studies/disney-in-china-a/) - Disney was facing market issues in China. How could Disney respond? Could Disney develop a local product that allows the firm to generate meaningful profits?
- [Disney in China (B)](https://www.imd.org/research-knowledge/strategy/case-studies/disney-in-china-b/) - In China, the problem of DVD piracy eliminates any differentiation that Disney had. Could Disney develop a local product that generates meaningful profits?
- [Ayala (A): Going beyond the sum](https://www.imd.org/research-knowledge/strategy/case-studies/ayala-a-going-beyond-the-sum/) - Jaime Augusto Zobel de Ayala and his brother Fernando, 7th generation leaders of the family-controlled Ayala Corporation, had just finished discussing a new business proposal with their father, Don Jaime, that could potentially be the company’s first public utilities services pitch. Jaime Augusto and Fernando had recently been elected CEO and COO respectively of the
- [Bel: Inventing new horizons for the family firm](https://www.imd.org/research-knowledge/strategy/case-studies/bel-inventing-new-horizons-for-the-family-firm/) - PARIS, JUNE 2012. For Antoine Fiévet, CEO of Groupe Bel, the times were, to say the least, challenging. As one of the world leaders in branded cheese, with sales in excess of €2.5 billion and a presence in more than 120 countries, Groupe Bel had been hard-hit by the global financial crisis and a dramatic
- [Creating a customer-oriented company: ZZJYT at Haier](https://www.imd.org/research-knowledge/strategy/case-studies/creating-a-customer-oriented-company-zzjyt-at-haier/) - This case describes how Haier, the world’s largest white goods manufacturer, reinvented its corporate culture, at least three times over the past three decades. The case details the four stages of Haier’s transformation to become a company of the times and the six themes that underlie its continuous evolution. The case also describes Haier’s newest
- [Confessions of a success addict](https://www.imd.org/research-knowledge/strategy/case-studies/confessions-of-a-success-addict/) - Steve had worked long and hard over his career to be promoted to Executive Vice President. However, he was surprised by many aspects of the job once he got it. He was especially surprised by and somewhat unprepared for many of the external relations aspects of the job from dealing with NGOs to government officials
- [The Wonderpump project](https://www.imd.org/research-knowledge/finance/case-studies/the-wonderpump-project/) - This short case serves as an introduction to capital budgeting for non-financial executives.
- [The global logistics industry in 2012](https://www.imd.org/research-knowledge/finance/case-studies/the-global-logistics-industry-in-2012/) - This is an industry note that covers the Global Logistics Industry in general and five key players in more detail. The companies analyzed are Federal Express, UPS, Kuehne+Nagel, Panalpina and Deutsch Post-DHL.
- [Ayala (B): Purposeful leadership](https://www.imd.org/research-knowledge/strategy/case-studies/ayala-b-purposeful-leadership/) - When CNN turned its “Eye on the Philippines” for a special edition of the “Talk Asia” series in April 2012, the Asian business community was not surprised to see Jaime Augusto and Fernando Zobel de Ayala as interviewees alongside President Benigno S. Aquino III because the name Ayala was inseparable from the story of the
- [Microsoft’s acquisition of Skype](https://www.imd.org/research-knowledge/finance/case-studies/microsoft-s-acquisition-of-skype/) - On 10 May 2011, Microsoft announced that it would buy Skype for $8.5 billion. The price tag was undoubtedly high – roughly ten times Skype’s revenues in 2010 ($860 million), around twice its recent valuation. In late 2009, eBay sold the majority of its stake in Skype to an investor group led by Silver Lake
- [Spanish Vines: Colombian market entry](https://www.imd.org/research-knowledge/marketing/case-studies/spanish-vines-colombian-market-entry/) - In 2006, young entrepreneur Josh Hackler started Spanish Vines (SV) to import Spanish wine into the United States. In 2009 SV recorded its first sales, and it has been growing ever since. By the end of 2012, it had secured distribution in eight US states and the District of Columbia (the nation’s capital, Washington, DC),
- [Business model innovation: Michelin Fleet Solutions - from selling tires to selling kilometers](https://www.imd.org/research-knowledge/marketing/case-studies/business-model-innovation-michelin-fleet-solutions-from-selling-tires-to-selling-kilometers/) - Michelin, a worldwide leader in the tyre industry, launched in 2000 a comprehensive tyre-management solution offer for large European transportation companies, called Michelin Fleet Solutions (MFS). With this new business model, the company ventured into selling kilometers - instead of selling tyres. This decision moves the strongly product-driven firm into the new world of services
- [A CEO caught off-guard](https://www.imd.org/research-knowledge/strategy/case-studies/a-ceo-caught-off-guard/) - Robert Visser was the CEO of a €8.2 billion media and publishing company, Köhler Gesellschaft based in Frankfurt, Germany. He was interested in Web-enabling Köhler’s book publishing, radio, and television content. Visser just learned that competitors were developing new generic Top Level Domains and he is wondering what approach Köhler should take in presenting itself
- [The London Bulldogs](https://www.imd.org/research-knowledge/strategy/case-studies/the-london-bulldogs/) - The London Bulldogs is the disguised name of a major European football club. It recently opened a new practice stadium only to discover that a fan in another city has deliberately registered the name “bulldogpark.com” and is directing site visitors to a competing team’s website. While Bulldog ticket sales are robust, the company is left
- [Telecom Emirates](https://www.imd.org/research-knowledge/strategy/case-studies/telecom-emirates/) - The company’s chief commercial officer has just become aware that other companies might begin registering domain names that are offensive to Telecom Emirates. He is worried that the company’s brand could be sabotaged by registering key names (or close variants) in new generic Top Level Domain (gTLD) like .app or .web. Another concern was that
- [TM Menara ABS: Value creation and Islamic finance](https://www.imd.org/research-knowledge/finance/case-studies/tm-menara-abs-value-creation-and-islamic-finance/) - The case considers Telekom Malaysia’s 2007 decision to demerge its mobile and fixed telecommunications services, against the background of TM’s broader strategy aimed at optimizing the group’s operations and improving shareholder value. This process would see the group restructure its balance sheet and offload some of its non-core assets such as office buildings. The case
- [Social entrepreneurship on Fogo Island: Searching for new ways in an old continuity (A)](https://www.imd.org/research-knowledge/strategy/case-studies/social-entrepreneurship-on-fogo-island-searching-for-new-ways-in-an-old-continuity-a/) - Shorefast Foundation is a charitable organization that aims to spark rural renaissance and economic resilience of the people in Fogo Island and Change Islands.
- [Walter Meier: JET international expansion](https://www.imd.org/research-knowledge/marketing/case-studies/walter-meier-jet-international-expansion/) - Charged with growing annual revenues by US$10 million over the next five years (2012–2017), half of which was to come from Latin America, Doug Quackenbos, head of global business development at Walter Meier Manufacturing Inc. had undertaken extensive market research to identify the best new international market opportunities for Walter Meier’s JET brand of industrial
- [Masoro Peru (A)](https://www.imd.org/research-knowledge/strategy/case-studies/masoro-peru-a/) - This is a disguised case about a Canadian mining company that had the opportunity to invest in a gold mining project in Peru. The project promised to bring high returns but the local company that ran the mine had been criticized by external stakeholders for its poor record in sustainability. The Peruvian company had been
- [Masoro Peru (B)](https://www.imd.org/research-knowledge/strategy/case-studies/masoro-peru-b/) - The (B) case chronicles the problems the Canadian mining company encountered after entering into a joint venture with the Peruvian mining company that operated a gold mine in the Madre de Dios region of Peru.
- [Sabina: Adapting proactively to change](https://www.imd.org/research-knowledge/strategy/case-studies/sabina-adapting-proactively-to-change/) - This case is about Sabina, one of the leaders in the Thai lingerie market, and its proactive adaptation to changes in its business environment over two decades. The firm first took advantage of the depreciation of the Thai baht in the late 1990s to ramp up its export business and become a trusted OEM supplier
- [Skanska CS (B): An employee in handcuffs](https://www.imd.org/research-knowledge/strategy/case-studies/skanska-cs-b-an-employee-in-handcuffs/) - This Case is part of a series to demonstrate different ethical dilemma that employees of Skanska CS were facing after Dan Tok took over as CEO and was mandated to transform and align the practices of the Czech division to the corporate “no ethical breaches” culture. This particular Case tells the story from the perspective
- [Skanska CS (A): Living the "five zeros"](https://www.imd.org/research-knowledge/strategy/case-studies/skanska-cs-a-living-the-five-zeros/) - This case illustrates the challenges that Dan Tok was facing when he took over as CEO of Skanska CS in Prague, a subsidiary of the Swedish multinational construction conglomerate Skanska AB. Although he was a seasoned executive, he was a total newcomer to the construction business and he was taking over from a man who
- [Heineken 2009: A global, glocal or local brand? (A)](https://www.imd.org/research-knowledge/marketing/case-studies/heineken-2009-a-global-glocal-or-local-brand-a/) - In 2009, Cyril Charzat, global brand manager for Heineken®, had to decide on the future of the iconic Heineken® beer brand. When Charzat started his new job in December 2008, HEINEKEN was experiencing its first ever stagnation of growth in the volume of beer sold worldwide. The economic crisis had hit and competition in the
- [Fan Milk head/hip box design project (A)](https://www.imd.org/research-knowledge/strategy/case-studies/fan-milk-head-hip-box-design-project-a/) - Fan Milk's business model was based on turning surplus milk in Denmark into milk powder, shipping it to West Africa, and reconstituting the powder into milk locally. By 2012, Fan Milk offered more than 20 brands of dairy-based (85%) and other (15%) products, operating in six West African markets. A major challenge for Fan Milk
- [Fan Milk head/hip box design project (B)](https://www.imd.org/research-knowledge/strategy/case-studies/fan-milk-head-hip-box-design-project-b/) - Fan Milk’s gradual spread across the West African coast was not the result of a predefined business model for expansion; it evolved over the years according to the varying stability of the region and at different speeds depending on markets, some of which developed faster than others. Each market was allowed to operate autonomously because
- [Châteauform the home of seminars (A): Creating an outstanding customer experience – from good to great](https://www.imd.org/research-knowledge/marketing/case-studies/chateauform-the-home-of-seminars-a-creating-an-outstanding-customer-experience-from-good-to-great/) - Châteauform, a European provider of venues for company meetings, was founded in 1996 by Jacques Horovitz. Keep reading for an in-depth corporative analysis!
- [Skanska CS (D): Sweet temptation](https://www.imd.org/research-knowledge/strategy/case-studies/skanska-cs-d-sweet-temptation/) - This case is part of a series to demonstrate different ethical dilemmas that Skanska CS employees were facing after Dan Tok took over as CEO and was mandated to transform and align the practices of the Czech division to the corporate “no ethical breaches” culture. This particular Case illustrates a situation where a Skanska CS
- [Skanska CS (C): Money for nothing](https://www.imd.org/research-knowledge/strategy/case-studies/skanska-cs-c-money-for-nothing/) - This case is part of a series to demonstrate different ethical dilemma that employees of Skanska CS were facing after Dan Tok took over as CEO and was mandated to transform and align the practices of the Czech division to the corporate “no ethical breaches” culture. This particular case illustrates a situation where the Director
- [Hilti Fleet Management: Strategically moving from products to B2B solutions](https://www.imd.org/research-knowledge/strategy/case-studies/hilti-fleet-management-strategically-moving-from-products-to-b2b-solutions/) - This case study illustrates how a product manufacturer moved into the solution space by redefining its business model and by overcoming typical obstacles and drawbacks on the journey. Hilti is a world-leading manufacturer of power tools and fastening and protection systems, mainly for the construction industry. Back in 2001, the Hilti Swiss Market Organization team
- [IBM Watson (A): Will a computer replace your oncologist one day?](https://www.imd.org/research-knowledge/strategy/case-studies/ibm-watson-a-will-a-computer-replace-your-oncologist-one-day/) - Medical information doubles in volume every five years, and physicians practicing in the rapidly changing field of oncology are challenged to remain current with medical literature, research, guidelines and best practices. MSKCC joined forces with IBM to put IBM Watson to work. Beginning with lung cancers, the organizations are consolidating clinical expertise, molecular and genomic
- [E-cigarettes – disruptive innovation or a pipe dream?](https://www.imd.org/research-knowledge/strategy/case-studies/e-cigarettes-disruptive-innovation-or-a-pipe-dream/) - This case looks at the global exponential growth of e-cigarettes. E-cigarette companies were predominantly small, entrepreneurial, usually web-based start-ups, rather than Big Tobacco. We look at the origins of e-cigarettes from a multi-dimensional perspective, including marketing and advertising, sales channels, the reaction of anti-smoking groups, Big Tobacco’s reaction and governments and regulators, identifying the threats
- [Badiramogo](https://www.imd.org/research-knowledge/finance/case-studies/badiramogo/) - The case describes a start-up company providing “work wear” for the corporate market in South Africa. The company is currently not profitable and the owner is pondering how to improve the situation.
- [Eden Project (A): Creating a better legacy](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/eden-project-a-creating-a-better-legacy/) - Describes the development of the Eden project under the leadership of Tim Smit.
- [Eden Project (B): The first decade’s legacy](https://www.imd.org/research-knowledge/organizational-behavior/case-studies/eden-project-b-the-first-decade-s-legacy/) - Describes the legacy of the Eden project 2000-2010.
- [Xiaomi 2013: Copycat? Not my style](https://www.imd.org/research-knowledge/strategy/case-studies/xiaomi-2013-copycat-not-my-style/) - Chinese mobile start-up Xiaomi has achieved remarkable growth between 2009 to 2013. As a mobile phone maker, Xiaomi’s market valuation was more than what Microsoft just paid for Nokia’s handset unit in 2013. The company, however, saw itself as an internet company rather than a traditional manufacturer, focusing on services and application development. Xiaomi’s success
- [Hudson Beaver Creek Inc.’s MQS-certified farmed salmon](https://www.imd.org/research-knowledge/strategy/case-studies/hudson-beaver-creek-inc-s-mqs-certified-farmed-salmon/) - Hudson Beaver Creek, Inc, is a marketing and sales firm of premium farmed salmon. It is based in British Columbia, Canada and is owned by four friends, two fish farmers, a marine biologist and the firm’s sales manager. It has developed a superior process for farming fish and aspires to environmental stewardship. It has introduced
- [SCG: An ASEAN sustainable business leader](https://www.imd.org/research-knowledge/strategy/case-studies/scg-an-asean-sustainable-business-leader/) - SCG was the largest industrial conglomerate in Thailand in 2013. The firm had radically transformed itself after the Asian financial crisis of 1997, focusing on its core businesses of cement and building materials, chemicals and paper. Kan Trakulhoon led the task force that had engineered that transformation. He was appointed the company's CFO in 2003
- [Cuban cooperatives](https://www.imd.org/research-knowledge/strategy/case-studies/cuban-cooperatives/) - On July 1, 2013, the Republic of Cuba implemented decisions taken by the VI Communist Party Congress in April 2011 to gradually open up state-operated sectors to more efficient cooperatives. As of that day, 124 such undertakings were allowed to function on an experimental basis in sectors ranging from transportation to construction, waste removal, recycling
- [Heineken 2009: A global, glocal or local brand? (B)](https://www.imd.org/research-knowledge/marketing/case-studies/heineken-2009-a-global-glocal-or-local-brand-b/) - At the end of the A case, Heineken had to make the decision as to whether to choose a global, glocal or local brand strategy for the Heineken brand. The company chose to go with a global brand strategy. This case addresses the reasons for this decision, the steps the company took to implement this
- [Châteauform the home of seminars (B): Navigating the economic crisis and preparing for the future](https://www.imd.org/research-knowledge/marketing/case-studies/chateauform-the-home-of-seminars-b-navigating-the-economic-crisis-and-preparing-for-the-future/) - After observing how poorly hotels catered to the needs of corporate customers, Jacques Horowitz felt there was an opportunity to differentiate his business.
- [Singapore Airlines (A): The India decision](https://www.imd.org/research-knowledge/strategy/case-studies/singapore-airlines-a-the-india-decision/) - The Indian aviation market, having experienced high growth rates that were expected to continue through 2016, was opened to foreign investment in 2012. Singapore Airlines is considering entering the market in a partnership with India’s largest industrial group, the Tata Group. At the time of the case, there are five major players, none of which
- [Singapore Airlines (C): Managing a strategic paradox](https://www.imd.org/research-knowledge/strategy/case-studies/singapore-airlines-c-managing-a-strategic-paradox/) - The C case takes a broader geographical view, while focusing on Singapore Airlines' strategic differentiation. The airline, while being widely considered as the standard bearer in terms of quality and customer service, has been able to achieve some of the lowest cost structures in the industry, surpassing even some LCCs. To meet this seeming paradox
- [Singapore Airlines (B): Strategic positioning in the Indian airline industry](https://www.imd.org/research-knowledge/strategy/case-studies/singapore-airlines-b-strategic-positioning-in-the-indian-airline-industry/) - Singapore Airlines creates a partnership with India’s Tata Group to create a full-service airline to serve the Indian market. The market is served by five existing airlines in both the low-cost and full-service categories. In parallel to the company it is creating with Singapore Airlines, the Tata Group is also launching a low-cost carrier with
- [Capitaland: Facing the challenges ahead](https://www.imd.org/research-knowledge/strategy/case-studies/capitaland-facing-the-challenges-ahead/) - CapitaLand was Singapore’s leading property developer. It was formed in 2000 though a merger between DBS Land (the property unit of Singapore’s leading bank, DBS) and Pidemco Land, a Singapore government linked company. The Singapore government through Temasek Holdings (one of its sovereign wealth funds) held an equity stake of 40% at end-2011. Liew Mun
- [Hartalega: Challenging tradition](https://www.imd.org/research-knowledge/strategy/case-studies/hartalega-challenging-tradition/) - The case traces the unusual growth path of an ethnic Chinese family-owned company in Southeast Asia. Where similar businesses opted to pursue a path of diversification and reliance on low-cost labor, Hartalega founder’s focus was on nurturing a strong R&D culture, constantly improving manufacturing processes and standards of efficiency. By overcoming a host of barriers
- [PT StandardPen Industries: Unspoken values](https://www.imd.org/research-knowledge/strategy/case-studies/pt-standardpen-industries-unspoken-values/) - The case is a study of generational transition in an ethnic Chinese-owned family business in Indonesia. It analyzes the political-economic, historical and cultural context that has shaped the fortunes of this type of enterprise across Southeast Asia. In addition, it highlights specific sets of values that have served to perpetuate leadership and ownership in these
- [Darwinians at the gate: Sustainability, innovation and growth at DSM](https://www.imd.org/research-knowledge/strategy/case-studies/darwinians-at-the-gate-sustainability-innovation-and-growth-at-dsm/) - For Feike Sijbesma, CEO of Royal DSM since 2007, rapid changes were normal as major trends were playing out. Global population swelled, the balance of wealth shifted, often increasing disparities and inequalities, while human beings remained hooked on using more resources than the planet could handle or replace. As early as 2010, DSM formulated a
- [Yang Mama’s Thousland Enterprises Ltd and new venture management in China](https://www.imd.org/research-knowledge/strategy/case-studies/yang-mama-s-thousland-enterprises-ltd-and-new-venture-management-in-china/) - Yang Qiu Ping (Yang Mama) was a government official who founded and ran Shanghai’s Xuhui Software Base (SXSB) for 12 years. SXSB incubated 154 enterprises including big names that went public like Home Inns or Giant Interactive. Her experience supporting Chinese entrepreneurs and understanding gaps and obstacles in the system lead her to conceive Thousland
- [Customer lifetime valuation: Water filters – a brief exercise](https://www.imd.org/research-knowledge/marketing/case-studies/customer-lifetime-valuation-water-filters-a-brief-exercise/) - The protagonist of this case, Andreas, is marketing manager at Coral GmbH, based in Wasserstein, Germany. The company is an international manufacturer of residential water treatment systems to improve the quality and taste of tap water. He has been approached by a direct marketing firm offering its services in developing and implementing a sales promotion
- [Adidas and route 2015 (A)](https://www.imd.org/research-knowledge/strategy/case-studies/adidas-and-route-2015-a/) - By 2010, Adidas focused on athletic shoes and apparel, and is considering how best to grow in the face of stiff global competition. Keep reading for more!
- [Adidas and route 2015 (B)](https://www.imd.org/research-knowledge/strategy/case-studies/adidas-and-route-2015-b/) - The Case Study looks at the choices made in 2010 by Adidas' team and examines the current situation of the company with an in-depth expert analysis.
- [Carlsberg: Thirsting for greatness](https://www.imd.org/research-knowledge/strategy/case-studies/carlsberg-thirsting-for-greatness/) - The case examines the beer industry, and its rapid globalization and consolidation. Carlsberg, one of the largest companies in the industry, has not kept pace with the very largest, nor has it developed as broad a geographic position as its biggest rivals. As it looks forward, the company has many options for future success –
- [Materialise: Supporting the 3D printing revolution](https://www.imd.org/research-knowledge/strategy/case-studies/materialise-supporting-the-3d-printing-revolution/) - April 2013, Leuven (Belgium). Sitting behind his desk at the Headquarters of Materialise, the company he founded and still led as CEO, Wilfried Vancraen reminisced about the exciting last few years. It had taken 20 years to lead the company from pioneer in 3D printing technology to the ultimate industry accolade, the receipt in 2011
- [Instant gratification: Same-day delivery and the future of US retail](https://www.imd.org/research-knowledge/strategy/case-studies/instant-gratification-same-day-delivery-and-the-future-of-us-retail/) - In 2017, e-commerce depended on a few key factors, the most important of which was same-day delivery. However, in-store shopping had disadvantages. Learn more!
- [Instant gratification: Walmart](https://www.imd.org/research-knowledge/strategy/case-studies/instant-gratification-walmart/) - Retailing had greatly evolved in the US from the early pioneering days of individual shops to department stores to mass discounters and category killers.
- [Instant gratification: Google](https://www.imd.org/research-knowledge/strategy/case-studies/instant-gratification-google/) - This note explores the evolution of retail in the US and asks students to consider the positions of big companies to determine their strategy for approaching.
- [Instant gratification: Fedex](https://www.imd.org/research-knowledge/strategy/case-studies/instant-gratification-fedex/) - This note explores the evolution of retail in the US and asks students to consider the positions of Amazon, Walmart, Google, UPS and FedEx. Keep reading!
- [Instant gratification: UPS](https://www.imd.org/research-knowledge/strategy/case-studies/instant-gratification-ups/) - Given the size of the potential market, e-commerce retailers increasingly sought to provide consumers with hassle-free returns and same-day delivery. Learn more
- [J.M. Huber: A family of solutions](https://www.imd.org/research-knowledge/strategy/case-studies/j-m-huber-a-family-of-solutions/) - OCTOBER 2013. As one of the larger and older family-held companies in the US, the J.M. Huber family business had strategically repositioned itself several times since it was founded in 1883. Visionary family leaders and a committed senior management team had transformed the group into an international player with leadership positions in niche markets in
- [Nescafé classic 70th anniversary tin (A)](https://www.imd.org/research-knowledge/crisis-management/case-studies/nescafe-classic-70th-anniversary-tin-a/) - The case describes the launch of a Nescafé Classic coffee tin to mark the 75th anniversary of the brand. Learn more about the danger of developing blindspots!
- [Nescafé classic 70th anniversary tin (B)](https://www.imd.org/research-knowledge/crisis-management/case-studies/nescafe-classic-70th-anniversary-tin-b/) - Despite positive feedback on the launch idea from all internal and external stakeholders, the 75th Nescafé tin completely fails in the market. Learn why!
- [Nestlé innovation partnerships: Getting started](https://www.imd.org/research-knowledge/strategy/case-studies/nestle-innovation-partnerships-getting-started/) - In September 2007 Helmut Traitler, VP Innovation Partnerships, and Heribert Watzke, Head of Food Science at Nestlé R&D, sat down to prepare a proposal to the board on how to really make the innovation partnerships initiative work in driving new growth at Nestlé following its new vision of Nutrition, Health and Wellness. Nestlé was facing
- [SIX Payment Services (A): Disruptive innovation in the European payments industry?](https://www.imd.org/research-knowledge/disruption/case-studies/six-payment-services-a-disruptive-innovation-in-the-european-payments-industry/) - The payment processing industry in Europe had operated in largely the same way for decades. A standard system of financial processing and clearing ensured a steady profit pool for most of the players. However, the payments system in Europe was facing threats on a series of fronts, including changing regulation that shifted power away from
- [Untangling spaghetti: How innovation changed at Oticon (C)](https://www.imd.org/research-knowledge/case-studies/untangling-spaghetti-how-innovation-changed-at-oticon-c/) - The new innovation process has been accepted and begun to produce results, but is not yet entirely satisfactory.
- [Untangling spaghetti: How innovation changed at Oticon (B)](https://www.imd.org/research-knowledge/case-studies/untangling-spaghetti-how-innovation-changed-at-oticon-b/) - The management team introduced a “cultural revolution” to support the new innovation process, followed by an innovation workflow involving project portfolio planning and road mapping, as well as involvement of marketing and production.
- [Royal Selangor: The art of family diplomacy](https://www.imd.org/research-knowledge/family-business/case-studies/royal-selangor-the-art-of-family-diplomacy/) - One of Malaysia’s oldest businesses and most recognizable brands, Royal Selangor has a history of family conflict and company break-ups. In the past few decades, it has overcome this legacy by establishing a set of family institutions. The quest for family harmony is also mirrored in Royal Selangor’s growth strategy: The company has drawn on
- [Korvac Holdings: What makes a family business?](https://www.imd.org/research-knowledge/family-business/case-studies/korvac-holdings-what-makes-a-family-business/) - Korvac is a story of two generations of a family, each entrepreneurial in its own way and acting in a manner often associated with “serial entrepreneurship.” Korvac’s owners have emphasized investments as well as divestments, entering into and subsequently dissolving a number of strategic partnerships as a way of putting the company’s resources to optimum
- [Dealing with Russian regulatory challenges: The tobacco industry experience](https://www.imd.org/research-knowledge/strategy/case-studies/dealing-with-russian-regulatory-challenges-the-tobacco-industry-experience/) - Set in Russia, this case discusses the challenges the tobacco industry faced when the regulator decided to address one of the highest smoking incidences in the world and the related health issues of the Russian population. With such a legitimate objective, the regulatory proposal was drawn up without a full impact assessment, and the tobacco
- [APU Terminals (A): Putting safety on the map](https://www.imd.org/research-knowledge/case-studies/apu-terminals-a-putting-safety-on-the-map/) - APM Terminals is the operationally independent subsidiary of AP Maersk, the largest shipping company in the world. The company was created in the late 1990’s and grew, both organically and through acquisitions, from 12 to nearly 60 terminals worldwide. The industry is historically considered as dangerous and fatalities are considered an unavoidable part of “the
- [APU Terminals (B): The safety activist](https://www.imd.org/research-knowledge/case-studies/apu-terminals-b-the-safety-activist/) - After having made two attempts under different leaders to place safety as a key issue in the port operations of APMT, a new and more drastic approach is decided. Rather than looking at safety as a key priority subject to financial results, safety becomes “a license to operate”. The case starts with the appointment of
- [Equity capital raising: The SEO of Petrobras 2010 (A)](https://www.imd.org/research-knowledge/case-studies/equity-capital-raising-the-seo-of-petrobras-2010-a/) - This case highlights many strategic, financial and governance issues related to equity markets, including seasoned equity offerings across multiple exchanges.
- [Equity capital raising: The SEO of Petrobras 2010 (B)](https://www.imd.org/research-knowledge/case-studies/equity-capital-raising-the-seo-of-petrobras-2010-b/) - This case is about the largest equity-raising deal in history – the Petrobras offering of 2010. Would Petrobras be able to maintain its investment grade status?
- [Honeymoon interrupted: Mary Barra, CEO, GM (A)](https://www.imd.org/research-knowledge/case-studies/honeymoon-interrupted-mary-barra-ceo-gm-a/) - In early 2014, General Motors (GM) was hit with a crisis of immense magnitude. The company’s new CEO Mary Barra had been in post for just 11 weeks when it was revealed that faulty ignition switches on GM models dating back to 2001 were directly responsible for 13 deaths and 31 crashes. Internal documents from
- [Lee Kum Kee Co. Ltd (C): A recipe for shared values](https://www.imd.org/research-knowledge/strategy/case-studies/lee-kum-kee-co-ltd-c-a-recipe-for-shared-values/) - The case provides an overview of Lee Kum Kee’s development as a family business in the past ten years, i.e. since the 2002 inauguration of a Family Council and other structures that constitute its “enterprising family” model. These include the Family Office, which has a non-investing role; the Learning and Development Unit which creates soft
- [Driving growth at Especias Hispania Inc. (C)](https://www.imd.org/research-knowledge/case-studies/driving-growth-at-especias-hispania-inc-c/) - This disguised case continues the story of a newly-appointed business unit leader who has inherited a rapidly growing business and an executive team that was recruited by his predecessor, as described in the (A) and (B) cases. It lays out what the leader did to align and motivate the newly restructured team. It also provides
- [Driving growth at Especias Hispania Inc. (B)](https://www.imd.org/research-knowledge/case-studies/driving-growth-at-especias-hispania-inc-b/) - This disguised case continues the story of a newly-appointed business unit leader who has inherited a rapidly growing business and an executive team that was recruited by his predecessor as described in the (A) case. It lays out what the leader did to restructure his organization and make key personnel changes.
- [Honeymoon interrupted: Mary Barra, CEO, GM (B)](https://www.imd.org/research-knowledge/case-studies/honeymoon-interrupted-mary-barra-ceo-gm-b/) - It had been two months since Mary Barra had faced two days of questioning in both the US Senate and House of Representatives. After a no-holds-barred investigation by Anton Valukas of Jenner & Block, the report into the ignition switch fault at GM was made public. It made grim reading – showing a company with
- [Customer lifetime valuation: Sotarg inkjet printers – a brief exercise](https://www.imd.org/research-knowledge/marketing/case-studies/customer-lifetime-valuation-sotarg-inkjet-printers-a-brief-exercise/) - Julien Levy, the case protagonist, is product manager at SOTARG France in charge of printers and related accessories. SOTARG is an international manufacturer of printers, print-related products and other electronic devices. He has been approached by a direct marketing firm offering its services in developing and implementing a sales promotion campaign to help boost SOTARG’s
- [Lundin: When it’s time to put your name on the door](https://www.imd.org/research-knowledge/family-business/case-studies/lundin-when-it-s-time-to-put-your-name-on-the-door/) - Stockholm, 15 May 2014. At the annual Lundin Petroleum shareholder meeting, CEO Ashley Heppenstall reported on the company’s impressive results. With an SEK 42 (around $6.4) billion market capitalization, Lundin Petroleum had become Europe’s second largest independent upstream company 13 years after its inception. As Heppenstall put it, “every krona invested in late 2001 is
- [Finding a breakthrough strategy for Jordi Swiss Icon](https://www.imd.org/research-knowledge/marketing/case-studies/finding-a-breakthrough-strategy-for-jordi-swiss-icon/) - Michel Jordi is a Swiss watch entrepreneur that truly believes in Swissness. His new endeavour Jordi Swiss Icon is a premium watch that conveys Swiss spirit and high quality. However, he is encountering difficulty in sales due to perceived high price, lack of a strong brand vis-a-vis the big Swiss brands such as Rolex and
- [Singapore Airlines (A): The India decision (Abridged)](https://www.imd.org/research-knowledge/case-studies/singapore-airlines-a-the-india-decision-abridged/) - The case highlights the key features of the domestic Indian aviation industry in terms of its growth potential and contrasts this with the operational challenges. The exhibits hold significant information which students can analyse to get a deeper understanding. First, a discussion about the attractiveness (or not) of the Indian aviation market can be carried
- [Can social enterprises scale while remaining sustainable? The Mondragon cooperatives](https://www.imd.org/research-knowledge/case-studies/can-social-enterprises-scale-while-remaining-sustainable-the-mondragon-cooperatives/) - Can social enterprises scale and remain sustainable? Many social enterprises, or enterprises in general, face difficulties when scaling due to two competing agendas: social mission and profitability. The Mondragon Corporation is one of the most significant challengers to this status quo. Founded in 1956, the Mondragon Corporation is currently the tenth largest company in Spain,
- [Eat Me: The world on small plates ®](https://www.imd.org/research-knowledge/case-studies/eat-me-the-world-on-small-plates/) - NOVEMBER 18, 2013, LAUSANNE (SWITZERLAND). As Serena Shamash opened the doors to her newly renovated restaurant, the last thing she was expecting to see was two inches of water covering the floor of the bar. Yet, this was just another day in the life of an entrepreneur. She had overcome many obstacles over the emotionally
- [Indorama Ventures PLC: Charting its own path to success](https://www.imd.org/research-knowledge/family-business/case-studies/indorama-ventures-plc-charting-its-own-path-to-success/) - The case charts the past 30 years in the history of Indorama Ventures Plc, an ethnic Indian-owned family business expanding into Southeast-Asian markets including Thailand. The company has continually drawn on and reinterpreted its story of past adversity as a powerful source of personal, family and corporate leadership. This makes its story stand out, particularly
- [ABB Turbocharging (A): Leading change in certain times](https://www.imd.org/research-knowledge/strategy/case-studies/abb-turbocharging-a-leading-change-in-certain-times/) - It is 2007 and the president of ABB Turbocharging, a successful business unit with a strong performance record is considering introducing change in order to make his organization more sales-driven and proactive to customer needs. Case A provides an introduction to ABB Turbocharging back in 2007; its structure, business model and strategy. It also offers
- [ABB Turbocharging (B): Implementing change in turbulent times](https://www.imd.org/research-knowledge/strategy/case-studies/abb-turbocharging-b-implementing-change-in-turbulent-times/) - It is 2013 and the setting is very different. ABB’s performance during the last two years had been unsatisfactory and a series of developments in its external environment posed a unique set of challenges. Management decided to respond and launched a new segmentation initiative, laying the foundation of its future differentiation strategy. Case B provides
- [Singapore Airlines (D): The sustainability question](https://www.imd.org/research-knowledge/strategy/case-studies/singapore-airlines-d-the-sustainability-question/) - Case D looks at the sustainability challenges in the airline industry, given that aviation emissions have more than doubled in the last 20 years and are a significant contributor to climate change. The industry has adopted voluntary carbon reduction targets but discussions on a specific market-based regulatory policy at the global level are still at
- [The LEGO group: Family business resilience (B)](https://www.imd.org/research-knowledge/strategy/case-studies/the-lego-group-family-business-resilience-b/) - In late 2004, Jørgen Vig Knudstorp was appointed chief executive, replacing Poul Plougmann. Kjeld Kirk Christiansen stayed as president, but moved away from day-to-day management. Poul Plougmann and Francesco Ciccolella, head of corporate development, left the company. Knudstorp set out a three-phase approach to the turnaround. By 2014, The LEGO Group had become the global
- [The LEGO group: Family business resilience (A)](https://www.imd.org/research-knowledge/strategy/case-studies/the-lego-group-family-business-resilience-a/) - The family-owned and family-run global toy firm LEGO had spent around a decade reinventing itself, launching new products, committing to continual innovation, employing top designers. It switched from a hierarchical structure to teams. It introduced robotics and computer games, diversified into theme parks, and pursued new profit lines from licensing and from partnering with major
- [Embraer: Flying into stormy weather](https://www.imd.org/research-knowledge/strategy/case-studies/embraer-flying-into-stormy-weather/) - The case follows the rapid rise of one of Brazil’s leading companies, Embraer. By 2013 it was the third largest commercial aircraft manufacturer in the world. The case describes the challenges that Embraer faced in 1994 that led to its privatization. It also highlights the key strategic choices that top management made subsequently to help
- [Pirelli tyres in the Formula 1 (cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/pirelli-tyres-in-the-formula-1-cartoon-case/) - This case study describes the implication of an important change in the Formula 1 rules for the 2012 season. Pirelli was chosen as the sole supplier for all Formula 1 tyres, and the six types of tyres forced racing teams to make some tough choices in every race. For example, tyres are either durable or
- [Biolite: Innovative design for global solutions](https://www.imd.org/research-knowledge/strategy/case-studies/biolite-innovative-design-for-global-solutions/) - BioLite started out as an evening and weekend project for two men who wanted to design a more efficient camping stove. From those humble beginnings grew a company that has won accolades and attention for its innovative design. BioLite’s stove could potentially improve the lives of millions of people worldwide while combatting global climate threats.
- [Back to the future: GM and the electric vehicle](https://www.imd.org/research-knowledge/case-studies/back-to-the-future-gm-and-the-electric-vehicle/) - How should organizations balance pressures to decrease short-term costs at the expense of long-term profitability? How “long” is the long-term? What is the cost of innovation? These are the questions that CEO Mary Barra must face when leading General Motors (GM) into the 21st century. GM became the world’s first mass-produced electric vehicle retailer when
- [FrieslandCampina Foodservice (A): Setting up a new operating company](https://www.imd.org/research-knowledge/strategy/case-studies/frieslandcampina-foodservice-a-setting-up-a-new-operating-company/) - The case study details key moments in a two year journey to carve out a new division. This includes: new strategy, overcoming resistance, embedding the change.
- [Digital transformation at Novartis to improve customer engagement](https://www.imd.org/research-knowledge/strategy/case-studies/digital-transformation-at-novartis-to-improve-customer-engagement/) - The pharmaceutical industry was under siege, with regular price rollbacks and the powerful advance of generics frequently making news headlines. Many of the industry’s leading companies, including Novartis, were cutting their sales forces, while sales representatives who still had jobs felt increasingly disengaged. David Epstein, the head of Novartis’s Pharmaceuticals division, bucked the trend. He
- [FrieslandCampina Foodservice (e): Epilogue](https://www.imd.org/research-knowledge/strategy/case-studies/frieslandcampina-foodservice-e-epilogue/) - he epilogue summarizes the outcomes: a follow on top-90 workshop; defining capabilities; managing the transition from strategy to implementation.
- [Unilever’s 2020 super-stretch goal: Doubling growth, reducing negative impacts](https://www.imd.org/research-knowledge/sustainability/case-studies/unilever-s-2020-super-stretch-goal-doubling-growth-reducing-negative-impacts/) - As sustainability challenges escalate around the world, the outcome for the planet and for its populations will depend in large measure on the behavior of individual people. That includes executives at all levels within corporations. Managerial behavior reflects corporate culture but also personal value systems, as has been patently observed during the recent and still
- [Mobility car sharing (cartoon case)](https://www.imd.org/research-knowledge/strategy/case-studies/mobility-car-sharing-cartoon-case/) - The “Mobility Car Sharing” cartoon case describes the success of a cooperative in Switzerland from its inception in 1987 to the latest innovation in 2014. It shows the differences between car sharing and car rental, and how car sharing is embedded in a wider mobility ecosystem. While car sharing now exists in many countries, the
- [GE Healthcare India (C): The commercial innovation imperative](https://www.imd.org/research-knowledge/marketing/case-studies/ge-healthcare-india-c-the-commercial-innovation-imperative/) - This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare – a division of General Electric Company – in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE
- [GE Healthcare India (A): The marketing challenge of low-resource customers](https://www.imd.org/research-knowledge/marketing/case-studies/ge-healthcare-india-a-the-marketing-challenge-of-low-resource-customers/) - This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare – a division of General Electric Company – in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE
- [Implementing technology-based learning at Hilti](https://www.imd.org/research-knowledge/case-studies/implementing-technology-based-learning-at-hilti/) - The case examines Hilti’s implementation of a companywide learning management system (LMS) and its efforts to increase use of e-learning for corporate training. In 2007, the company sought to consolidate the online training activities that existed in several of its decentralized regional business units to create a single global platform and technical standard for e-learning.
- [Bata India limited (A): Bankruptcy or turnaround](https://www.imd.org/research-knowledge/case-studies/bata-india-limited-a-bankruptcy-or-turnaround/) - Bata India Ltd, the largest footwear retailer and manufacturer in India, was one of the most successful multinational companies in the country with a 70-year long legacy. With liberalization and opening up of the Indian economy, the company faced multiple challenges – in terms of brand image, product portfolio, manufacturing costs, industrial relations, retail presence,
- [Bata India limited (B): Turnaround](https://www.imd.org/research-knowledge/case-studies/bata-india-limited-b-turnaround/) - Case B describes the four-phase turnaround strategy implemented by the Managing Director Marcelo Villagran that transformed Bata India from a position of bankruptcy in 2005 into a profitable enterprise in 2010. Significant changes had been made in setting the strategic direction of the company, revamping the product portfolio, managing unionism, streamlining production and sourcing networks,
- [Focus and win: Nestlé China ice cream turnaround (A)](https://www.imd.org/research-knowledge/strategy/case-studies/focus-and-win-nestle-china-ice-cream-turnaround-a/) - JULY 2011. Daniel Lutz, the newly appointed head of Nestlé China’s ice cream business unit, had some tough decisions to make. With 20 years of experience in Nestlé’s ice cream markets, Daniel had successfully worked in the ice cream business in Switzerland, Mexico and Malaysia. Before Daniel’s predecessor, Hans-Peter Edelbluth, took over the ice cream
- [Indosat mobile financial services](https://www.imd.org/research-knowledge/case-studies/indosat-mobile-financial-services/) - Indosat, a Qatar-based Ooredoo Group telecom subsidiary, launched a mobile banking service in Indonesia. Based on a mobile wallet branded Dompetku (“my wallet” in Indonesian Bahasa), the company introduced basic services to individual customers, allowing them to buy mobile phone credit; pay electricity bills issued by PLN – Indonesia’s monopoly electricity supplier – and perform
- [Essential dimensions of business competitiveness](https://www.imd.org/research-knowledge/case-studies/essential-dimensions-of-business-competitiveness/) - The case offers a great opportunity to engage in discussion about major theoretical issues, such as the debate about the benefits of effective governance for the competitiveness of firms vis-à-vis the negative effects of excessive regulation. At the practical level, the case opens a window on the efforts of progressive enterprises in adopting behaviors, and
- [FrieslandCampina Foodservice (B)](https://www.imd.org/research-knowledge/strategy/case-studies/frieslandcampina-foodservice-b/) - The case explores the challenges involved in getting the global board to agree to set up a new operating company focused on foodservice in Europe.
- [FrieslandCampina Foodservice (C): Defining the European must-win battles](https://www.imd.org/research-knowledge/strategy/case-studies/frieslandcampina-foodservice-c-defining-the-european-must-win-battles/) - The case explores decisions related to strategy definition and using external expertise. The business leader faces an important career choice and dilemma.
- [FrieslandCampina Foodservice (D): Implementing the must win battles](https://www.imd.org/research-knowledge/strategy/case-studies/frieslandcampina-foodservice-d-implementing-the-must-win-battles/) - The case explores: the dynamic between regional and local businesses; and choices about how to deal with change resistance. Keep reading the 4th part.
- [Focus and win: Nestlé China ice cream turnaround (B)](https://www.imd.org/research-knowledge/strategy/case-studies/focus-and-win-nestle-china-ice-cream-turnaround-b/) - “The ice cream business in China has been in the red for 14 years. We want you to turn it around.” Daniel Lutz, the head of Nestlé’s ice cream business in China, still remembered the moment he received this mandate from Nestlé’s headquarters in 2011. That was a year ago and Daniel had reached his
- [Royal Selangor: The evolution of a brand over four family generations](https://www.imd.org/research-knowledge/family-business/case-studies/royal-selangor-the-evolution-of-a-brand-over-four-family-generations/) - KUALA LUMPUR, MAY 2014. Tan Sri1 Yong Poh Kon, managing director of Royal Selangor (RS), the world’s largest pewter company, was in a meeting with his son Yoon Li and nephew Chen Tien Yue, both executive directors of the company, to decide how to build on the brand’s current success. Since graduating from university, Poh
- [Governance challenge at an international humanitarian organization: The case of the IFRC](https://www.imd.org/research-knowledge/case-studies/governance-challenge-at-an-international-humanitarian-organization-the-case-of-the-ifrc/) - The case illustrates an aspect of board work that is seldom witnessed: a board’s self-reflection exercise and the subsequent recognition that its governance practices need to be transformed. It also offers a great opportunity to engage in discussion about major theoretical issues, such as the debate about the effectiveness and positive impact of independent directors
- [AB InBev: Dream, people, culture, and cost](https://www.imd.org/research-knowledge/case-studies/ab-inbev-dream-people-culture-and-cost/) - When InBev took over Anheuser-Busch in 2008, creating AB InBev, the world’s largest brewer, the culture of Anheuser-Busch was to change dramatically. This change was entirely predictable. To know what was coming, August Busch IV and his managers needed only to look at what "os três do Garantia", the Brazilian investment trio that called themselves
- [The miracle balm of Gilead (A)](https://www.imd.org/research-knowledge/strategy/case-studies/the-miracle-balm-of-gilead-a/) - In 2013, US-based Gilead Sciences launched a miracle remedy for Hepatitis C. Sovaldi cured 90% of patients with a particular type of hepatitis in 12-weeks rather than the year it usually took, with greatly reduced side effects. Sovaldi generated great excitement worldwide. The only problem was its price. At $84,500 for a course of treatment,
- [The miracle balm of Gilead (B)](https://www.imd.org/research-knowledge/strategy/case-studies/the-miracle-balm-of-gilead-b/) - The second part of this case series describes the protests about the cost of Sovaldi which continued throughout the summer of 2014, not only in emerging markets but also in developed countries. In PR terms, Gilead was being painted less as a marvelous creator of a miracle drug and more as an arbiter of who
- [Royal DSM (B): The challenge of establishing the corporate marketing function](https://www.imd.org/research-knowledge/marketing/case-studies/royal-dsm-b-the-challenge-of-establishing-the-corporate-marketing-function/) - This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM – a global leader in
- [Royal DSM (A): Creating a chief marketing officer (CMO) position in a B2B firm](https://www.imd.org/research-knowledge/marketing/case-studies/royal-dsm-a-creating-a-chief-marketing-officer-cmo-position-in-a-b2b-firm/) - This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM – a global leader in
- [Fattal Group: Positioning the next generation of entrepreneurs](https://www.imd.org/research-knowledge/family-business/case-studies/fattal-group-positioning-the-next-generation-of-entrepreneurs/) - BEIRUT, JULY 2012. As the outside world was once again falling deeper into economic and political turmoil, members of the Fattal family arrived for a board meeting in the much-loved Heritage Room at the headquarters of the Fattal Group in Sin El Fil, East Beirut. In this elegantly decorated space, the history of the family
- [Cisco India (B): Bootstrapping for innovation](https://www.imd.org/research-knowledge/strategy/case-studies/cisco-india-b-bootstrapping-for-innovation/) - Case A describes the challenges a multinational corporation, Cisco Systems Inc., faces in an emerging market in developing new products specific to local needs. Case B describes the journey undertaken by Dr Ishwardutt Parulkar and his team in developing the Advanced Services Router (ASR) 901 – from idea to launch in 2011. The case helps
- [Starbucks Coffee (A): A joint venture with Tata Global Beverages? (Overhead case)](https://www.imd.org/research-knowledge/case-studies/starbucks-coffee-a-a-joint-venture-with-tata-global-beverages-overhead-case/) - In 2012, Starbucks Coffee was negotiating with Tata Global Beverages, a subsidiary of India’s Tata group, to enter the Indian market through a joint venture.
- [Starbucks Coffee (B): A joint venture with Tata Global Beverages? (Overhead case)](https://www.imd.org/research-knowledge/case-studies/starbucks-coffee-b-a-joint-venture-with-tata-global-beverages-overhead-case/) - The case sets the stage for a negotiation between Starbucks and Tata Global, giving them an overall context and the specific issues of each party involved.
- [Shanxi Haixin Iron and Steel Group](https://www.imd.org/research-knowledge/family-business/case-studies/shanxi-haixin-iron-and-steel-group/) - Shanxi Haixin Iron and Steel Group is a second-generation family business that was China’s second largest private steelmaker before it entered bankruptcy proceedings in November 2014, after failing to repay bank loans that matured earlier that year. Looking back, the unexpected death of the founder in 2003, at age 48, had left his brothers and
- [Zhejiang Hisoar Pharmaceutical](https://www.imd.org/research-knowledge/family-business/case-studies/zhejiang-hisoar-pharmaceutical/) - In 2006, after developing his firm for 40 years, Bangpeng, the founder of Zhejiang Hisoar Pharmaceutical turned it into a public company. He remained at its head until 2010 when, for health reasons, he stepped down and sold his remaining share at 50% of the market price to his still inexperienced son, Yuhong, making him
- [Kungfu Catering Management Co., Ltd.](https://www.imd.org/research-knowledge/family-business/case-studies/kungfu-catering-management-co-ltd/) - Known as China’s most successful Chinese-style fast-food restaurant chain, Kungfu Catering Management Co., Ltd. (Zhengongfu) grew from humble beginnings as the dream of three young people in a roadside dessert store in Guangdong, China. The dessert store was opened by 17 year old Pan Yuhai in 1990. He was joined by his elder sister Minfeng
- [Amer International Group](https://www.imd.org/research-knowledge/family-business/case-studies/amer-international-group/) - Wang Wenyin, founder and chairman of the Amer International Group, was born to farmer parents in 1968 in a small village in China’s eastern Anhui Province. After finishing university, he worked for a state-owned petrochemical company in Shanghai, but what he really wanted was to have his own business. In 1994, Wang started a power
- [Uber: An empire in the making?](https://www.imd.org/research-knowledge/strategy/case-studies/uber-an-empire-in-the-making/) - The case study is set in early December 2014. Uber has just completed a round of funding and as a result has an eye-watering valuation of US$41 billion. The case initially explains the service Uber offered to its riders and then gives an overview of the origins and early growth of the company, as well
- [Ningbo Fotile Kitchenware](https://www.imd.org/research-knowledge/family-business/case-studies/ningbo-fotile-kitchenware/) - In 2014, Ningbo Fotile Kitchenware (Fotile) Co., Ltd, a leader in China’s high-end built-in kitchen appliance market was ranked Number 1 by sales in the high-end kitchen appliance market for the tenth consecutive year. Company ownership was entirely in the hands of four Mao family members, founder Mao Lixiang, his wife Zhang Zhaodi, their son
- [The Midea Group](https://www.imd.org/research-knowledge/family-business/case-studies/the-midea-group/) - The Midea Group, a large family-controlled, publicly traded company was one of China’s largest household appliance manufacturers and widely considered a market leader. Founder He Xiangjian grew the small plastics production company he created in 1968 and turned it into a successful household appliance manufacturer that went public in 1993 as “Guangdong Midea Electric Appliances
- [Tasly Pharmaceutical Group Co., Ltd.](https://www.imd.org/research-knowledge/family-business/case-studies/tasly-pharmaceutical-group-co-ltd/) - A pioneer in the modernization of traditional Chinese medicine, the publicly traded Tasly Pharmaceutical Group Co., Ltd. was founded in 1994 by Yan Xijun and his wife Wu Naifeng in Tianjin, China. The couple who met while training as pharmacists at a military medical school, had developed a new method to extract the active substance
- [Bank Central Asia: Changing strategy to maintain market leadership](https://www.imd.org/research-knowledge/strategy/case-studies/bank-central-asia-changing-strategy-to-maintain-market-leadership/) - Bank Central Asia (BCA) had maintained a simple and consistent strategy over the last fifteen years, consisting of two parts. First, it had invested in maintaining its position as Indonesia’s leading transaction bank, with a sizeable network of branches, automated teller machines (ATMs) and good electronic banking channels. This had raised its attractiveness to retail
- [Will brown become the new green? Sustainable golf in the old and new world](https://www.imd.org/research-knowledge/case-studies/will-brown-become-the-new-green-sustainable-golf-in-the-old-and-new-world/) - Golf over the years emerged as a global, cash-driven property development industry with nearly 4.4 million registered players in Europe alone in 2014. It developed as a business relying on a dense network of small- and medium-sized enterprises steeped in tradition. The combination of high growth and low brand value led to the golf industry
- [Banco Espirito Santo: The end of the (credit) line](https://www.imd.org/research-knowledge/family-business/case-studies/banco-espirito-santo-the-end-of-the-credit-line/) - Over nearly 150 years, Portugal’s Espírito Santo family had built a conglomerate with interests ranging from banking and insurance, through healthcare, telecoms, energy and real estate, to agri-business, mining and hotels. The group had operations in 25 countries on four continents, employed 20,000 people and controlled 200 companies. Ricardo Espírito Santo Salgado, the patriarch and
- [New realities: Brasilagro and the agribusiness sector in Brazil](https://www.imd.org/research-knowledge/case-studies/new-realities-brasilagro-and-the-agribusiness-sector-in-brazil/) - The BrasilAgro case story explores whether a pioneer in agricultural production in Brazil that has rapidly become a major holder of farmland can become a template of global agrarian capitalism by increasing its exposure to a widening international pool of financial investors. BrasilAgro, which is controlled by Cresud from Argentina, was the first publicly listed
- [SEDCO Holding Group: Pioneering strong governance among Middle Eastern family businesses](https://www.imd.org/research-knowledge/family-business/case-studies/sedco-holding-group-pioneering-strong-governance-among-middle-eastern-family-businesses/) - In 2010, SEDCO, a wealth management company headquartered in Jeddah, Saudi Arabia, embarked on an ambitious program of transforming what had been a traditional family owned business into a world-class, institutionalized holding entity. Corporate structure and governance had underpinned its rise to one of the country’s leading conglomerates. Yet the current transformation required that SEDCO
- [Royal FrieslandCampina: A moo-ger equals (B)](https://www.imd.org/research-knowledge/strategy/case-studies/royal-frieslandcampina-a-moo-ger-equals-b/) - In December 2007, two diary cooperatives – Campina and Royal Friesland Foods - based in The Netherlands decided to merge. The cooperatives both owned operating companies that were responsible for buying the milk of their members and transforming it into value-added dairy-based products. Despite their common Dutch origins, their operating companies – Campina BV and
- [Royal FrieslandCampina: Moo-ger of equals (A)](https://www.imd.org/research-knowledge/strategy/case-studies/royal-frieslandcampina-moo-ger-of-equals-a/) - In December 2007, two diary cooperatives – Campina and Royal Friesland Foods - based in The Netherlands decided to merge. The cooperatives both owned operating companies that were responsible for buying the milk of their members and transforming it into value-added dairy-based products. Despite their common Dutch origins, their operating companies – Campina BV and
- [Royal FrieslandCampina: A moo-ger of equals (C)](https://www.imd.org/research-knowledge/strategy/case-studies/royal-frieslandcampina-a-moo-ger-of-equals-c/) - In December 2007, two diary cooperatives – Campina and Royal Friesland Foods - based in The Netherlands decided to merge. The cooperatives both owned operating companies that were responsible for buying the milk of their members and transforming it into value-added dairy-based products. Despite their common Dutch origins, their operating companies – Campina BV and
- [Negotiating in the context of ongoing relationships](https://www.imd.org/research-knowledge/case-studies/negotiating-in-the-context-of-ongoing-relationships/) - Your objective in every negotiation you undertake is to create value and capture value. Creating value means identifying potentially compelmentary interests with your counterparts and finding ways to make mutually beneficial trades. In this way, you "enalrge the pie" rather than just fight over slices of a smaller one. Capturing value means making sure you
- [Techstar-Ventureforth: Confidential instructions for the representative of techstar (Exercise 1)](https://www.imd.org/research-knowledge/case-studies/techstar-ventureforth-confidential-instructions-for-the-representative-of-techstar-exercise-1/) - You represent TechStar Enterprises, a leading national homebuilding company in negotiations with an activist community-based environmental group, VentureForth.
- [Techstar–Ventureforth: Confidential instructions for the representative of Ventureforth (Exercise 2)](https://www.imd.org/research-knowledge/case-studies/techstar-ventureforth-confidential-instructions-for-the-representative-of-ventureforth-exercise-2/) - TechStar plans to build a 100-unit housing development near the town of Carlyle. VentureForth is concerned that your development is just the fisrt of many.
- [Honeymoon interrupted: Mary Barra, CEO, GM (C)](https://www.imd.org/research-knowledge/case-studies/honeymoon-interrupted-mary-barra-ceo-gm-c/) - More than a year had passed since Anton Valukas of the law firm Jenner & Block had published his report on the General Motors ignition switch scandal. While Mary Barra, GM’s CEO, had moved quickly to deal with its findings, the federal prosecution was still hanging over the company. As well as a potentially huge
- [Shareholder activism at Sony](https://www.imd.org/research-knowledge/case-studies/shareholder-activism-at-sony/) - MAY 14, 2013. Daniel Loeb, CEO of US-based activist fund Third Point LLC (Third Point), flew to Tokyo for meetings with government officials and to hand deliver a letter to Kazuo Hirai, president and CEO of Sony Corporation (Sony). The letter from Loeb revealed that Third Point had purchased a 6.9% stake in Sony and
- [Sony and Third Point (A)](https://www.imd.org/research-knowledge/case-studies/sony-and-third-point-a/) - The case provides valuable discussion regarding shareholder activism and its impact on value. What strategies investors use? Do they add value? Learn more!
- [Sony and Third Point (B)](https://www.imd.org/research-knowledge/case-studies/sony-and-third-point-b/) - The two-part case promotes discussion regarding shareholder activism and its impact on value. What is the business model for Third Point? Find out here!
- [EssentialMed Foundation: A stuck innovator](https://www.imd.org/research-knowledge/strategy/case-studies/essentialmed-foundation-a-stuck-innovator/) - Today, 14% of the world’s population (US, Japan and Europe) accounts for over 80% of the medical devices market. Lower income countries (aka the Global South) do not have access to essential medical imaging devices such as X-Ray machines. The main reasons are initial costs, reliability and maintenance. An EPFL-led team of 40 academics and
- [Sensorica – More than a dream](https://www.imd.org/research-knowledge/case-studies/sensorica-more-than-a-dream/) - SENSORICA, an open value network, was founded by Tiberius Brastaviceanu, Ivan Pavlov and Francois Bergeron in Montreal, Canada in February 2011. The network focused on two primary activities: creating open hardware products and developing the Open Value Network Model (OVN) as an alternative way to organize and work. Nearly five years later, both the SENSORICA
- [Patagonia’s sustainability strategy: Don’t buy our products](https://www.imd.org/research-knowledge/sustainability/case-studies/patagonia-s-sustainability-strategy-don-t-buy-our-products/) - In 2005, Patagonia launched the Common Threads Recycling Program. The goal was to reduce the number of products Patagonia customers purchased through a two-fold effort. The first part was to encourage customers to fix damaged clothing. Patagonia began publishing do-it-yourself repair guides to assist customers in repairing their clothing. To provide an alternative for customers
- [From concrete to a flooring solution: Selling a commodity that isn’t – A case study from Holcim Mexico](https://www.imd.org/research-knowledge/case-studies/from-concrete-to-a-flooring-solution-selling-a-commodity-that-isn-t-a-case-study-from-holcim-mexico/) - Problem: A high quality, value-added product (shrinkage-compensating concrete) sold to contractors whose incentive is to save costs, not provide long-term value; limited access to beneficiaries of value (end customer planning department). Solution: Sell directly to “owners” (department responsible for maintenance and follow-on costs) to create demand from the end customer through the contractor by clearly
- [Beneful](https://www.imd.org/research-knowledge/marketing/case-studies/beneful/) - Beneful “complete dog food” was a new brand launched by Purina PetCare, USA. The decision was a controversial one. A number of senior executives believed the company had already too many brands in pet food. Purina management knew it had problems in the medium segment of the dry dog food category. In the high-end, super
- [Umicore’s transformation and the monetizing of sustainability](https://www.imd.org/research-knowledge/case-studies/umicore-s-transformation-and-the-monetizing-of-sustainability/) - Umicore’s CEO Marc Grynberg had been appointed chief executive officer in the last quarter of 2008 in the early stages of a global economic crisis, an ominous start of sorts. As a member of the executive committee, he had been part of the core team that transformed the company from a stagnant mining company –
- [Atera NYC (A): Turbulent times in the kitchen](https://www.imd.org/research-knowledge/strategy/case-studies/atera-nyc-a-turbulent-times-in-the-kitchen/) - Finding a new star chef for a fashionable restaurant in the competitive lower-Manhattan food scene was going to be a huge challenge. Keep reading for more!
- [Gastón Acurio: Bringing Peruvian cuisine to the world](https://www.imd.org/research-knowledge/case-studies/gaston-acurio-bringing-peruvian-cuisine-to-the-world/) - From 2009 to 2015 was a crucial expansion period for Gastón Acurio and the holding company Acurio Restaurantes under which he combined the creation and day-to-day operations of his Peruvian restaurant empire. The case gives an overview of Peruvian cuisine and of how Gastón, starting from a single restaurant, built a food empire. Between 1994,
- [Atera NYC (C): New leadership in the cuisine](https://www.imd.org/research-knowledge/strategy/case-studies/atera-nyc-c-new-leadership-in-the-cuisine/) - Atera, a restaurant situated in New York City, had a challenge to solve: find a new star chef to stand out from competition. Learn about service marketing here!
- [Uber takes on China](https://www.imd.org/research-knowledge/strategy/case-studies/uber-takes-on-china/) - The case study is set in May 2016. It highlights the challenges that Uber faces in the Chinese ride-hailing market. Despite publicly stating that China is its number one global priority, Uber has struggled in the country. Uber learned from the failure of many Western firms in China. It installed local management, adapted its service
- [Ultra: The initial public offering (A)](https://www.imd.org/research-knowledge/case-studies/ultra-the-initial-public-offering-a/) - In Brazil the local index, Bovespa, had suffered considerably that year, going down by 40%. Learn how the Brazilian market overcame emerging markets prejudice.
- [Atera NYC (B): Food war declared](https://www.imd.org/research-knowledge/strategy/case-studies/atera-nyc-b-food-war-declared/) - Part B: Atera Restaurant, New York City, February 2015. Jodi Richard closed the door behind her with a ton of questions. She had just come out of the final me
- [Ultra: The initial public offering (B)](https://www.imd.org/research-knowledge/case-studies/ultra-the-initial-public-offering-b/) - Following the sudden death of its longtime owner, Grupo Ultra was at a crossroads. The Asian crisis of 1998 had made investors skeptical of emerging markets.
- [Senior Solution: Raising capital for growth](https://www.imd.org/research-knowledge/case-studies/senior-solution-raising-capital-for-growth/) - Among other topics on the board’s agenda was how Senior Solution, which specialized in software solutions for financial institutions, could maintain its financial growth of the past few years. Would new funds be needed to support that growth? And, was it the right time to provide additional liquidity to some of its shareholders? Having paid
- [Ultra Novo Mercado (A)](https://www.imd.org/research-knowledge/family-business/case-studies/ultra-novo-mercado-a/) - Pedro Wongtschowski, CEO of Ultrapar, Brazil’s second largest oil and petrochemical company, was rethinking the company’s governance structure.
- [Ultra Novo Mercado (B)](https://www.imd.org/research-knowledge/family-business/case-studies/ultra-novo-mercado-b/) - At the general meeting, shareholders were scheduled to vote on a proposal to convert the firm’s non-voting shares into voting shares, on a one-to-one basis.
- [Senior Solution: The IPO](https://www.imd.org/research-knowledge/case-studies/senior-solution-the-ipo/) - Senior Solution, a São Paulo-based IT company specializing in software development and solutions for financial institutions, was founded in 1996 by Bernardo Gomes and Luciano Camargo. In the late 1990s, the company focused on customized IT projects and maintenance. Its business grew from BRL 0.2 million to BRL 7 million in 2002. By 2004, there
- [Bavaria: Brewing with local roots and global ambitions](https://www.imd.org/research-knowledge/family-business/case-studies/bavaria-brewing-with-local-roots-and-global-ambitions/) - Lieshout (NL), October 2015. Bavaria N.V., founded well before 1680 and based in Lieshout (Netherlands), was the second largest brewery in the Netherlands. It symbolized fierce independence and a high degree of entrepreneurship, always balancing legacy with innovation. Five cousins from the Swinkels family were at the helm of the operative business; the company’s shared
- [Tranter India (A): Challenging the status quo](https://www.imd.org/research-knowledge/strategy/case-studies/tranter-india-a-challenging-the-status-quo/) - The case describes the rolles coaster years of Tranter India. The study is segmented in two parts, one to growth in revenue and other to sustainability.
- [Tranter India (B): The high price of growth](https://www.imd.org/research-knowledge/strategy/case-studies/tranter-india-b-the-high-price-of-growth/) - Tranter had increased inventory to handle extra capacities. And under the aim of high growth, market share was hunted for through extra credit terms.
- [Tranter India (C): Lean implementation](https://www.imd.org/research-knowledge/strategy/case-studies/tranter-india-c-lean-implementation/) - This case shows that growth does not necessarily have to be good. The case describes the rolles coaster years of Tranter India in three different acts.
- [NetGuardians: Beating fraud from the inside](https://www.imd.org/research-knowledge/strategy/case-studies/netguardians-beating-fraud-from-the-inside/) - After developing powerful software, young entrepreneurs Raffael Maio and Joël Winteregg, founded NetGuardians in 2007. Their initial idea was to help companies improve security. (i) Over time, the two entrepreneurs improved their technology and decided to focus on defeating and preventing fraud in banking, where there was a gap in the market. In 2014 around
- [Adidas Russia/CIS and the Russian crisis: Retrench or double down (B)](https://www.imd.org/research-knowledge/operations/case-studies/adidas-russia-cis-and-the-russian-crisis-retrench-or-double-down-b/) - The case series is based on extensive interviews with key executives at adidas Russia/CIS in charge of implementing the radical IT, supply chain and omnichannel initiatives that transformed adidas Russia/CIS from one of the poorest performers to the new standard within the Group. The initiatives included pioneering the rollout and implementation of key new technologies
- [Personal capital: Differentiating within digital wealth management](https://www.imd.org/research-knowledge/strategy/case-studies/personal-capital-differentiating-within-digital-wealth-management/) - The case introduces a classic digital disruption process applied to a secular sector, wealth management. It explains the current challenges of this industry, which has undergone severe changes following the recent financial crisis. It shows that even an industry for which the main key success factor has been the personal relationship and trust between the
- [Mahindra Finance (A): Creating new markets](https://www.imd.org/research-knowledge/strategy/case-studies/mahindra-finance-a-creating-new-markets/) - The two-part case describes the growth trajectory of Mahindra Finance until 2009 when it stumbles with its new product – home loans for the rural market.
- [Lost for words – Newspapers’ digital future](https://www.imd.org/research-knowledge/case-studies/lost-for-words-newspapers-digital-future/) - For nearly 170 years, newspapers enjoyed the privileged position of informing readers of local, regional and international news. Since 1833 the standard business model was largely driven by advertising revenues in the US and from advertising revenues, sales and subscriptions in Europe. Then came the internet. Ad revenues and circulation declined as both advertisers and
- [Convertible bonds: Pricing and structuring](https://www.imd.org/research-knowledge/case-studies/convertible-bonds-pricing-and-structuring/) - A convertible bond is a hybrid security that not only retains most of the salient features of a debt instrument (such as a fixed coupon payment, priority over common stock when a company is in default, etc.), but also offers the upside potential associated with the underlying common stock. Convertible bondholders can in fact, at
- [Mahindra Finance (B): Finessing business models](https://www.imd.org/research-knowledge/strategy/case-studies/mahindra-finance-b-finessing-business-models/) - This two-part case study outlines the steps taken by Mahindra Finance to address the challenges faced by the housing finance business. Learn more!
- [Nespresso: How to protect your brand from social media attacks](https://www.imd.org/research-knowledge/crisis-management/case-studies/nespresso-how-to-protect-your-brand-from-social-media-attacks/) - Solidar Switzerland a Non-Government Organisation, originally created in 1936 under the name of Swiss Labour Assistance SLA launched in September 2011 a campaign against Nestlé Nespresso. A viral video, named „Fair Trade – What else?“ (https://www.youtube.com/watch?v=2G8QljHVn_A), was initially launched on their web page with the objective to raise awareness of social inequality of coffee farmers
- [Digital transformation at Axel Springer](https://www.imd.org/research-knowledge/digital/case-studies/digital-transformation-at-axel-springer/) - The case traces the digital transformation journey of Axel Springer, one of Europe’s largest media houses, from a traditional print business to a digital powerhouse in the online world of paid content, classified advertisements and marketing businesses. In the information age, the publishing industry has been challenged by the dual forces of rapid technological advancement
- [Sky Deutschland (B): How supply chain management enabled a dramatic company turnaround](https://www.imd.org/research-knowledge/operations/case-studies/sky-deutschland-b-how-supply-chain-management-enabled-a-dramatic-company-turnaround/) - Sky Germany is the leading pay TV provider in Germany and Austria. In 2010, the company was losing money and facing a lot of operational challenges such as a slow subscriber growth, a high customer churn rate, high fixed costs and frequent product stock-outs. In 2010 Sebastian Hauptmann joined Sky as VP of Logistics to
- [Sky Deutschland (A): Driving customer loyalty through supply chain execution](https://www.imd.org/research-knowledge/supply-chain/case-studies/sky-deutschland-a-driving-customer-loyalty-through-supply-chain-execution/) - Sky Germany is the leading pay TV provider in Germany and Austria. In 2010, the company was losing money and facing a lot of operational challenges such as a slow subscriber growth, a high customer churn rate, high fixed costs and frequent product stock-outs. In 2010 Sebastian Hauptmann joined Sky as VP of Logistics to
- [Unilever: Opportunities in the white spaces](https://www.imd.org/research-knowledge/strategy/case-studies/unilever-opportunities-in-the-white-spaces/) - May 2016, Singapore. Umesh Shah, the head of Unilever International (UI), was pleased with what his team had been able to achieve since the business unit was created at the beginning of 2012 by merging the operating companies’ export units with the purpose to better exploit the “white spaces,” i.e. business opportunities created by new
- [CO2 2 H2O: Transition to sustainable energy](https://www.imd.org/research-knowledge/strategy/case-studies/co2-2-h2o-transition-to-sustainable-energy/) - The case describes the challenges around sustainability within the Energy industry using Royal Dutch Shell (Shell) as an example. Two key challenges for Shell are explored: How to meet the demand for energy sustainably and profitably, and how to gain a licence to operate from society. Further, the case presents some negative views of Shell
- [Cooperativa Integral Catalana – Embracing new challenges](https://www.imd.org/research-knowledge/case-studies/cooperativa-integral-catalana-embracing-new-challenges/) - In the smoking rubble of the global economy after the financial meltdown of 2008, many people felt that capitalism as it was constructed, was unsustainable. The gap between rich and poor, haves and have nots was widening, with the aspirational middle shrinking. Society itself seemed to be crumbling. Some people looked for other solutions and
- [Ryanair strategic positioning (B): Always getting better](https://www.imd.org/research-knowledge/strategy/case-studies/ryanair-strategic-positioning-b-always-getting-better/) - By 2013, after over near 30 years, Ryanair has become the largest airline in Europe in terms of passengers flown internationally. It outperformed its low cost rivals on most operational dimensions. It was unambiguously positioned as the lowest cost of the low cost airlines. Its success, however, came at a price. Ryanair was far from
- [Ryanair strategic positioning (A): July 2013](https://www.imd.org/research-knowledge/strategy/case-studies/ryanair-strategic-positioning-a-july-2013/) - By 2013, after over near 30 years, Ryanair has become the largest airline in Europe in terms of passengers flown internationally. It outperformed its low cost rivals on most operational dimensions. It was unambiguously positioned as the lowest cost of the low cost airlines. Its success, however, came at a price. Ryanair was far from
- [Adidas: Leadership transition in 2016](https://www.imd.org/research-knowledge/strategy/case-studies/adidas-leadership-transition-in-2016/) - The case describes the situation of Adidas in 2016, including the retirement of Herbert Hainer and hiring of the new CEO Kasper Rørsted.
- [Adidas: Route 2015](https://www.imd.org/research-knowledge/strategy/case-studies/adidas-route-2015/) - The case describes Adidas after the acquisition of Reebok and CEO Herbert Hainer plans for Route 2015.
- [Adidas: Growth and transformation to 2009](https://www.imd.org/research-knowledge/strategy/case-studies/adidas-growth-and-transformation-to-2009/) - The case describes the evolution from Adidas’ founding until 2009, including the acquisition of Salomon and Reebok.
- [Transavia (A): Building a digital airline ecosystem](https://www.imd.org/research-knowledge/digital/case-studies/transavia-a-building-a-digital-airline-ecosystem/) - This two-part case series follows the dilemmas that Mattijs ten Brink, CEO of Transavia, is facing at deciding which path he should lead his team. Read more!
- [Transavia (B): Looking for the next destination](https://www.imd.org/research-knowledge/digital/case-studies/transavia-b-looking-for-the-next-destination/) - Transavia is a subsidiary of the Air France-KLM airline group, providing low-cost “point-to-point” flights to destinations in Europe. Find out more!
- [Maersk Line: Becoming the Toyota of shipping (A)](https://www.imd.org/research-knowledge/case-studies/maersk-line-becoming-the-toyota-of-shipping-a/) - Maersk Line is the world’s largest container shipping company. The industry is fierce, forcing all to fight for market share by having lowest cost in operation.
- [Maersk Line: Becoming the Toyota of shipping (B)](https://www.imd.org/research-knowledge/case-studies/maersk-line-becoming-the-toyota-of-shipping-b/) - In 2014, Maersk Line Operations embarked on a journey to change the game towards maintaining cost leadership forever, based on Toyota's cultural organization.

## Faculty

- [Stéphane J. G. Girod](https://www.imd.org/faculty/professors/stephane-girod/) - Stéphane JG Girod is Professor of Strategy and Organizational Innovation ai IMD. He focuses on the development of business agility in response to disruption.
- [Simon J. Evenett](https://www.imd.org/faculty/professors/simon-j-evenett/) - Simon J Evenett is Professor of Geopolitics and Strategy at IMD. A globally recognized expert on trade, investment, and geopolitical dynamics, he is a leading analyst of the global business environment.
- [José Parra Moyano](https://www.imd.org/faculty/professors/jose-parra-moyano/) - José Parra Moyano is Professor of Digital Strategy at IMD. He focuses on the management and economics of data and privacy and the creation of sustainable value.
- [Howard Yu](https://www.imd.org/faculty/professors/howard-yu/) - Howard Yu is LEGO® Professor of Management and Innovation at IMD and heads IMD’s Center for Future Readiness. He focuses on innovation and transformation.
- [Marissa King](https://www.imd.org/faculty-profile/marissa-king/) - Marissa King is Professor of Leadership and Management at IMD, where she helps executives understand and harness the power of human connection. Her research, teaching, and consulting draw on network science, psychology, and organizational behavior to provide leaders with practical relational tools for building stronger teams and more effective organizations. “Relationships are not random. They follow predictable patterns that
- [Öykü Işık](https://www.imd.org/faculty/professors/oyku-isik/) - Öykü Işık is Professor of Digital Strategy and Cybersecurity at IMD. She is an expert on digital resilience and the effects of disruptive technologies.
- [Misiek Piskorski](https://www.imd.org/faculty/professors/misiek-piskorski/) - Misiek Piskorski is Professor of Digital Strategy, Analytics and Innovation and Dean of Executive Education at IMD. He is an expert on digital transformation.
- [Markus Menz](https://www.imd.org/faculty-profile/markus-menz/) - Markus Menz is a visiting professor at IMD and Professor of Strategic Management and former Dean of the Geneva School of Economics and Management (GSEM) at the University of Geneva. As Dean from 2021 to 2025, and previously as Vice Dean for Development from 2017 to 2021, he implemented the “Geneva Advantage” strategy aimed
- [Jean-François Manzoni](https://www.imd.org/faculty/professors/jeanfrancois-manzoni/) - Jean-François Manzoni is Professor of Leadership and Organizational Development. He is an expert on leadership and change.
- [Mark Greeven](https://www.imd.org/faculty/professors/mark-greeven/) - Mark Greeven is Professor of Innovation and Strategy at IMD and Dean of Asia. He focuses on how to organize innovation in a turbulent world.
- [Yoshinori (Yoshi) Fujikawa](https://www.imd.org/faculty-profile/yoshinori-yoshi-fujikawa/) - Yoshinori (Yoshi) Fujikawa is Affiliate Professor of Strategy and Marketing. His research and teaching focus on the intersection of strategy, marketing, and service management, reframing service not as an industry sector, but as a fundamental logic of value creation and value capture across industries. His work highlights the leadership challenge of shifting lenses from firm-centric, one-way models of
- [Martin Fellenz](https://www.imd.org/faculty/professors/martin-fellenz/) - Martin Fellenz is Affiliate Professor of Leadership and Organizational Behavior at IMD. He is a skilled consultant, executive coach, and facilitator.
- [Ric Roi](https://www.imd.org/faculty/professors/ric-roi/) - Ric Roi is Affiliate Professor of Leadership and Organization at IMD. He is an expert in top team effectiveness and strategic talent management solutions.
- [Amit Joshi](https://www.imd.org/faculty/professors/amit-joshi/) - Amit Joshi is Professor of AI, Analytics and Marketing Strategy at IMD. He helps organizations to develop their big data, analytics, and AI capabilities.
- [Zhike Lei](https://www.imd.org/faculty/professors/zhike-lei/) - Zhike Lei is Professor of Leadership and Organizational Behavior at IMD.
- [Winter Nie](https://www.imd.org/faculty/professors/winter-nie/) - Winter Nie is Professor of Leadership and Organizational Change at IMD and Managing Director of IMD China. She is an expert in change management and leadership.
- [Vanina Farber](https://www.imd.org/faculty/professors/vanina-farber/) - Vanina Farber is elea Professor for Social Innovation. She is an award-winning economist and political scientist.
- [Tim Quigley](https://www.imd.org/faculty-profile/tim-quigley/) - Tim Quigley is Professor of Strategic Leadership and Governance. His primary interest is in corporate governance with a particular focus on strategic management and the role of CEOs, CEO succession, and how their impact is influenced by prior experiences, values, compensation, and other factors. As a management educator, Quigley equips leaders to make well-informed decisions in demanding and rapidly evolving environments. He emphasizes the
- [Susan Goldsworthy](https://www.imd.org/faculty/professors/susan-goldsworthy/) - Susan Goldsworthy OLY is Affiliate Professor of Leadership, Communications, and Organizational Change at IMD. Her areas of interest include sport, neuroscience.
- [Stefan Michel](https://www.imd.org/faculty/professors/stefan-michel/) - Stefan Michel is Professor of Strategy and Marketing at IMD. specializes in customer-focused strategy, strategy execution, corporate governance, and pricing.
- [Sophie Bacq](https://www.imd.org/faculty/professors/sophie-bacq/) - Sophie Bacq is Professor of Social Entrepreneurship and Coca-Cola Foundation Chair in Sustainable Development. She is a globally recognized thought leader in social entrepreneurship.
- [Shlomo Ben-Hur](https://www.imd.org/faculty/professors/shlomo-ben-hur/) - Shlomo Ben-Hur is Professor of Leadership and Organizational Behavior at IMD. He is an expert on leadership, talent management, and corporate learning.
- [Seán Meehan](https://www.imd.org/faculty/professors/sean-meehan/) - Seán Meehan is Professor of Marketing and Management at IMD. He is an award-winning author on customer-centricity.
- [Salvatore Cantale](https://www.imd.org/faculty/professors/salvatore-cantale/) - Salvatore Cantale is Professor of Finance at IMD. He specializes in strategy, business models, and financial results as well as ESG and finance.
- [Robert Hooijberg](https://www.imd.org/faculty/professors/robert-hooijberg/) - Robert Hooijberg is Professor of Organizational Behaviour at IMD. He helps organizations create powerful performance-oriented cultures aligned with strategy.
- [Richard Baldwin](https://www.imd.org/faculty/professors/richard-baldwin/) - Richard Baldwin is Professor of International Economics at IMD. He is recognized as an authority on the economic drivers and risks of globalization.
- [Ralf Seifert](https://www.imd.org/faculty/professors/ralf-seifert/) - Ralf Seifert is Professor of Operations Management at IMD. He is an expert on operations management, supply chain strategy, and digital transformation.
- [Ralf Boscheck](https://www.imd.org/faculty/professors/ralf-boscheck/) - Ralf Boscheck is Professor Emeritus of Economics and Business Policy at IMD. He teaches strategy, economics, regulation, and country analysis and macroeconomic policy.
- [Goutam Challagalla](https://www.imd.org/faculty/professors/goutam-challagalla/) - Goutam Challagalla is Professor of Strategy and Marketing at IMD. He focuses on how digital advances and sustainability concerns impact marketing and business.
- [Patrick Reinmoeller](https://www.imd.org/faculty/professors/patrick-reinmoeller/) - Patrick Reinmoeller is Professor of Strategy and Innovation at IMD. His teaching, research, and consulting focus on strategic thinking for senior executives.
- [Niccolò Pisani](https://www.imd.org/faculty/professors/niccolo-pisani/) - Niccolò Pisani is Professor of Strategy and International Business at IMD. His areas of expertise include strategy design, execution and international business.
- [Naomi Haefner](https://www.imd.org/faculty-profile/naomi-haefner/) - Naomi Haefner is Professor of Artificial Intelligence and Innovation. Her research examines how artificial intelligence is reshaping innovation strategy, organizational design, and leadership decision-making. Her work bridges rigorous academic insight with practical application. As a researcher, educator, and advisor, she designs and delivers executive education programs for board members, senior leaders, and public-sector innovators navigating complex technological change. Her approach integrates frameworks that equip leaders to respond to fast-moving developments with
- [Murat Tarakci](https://www.imd.org/faculty/professors/murat-tarakci/) - Tarakci’s work highlights that winning strategies stem from individuals and teams who think, feel, and care.
- [Mohan Subramaniam](https://www.imd.org/faculty/professors/mohan-subramaniam/) - Mohan Subramaniam is Professor of Strategy and Digital Transformation at IMD. He helps firms to find new sources of competitive advantage in the digital age.
- [Michael Yaziji](https://www.imd.org/faculty/professors/michael-yaziji/) - Michael Yaziji is Professor of Strategy and Leadership at IMD. With two PhDs, his expertise spans strategy, leadership, and sustainability.
- [Michael Watkins](https://www.imd.org/faculty/professors/michael-watkins/) - Michael Watkins is Professor of Leadership and Organizational Change at IMD and award-winning author of the international bestseller The First 90 Days.
- [Michael Wade](https://www.imd.org/faculty/professors/michael-wade/) - Michael Wade is Professor of Innovation and Strategy at IMD and Director of the IMD Global Center for Digital Business Transformation.
- [Merete Wedell-Wedellsborg](https://www.imd.org/faculty/professors/merete-wedell-wedellsborg/) - Merete Wedell-Wedellsborg is Adjunct Professor of Leadership at IMD. She is an authorized clinical psychologist who specializes in organizational psychology.
- [Marleen Dieleman](https://www.imd.org/faculty/professors/marleen-dieleman/) - Marleen Dieleman holds the Peter Lorange Chair in Family Business at IMD. She is an award-winning case writer with an emphasis on family business strategy.
- [Knut Haanaes](https://www.imd.org/faculty/professors/knut-haanaes/) - Knut Haanaes is Professor of Strategy. He focuses on strategy, sustainability, renewal, and business models.
- [Kazuo Ichijo](https://www.imd.org/faculty/professors/kazuo-ichijo/) - Kazuo Ichijo is Professor of Innovation and Leadership at IMD. He is a leading authority on innovation through the process of organizational knowledge creation.
- [Katharina Lange](https://www.imd.org/faculty/professors/katharina-lange/) - Katharina Lange is Affiliate Professor of Leadership at IMD. She educates executives in leadership, resilience, and how to build customer-centric organizations.
- [Karl Schmedders](https://www.imd.org/faculty/professors/karl-schmedders/) - Karl Schmedders is Professor of Finance at IMD. His research and teaching focuses on sustainability and the economics of climate change.
- [Julia Binder](https://www.imd.org/faculty/professors/julia-binder/) - Julia Binder is Professor of Business Transformation at IMD and Director of their Center for Sustainable and Inclusive Business.
- [John Weeks](https://www.imd.org/faculty/professors/john-weeks/) - John Weeks is Professor of Leadership and Organizational Behavior at IMD. He works at the intersection of leadership, organizational culture, and change.
- [Jennifer Jordan](https://www.imd.org/faculty/professors/jennifer-jordan/) - Jennifer Jordan is specialized in digital leadership, ethics, influence, and power. She is certified in lie and truthfulness detection, and conflict resolution.
- [James Henderson](https://www.imd.org/faculty/professors/james-henderson/) - James Henderson is Professor of Strategic Management at IMD. He is an expert on strategic agility with a focus on competitive and corporate strategy.
- [Ina Toegel](https://www.imd.org/faculty/professors/ina-toegel/) - Ina Toegel is Professor of Leadership and Organizational Change. Her work focuses on how to build and sustain high-performance teams as vehicles for change.
- [Ginka Toegel](https://www.imd.org/faculty/professors/ginka-toegel/) - Ginka Toegel is Professor of Organizational Behaviour and Leadership at IMD. She is an expert on leadership trends and the dynamics of top management teams.
- [George Kohlrieser](https://www.imd.org/faculty/professors/george-kohlrieser/) - George Kohlrieser is Distinguished Professor of Leadership and Organizational Behavior at IMD. He is a psychologist, bestselling author, and hostage negotiator.
- [Frédéric Dalsace](https://www.imd.org/faculty/professors/frederic-dalsace/) - Frédéric Dalsace is Professor of Marketing and Strategy at IMD. He focuses on B2B issues sustainability, inclusive business models, and alleviating poverty.
- [Florian Hoos](https://www.imd.org/faculty/professors/florian-hoos/) - Florian Hoos is Professor of Sustainability and ESG Accounting at IMD. He is an award-winning writer and innovator with a focus on the measurable impact of ESG.
- [Didier Cossin](https://www.imd.org/faculty/professors/didier-cossin/) - Didier Cossin is Chaired Professor of Governance and Finance at IMD and Director of the IMD Global Board Center. He is an expert in organizational performance.
- [Didier Bonnet](https://www.imd.org/faculty/professors/didier-bonnet/) - Didier Bonnet is Professor of Strategy and Digital Transformation. He focuses on digital economics, digital strategy, disruptive innovation, and transformation.
- [Cyril Bouquet](https://www.imd.org/faculty/professors/cyril-bouquet/) - Cyril Bouquet is Professor of Strategy and Innovation at IMD and Director of IMD's Innovation in Action program. He helps firms to tackle complex challenges.
- [Carlos Cordon](https://www.imd.org/faculty/professors/carlos-cordon/) - Carlos Cordon is Professor of Strategy and Supply Chain Management at IMD. His areas of expertise include supply chain management, digital, and value chains.
- [Benoit Leleux](https://www.imd.org/faculty/professors/benoit-leleux/) - Benoit Leleux is Stephan Schmidheiny Professor of Entrepreneurship and Finance at IMD. He is recognized as a leading specialist in entrepreneurship and finance.
- [Arturo Bris](https://www.imd.org/faculty/professors/arturo-bris/) - Arturo Bris is Douglas Geertz IMEDE 1988 Professor in Geopolitics and Business, Professor of Finance at IMD, and Director of the IMD World Competitiveness Center. He is among the top 100 most-read finance academics worldwide.
- [Arnaud Chevallier](https://www.imd.org/faculty/professors/arnaud-chevallier/) - Arnaud Chevallier is Professor of Strategy at IMD. He helps executives solve complex problems and make better decisions under uncertainty.
- [Anand Narasimhan](https://www.imd.org/faculty/professors/anand-narasimhan/) - Anand Narasimhan is Shell Professor of Global Leadership and Dean of Research at IMD. He focuses on how top team and board dynamics impact transformation.
- [Alyson Meister](https://www.imd.org/faculty/professors/alyson-meister/) - Alyson Meister is Professor of Leadership and Organizational Behavior at IMD. She helps firms to develop inclusive and resilient leaders, teams, and workplaces.
- [Alfredo De Massis](https://www.imd.org/faculty/professors/alfredo-de-massis/) - Alfredo De Massis is Professor of Entrepreneurship and Family Business at IMD. He is an award-winning expert in the management and governance of family firms.
- [Albrecht Enders](https://www.imd.org/faculty/professors/albrecht-enders/) - Albrecht Enders is Professor of Strategy and Innovation at IMD. He provides guidance on effective decision making to help companies make strategic choices.
- [Georg Guttmann](https://www.imd.org/faculty/professors/georg-guttmann/) - Georg Guttmann is Affiliate Professor of Corporate Governance and Strategy. His work focuses on the strategic leadership role of boards of directors and on how effective governance enhances strategic decision-making and long-term value creation. A recognized expert at the intersection of governance research and boardroom practice, he works closely with chairs, non-executive directors, and executive committees of
- [Ivy Buche](https://www.imd.org/faculty/professors/ivy-buche/) - Ivy Buche is a research fellow and term research professor. With a focus on corporate purpose, she works on business transformation projects with senior executive teams of multinational companies across industries such as shipping, FMCG, insurance, mobility, agri-business, and security services. Buche specializes in strategy and responsible leadership from the perspective of the top management
- [Ben Bryant](https://www.imd.org/faculty/professors/ben-bryant/) - Ben Bryant is Professor of Leadership and Organization at IMD. He focuses on the reflective capabilities of leaders.
- [William Fischer](https://www.imd.org/faculty/professors/william-fischer/) - William A Fischer is Professor Emeritus of Innovation Management at IMD. He co-founded and co-directs the IMD program on Driving Strategic Innovation.
- [Omar Toulan](https://www.imd.org/faculty/professors/omar-toulan/) - Omar Toulan is Professor of Strategy and International Management at IMD. He is an expert in growing and managing multinationals.
- [Paul Strebel](https://www.imd.org/faculty/professors/paul-strebel/) - Paul Strebel is Professor Emeritus of Strategy and Governance.
- [David Bach](https://www.imd.org/faculty/professors/david-bach/) - President of IMD, Nestlé Professor of Strategy and Political Economy
- [Carlos Braga](https://www.imd.org/faculty/professors/carlos-braga/) - Carlos Braga is a visiting professor at IMD. His areas of special interest include macroeconomics, international trade, and foreign direct investment.
- [Jim Pulcrano](https://www.imd.org/faculty/professors/jim-pulcrano/) - Jim Pulcrano is Adjunct Professor of Entrepreneurship and Management at IMD. He has extensive expertise in entrepreneurship, particularly startup culture.
- [Stéphane Garelli](https://www.imd.org/faculty/professors/stephane-garelli/) - Stéphane Garelli is Professor Emeritus of World Competitiveness at IMD, Professor at the University of Lausanne, and Chairman of the Board at Le Temps.
- [Kamran Kashani](https://www.imd.org/faculty/professors/kamran-kashani/) - Kamran Kashani is Professor Emeritus of Marketing and Global Strategy at IMD. His interests span industrial, business-to-business, and consumer marketing.
- [Dominique Turpin](https://www.imd.org/faculty/professors/dominique-turpin/) - Dominique Turpin is Professor Emeritus of Marketing Strategy at IMD. He has expertise in brand management, customer orientation, and communications strategy.
- [Hans-Christoph Hirt](https://www.imd.org/faculty/professors/hans-christoph-hirt/) - Hans-Christoph Hirt is Adjunct Professor of Strategic Governance and Investor Stewardship at IMD, specializing in strategic governance and the role of investors in shaping long-term value creation. He brings over 20 years of global experience advising and engaging boards, senior executives, and institutional investors, drawing on his experience as a corporate lawyer, activist shareholder, and
- [Bernie Jaworski](https://www.imd.org/faculty/professors/bernie-jaworski/) - Bernie Jaworski is a visiting professor at IMD and Drucker Chair in Management and the Liberal Arts. His specialisms include marketing and corporate strategy.
- [Lazaros Goutas](https://www.imd.org/faculty/professors/lazaros-goutas/) - Lazaros Goutas is a Term Research Professor at IMD and a Research Fellow at the Global Center for Digital Business Transformation.
- [Anna Timonina-Farkas](https://www.imd.org/faculty/professors/anna-timonina-farkas/) - Anna Timonina-Farkas is a research professor conducting fundamental research in the field of Operations Research and Operations Management. She focuses on theory and data-driven solution methods in multi-stage optimization under model and decision-dependent uncertainties. Application areas include topics in such fields as supply chain management, risk management, finance, as well in the field of high-dimensional
- [Annabelle Gawer](https://www.imd.org/faculty/professors/annabelle-gawer/) - Annabelle Gawer is a visiting professor at IMD and Director of the Centre of Digital Economy (CoDE) at the University of Surrey Business School in the UK.
- [Corinne Post](https://www.imd.org/faculty/professors/corinne-post/) - Professor Corinne Post is Visiting Faculty at IMD and Fred J Springer Endowed Chair in Business Leadership and Professor of Management at Villanova University.
- [Lalin Anik](https://www.imd.org/faculty/professors/lalin-anik/) - Lalin Anik is Associate Professor of Marketing at Vrije University Amsterdam, where she also serves as Director of the MBA in International Business Program.
- [Alex Osterwalder](https://www.imd.org/faculty/professors/alex-osterwalder/) - Alex Osterwalder is a visiting professor at IMD. The author and entrepreneur's work has changed the way companies do business and how new ventures get started.
- [Andrew Sharman](https://www.imd.org/faculty/professors/andrew-sharman/) - Andrew Sharman is an Adjunct Professor of Risk, Resilience and Safety Culture at IMD: his work with executives focuses on exploration of risk and safety culture
- [Peter Vogel](https://www.imd.org/faculty/professors/peter-vogel/) - Peter Vogel is Professor of Family Business and Entrepreneurship, Director of the IMD Global Family Business Center and Debiopharm Chair of Family Philanthropy.
- [John Walsh](https://www.imd.org/faculty/professors/john-walsh/) - John Walsh is Professor Emeritus of Marketing at IMD. He frequently consults on issues of marketing strategy, consumer behavior, distribution, and market research.
- [Heather Cairns-Lee](https://www.imd.org/faculty/professors/heather-cairns-lee/) - Heather Cairns-Lee is Affiliate Professor of Leadership at IMD. Her award-winning research and teaching focuses on sensemaking in leaders and organizations.
- [Jean-Pierre Danthine](https://www.imd.org/faculty/professors/jean-pierre-danthine/) - Jean-Pierre Danthine is a Distinguished Research Scholar at IMD, Professor at EPFL, Professor Emeritus at UNIL, and directs the Enterprise for Society Center.
- [Vikas Tibrewala](https://www.imd.org/faculty/professors/vikas-tibrewala/) - Vikas Tibrewala is Adjunct Professor of Management at IMD. He primary focus is on unlocking growth through outstanding strategy development and execution.
- [Francisco Szekely](https://www.imd.org/faculty/professors/francisco-szekely/) - Francisco Szekely is Adjunct Professor of Leadership and Sustainability at IMD. He specializes in the development of long-term, sustainable business strategies.
- [Duncan Coombe](https://www.imd.org/faculty/professors/duncan-coombe/) - Duncan Coombe is Adjunct Professor of Organizational Behavior and Leadership at IMD. His work focuses on leadership, organization, culture and teams.
- [Christos Cabolis](https://www.imd.org/faculty/professors/christos-cabolis/) - Christos Cabolis is Adjunct Professor of Economics and Competitiveness and Chief Economist and Head of Operations at the IMD World Competitiveness Center.
- [Patrick Reichert](https://www.imd.org/faculty/professors/patrick-reichert/) - Patrick Reichert is a Term Research Professor at the IMD Center for Social Innovation. His research focuses on financial innovation and social innovations.
- [Jean-Louis Barsoux](https://www.imd.org/faculty/professors/jean-louis-barsoux/) - Jean-Louis Barsoux is a Term Research Professor at IMD. He is the author of several books on management, including the award-winning Set-Up-To-Fail Syndrome.
- [Leif Sjöblom](https://www.imd.org/faculty/professors/leif-sjoblom/) - Leif Sjöblom is Professor of Financial Management at IMD. His areas of special interest include performance measurement and shareholder value creation.
- [Peter Lorange](https://www.imd.org/faculty/professors/peter-lorange/) - Peter Lorange is Professor Emeritus of Strategy and Honorary President of IMD. His areas of special interest include global strategic management, strategic planning and entrepreneurship for growth.
- [Thomas Malnight](https://www.imd.org/faculty/professors/thomas-malnight/) - Thomas Malnight is Professor Emeritus of Strategy and General Management at IMD.
- [Phil Rosenzweig](https://www.imd.org/faculty/professors/phil-rosenzweig/) - Phil Rosenzweig is Professor Emeritusof Strategy and International Management at IMD. He focuses on strategy, performance, and complex organizational design.
- [Bala Chakravarthy](https://www.imd.org/faculty/professors/bala-chakravarthy/) - Bala Chakravarthy is Professor Emeritus of Strategy and Leadership at IMD. He held the Shell Chair in Sustainable Business Growth at IMD from 2003 to 2012.
- [Jack Denfeld Wood](https://www.imd.org/faculty/professors/jack-denfeld-wood/) - Jack Denfeld Wood is Professor Emeritus of Leadership and Organizational Behavior at IMD. His interests include the role of unconscious processes in leadership.
- [Jean-Pierre Jeannet](https://www.imd.org/faculty/professors/jean-pierre-jeannet/) - Jean-Pierre Jeannet is Professor Emeritus of Global Strategy and Marketing at IMD. His areas of special interest include global business and market orientation.
- [Xavier Gilbert](https://www.imd.org/faculty/professors/xavier-gilbert/) - Xavier Gilbert is Professor Emeritus at IMD. He was Professor of Business Administration from 1971 to 2016.
- [Robert Collins](https://www.imd.org/faculty/professors/robert-scott-collins/) - Robert Collins is Professor Emeritus of Manufacturing Management and Strategy at IMD. His specialisms include manufacturing strategy and operations management.
- [Georges Haour](https://www.imd.org/faculty/professors/georges-haour/) - Georges Haour is Professor Emeritus of Technology and Innovation Management at IMD. He specializes in management of innovation and technology commercialization.
- [Joe DiStefano](https://www.imd.org/faculty/professors/joe-distefano/) - Joe DiStefano is Professor Emeritus of Organizational Behavior and International Business at IMD. His interests include cross-cultural and HR management.
- [Preston Bottger](https://www.imd.org/faculty/professors/preston-bottger/) - Preston Bottger is Professor Emeritus of Leadership and General Management at IMD. His areas of expertise are leadership development and strategy execution.
- [Dan Denison](https://www.imd.org/faculty/professors/dan-denison/) - Dan Denison is Professor Emeritus of Management and Organization at IMD. He is best known for his work on organizational culture and business performance.
- [James Ellert](https://www.imd.org/faculty/professors/james-ellert/) - James Ellert is Professor Emeritus of Finance and Strategy at IMD. His areas of special interest include financial management and mergers and acquisitions.
- [Peter Killing](https://www.imd.org/faculty/professors/peter-killing/) - Peter Killing is Professor Emeritus of Strategy at IMD. His teaching, research, and consulting activities focus on leaders at many levels in the organization.
- [Jan Kubes](https://www.imd.org/faculty/professors/jan-kubes/) - Jan Kubes is Professor Emeritus of Strategy and Business Policy at IMD. He specializes in strategy definition and implementation and organizational design.
- [Donald A Marchand](https://www.imd.org/faculty/professors/donald-marchand/) - Donald A Marchand is Professor Emeritus of Strategy Execution and Information Management at IMD. He specializes in innovation through digital technology.
- [Adrian B Ryans](https://www.imd.org/faculty/professors/adrian-bernard-ryans/) - Adrian B Ryans is Professor Emeritus of Marketing and Strategy at IMD. His areas of interest include marketing strategy and strategic market planning.
- [Joachim Schwass](https://www.imd.org/faculty/professors/joachim-schwass/) - Joachim Schwass is Professor Emeritus of Family Business at IMD and founder of the IMD Global Family Business Center. He specializes in owner-related issues.
- [Ulrich Steger](https://www.imd.org/faculty/professors/ulrich-steger/) - Ulrich Steger is Professor Emeritus of Environmental Management at IMD.

## IbyIMD Authors

- [Alarico Allegri](https://www.imd.org/ibyimd/iauthors/alarico-allegri/) - Milan-based Alarico Allegri advises global tech and industrial leaders at Egon Zehnder, bringing CEO, AWS and Siemens experience to founders and boards.
- [Michael Lurie](https://www.imd.org/ibyimd/iauthors/michael-lurie/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Tiantian Yang](https://www.imd.org/ibyimd/iauthors/tiantian-yang/) - Tiantian Yang is a management professor at the Wharton School of the University of Pennsylvania.
- [Prasanna Tambe](https://www.imd.org/ibyimd/iauthors/prasanna-tambe/) - Professor in the Operations, Information & Decisions group at the Wharton School of the University of Pennsylvania
- [Carly Jenner](https://www.imd.org/ibyimd/iauthors/carly-jenner/) - Carly Jenner is a global People & Culture executive, trained lawyer and leadership coach with nearly two decades of experience helping organisations scale through complexity and change.
- [Roland Liebscher-Bracht](https://www.imd.org/ibyimd/iauthors/roland-liebscher-bracht/) - Roland Liebscher-Bracht, Europe’s leading mobility expert, has spent more than 30 years helping over one million people.
- [Petra Bracht](https://www.imd.org/ibyimd/iauthors/petra-bracht/) - Petra Bracht brings 40 years of medical expertise in longevity nutrition.
- [Yeun Joon Kim](https://www.imd.org/ibyimd/iauthors/yeun-joon-kim/) - Yeun Joon Kim - Associate Professor at the University of Cambridge
- [David Sluss](https://www.imd.org/ibyimd/iauthors/david-sluss/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Katie Badura](https://www.imd.org/ibyimd/iauthors/katie-badura/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Yufei Zhong](https://www.imd.org/ibyimd/iauthors/yufei-zhong/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Yingyue Luna Laun](https://www.imd.org/ibyimd/iauthors/yingyue-luna-laun/) - Yingyue Luna Luan is a Lecturer (Assistant Professor) in Management at the UQ Business School, University of Queensland.
- [Gladys Moran](https://www.imd.org/ibyimd/iauthors/gladys-moran/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Caroline Basyn](https://www.imd.org/ibyimd/iauthors/caroline-basyn/) - Chief Digital and Information Officer at Adecco
- [Katarina Norén](https://www.imd.org/ibyimd/iauthors/katarina-noren/) - Katarina Norén is Talent Acquisition Manager at ABB in Västerås, Sweden. She has built a diverse career through roles such as HR Business Partner at ABB Robotics,
- [Ulrika Karnland](https://www.imd.org/ibyimd/iauthors/ulrika-karnland/) - Ulrika Karnland is the Trainee Program Manager at ABB Sweden, where she leads the Discovery Graduate Program and drives initiatives to attract and develop future talent.
- [Avivah Wittenberg-Cox](https://www.imd.org/ibyimd/iauthors/avivah-wittenberg-cox/) - Avivah Wittenberg-Cox is CEO of 20-first and a thought leader specializing in gender and generational balance.
- [Matthijs Büchli](https://www.imd.org/ibyimd/iauthors/matthijs-buchli/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Estelle Métayer](https://www.imd.org/ibyimd/iauthors/estelle-metayer/) - Strategist, board director, and expert in competitive and strategic intelligence
- [Toshio Goto](https://www.imd.org/ibyimd/iauthors/toshio-goto/) - Toshio Goto is Research Professor at the Japan University of Economics with an established background in both academia and business management in various capacities worldwide.
- [Huda Al Hashimi](https://www.imd.org/ibyimd/iauthors/huda-al-hashimi/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Etienne Eichenberger](https://www.imd.org/ibyimd/iauthors/etienne-eichenberger/) - Etienne Eichenberger is Managing Partner at Wise Philanthropy Advisors and member of the advisory board for the IMD Debiopharm Chair for Family Philanthropy.
- [Ismaël Otsmani](https://www.imd.org/ibyimd/iauthors/ismael-otsmani/) - Ismaël Otsmani is a management consultant advising financial institutions across Wealth & Asset Management and Banking & Capital Markets.
- [Matthias Altendorf](https://www.imd.org/ibyimd/iauthors/matthias-altendorf/) - Matthias Altendorf - President and Chairman of the Supervisory Board, Endress+Hauser
- [Mischa Riedo](https://www.imd.org/ibyimd/iauthors/mischa-riedo/) - Head of Portfolio Management and Deputy Chief Investment Officer at Valiant
- [Mara Catherine Harvey](https://www.imd.org/ibyimd/iauthors/mara-catherine-harvey/) - Mara Harvey is an IMD and Harvard-trained economist, senior finance leader, and pioneering voice in financial parenting. As Founder and CEO of SmartWayToStart,
- [Marcus Burke](https://www.imd.org/ibyimd/iauthors/__trashed-4/) - Marcus Burke is a Director of Corporate Reputation and Public Affairs at Ipsos.
- [Trent Ross](https://www.imd.org/ibyimd/iauthors/trent-ross/) - Trent Ross is Chief Research Officer at Ipsos
- [Diana Ritchie](https://www.imd.org/ibyimd/iauthors/diana-ritchie/) - Diana Ritchie is Head of Executive Careers at IMD, where she leads career development initiatives for participants in the EMBA and Executive Master’s programs
- [Pree Rao](https://www.imd.org/ibyimd/iauthors/pree-rao/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Amanda G. Helming](https://www.imd.org/ibyimd/iauthors/amanda-helming/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Gheed El Makkaoui](https://www.imd.org/ibyimd/iauthors/gheed-el-makkaoui/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Larissa Petrova](https://www.imd.org/ibyimd/iauthors/larissa-petrova/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Patrick Nader](https://www.imd.org/ibyimd/iauthors/patrick-nader/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Fabienne Astier](https://www.imd.org/ibyimd/iauthors/fabienne-astier/) - Fabienne Astier is Global Head of Talent for Ipsen. A seasoned leader with expertise in marketing and HR, transformation programs.
- [Cecily Cooper](https://www.imd.org/ibyimd/iauthors/cecily-cooper/) - Cecily Cooper is Professor of Management at the University of Miami. Her research interests include humor, interpersonal trust, trust violation and repair dynamics, and political ideology in organizations.
- [T. B. Bitterly](https://www.imd.org/ibyimd/iauthors/t-bradford-bitterly/) - T. Bradford Bitterly is an Assistant Professor in the Department of Management at the Hong Kong University of Science and Technology. His research interests include negotiation, trust, power and status, and communication.
- [Clemens Stachl](https://www.imd.org/ibyimd/iauthors/clemens-stachl/) - Clemens Stachl is Associate Professor of Behavioral Science at the University of St Gallen School of Management. His research focuses on the computational investigation of human behavior and individual differences in natural environments.
- [Jamie L. Gloor](https://www.imd.org/ibyimd/iauthors/jamie-l-gloor/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Sharon N. Anderes](https://www.imd.org/ibyimd/iauthors/sharon-anderes/) - Sharon Anderes is the Global Public Affairs and Corporate Communications Leader
- [María Soledad Bernachea](https://www.imd.org/ibyimd/iauthors/maria-soledad-bernachea/) - Board Member, Board of Directors at Club Atlético Lanús, serving in a senior leadership capacity as General Secretary.
- [Carsten Lund Pedersen](https://www.imd.org/ibyimd/iauthors/carsten-lund-pedersen/) - Carsten Lund Pedersen is an Associate Professor at the IT University of Copenhagen as well as Copenhagen Business School in Denmark
- [Thomas Ritter](https://www.imd.org/ibyimd/iauthors/thomas-ritter/) - Professor of market strategy and business development at Copenhagen Business School in Denmark
- [Silvia Sanasi](https://www.imd.org/ibyimd/iauthors/silvia-sanasi/) - Associate Professor of Entrepreneurship and Management at the University of Bergamo and a member of CYFE
- [Katarina Barsoux](https://www.imd.org/ibyimd/iauthors/katarina-barsoux/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email MScF, Sales & Trading, Structured Products & OTC, Pictet
- [Junsheng Dou](https://www.imd.org/ibyimd/iauthors/junsheng-dou/) - Junsheng Dou is the Director of the MBA Office at the Academy of Global Zheshang Entrepreneurship at Zhejiang University.
- [Qiuyue Lyu](https://www.imd.org/ibyimd/iauthors/qiuyue-lyu/) - Researcher at the Free University of Bozen-Bolzano
- [Hanqing Fang](https://www.imd.org/ibyimd/iauthors/hanqing-fang/) - Hanqing “Chevy” Fang is an Associate Professor in the department of business and information technology at the Missouri University of Science and Technology.
- [Caspar Herzberg](https://www.imd.org/ibyimd/iauthors/caspar-herzberg/) - Author Latest news Sorry, no results were found.
- [Willem Van Gulck](https://www.imd.org/ibyimd/iauthors/willem-van-gulck/) - Willem Van Gulck - Chief Executive Officer at BLOOMINGFELD
- [Jing Yan](https://www.imd.org/ibyimd/iauthors/jing-yan/) - Jing Yan is the founder and CEO of C-level Hire.
- [Denis Machuel](https://www.imd.org/ibyimd/iauthors/denis-machuel/) - Denis Machuel has been CEO of the Adecco Group since 2022. Before this, he served as Group CEO of Sodexo, a multinational company employing over 400,000 people across 56 countries.
- [Johanna Leppävirta](https://www.imd.org/ibyimd/iauthors/johanna-leppavirta/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Anthony Venus](https://www.imd.org/ibyimd/iauthors/anthony-venus/) - Four-time founder-CEO and ICF-accredited executive coach, trained at IMD with ongoing studies in psychology and Buddhist philosophy.
- [Yuki Iida](https://www.imd.org/ibyimd/iauthors/yuki-iida/) - Yuki Iida is a strategic and results-driven leader with experience across product and brand management, strategy, merchandising, communications, and consulting.
- [Christof Rissbacher](https://www.imd.org/ibyimd/iauthors/christof-rissbacher/) - Dr Christof Rissbacher is Chairman of the Management Board of Aspiag Service S.r.l., part of the SPAR Austria Group, where he leads an international food retail business employing more than 10,000 people.
- [Judit Polgár](https://www.imd.org/ibyimd/iauthors/judit-polgar/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Qiyu Xu](https://www.imd.org/ibyimd/iauthors/qiyu-xu/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Prashant Saxena](https://www.imd.org/ibyimd/iauthors/prashant-saxena/) - Prashant Saxena is the VP of Revenue & Insights for Southeast Asia at Isentia (part of Pulsar Group PLC) and a PhD candidate at Nanyang Technological University (NTU).
- [Sebastian Contin Trillo-Figueroa](https://www.imd.org/ibyimd/iauthors/sebastian-contin-trillo-figueroa/) - Sebastian Contin Trillo-Figueroa is a geopolitics analyst and consultant specializing in EU–Asia relations, Sino-European affairs, and great power competition.
- [Alan Rousso](https://www.imd.org/ibyimd/iauthors/alan-rousso/) - Alan Rousso is an executive coach and development consultant helping leaders, teams, and organizations navigate complexity and drive impact.
- [Rajashree Rane](https://www.imd.org/ibyimd/iauthors/rajashree-rane/) - Rajashree Rane - AI strategist & advisor
- [Didier Bonnet](https://www.imd.org/ibyimd/iauthors/didier-bonnet/) - Professor of Strategy and Digital Transformation at IMD, Didier Bonnet researches digital innovation, strategy, and business transformation.
- [Rainer Hersch](https://www.imd.org/ibyimd/iauthors/rainer-hersch/) - Author Latest publications Play How to conduct your team to perform a masterpiece June 27, 2025 • by Rainer Hersch in Leadership • 6 min read Comedian and conductor Rainer Hersch says managers striving to lead high-performance teams can find inspiration in the concert hall. … Save Share Facebook Twitter LinkedIn Email YouTube
- [Fabiola Gianotti](https://www.imd.org/ibyimd/iauthors/fabiola-gianotti/) - Fabiola Gianotti is a particle physicist and former CERN Director-General who led groundbreaking research, including the discovery of the Higgs boson.
- [Dorotea Brandin](https://www.imd.org/ibyimd/iauthors/dorotea-brandin/) - Dorotea Brandin - Executive coach is the author of Connect with Heart, a guide to cultivating trust and human connection in today’s remote and hybrid working world.
- [Paolo Cervini](https://www.imd.org/ibyimd/iauthors/paolo-cervini/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 2 March 2023 • by Paolo Cervini, Gabriele Rosani in Leadership • 6 min read Many executives still struggle to see the link between kindness and corporate results. Measuring leaders’ more empathetic qualities against employee motivation is one way to
- [Fiorella Erni](https://www.imd.org/ibyimd/iauthors/fiorella-erni/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Nikita Gundala](https://www.imd.org/ibyimd/iauthors/362479/) - Brand Marketing & Thought Leadership Manager at Pulsar Group with expertise in influencer marketing, PR, audience intelligence, and content.
- [Arturo Pasquel](https://www.imd.org/ibyimd/iauthors/arturo-pasquel/) - Author Latest publications Eight lessons to navigate career growth and your next big pivot July 4, 2025 • by Arturo Pasquel in Leadership • 7 min read Susanne Hundsbæk-Pedersen, Global Head of Pharma Technical Operations at Roche, shares how she has navigated the various pivots in her career, and the importance of curiosity, optimism and
- [Natacha Theytaz](https://www.imd.org/ibyimd/iauthors/natacha-theytaz/) - Natacha Theytaz is a board director and former pharma executive who has led through crisis, governance challenges, and global business transformation.
- [Dan Pontefract](https://www.imd.org/ibyimd/iauthors/dan-pontefract/) - Author Latest news
- [Robert Vilkelis](https://www.imd.org/ibyimd/iauthors/robert-vilkelis/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email >
- [Mariia Bulycheva](https://www.imd.org/ibyimd/iauthors/mariia-bulycheva/) - Mariia Bulycheva is a Senior Machine Learning Engineer at Intapp, specializing in knowledge graphs, AI agents, and LLM applications.
- [Christine Graeff](https://www.imd.org/ibyimd/iauthors/christine-graeff/) - Author Latest news Sorry, no results were found.
- [Uwe Napiersky](https://www.imd.org/ibyimd/iauthors/uwe-napiersky/) - Author Latest news Sorry, no results were found.
- [Hans-Christoph Hirt](https://www.imd.org/ibyimd/iauthors/hans-christoph-hirt/) - Author Latest news Sorry, no results were found.
- [Roger Barker](https://www.imd.org/ibyimd/iauthors/roger-barker/) - Chief Research and Thought Leadership Officer
- [Nancy Lane](https://www.imd.org/ibyimd/iauthors/nancy-lane/) - Author Latest news
- [José Parra Moyano](https://www.imd.org/ibyimd/iauthors/jose-parra-moyano/) - Author Latest publications
- [Dr Robyn Wilson](https://www.imd.org/ibyimd/iauthors/dr-robyn-wilson/) - Author Latest publications
- [Emanuela Rondi](https://www.imd.org/ibyimd/iauthors/emanuela-rondi/) - Author Latest news
- [D. W. Pine](https://www.imd.org/ibyimd/iauthors/d-w-pine/) - Author Latest publications A TIME for visual simplicity and clarity amid the chaos 22 April 2025 • by D W Pine in 2025 Trends • 7 min read Responsible for TIME magazine’s iconic covers, D W Pine explores his creative process and shares insights on how to cut through the noise and make an impact….
- [Nele Dael](https://www.imd.org/ibyimd/iauthors/nele-dael/) - Author Latest news
- [Mark J. Greeven](https://www.imd.org/ibyimd/iauthors/mark-greeven/) - Author Latest publications Why Chinese companies are betting big on the Euro 24 tournament 5 June 2024 • by Mark J. Greeven, Howard H. Yu in Competitiveness • 10 min read Leading Chinese companies are preparing to take advantage of the exposure and opportunities of being top sponsors and suppliers to the UEFA EURO 2024
- [Konstantinos Trantopoulos](https://www.imd.org/ibyimd/iauthors/konstantinos-trantopoulos/) - Konstantinos Trantopoulos is an Advisor and Fellow at IMD, working with senior executives, boards, and investors globally on growth, value creation, and profitability.
- [Naomi Haefner](https://www.imd.org/ibyimd/iauthors/naomi-haefner/) - Professor Naomi Haefner researches AI’s impact on innovation strategy org design and leadership, and delivers exec education for leaders navigating tech change
- [Marie–Noëlle Zen-Ruffinen](https://www.imd.org/ibyimd/iauthors/marie-noelle-zen-ruffinen/) - Author Latest news
- [Martin Schweinsberg](https://www.imd.org/ibyimd/iauthors/martin-schweinsberg/) - Author Latest publications 17 January 2022 • by Martin Schweinsberg in Audio articles • 6 min read All day, every day, most of us our bombarded by requests at work. Sometimes these can pile up leaving us feeling overwhelmed. Learning the right way to turn some down can help… Save Share Facebook Facebook icon Twitter
- [Vsevolod Shabad](https://www.imd.org/ibyimd/iauthors/vsevolod-shabad/) - principal enterprise architect and former CISO across critical-infrastructure sectors
- [Sophie Hazi](https://www.imd.org/ibyimd/iauthors/sophie-hazi/) - Author Latest news
- [Chloé Christopoulos](https://www.imd.org/ibyimd/iauthors/chloe-christopoulos/) - Executive coach Chloé Christopoulos helps leaders navigate complex transitions, build trust, unlock growth, and lead with clarity worldwide.
- [Francesca-Giulia Mereu](https://www.imd.org/ibyimd/iauthors/francesca-giulia-mereu/) - Author Latest publications ¿Bajo presión? Cuatro formas de manejar las conversaciones más difíciles 16 May 2023 • by Heather Cairns-Lee, Francesca Giulia Mereu in Leadership • 10 min read Las conversaciones importantes desencadenan emociones intensas que reducen nuestra capacidad de pensar con claridad y tomar buenas decisiones. El RACC es un marco que te ayudará
- [Ben Bryant](https://www.imd.org/ibyimd/iauthors/ben-bryant/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 3 >>
- [Jennifer Jordan](https://www.imd.org/ibyimd/iauthors/jennifer-jordan/) - Author Latest publications Turning belonging from a privilege into a right 3 May 2024 • by Jennifer Jordan in Diversity, Equity, and Inclusion • 8 min read Inclusivity and belonging are a challenge for all of us – here are some solutions for individuals, leaders, organizations and society as a whole. … Save Share Facebook
- [Tom Lumpkin](https://www.imd.org/ibyimd/iauthors/tom-lumpkin/) - Author Latest publications
- [Nikolas Kinley](https://www.imd.org/ibyimd/iauthors/nikolas-kinley/) - Author Latest news
- [Su-Mei Thompson](https://www.imd.org/ibyimd/iauthors/su-mei-thompson/) - Author Latest publications
- [Milda Mitkute](https://www.imd.org/ibyimd/iauthors/milda-mitkute/) - Author Latest news
- [Luca Condosta](https://www.imd.org/ibyimd/iauthors/luca-condosta/) - Author Latest news Five steps to drive a DE&I movement in your company 11 mins ago • by Luca Condosta in Diversity, Equity, and Inclusion • 9 min read With younger employees increasingly focusing on LGBTQ+ issues, Luca Condosta discusses how to build an authentic DE&I program that will help you attract and retain talent.
- [Amit M. Joshi](https://www.imd.org/ibyimd/iauthors/amit-joshi/) - Author Latest publications https://www.imd.org/ibyimd/wp-content/uploads/2024/05/MATT-Nvidia.mp3 Play NVIDIA: The tech giant building the future of chips 13 May 2024 • by Amit M. Joshi, Michael R. Wade in Mike & Amit Talk Tech • 2 min read • Podcast available Mike & Amit discuss why microprocessors are so vital to the future of AI and the story
- [Luc de Brabandere](https://www.imd.org/ibyimd/iauthors/luc-de-brabandere/) - Author Latest news
- [Knut Bjarne Haanaes](https://www.imd.org/ibyimd/iauthors/knut-haanaes/) - Author Learn more about the program Latest publications Sustainability Now: Six reasons to act 13 May 2024 • by Knut Haanaes, Julia Binder, Bryony Jansen van Tuyll in Sustainability • 9 min read CEOs face unprecedented pressure to address environmental concerns “now”. Knut Haanaes, Julia Binder, and Bryony Jansen-van Tuyll explain why companies must heed
- [Faisal Hoque](https://www.imd.org/ibyimd/iauthors/faisal-hoque/) - Faisal Hoque, bestselling author and founder, has driven innovation for global organizations and is recognized among the Top 100 in technology.
- [I by IMD](https://www.imd.org/ibyimd/iauthors/i-by-imd/)
- [Hischam El-Agamy](https://www.imd.org/ibyimd/iauthors/hischam-el-agamy/) - Author Latest publications Back to the future: The case for scenario planning 7 hours ago • by Hischam El-Agamy in Governance • 7 min read Though they may find it an invaluable tool, scenario planning isn’t just for business leaders. It has also been successfully used in brokering peace between conflicting sides. This is why
- [Lisa Casper](https://www.imd.org/ibyimd/iauthors/lisa-casper/) - Author Latest publications
- [David Bach](https://www.imd.org/ibyimd/iauthors/david-bach/) - Author Latest publications Three questions promising to shape the next decade 17 January 2024 • by David Bach in Competitiveness • 7 min read Geopolitics matter. And what happens this year with China’s economy, the war in Ukraine, and the US elections will have far-reaching consequences – not just now, but for the decade to
- [Jørgen Vig Knudstorp](https://www.imd.org/ibyimd/iauthors/jorgen-vig-knudstorp/) - Deputy Chair of the LEGO Foundation, he has been a member of the Foundation Board for several years and joined the Supervisory Board in 2022.
- [Benoit F. Leleux](https://www.imd.org/ibyimd/iauthors/benoit-leleux/) - Author Latest publications Root and branch: How Lionheart Agrotech is changing agribusiness from the ground up 19 March 2024 • by Benoit F. Leleux in Management • 8 min read Three lessons from a business that is pioneering an environmentally and socially sustainable approach to coconut farming. … Save Share Facebook Twitter LinkedIn Email How
- [Lea Wang](https://www.imd.org/ibyimd/iauthors/lea-wang/) - Author Latest publications Letting go of the reins: How female and male business leaders view succession 10 June 2024 • by Lea Wang , Jung Eung Park, Benoit F. Leleux in Diversity, Equity, and Inclusion • 7 min read A new research survey among French business leaders suggests that men and women may approach the
- [Susanne May](https://www.imd.org/ibyimd/iauthors/susanne-may/) - Author Latest news
- [Marleen Dieleman](https://www.imd.org/ibyimd/iauthors/marleen-dieleman/) - Author Latest publications How maritime owners can address overconfidence and make sound decisions 19 April 2024 • by Marleen Dieleman, Camellia Pham in Family business • 8 min read In many ways, overconfidence is advantageous to business owners – but it also carries risks. Taking the time to become aware of how you think and
- [Omar Toulan](https://www.imd.org/ibyimd/iauthors/omar-toulan/) - Author Latest publications HR agility as corporate strategy: Ternium’s employee-driven learning evolution 14 November 2023 • by Omar Toulan, Rodrigo Piña in Human Resources • 5 min read Omar Toulan and Rodrigo Piña describe how a strategic shift in talent development is central to their company’s growing success. … Save Share Facebook Twitter LinkedIn Email
- [Alyson Meister](https://www.imd.org/ibyimd/iauthors/alyson-meister/) - Author Latest publications 5 trends shaping the future of workplace health 27 May 2024 • by Alyson Meister, Nele Dael in Human Resources • 9 min read Boosting your employees’ mental health isn’t just good for them and the people around them – it has a demonstrable impact on the bottom line. Here’s how the
- [Yunfei Feng](https://www.imd.org/ibyimd/iauthors/yunfei-feng/) - Author Latest publications Serving the bottom of the pyramid with a business mindset 29 May 2024 • by Winter Nie, Yunfei Feng in Innovation • 9 min read How one innovative Chinese company has found a way to do good while making a profit, bringing affordable lighting using discarded water bottles to communities across Africa
- [Hamilton Mann](https://www.imd.org/ibyimd/iauthors/hamilton-mann/) - Hamilton Mann is an AI researcher, originator of the concept of Artificial Integrity, and best-selling author of Artificial Integrity: The Paths to Leading AI Toward a Human-Centered Future.
- [Florian Hoos](https://www.imd.org/ibyimd/iauthors/florian-hoos/) - Author Latest publications Think your company’s too small to worry about ESG reporting? 18 September 2023 • by Florian Hoos , Rodrigo Tavares in Finance • 9 min read SMEs may be outside the direct scope of new mandatory sustainability reporting rules, but they will be impacted by a trickle-down effect. You may quickly find yourself out of
- [Tanuj Kapilashrami](https://www.imd.org/ibyimd/iauthors/tanuj-kapilashrami/) - Author Latest news
- [Paul Scade](https://www.imd.org/ibyimd/iauthors/paul-scade/) - Author Latest publications
- [Qi Zhang](https://www.imd.org/ibyimd/iauthors/qi-zhang/) - Author Latest publications
- [Frederic Barge](https://www.imd.org/ibyimd/iauthors/frederic-barge/) - Author Latest publications Retribución de directivos: equilibrio entre sostenibilidad y rentabilidad 16 May 2023 • by Frederic Barge, Karl Schmedders in Governance • 8 min read El progreso en los objetivos ASG (Ambientales, Sociales y de Gobernanza) puede fomentarse alineando las políticas de compensación con el impacto a largo plazo tienen que las organizaciones en
- [Florence Hugard](https://www.imd.org/ibyimd/iauthors/florence-hugard/) - Author Latest publications Climate change: how the finance sector can become a force for good 3 May 2023 • by Jean-Pierre Danthine, Florence Hugard in Audio articles • 6 min read Based on their research for E4S, Jean-Pierre Danthine and Florence Hugard examine the steps financiers and investors need to take to become the ‘white
- [Karl Schmedders](https://www.imd.org/ibyimd/iauthors/karl-schmedders/) - Author Latest publications https://www.imd.org/ibyimd/wp-content/uploads/2024/05/FINAL-IMD-VAMI-Bertrand-Mueller.mp3 Play Bertrand Mueller on the marriage of pension funds and VCs 16 May 2024 • by Raphaël Grieco, Karl Schmedders in Capital Conversations • 1 min read • Podcast available The founding partner of DAA capital gives a deep dive on how pension funds shape their engagement with venture capital… Save
- [Danielle Landesz Campen](https://www.imd.org/ibyimd/iauthors/danielle-landesz-campen/) - Author Latest publications
- [John Kay](https://www.imd.org/ibyimd/iauthors/john-kay/) - Sir John Kay is one of Britain’s leading economists with wide practical experience in business and finance.
- [Rupa Dash](https://www.imd.org/ibyimd/iauthors/rupa-dash/) - Author Latest publications ” width=”100%” height=”110px”> Play Women must play leading role in era of ‘fair AI for all’ 16 January 2025 • by Rupa Dash in Audio articles • 10 min read The ability of women to empathize and act ethically and responsibly makes them ideally placed to lead us into a future where
- [Robert J. Stark](https://www.imd.org/ibyimd/iauthors/robert-j-stark/) - Author Latest publications
- [José Caballero](https://www.imd.org/ibyimd/iauthors/jose-caballero/) - Author Latest publications Más allá del salario 9 October 2023 • by José Caballero in Human Resources • 7 min read Human Resources Más allá del salario by José Caballero Published 9 October 2023 in Human Resources • 7 min read DownloadSave Los ejecutivos que se mueven entre países no se limitan a… Save Share
- [Claudius A. Hildebrand](https://www.imd.org/ibyimd/iauthors/claudius-a-hildebrand/) - Author Latest news
- [Denise H. Kenyon-Rouvinez](https://www.imd.org/ibyimd/iauthors/denise-h-kenyon-rouvinez/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Pichaya Soontornyanakij](https://www.imd.org/ibyimd/iauthors/pichaya-soontornyanakij/) - The MICHELIN Opening of the Year Award is given to Chef Pam and POTONG for the successful opening of a dining venue over the past 12 months
- [Kiran Bedi](https://www.imd.org/ibyimd/iauthors/kiran-bedi/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Poman Lo](https://www.imd.org/ibyimd/iauthors/poman-lo/) - Poman Lo, Vice Chairman of Regal Hotels and founder of AlphaTrio Capital, leads Asia’s push for green tech innovation and sustainable business growth.
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- [Charlotte Søby Vestergaard](https://www.imd.org/ibyimd/iauthors/charlotte-soby-vestergaard/) - Charlotte Søby Vestergaard is a healthcare leader driven by a passion for transforming patient outcomes through innovation.
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- [Mike Colias](https://www.imd.org/ibyimd/iauthors/mike-colias/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Damien Ng](https://www.imd.org/ibyimd/iauthors/damien-ng/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Iana Kouris](https://www.imd.org/ibyimd/iauthors/iana-kouris/) - Author Latest publications
- [Kayla Barnes-Lentz](https://www.imd.org/ibyimd/iauthors/kayla-barnes-lentz/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [April Rinne](https://www.imd.org/ibyimd/iauthors/april-rinne/) - April Rinne is a change navigator who helps individuals and organizations rethink and reshape their relationships with change, uncertainty, and a world in flux
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- [Sameh Abadir](https://www.imd.org/ibyimd/iauthors/sameh-abadir/) - Author Latest publications How a willingness to recognizing error and initiate systemic change can save your business 2 February 2024 • by Carlos Cordon, Sameh Abadir in Innovation • 6 min read Too few businesses are learning from their mistakes, warn Carlos Cordon and Sameh Abadir of IMD, leaving their organizations underperforming and vulnerable…. Save
- [Patrick Reinmoeller](https://www.imd.org/ibyimd/iauthors/patrick-reinmoeller/) - Author Latest publications 31 May 2024 • by Patrick Reinmoeller in I by IMD Book Club • 7 min read The world is getting smarter. Rather than feel threatened, we need to learn how to become smarter to deal with it. Gerd Gigerenzer tells IMD’s Patrick Reinmoeller how it’s done … Save Share Facebook Facebook
- [Michael R. Wade](https://www.imd.org/ibyimd/iauthors/michael-r-wade/) - Author Latest publications https://www.imd.org/ibyimd/wp-content/uploads/2024/06/MATT-Tech-in-Sport-Mix.mp3 Play Tech in sports: How analytics has changed the pros 6 June 2024 • by Amit M. Joshi, Michael R. Wade in Mike & Amit Talk Tech • 1 min read • Podcast available Mike and Amit kick off a three-part mini-series about tech in sports by taking a deep dive
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- [Howard H. Yu](https://www.imd.org/ibyimd/iauthors/howard-yu/) - Author Latest publications Why Chinese companies are betting big on the Euro 24 tournament 5 June 2024 • by Mark J. Greeven, Howard H. Yu in Competitiveness • 10 min read Leading Chinese companies are preparing to take advantage of the exposure and opportunities of being top sponsors and suppliers to the UEFA EURO 2024
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- [Aline Ballaman-Garibian](https://www.imd.org/ibyimd/iauthors/aline-ballaman-garibian/) - The Swiss Centers Group is a non-profit organization serving the Swiss economy by providing customized services for companies doing business with China.
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- [Esther Salvi](https://www.imd.org/ibyimd/iauthors/esther-salvi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 … 4 >>
- [Eric Matt](https://www.imd.org/ibyimd/iauthors/eric-matt/) - Volunteer writer for NZZ (Neue Zürcher Zeitung)
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- [Yukie Saito](https://www.imd.org/ibyimd/iauthors/yukie-saito/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Andrea Wojnicki](https://www.imd.org/ibyimd/iauthors/andrea-wojnicki/) - Andrea Wojnicki is an executive communication coach at Talk About Talk. Based in Toronto, she is a magazine columnist and podcast host who earned a doctorate in business administration at Harvard Business School.
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- [Amanda Williams](https://www.imd.org/ibyimd/iauthors/amanda-williams/) - Amanda Williams is an associate professor at emlyon business school in Lyon, France.
- [Oyku Isik](https://www.imd.org/ibyimd/iauthors/oykü-isik/) - Author Latest publications Play Breaking barriers: Women leading the charge in traditionally male industries 8 March 2024 • by Öykü Işık, Sarah E. Toms, Josefine van Zanten in Videos • 8 min read Through the lenses of global corporations, small businesses, and academia, we delve into the progress made by integrating more women into these
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- [Francesca Annalisa Petrella](https://www.imd.org/ibyimd/iauthors/francesca-annalisa-petrella/) - Head of Communications at Ipsos with ten years of experience in strategic communication, media relations, marketing, and digital PR. Leads integrated campaigns to enhance brand reputation and visibility.
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- [Fiona E. Murray](https://www.imd.org/ibyimd/iauthors/fiona-e-murray/) - Associate dean of innovation and the William Porter (1967) Professor of Entrepreneurship at the MIT Sloan School of Management
- [Stefan Raff-Heinen](https://www.imd.org/ibyimd/iauthors/stefan-raff-heinen/) - Author Latest news
- [Amit Gulwadi](https://www.imd.org/ibyimd/iauthors/amit-gulwadi/) - Author Latest publications Do you know how to help employees struggling with imposter syndrome? June 1, 2022 • by Jennifer Jordan, Sanne Feenstra in Brain Circuits • 2 min read Workplace culture can have a strong effect on whether employees struggle with imposter syndrome. There are things leaders can do to alleviate these feelings…. Save
- [Fabian Buder](https://www.imd.org/ibyimd/iauthors/fabian-buder/) - Author Latest news
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- [Bülent Gögdün](https://www.imd.org/ibyimd/iauthors/bulent-gogdun/) - Author Latest publications Do you know how to help employees struggling with imposter syndrome? June 1, 2022 • by Jennifer Jordan, Sanne Feenstra in Brain Circuits • 2 min read Workplace culture can have a strong effect on whether employees struggle with imposter syndrome. There are things leaders can do to alleviate these feelings…. Save
- [Jackie Cooper](https://www.imd.org/ibyimd/iauthors/jackie-cooper/) - Author Latest publications Do you know how to help employees struggling with imposter syndrome? June 1, 2022 • by Jennifer Jordan, Sanne Feenstra in Brain Circuits • 2 min read Workplace culture can have a strong effect on whether employees struggle with imposter syndrome. There are things leaders can do to alleviate these feelings…. Save
- [Cindy Wolpert](https://www.imd.org/ibyimd/iauthors/cindy-wolpert/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jana M. Arden](https://www.imd.org/ibyimd/iauthors/jana-m-arden/) - Author Latest publications Navigating luxury in an era of economic uncertainty: strategies for success 4 hours ago • by Stéphane J. G. Girod, Jana M. Arden, Barbara Rybka in Luxury • 9 min read With the global economy facing its slowest growth in three decades, luxury brands are facing challenges from shifting consumer behaviors to
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- [Amy Lau](https://www.imd.org/ibyimd/iauthors/amy-lau/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Roberto Bocca](https://www.imd.org/ibyimd/iauthors/roberto-bocca/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Martin Euwema](https://www.imd.org/ibyimd/iauthors/martin-euwema/) - Martin Euwema is co-chair of the Center for Business Families there, was chair of the Department of Work and Organizational Psychology and Professional Learning
- [Achim Plueckebaum](https://www.imd.org/ibyimd/iauthors/achim-plueckebaum/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Camille Korschun](https://www.imd.org/ibyimd/iauthors/camille-korschun/) - Camille Korschun is a Fellow in Family Philanthropy at the IMD Global Family Business Center.
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- [Ann-Christin Andersen](https://www.imd.org/ibyimd/iauthors/ann-christin-andersen/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Amy Walters Cohen](https://www.imd.org/ibyimd/iauthors/amy-walters-cohen/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Eva Asselmann](https://www.imd.org/ibyimd/iauthors/eva-asselmann/) - Professor of Personality Psychology at HMU Health and Medical University in Potsdam, Germany
- [Yuko Takano](https://www.imd.org/ibyimd/iauthors/yuko-takano/) - Author Latest publications Soft power, hard results: Making the case for active ownership September 1, 2025 • by Yuko Takano in Finance • 7 min read The climate transition won’t happen from the sidelines. Active investors must step into the conversation, ask better questions, and hold capital to a higher standard. … Save Share Facebook
- [Rachel Lewis](https://www.imd.org/ibyimd/iauthors/rachel-lewis/) - Author Latest publications
- [Renaud Falgas](https://www.imd.org/ibyimd/iauthors/renaud-falgas/) - Author Latest publications
- [Ajay K. Kohli](https://www.imd.org/ibyimd/iauthors/ajay-kohli/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Andreas König](https://www.imd.org/ibyimd/iauthors/elementor-32025/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [André Hoffmann](https://www.imd.org/ibyimd/iauthors/andre-hoffmann/) - Author Latest publications
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- [Véronique Bogliolo Friedman](https://www.imd.org/ibyimd/iauthors/veronique-bogliolo-friedman/) - Author Latest publications How well are you handling mental complexity? 19 April 2024 • by Véronique Bogliolo in Leadership • 9 min read It’s become a cliche that we’re living and working in a VUCA world. All that external volatility, uncertainty, complexity and ambiguity is challenging for sure. But what about what’s going on
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- [Simon J. Evenett](https://www.imd.org/ibyimd/iauthors/simon-j-evenett/) - Author Latest publications https://www.imd.org/ibyimd/wp-content/uploads/2024/06/G7-episode-w.-Simon-Ana-Fernando-1.mp3 Play The G7 gangs up on China 13 June 2024 • by Simon J. Evenett, Fernando Martín Espejo in Competitiveness • 5 min read • Podcast available At this weekend’s Summit, G7 leaders will issue a stinging critique of China’s trade practices – but the G7’s bark is worse than its
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- [Eric Quintane](https://www.imd.org/ibyimd/iauthors/eric-quintane/) - Author Latest publications
- [Michael Netzley](https://www.imd.org/ibyimd/iauthors/michael-netzley/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Luca Nanni](https://www.imd.org/ibyimd/iauthors/luca-nanni/) - Author Latest publications
- [Mike Rosenberg](https://www.imd.org/ibyimd/iauthors/mike-rosenberg/) - Author Latest publications
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- [Markus Nicolaus](https://www.imd.org/ibyimd/iauthors/markus-nicolaus/) - Markus Nicolaus is the Group CEO of AMANN, a German 'hidden champion' in the high-quality textile industry.
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- [Natarajan Balasubramanian](https://www.imd.org/ibyimd/iauthors/natarajan-balasubramanian/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
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- [Arturo Bris](https://www.imd.org/ibyimd/iauthors/arturo-bris/) - Author Latest publications Crisis looms: The challenges facing China’s banks and their global implications 26 February 2024 • by Arturo Bris in Finance • 7 min read A banking crisis in China has the potential to disrupt global financial markets, supply chains, and international trade – causing widespread economic repercussions. What can be done to
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- [Ralf Boscheck](https://www.imd.org/ibyimd/iauthors/ralf-boscheck/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Ada Tsang](https://www.imd.org/ibyimd/iauthors/ada-tsang-2/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Barry Gavin](https://www.imd.org/ibyimd/iauthors/barry-gavin/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Evgeniya Yaroslavtseva](https://www.imd.org/ibyimd/iauthors/evgeniya-yaroslavtseva/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Steve Kennedy](https://www.imd.org/ibyimd/iauthors/steve-kennedy/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Frederikke Due Olsen](https://www.imd.org/ibyimd/iauthors/frederikke-due-olsen/) - Author Latest news
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- [David Wagner](https://www.imd.org/ibyimd/iauthors/david-wagner/) - Author Latest publications
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- [Paola Cecchi-Dimeglio](https://www.imd.org/ibyimd/iauthors/paola-cecchi-dimeglio/) - Author Latest news
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- [Michael G. Jacobides](https://www.imd.org/ibyimd/iauthors/michael-g-jacobides/) - Author Latest news
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- [Vittoria Magrelli](https://www.imd.org/ibyimd/iauthors/vittoria-magrelli/) - Author Latest news
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- [Nico Luchsinger](https://www.imd.org/ibyimd/iauthors/nico-luchsinger/) - Author Latest publications
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- [Stephanie Comenge](https://www.imd.org/ibyimd/iauthors/stephanie-comenge/) - Author Latest publications Overcoming self-doubt in emerging leadership 23 February 2024 • by Stephanie Comenge in Coaching Corner • 5 min read Director Drew overcomes self-doubt and fosters collaboration through coaching, transforming team dynamics for strategic success. … Save Share Facebook Twitter LinkedIn Email
- [Peter Voser](https://www.imd.org/ibyimd/iauthors/peter-voser/) - Author Latest news
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- [Haoying Xu](https://www.imd.org/ibyimd/iauthors/haoying-xu/) - Author Latest news
- [Susan Goldsworthy](https://www.imd.org/ibyimd/iauthors/susan-goldsworthy/) - Author Latest publications The leadership burnout crisis and how to address it 3 hours ago • by Susan Goldsworthy in Human Resources • 9 min read Growing numbers of executives are stuck in survival mode – and risking exhaustion. IMD’s Susan Goldsworthy reflects on how CHROs can work with senior leaders to change behaviors … Save
- [John R. Weeks](https://www.imd.org/ibyimd/iauthors/john-weeks/) - Author Latest publications Revisiting remote working 29 June 2023 • by John R. Weeks in Human Resources • 8 min read The debate about remote working has moved on. To decide how much time employees should spend in the office requires a fundamental review of corporate strategy and purpose, argues John Weeks, Professor… Save Share
- [Vanina Farber](https://www.imd.org/ibyimd/iauthors/vanina-farber/) - Author Latest publications Play How to measure impact using the Theory of Change 5 January 2024 • by Vanina Farber, Patrick Reichert in Audio articles • 9 min read What is the impact economy and why should it matter? And how do you know if your actions are making a positive difference?… Save Share Facebook
- [Winter Nie](https://www.imd.org/ibyimd/iauthors/winter-nie/) - Author Latest publications Four things you can learn about retail from China 25 January 2022 • by Winter Nie, Mark Greeven, Yunfei Feng in Brain circuits • 2 min read If you are in the business of selling to consumers, you would do well to look at China to get a glimpse of the future.
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- [Michael Yaziji](https://www.imd.org/ibyimd/iauthors/michael-yaziji/) - Author Latest publications Three filters for making business decisions in the age of stakeholder capitalism 8 hours ago • by Michael Yaziji in Finance • 5 min read Companies have a tightrope to walk in balancing the competing interests of a broad set of critical stakeholders. This three-step framework can crystallize the delicate trade-offs —
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- [Cyril Bouquet](https://www.imd.org/ibyimd/iauthors/cyril-bouquet/) - Author Latest publications Joining the dots: a creative design for leadership 21 June 2024 • by Cyril Bouquet, Alexis Georgacopoulos in Audio articles • 9 min read There is much that organizations can learn from artists and designers, from turning ideas into innovation to creative problem-solving and better decision-making…. Save Share Facebook Twitter LinkedIn Email Play
- [Séverine Jourdain](https://www.imd.org/ibyimd/iauthors/severine-jourdain/) - Author Latest news
- [Albrecht Enders](https://www.imd.org/ibyimd/iauthors/albrecht-enders/) - Author Latest publications Play Discover your superpower: rewiring how you think, collaborate, and decide 1 December 2023 • by Albrecht Enders in I by IMD Book Club • 10 min read Organizations of every size and shape today know it’s crucial to bridge the gap between innovation and execution – but it’s a hard feat to
- [Michael D. Watkins](https://www.imd.org/ibyimd/iauthors/michael-watkins/) - Author Latest publications 9 tips for speaking truth to power 5 June 2024 • by Michael D. Watkins in Brain Circuits • 3 min read Here are nine tips for effectively challenging leaders while showing them respect. … Save Share Facebook Twitter LinkedIn Email Matrix organization: 5 implementation pitfalls to avoid 27 May 2024 •
- [Leif M. Sjöblom](https://www.imd.org/ibyimd/iauthors/leif-m-sjoblom/) - Author Latest publications Pensar localmente: abordar os negócios em África sem as desculpas habituais 14 September 2023 • by Leif M. Sjöblom in Finance • 6 min read “Em África, os frutos mais fáceis de colher são do tamanho de melancias”, disse-me, de forma memorável, o antigo Presidente da Dow África, Stéphane Paquier. Neste artigo,
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- [Håkan Agnevall](https://www.imd.org/ibyimd/iauthors/hakan-agnevall/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Angelika Gifford](https://www.imd.org/ibyimd/iauthors/angelika-gifford/) - Author Latest news
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- [Eugene A. Woods](https://www.imd.org/ibyimd/iauthors/eugene-a-woods/) - Author Latest news
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- [Binna Kandola](https://www.imd.org/ibyimd/iauthors/binna-kandola/) - Author Latest publications
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- [Valentina Masseretti](https://www.imd.org/ibyimd/iauthors/valentina-masseretti/) - Author Latest publications Venture capital: generate impact or push for a healthy return? 29 January 2024 • by Valentina Masseretti , Anita Quas , Stefano Romito, Clodia Vurro in Audio articles • 8 min read Impact venture capital in Europe is generating lower financial returns than its traditional counterpart. Here are three possible reasons
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- [Peter Leonard](https://www.imd.org/ibyimd/iauthors/peter-leonard/) - Author Latest publications 4 June 2021 • by Peter Leonard in Innovation • 9 min read While many organisations are developing and implementing a range of artificial intelligence (AI) and machine learning (ML) solutions, there are costly reputational, regulatory and legal risks that need to be carefully considered… Save Share Facebook Facebook icon Twitter Twitter
- [Tatiana Iakovleva](https://www.imd.org/ibyimd/iauthors/tatiana-iakovleva/) - Author Latest news
- [Gerrit Sindermann](https://www.imd.org/ibyimd/iauthors/gerrit-sindermann/) - Author Latest publications Closing the climate gap: the rise of green finance 23 February 2024 • by Gerrit Sindermann in Finance • 7 min read Until recently, the sustainability risks of banks and other financial institutions were assessed mostly on their internal activities and on possible impacts from outside their operations. Now, thanks to new
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- [Laura Maria Giurge ](https://www.imd.org/ibyimd/iauthors/laura-m-giurge/) - Author Latest publications
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- [Lele Sang](https://www.imd.org/ibyimd/iauthors/lele-sang/) - Author Latest publications 17 August 2022 • by Karl Ulrich , Lele Sang in Asian hub • 4 min read Though some foreign companies continue to struggle in China, prospective entrants are better able than ever before to realistically assess their chances and plan for success, say Karl Ulrich and Lele Sang,… Save Share Facebook
- [Konrad Schulte](https://www.imd.org/ibyimd/iauthors/konrad-schulte/) - Author Latest publications 22 April 2024 • by José Parra Moyano, Christine Legner, Konrad Schulte in Artificial Intelligence • 6 min read Training and fine-tuning AI models requires troves of data, but storing and processing that data is financially and environmentally costly. Here are three ways to address the problem…. Save Share Facebook Facebook icon
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- [Kate Lazarus](https://www.imd.org/ibyimd/iauthors/kate-lazarus/) - Author Latest publications 14 March 2022 • by Kate Lazarus, Mahwesh Khan in Finance • 5 min read As Asia intensifies efforts to meet its growing infrastructure needs, increasing attention is being paid to environmental, social and governance (ESG) considerations. Banks and other financial intermediaries are therefore having to think… Save Share Facebook Facebook icon
- [Sanyin Siang](https://www.imd.org/ibyimd/iauthors/sanyin-siang/) - Author Latest news
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- [Johannes Buggle](https://www.imd.org/ibyimd/iauthors/johannes-buggle/) - Author Latest publications How neoclassical economics can pave the way for a circular economy 8 September 2021 • by Johannes Buggle , Jean-Pierre Danthine in Sustainability • 9 min read Incentivizing better business and consumer behavior via tax and market-based instruments will preserve the planet, say Johannes Buggle and Jean-Pierre Danthine. Here’s how companies can
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- [Jan Brzezek](https://www.imd.org/ibyimd/iauthors/jan-brzezek/) - Author Latest publications
- [James E. Henderson](https://www.imd.org/ibyimd/iauthors/james-henderson/) - Author Latest publications How dacadoo’s startup agility got a risk-averse industry moving 9 May 2024 • by James E. Henderson in Human Resources • 4 min read Startups can harness their inherent agility to stir up stagnant, risk-averse industries, suggests IMD’s James Henderson…. Save Share Facebook Twitter LinkedIn Email Play How a telecoms giant brought
- [Ina Toegel](https://www.imd.org/ibyimd/iauthors/ina-toegel/) - Author Latest publications Coaching the German national soccer team: What’s at stake? 20 September 2023 • by Ina Toegel in Leadership • 5 min read A willingness to make unpopular decisions and commit to a clear and bold vision will be needed if the next head coach of the German soccer team is to turn
- [Hannes Gurzki](https://www.imd.org/ibyimd/iauthors/hannes-gurzki/) - Author Latest publications Three paradoxes luxury brands face in the digital era 14 April 2022 • by Hannes Gurzki in Luxury • 6 min read Extending products and experiences into the digital world and using consumer insights to personalize the interactions will help luxury brands maintain exclusivity and stimulate consumers’ fantasies in the digital age….
- [Felix Reitz](https://www.imd.org/ibyimd/iauthors/felix-reitz/) - Author Latest publications How much money can our corporate giants spend fixing the world? 8 November 2023 • by Camilla Erencin, Simon J. Evenett, Alexander Gruber, Felix Reitz in Finance • 5 min read With society facing a number of critical challenges, such as the transition to a low-carbon economy, digital disruption, and aging populations,
- [Sumeet Salwan](https://www.imd.org/ibyimd/iauthors/sumeet-salwan/) - Author Latest news
- [Dominique Turpin](https://www.imd.org/ibyimd/iauthors/dominique-turpin/) - Author Latest publications Toyota Europe’s gear shift from automobile to mobility company 30 November 2022 • by Winter Nie, Ivy Buche, Dominique Turpin in Innovation • 8 min read In response to changing car ownership trends in the European marketplace, Toyota decided to launch KINTO, its new mobility brand, in 2021. Its approach holds lessons
- [Dimitrija Kalanoski](https://www.imd.org/ibyimd/iauthors/dimitrija-kalanoski/) - Author Latest publications Stay home to save the world? Not so fast 20 April 2021 • by Jean-Philippe Bonardi, Quentin Gallea, Dimitrija Kalanoski in Sustainability • 5 min read New research confirms that global air quality improved due to COVID-19 lockdown measures. It also underlines the complexity of policy and lifestyle changes needed to control
- [David Page](https://www.imd.org/ibyimd/iauthors/david-page/) - Author Latest publications ” width=”100%” height=”110px”> Play New management methods needed as hybrid working goes mainstream 7 September 2022 • by Dave Page in CEO Circle • 6 min read As hybrid working becomes the new norm, managers must find new ways to foster collaboration, digital competency, and employee well-being. … Save Share Facebook Twitter
- [Hui Zhang](https://www.imd.org/ibyimd/iauthors/hui-zhang/) - Author Latest publications
- [Camilla Erencin](https://www.imd.org/ibyimd/iauthors/camilla-erencin/) - Author Latest publications The countries and sectors with the highest economic profit concentration are not what you might expect 27 March 2024 • by Camilla Erencin, Simon J. Evenett, Pierre Ledan, Felix Reitz in Crux of Capitalism • 5 min read An analysis of 21 economies between 2018 and 2022 finds that economic profit concentration
- [Borja García Fernandez](https://www.imd.org/ibyimd/iauthors/borja-garcia-fernandez/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Bin Li](https://www.imd.org/ibyimd/iauthors/bin-li/) - Author Latest publications What’s happening to Chinese fintech? 21 October 2021 • by Bin Li in Asian hub • 4 min read The first online loan products for SMEs in China to be offered through mobile channels come thanks to the country’s recent fintech revolution. We spoke to Bin Li, Chief Researcher of Fintech… Save
- [Anthony Leiserowitz](https://www.imd.org/ibyimd/iauthors/anthony-leiserowitz/) - Author Latest publications 10 January 2024 • by Emil Moldovan, Todd Cort, Matthew Goldberg, Jennifer Marlon, Anthony Leiserowitz in Audio articles • 12 min read The responsibility to maximize profits guides how institutional investors, such as pension funds, invest on behalf of others. But that does not mean investing in climate change is off the
- [Rouven Acquaviva](https://www.imd.org/ibyimd/iauthors/rouven-acquaviva/) - Author Latest publications
- [Andrew Beanland](https://www.imd.org/ibyimd/iauthors/andrew-beanland/) - Author Latest publications 12 October 2022 • by Andy Beanland in Magazine • 6 min read With many companies still getting to grips with acknowledging the importance of combating nature loss, Andy Beanland of the World Business Council for Sustainable Development argues for a fundamental shift in attitude… Save Share Facebook Facebook icon Twitter Twitter
- [Alexander Gruber](https://www.imd.org/ibyimd/iauthors/alexander-gruber/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 3 >>
- [Akshay Joshi](https://www.imd.org/ibyimd/iauthors/akshay-joshi/) - Author Latest publications Five ways to plug the gaps in your digital security 15 September 2022 • by Akshay Joshi in Audio articles • 8 min read ‘Cybersecurity failure’ continues to feature as a critical threat, so it is vital that senior leaders get serious about tackling the issue…. Save Share Facebook Twitter LinkedIn Email
- [Daniel R Denison](https://www.imd.org/ibyimd/iauthors/daniel-r-denison/) - Author Latest news
- [Richard Baldwin](https://www.imd.org/ibyimd/iauthors/richard-baldwin/) - Author Latest publications Why it’s vital to gear up for the ‘globotics’ revolution 3 hours ago • by Richard Baldwin in Competitiveness • 8 min read The forces of globalization and robotics – ‘globotics’ – are opening a new pathway to prosperity for developing nations. Richard Baldwin shares his vision of how this could look….
- [Joseph Bradley](https://www.imd.org/ibyimd/iauthors/joseph-bradley/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Brian Eno](https://www.imd.org/ibyimd/iauthors/brian-eno/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Maha Hosain Aziz](https://www.imd.org/ibyimd/iauthors/maha-hosain-aziz/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Andrew J Scott](https://www.imd.org/ibyimd/iauthors/andrew-j-scott/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Alexis Georgacopoulos](https://www.imd.org/ibyimd/iauthors/alexis-georgacopoulos/) - Author Latest publications 21 June 2024 • by Cyril Bouquet, Alexis Georgacopoulos in Audio articles • 9 min read There is much that organizations can learn from artists and designers, from turning ideas into innovation to creative problem-solving and better decision-making…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Philip Sieber-Gasser](https://www.imd.org/ibyimd/iauthors/philip-sieber-gasser/) - Author Latest publications
- [Philip Thomas](https://www.imd.org/ibyimd/iauthors/philip-thomas/) - Author Latest publications
- [Pierluigi Collina](https://www.imd.org/ibyimd/iauthors/pierluigi-collina/) - Author Latest publications
- [Zuriati Balian](https://www.imd.org/ibyimd/iauthors/zuriati-balian/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Zoe Finch Totten](https://www.imd.org/ibyimd/iauthors/zoe-finch-totten/) - Author Latest publications 23 June 2021 • by Zoe Finch Totten in Magazine • 13 min read Support for our mental wellbeing tends to focus on the individual, but that approach goes against our true nature and has led to an increase in loneliness and isolation, and a fall… Save Share Facebook Facebook icon Twitter
- [Yulia Voloshchuk](https://www.imd.org/ibyimd/iauthors/yulia-voloshchuk/) - Author Latest publications 30 August 2022 • by Yulia Voloshchuk in Sustainability • 5 min read One of the co-founders of sustainable energy startup IntellSol discusses the importance of viewing your original idea as a first draft that will evolve as you gain more knowledge of the market… Save Share Facebook Facebook icon Twitter Twitter
- [Yueyuan Selina Xue](https://www.imd.org/ibyimd/iauthors/yueyuan-selina-xue/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Yavnika Khanna](https://www.imd.org/ibyimd/iauthors/yavnika-khanna/) - Author Latest publications
- [Xiang Bing](https://www.imd.org/ibyimd/iauthors/xiang-bing/) - Author Latest publications 20 October 2021 • by Xiang Bing in Asian hub • 16 min read Since 1979, the market economy and global free competition has created unprecedented economic development and wealth creation. However, this has also led to massively uneven distribution of income and wealth, a decline… Save Share Facebook Facebook icon Twitter
- [Xavier Mesnard](https://www.imd.org/ibyimd/iauthors/xavier-mesnard/) - Author Latest publications 21 May 2024 • by Magdi Batato, Xavier Mesnard, Suketu Gandhi in Brain Circuits • 3 min read Operations management built on a foundation of trust, talent, transparency, and technology can help companies not only react to but anticipate future disruptions. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Will Butler-Adams](https://www.imd.org/ibyimd/iauthors/will-butler-adams/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 13 April 2023 • by Will Butler-Adams in Competitiveness • 8 min read At one point early in the pandemic, Brompton CEO Will Butler-Adams thought the bicycle manufacturer
- [Wendy Smith](https://www.imd.org/ibyimd/iauthors/wendy-smith/) - Author Latest publications 21 December 2021 • by Wendy Smith, Marianne W. Lewis, Josh Keller, Ella Miron-Spektor in Diversity, Equity, and Inclusion • 10 min read Conflicting tensions in the workplace are inevitable. Engaging with them can be challenging but also incredibly motivating, according to the latest research. … Save Share Facebook Facebook icon Twitter
- [Wendy Behary](https://www.imd.org/ibyimd/iauthors/wendy-behary/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Vivian Bernet](https://www.imd.org/ibyimd/iauthors/vivian-bernet/) - Author Latest publications
- [Vivek Ramachandran](https://www.imd.org/ibyimd/iauthors/vivek-ramachandran/) - Author Latest publications 23 March 2022 • by Vivek Ramachandran in Magazine • 6 min read Over the next decade, one of the most disruptive changes facing companies will be the need to take responsibility for every business in their supply chain, Vivek Ramachandran, CEO of Hong Kong-based… Save Share Facebook Facebook icon Twitter Twitter
- [Vincent Bieri](https://www.imd.org/ibyimd/iauthors/vincent-bieri/) - Author Latest publications 19 April 2022 • by Vincent Bieri in Leadership • 7 min read Vincent Bieri, the co-founder of Swiss Unicorn Nexthink and a long-term advisor and investor in startups, explains the mountaineering skills needed to reach the highest peaks of business leadership…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Verne Harris](https://www.imd.org/ibyimd/iauthors/verne-harris/) - Author Latest publications 24 June 2022 • by Sello Hatang, Verne Harris in Audio articles • 13 min read Next year marks the 10th anniversary of Nelson Mandela’s death. Sello Hatang and Verne Harris worked closely with the South African statesman and offer valuable personal insights into what made him a… Save Share Facebook Facebook
- [Vanessa Signorini](https://www.imd.org/ibyimd/iauthors/vanessa-signorini/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Vanessa M. Patrick](https://www.imd.org/ibyimd/iauthors/vanessa-m-patrick/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Valerie Beaulieu-James](https://www.imd.org/ibyimd/iauthors/valerie-beaulieu-james/) - Author Latest publications 19 October 2022 • by Valerie Beaulieu-James in Leadership • 5 min read While there’s no silver bullet, employers should put career progression and skills training at the center of their retention strategies, panelists said in a webinar on the global workforce of the future…. Save Share Facebook Facebook icon Twitter Twitter
- [Tomas Chamorro-Premuzic](https://www.imd.org/ibyimd/iauthors/tomas-chamorro-premuzic/) - Author Latest publications 18 December 2021 • by Tomas Chamorro-Premuzic in Diversity, Equity, and Inclusion Diversity and inclusion programs are booming, but don’t always produce the required results. Here are four ways to make them work. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Todd Cort](https://www.imd.org/ibyimd/iauthors/todd-cort/) - Author Latest publications 10 January 2024 • by Emil Moldovan, Todd Cort, Matthew Goldberg, Jennifer Marlon, Anthony Leiserowitz in Audio articles • 12 min read The responsibility to maximize profits guides how institutional investors, such as pension funds, invest on behalf of others. But that does not mean investing in climate change is off the
- [Tobias Schlager](https://www.imd.org/ibyimd/iauthors/tobias-schlanger/) - Author Latest publications 25 June 2021 • by Tobias Schlager in Magazine • 5 min read A seemingly altruistic venture by the pharma giant badly misfired when reports of potentially fatal blood clots emerged. Tobias Schlager explains what needed to be done to rescue the company from the… Save Share Facebook Facebook icon Twitter Twitter
- [Tiziana Casciaro](https://www.imd.org/ibyimd/iauthors/tiziana-casciaro/) - Author Latest publications 21 June 2022 • by Tiziana Casciaro, Julie Battilana in Audio articles • 14 min read Good leaders must uncover the basic human desires of their teams so together they can reach greater heights…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Tim Radjy](https://www.imd.org/ibyimd/iauthors/tim-radjy/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Thuy Ngoc Tran](https://www.imd.org/ibyimd/iauthors/thuy-ngoc-tran/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Thomas Schildhauer (Spanish)](https://www.imd.org/ibyimd/iauthors/thomas-schildhauer-2/) - Author Latest Publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Thomas Schildhauer](https://www.imd.org/ibyimd/iauthors/thomas-schildhauer/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube 1 2 … 580 >>
- [Thomas Keil](https://www.imd.org/ibyimd/iauthors/thomas-keil/) - Author Latest publications 1 June 2021 • by Thomas Keil, Marianna Zangrillo in Brain Circuits • 3 min read As they seek to mould the company in their image, new CEOs often have to face a decision: Is it better to work with the existing leaders or try to develop a… Save Share Facebook Facebook
- [Thierry Fumeaux](https://www.imd.org/ibyimd/iauthors/thierry-fumeaux/) - Author Latest publications 25 August 2021 • by Thierry Fumeaux in Career path • 5 min read Having left his position as a hospital physician, Thierry Fumeaux is now involved in the strategic development of pharma start-ups, continuing to pursue his goal of helping patients, this time by contributing… Save Share Facebook Facebook icon Twitter
- [Teresa Ferreiro Vilarino](https://www.imd.org/ibyimd/iauthors/teresa-ferreiro-vilarino/) - Author Latest publications 8 March 2024 • by Teresa Ferreiro Vilarino in Coaching Corner • 5 min read Faced with a breast cancer diagnosis, Cameron looks to executive coaching to help her reflect on the career and leadership impact … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Tazeeb Rajwani](https://www.imd.org/ibyimd/iauthors/tazeeb-rajwani/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Tawfik Jelassi](https://www.imd.org/ibyimd/iauthors/tawfik-jelassi/) - Author Latest publications
- [Tatjana Haenni](https://www.imd.org/ibyimd/iauthors/tatjana-haenni/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Tania Singer](https://www.imd.org/ibyimd/iauthors/tania-singer/) - Author Latest publications 3 August 2022 • by Tania Singer in Human Resources • 7 min read Contrary to popular belief, traits such as empathy and compassion can be trained and developed. And that is what should be happening in the workplace. Not only does a caring approach reduce… Save Share Facebook Facebook icon Twitter
- [Tahiru Azaaviele Liedong](https://www.imd.org/ibyimd/iauthors/tahiru-azaaviele-liedong/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Tahirou Assane Oumarou](https://www.imd.org/ibyimd/iauthors/tahirou-assane-oumarou/) - Author Latest publications
- [Sylvain Newton](https://www.imd.org/ibyimd/iauthors/sylvain-newton/) - Author Latest publications 13 January 2022 • by Mayank Jain, Sylvain Newton in Sustainability • 6 min read Environmental, Social and Governance (ESG) goals are becoming an increasing priority for many businesses. But they are routinely failing to meet these criteria because they are not embedded into corporate culture and… Save Share Facebook Facebook icon
- [Suzanne de Treville](https://www.imd.org/ibyimd/iauthors/suzanne-de-treville/) - Author Latest news
- [Suzanne C. De Janasz](https://www.imd.org/ibyimd/iauthors/suzanne-c-de-janasz/) - Author Latest publication Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Susmita Mohanty](https://www.imd.org/ibyimd/iauthors/susmita-mohanty/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Susanne Stein](https://www.imd.org/ibyimd/iauthors/susanne-stein/) - Author Latest publications 10 March 2023 • by Susanne Stein in Technology • 5 min read Susanne Stein, managing partner of Vienna’s MANZ Publishers, explains how she harnessed Artificial Intelligence to transform the company from a traditional publishing house to a cutting-edge online legal publisher. … A problem solver finds her purpose by helping ‘one
- [Susan Stehli](https://www.imd.org/ibyimd/iauthors/susan-stehli/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Susan Kersch-Kibler](https://www.imd.org/ibyimd/iauthors/susan-kersch-kibler/) - Author Latest publications 15 June 2022 • by Susan Kersch-Kibler in Leadership • 12 min read The Russian invasion has disrupted Ukraine’s $1.5 billion surrogacy industry and posed logistical and ethical challenges for agencies operating in the country. Susan Kersch-Kibler, founder of the Delivering Dreams International Surrogacy Agency,… Save Share Facebook Facebook icon Twitter Twitter
- [Sunnie J. Groeneveld](https://www.imd.org/ibyimd/iauthors/sunnie-j-groeneveld/) - Author Latest publications 31 March 2023 • by Sunnie J. Groeneveld in Audio articles • 8 min read The new ideas and fresh perspectives of an up-and-coming generation of leaders are essential in such turbulent times. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Sunil Gulati](https://www.imd.org/ibyimd/iauthors/sunil-gulati/) - Author Latest publications 5 March 2021 • by Sunil Gulati, Andrew Zimbalist in Magazine • 13 min read Empty stadiums, canceled fixtures and a massive loss of revenue, the pandemic has wrought havoc on everything from the Olympics to the Superbowl. But some sports have adapted better than others, report Sunil… Save Share Facebook Facebook
- [Suketu Gandhi](https://www.imd.org/ibyimd/iauthors/suketu-gandhi/) - Author Latest publications 21 May 2024 • by Magdi Batato, Xavier Mesnard, Suketu Gandhi in Brain Circuits • 3 min read Operations management built on a foundation of trust, talent, transparency, and technology can help companies not only react to but anticipate future disruptions. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Sudhanshu Sarronwala](https://www.imd.org/ibyimd/iauthors/sudhanshu-sarronwala/) - Author Latest publications 6 November 2023 • by Sudhanshu Sarronwala in Audio articles • 9 min read Focusing on a company’s ecological and social impact as well as its economic performance has yielded mixed results. However, there is increasing evidence that even legacy companies are now making positive strides…. Save Share Facebook Facebook icon Twitter
- [Steven Smith](https://www.imd.org/ibyimd/iauthors/steven-smith/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Steven A. Altman](https://www.imd.org/ibyimd/iauthors/steven-a-altman/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Stephen Phipson](https://www.imd.org/ibyimd/iauthors/stephen-phipson/) - Author Latest publications 7 November 2022 • by Stephen Phipson in Magazine • 6 min read Manufacturers are for the first time bearing the brunt of cyberattacks. Defending a company’s downstream supply chains is just as important as making the core business cybersecure. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [Stephen Massey](https://www.imd.org/ibyimd/iauthors/stephen-massey/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Srinath Goud Vanga](https://www.imd.org/ibyimd/iauthors/srinath-goud-vanga/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Søren Toft](https://www.imd.org/ibyimd/iauthors/soren-toft/) - Author Latest publications
- [Sophie Bürgin](https://www.imd.org/ibyimd/iauthors/sophie-burgin/) - Author Latest publications 21 September 2022 • by Boris Thurm, Sophie Bürgin, Jordane Widmer in Sustainability • 9 min read To help policymakers and business leaders better understand the true impact of economic activity on people and the planet, GDP needs to measure more than just output…. Save Share Facebook Facebook icon Twitter Twitter icon
- [Sophie Bacq](https://www.imd.org/ibyimd/iauthors/sophie-bacq/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 3 January 2024 • by Sophie Bacq, G. T. Lumpkin in Audio articles • 13 min read When diverse stakeholders and regular citizens collaborate and coalesce around positive societal change initiatives, they can develop viable solutions to the complex problems
- [Sonja Köhne](https://www.imd.org/ibyimd/iauthors/sonja-kohne/) - Author Latest publications 15 July 2022 • by Ali Aslan Gümüsay, Sonja Köhne, Thomas Schildhauer, Martin Krzywdzinski, Hendrik Send in Human Resources • 11 min read The future of work remains hybrid. But tracking every keystroke, mouse movement and email is not the best way to manage the more fluid boundaries, argue Ali Aslan Gümüsay,
- [Sonia Tan](https://www.imd.org/ibyimd/iauthors/sonia-tan/) - Author Latest publications 12 April 2023 • by Sonia Tan in Management • 5 min read Sonia Tan, an experienced broadcaster and campaign and advocacy consultant for the United Nations Development Program (UNDP), shares her tips for how best to manage small teams when they are under pressure…. Save Share Facebook Facebook icon Twitter Twitter
- [Siri Terjesen](https://www.imd.org/ibyimd/iauthors/siri-terjesen/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Simona Alba Grano](https://www.imd.org/ibyimd/iauthors/simona-alba-grano/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Simon Minder](https://www.imd.org/ibyimd/iauthors/simon-minder/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Simon Cartledge](https://www.imd.org/ibyimd/iauthors/simon-cartledge/) - Author Latest publications 11 May 2021 • by Simon Cartledge in Asian hub • 6 min read China’s hi-tech manufacturing hub is the poster child of the country’s success, but the future is less certain. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Silse Martell](https://www.imd.org/ibyimd/iauthors/silse-martell/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Sigvald Harryson](https://www.imd.org/ibyimd/iauthors/sigvald-harryson/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Sibongile Manganyi Rath](https://www.imd.org/ibyimd/iauthors/sibongile-manganyi-rath/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Shweta Mukesh](https://www.imd.org/ibyimd/iauthors/shweta-mukesh/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Shiva Rajgopal](https://www.imd.org/ibyimd/iauthors/shivaram-rajgopal/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Shereen Daniels](https://www.imd.org/ibyimd/iauthors/shereen-daniels/) - Author Latest publications 2 October 2023 • by Shereen Daniels in Audio articles • 10 min read Leaders must acknowledge and act decisively to dismantle the apparatus of systemic racism that still plagues organizations…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Shannon Houde](https://www.imd.org/ibyimd/iauthors/shannon-houde/) - Author Latest publications 27 August 2021 • by Shannon Houde in Leadership • 4 min read The rising generation is willing to take salary cuts in order to work with companies they believe in – here are three ways leaders can attract the next generation of business leaders…. Save Share Facebook Facebook icon Twitter Twitter
- [Sello Hatang](https://www.imd.org/ibyimd/iauthors/sello-hatang/) - Author Latest publications 24 June 2022 • by Sello Hatang, Verne Harris in Audio articles • 13 min read Next year marks the 10th anniversary of Nelson Mandela’s death. Sello Hatang and Verne Harris worked closely with the South African statesman and offer valuable personal insights into what made him a… Save Share Facebook Facebook
- [Sara Gay](https://www.imd.org/ibyimd/iauthors/sara-gay/) - Author Latest publications 4 August 2022 • by Sara Gay in Diversity, Equity, and Inclusion • 5 min read The pandemic has set back efforts to increase gender equality and women’s progression in the workplace. Taking meaningful action to prioritize work/life balance and increasing efforts to remove unconscious biases around women’s… Save Share Facebook Facebook
- [Sara Czege](https://www.imd.org/ibyimd/iauthors/sara-czege/) - Author Latest publications
- [Santoshi A](https://www.imd.org/ibyimd/iauthors/santoshi-a/) - Author Latest publications
- [Samantha Boardman](https://www.imd.org/ibyimd/iauthors/samantha-boardman/) - Author Latest publications 15 August 2022 • by Samantha Boardman in Human Resources • 7 min read Focusing on fostering connections, completing something difficult and helping others can make us more resilient to everyday stress… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Sam Smethers](https://www.imd.org/ibyimd/iauthors/sam-smethers/) - Author Latest publications 26 May 2021 • by Sam Smethers in Human Resources • 5 min read Every job should be flexible unless there is a business reason for it not to be, argues Sam Smethers. But when work takes up permanent residence in your home, you need to… Save Share Facebook Facebook icon Twitter
- [Sam Gill](https://www.imd.org/ibyimd/iauthors/sam-gill/) - Author Latest publications 10 October 2023 • by Jan Van der Kaaij, Sam Gill in Audio articles • 8 min read A well-known metaphor in business illustrates levels of buy-in: imagine a chicken and a pig discussing a bacon and egg sandwich – the chicken is engaged, but the pig is… Save Share Facebook Facebook
- [Salvatore Cantale](https://www.imd.org/ibyimd/iauthors/salvatore-cantale/) - Author Latest publications 12 January 2024 • by Salvatore Cantale, Marc Woodfield in Audio articles • 8 min read Companies figuring out how to respond to the shock of higher borrowing costs must beware of three common misconceptions…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available Save Share Facebook
- [Sally Bonneywell](https://www.imd.org/ibyimd/iauthors/sally-bonneywell/) - Author Latest publications 24 December 2021 • by Ben Bryant, Sally Bonneywell, Dena Michelli in Audio articles • 11 min read Landing the top job is hard, but coming back down to earth afterwards can be just as challenging…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Salil Kanhere](https://www.imd.org/ibyimd/iauthors/salil-kanhere/) - Author Latest publications 5 April 2022 • by Salil Kanhere in Finance • 6 min read Bored with Bitcoin? No flipping time for NFTs? Here’s what a cybersecurity expert has to say about the next wave of blockchain applications…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Sahana Joshi](https://www.imd.org/ibyimd/iauthors/sahana-joshi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Sachini Imbuldeniya](https://www.imd.org/ibyimd/iauthors/sachini-imbuldeniya/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Sabine Rau](https://www.imd.org/ibyimd/iauthors/sabine-rau/) - Author Latest publications 9 February 2023 • by Sabine Rau, Peter Jaskiewicz in Family business • 7 min read Ensuring a smooth transition of a family enterprise starts with answering the questions of the next in line, write Peter Jaskiewicz and Sabine B Rau… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [Russell Napier](https://www.imd.org/ibyimd/iauthors/russell-napier/) - Author Latest publications 24 April 2023 • by Russell Napier in Audio articles • 7 min read Russell Napier is ‘Keeper’ of The Library of Mistakes, a treasure trove of financial literature in Edinburgh. He explains how the library, along with a recently opened branch in Lausanne, can… Save Share Facebook Facebook icon Twitter Twitter
- [Rose Hollister](https://www.imd.org/ibyimd/iauthors/rose-hollister/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Rohini Anand](https://www.imd.org/ibyimd/iauthors/rohini-anand-2/) - Author Latest publications
- [Rodrigo Tavares](https://www.imd.org/ibyimd/iauthors/rodrigo-tavares/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Rodrigo Piña](https://www.imd.org/ibyimd/iauthors/rodrigo-pina/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Roberto Barontini](https://www.imd.org/ibyimd/iauthors/roberto-barontini/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Robert Mardini](https://www.imd.org/ibyimd/iauthors/robert-mardini/) - Author Latest publications 5 April 2022 • by Robert Mardini in Sustainability • 5 min read Helping communities to adapt and ensuring that climate finance gets to conflict zones is essential, says ICRC chief…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Robert Hooijberg](https://www.imd.org/ibyimd/iauthors/robert-hooijberg/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 … 5 >>
- [Robert G. Eccles](https://www.imd.org/ibyimd/iauthors/robert-g-eccles/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Richard Roi](https://www.imd.org/ibyimd/iauthors/ric-roi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 … 5 >>
- [Richard Markoff](https://www.imd.org/ibyimd/iauthors/richard-markoff/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 … 7 >>
- [Richard Holden](https://www.imd.org/ibyimd/iauthors/richard-holden/) - Author Latest publications 24 August 2022 • by Richard Holden in Leadership • 5 min read Leaders who consolidate power through retaining decision-making rights are willing to sacrifice their organization’s expected earnings in order to retain control…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 24 May 2021 • by Richard
- [Richard Benton](https://www.imd.org/ibyimd/iauthors/richard-benton/) - Author Latest publications 10 March 2022 • by Richard Benton in CEO Circle • 8 min read Let your CMO be your Chief Sustainability Officer, says Richard Benton, as he outlines the ways in which organizations must urgently improve their messaging around ESG…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Ricarda Röller](https://www.imd.org/ibyimd/iauthors/ricarda-roller/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Rainer Neubauer](https://www.imd.org/ibyimd/iauthors/rainer-neubauer/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Raina Brands](https://www.imd.org/ibyimd/iauthors/raina-brands/) - Author Latest publications 18 March 2024 • by Raina Brands in Brain Circuits • 5 min read Do salary histories hold women back? What about maternity breaks and part-time options? Instead of dwelling on what doesn’t work, hone in on what can. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Rachel Morrison](https://www.imd.org/ibyimd/iauthors/rachel-morrison/) - Author Latest publications 30 April 2021 • by Glenn Dutcher, Rachel Morrison in Human Resources • 7 min read Home working has become part of the furniture. How can companies design flexible working strategies to boost productivity and well-being? … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Piers Clinton-Taresta](https://www.imd.org/ibyimd/iauthors/piers-clinton-tarestad/) - Author Latest publications 28 July 2022 • by Piers Clinton-Tarestad, Justin Ging, Denise Ruffner in Innovation • 6 min read Quantum computing could arrive sooner than many leaders expect. They need to start laying the groundwork now. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Pierre Ledan](https://www.imd.org/ibyimd/iauthors/pierre-ledan/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Pia Lauritzen](https://www.imd.org/ibyimd/iauthors/pia-lauritzen/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Phong Thanh Nguyen ](https://www.imd.org/ibyimd/iauthors/phong-thanh-nguyen/) - Author Latest publications 9 August 2021 • by Karin Sanders, Gavin Schwarz, Phong Thanh Nguyen in Human Resources • 6 min read As crises such as the COVID-19 pandemic emerge and evolve, leaders should utilize these Human Resource strengths to communicate critical information to employees … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn
- [Philipp Tuertscher](https://www.imd.org/ibyimd/iauthors/philipp-tuertscher/) - Author Latest publications 2 hours ago • by Alexander Fleischmann in I by IMD Book Club • 8 min read Corporate DE&I is not simply a question of fairness. Implemented successfully, it pays off for both the company and society in general. Paola Cecchi-Dimeglio, author of Diversity Dividend, discusses how it’s done… Save Share Facebook
- [Philipp Müller](https://www.imd.org/ibyimd/iauthors/philipp-muller/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Philipp Leo](https://www.imd.org/ibyimd/iauthors/philipp-leo/) - Author Latest publications 29 June 2022 • by Öykü Işık, Philipp Leo, Fabian Muhly in Audio articles • 9 min read Cybercrime is booming and growing in sophistication. Business leaders need to ask themselves some searching questions before their organization is exposed to a potentially crippling assault. … Save Share Facebook Facebook icon Twitter Twitter
- [Philip Rosenzweig](https://www.imd.org/ibyimd/iauthors/phil-rosenzweig/) - Author Phil Rosenzweig Phil Rosenzweig has been Professor of Strategy and International Management at IMD since 1996. He directed IMD’s Executive MBA program for six years. He is the author of The Halo Effect … and the Eight Other Business Delusions that Deceive Managers (Free Press, 2007). Contact Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn
- [Peter Tufano](https://www.imd.org/ibyimd/iauthors/peter-tufano/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Peter Nathanial](https://www.imd.org/ibyimd/iauthors/peter-nathanial/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 20 March 2023 • by Peter Nathanial, Ludo Van der Heyden in Finance • 14 min read Who governs the regulators so that they learn and retain their
- [Peter Lorange](https://www.imd.org/ibyimd/iauthors/peter-lorange/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Peter Körte](https://www.imd.org/ibyimd/iauthors/peter-korte/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Peter Ingman](https://www.imd.org/ibyimd/iauthors/peter-ingman/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Peter Firnhaber](https://www.imd.org/ibyimd/iauthors/peter-firnhaber/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Peter Fennah](https://www.imd.org/ibyimd/iauthors/peter-fennah/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Peter Cappelli](https://www.imd.org/ibyimd/iauthors/peter-cappelli/) - Author Latest publications 14 December 2021 • by Peter Cappelli in Human Resources • 8 min read Employers have largely abandoned the traditional talent management planning model and moved towards talent acquisition. But they are not doing it with much care…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Peter Bauer](https://www.imd.org/ibyimd/iauthors/peter-bauer/) - Author Latest publications 24 November 2022 • by Peter Bauer in Audio articles • 8 min read Peter Bauer, co-founder and CEO of the cybersecurity company Mimecast, reflects on his company’s acquisition by private equity firm Permira for $5.8 billion, what keeps him motivated after two decades, and why his native South… Save Share Facebook Facebook icon Twitter
- [Per Espen Stoknes](https://www.imd.org/ibyimd/iauthors/per-espen-stoknes/) - Author Latest publications 26 September 2022 • by Per Espen Stoknes in Sustainability • 6 min read The world needs to shift to a radically different economic model if it is to avoid stagnation and ensure prosperity for all. Businesses will ultimately benefit from this transition, but they must… Save Share Facebook Facebook icon Twitter
- [Paul Tosey](https://www.imd.org/ibyimd/iauthors/paul-tosey/) - Author Latest publications 8 February 2023 • by Heather Cairns-Lee, James Lawley , Paul Tosey in Leadership • 8 min read Leaders will get far more useful responses if they learn the art of asking ‘clean’ questions. Heather Cairns-Lee, James Lawley and Paul Tosey explain how to do it. … Save Share Facebook Facebook icon
- [Paul Ryatt](https://www.imd.org/ibyimd/iauthors/paul-ryatt/) - Author Latest publications 18 May 2022 • by Paul Ryatt in Leadership • 12 min read Chasing growth is not the only route to success. Widen your goals by learning from a new breed of company. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Patrick Sharry](https://www.imd.org/ibyimd/iauthors/patrick-sharry/) - Author Latest publications 18 April 2022 • by Karin Sanders, Andrew Dhaenens, Patrick Sharry in Management • 5 min read Organizations and their leaders need to adapt to new ways of working and hybrid work relationships…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Patrick Reichert](https://www.imd.org/ibyimd/iauthors/patrick-reichert/) - Author Latest publications 5 January 2024 • by Vanina Farber, Patrick Reichert in Audio articles • 9 min read What is the impact economy and why should it matter? And how do you know if your actions are making a positive difference?… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio
- [Paolo Taticchi](https://www.imd.org/ibyimd/iauthors/paolo-taticchi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Oscar Stege Unger](https://www.imd.org/ibyimd/iauthors/oscar-stege-unger/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Olov H. D. Isaksson](https://www.imd.org/ibyimd/iauthors/olov-isaksson/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Olivier Laplace](https://www.imd.org/ibyimd/iauthors/olivier-laplace/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Noémie Harari](https://www.imd.org/ibyimd/iauthors/noemie-harari/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Nirmalya Kumar](https://www.imd.org/ibyimd/iauthors/nirmalya-kumar/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Niklas Zeller](https://www.imd.org/ibyimd/iauthors/niklas-zeller/) - Author Latest publications
- [Nikki Symmons](https://www.imd.org/ibyimd/iauthors/nikki-symmons/) - Author Latest publications 17 June 2021 • by Nikki Symmons in Leadership • 6 min read Leadership The importance of being out in the workplace by Nikki Symmons Published 17 June 2021 in Leadership • 6 min read DownloadSave “From the locker room to the board room, visible LGBTQ+ female leaders are… Save Share Facebook Facebook icon Twitter Twitter
- [Nick Parsons](https://www.imd.org/ibyimd/iauthors/nick-parsons/) - Author Latest publications 14 June 2021 • by Nick Parsons in Asian hub • 3 min read The impact of CO2 emissions on climate change is one of the most urgent problems facing the world today, but any solution must focus on Asia. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [Niccolò Pisani](https://www.imd.org/ibyimd/iauthors/niccolo-pisani/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 … 7 >>
- [Nia Choi](https://www.imd.org/ibyimd/iauthors/dr-nia-choi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Nathan Sussman](https://www.imd.org/ibyimd/iauthors/nathan-sussman/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Naoshi Takatsu](https://www.imd.org/ibyimd/iauthors/naoshi-takatsu/) - Author Latest publications
- [Nancy Doyle](https://www.imd.org/ibyimd/iauthors/nancy-doyle/) - Author Latest publications 2 February 2024 • by Nancy Doyle , Heather Cairns-Lee in Audio articles • 10 min read Learning how to effectively accommodate and enable neurodiverse talent unlocks benefits for business and the wider workforce…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Nadine Crauwels](https://www.imd.org/ibyimd/iauthors/nadine-crauwels/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Monica Perez](https://www.imd.org/ibyimd/iauthors/monica-perez/) - Author Latest publications
- [Mohamed Mahmoud Ould Mohamedou](https://www.imd.org/ibyimd/iauthors/mohamed-mahmoud-ould-mohamedou/) - Author Latest publications 19 January 2023 • by Mohamed Mahmoud Mohamedou in Audio articles • 6 min read The diversification of actors and a widening of issues challenges the traditional model of diplomacy. A convergence of skills is needed from the public and private sectors to facilitate engagement between states,… Save Share Facebook Facebook icon
- [Mitchell Scherr](https://www.imd.org/ibyimd/iauthors/mitchell-scherr/) - Author Latest publications 27 October 2022 • by Mitchell Scherr , Salvatore Cantale, Jeanne Boillet in Magazine • 10 min read Every part of your business is at risk, not just the IT system, and new regulations are opening the way to litigation and fines for those who do not put their house… Save Share
- [Miriam Twaalfhoven](https://www.imd.org/ibyimd/iauthors/miriam-twaalfhoven/) - Author Latest publications 14 March 2023 • by Miriam Twaalfhoven in Diversity, Equity, and Inclusion • 5 min read Miriam Twaalfhoven, an advocate of non-profit organizations in education, explains why she turned to secondary education after a career in business and prefers to support one child at a time. … How a traditional book publisher
- [Millán Alvarez-Miranda](https://www.imd.org/ibyimd/iauthors/millan-alvarez-miranda/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Michelle Lemaître](https://www.imd.org/ibyimd/iauthors/michelle-lemaitre/) - Author Latest publications 16 November 2021 • by Michelle Lemaître in Sustainability • 7 min read Among the triumphs of the 2020 Tokyo Games were a few firsts that offer lessons in sustainable leadership… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Michel Degosciu](https://www.imd.org/ibyimd/iauthors/michel-degosciu/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Michael Day](https://www.imd.org/ibyimd/iauthors/michael-day/) - Author Latest publications 19 August 2021 • by Michael Day in Innovation • 11 min read Leaders from theaters, galleries and museums share the lessons learned from dealing with the unprecedented challenges of COVID-19. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 2 July 2021 • by Michael Day in
- [Melitta Campbell](https://www.imd.org/ibyimd/iauthors/melitta-campbell/) - Author Latest publications
- [Mayuka Yamazaki](https://www.imd.org/ibyimd/iauthors/mayuka-yamazaki/) - Author Latest publications 13 October 2023 • by Mayuka Yamazaki in Audio articles • 12 min read Working on ikebana as a team means relinquishing our desire to control, letting go of our ego, and existing in the present. Out of this process something beautiful can emerge…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn
- [Mayank Jain](https://www.imd.org/ibyimd/iauthors/mayank-jain/) - Author Latest publications 13 January 2022 • by Mayank Jain, Sylvain Newton in Sustainability • 6 min read Environmental, Social and Governance (ESG) goals are becoming an increasing priority for many businesses. But they are routinely failing to meet these criteria because they are not embedded into corporate culture and… Save Share Facebook Facebook icon
- [Maximilian Ulrich Werner](https://www.imd.org/ibyimd/iauthors/maximilian-werner/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Maximilian Martin](https://www.imd.org/ibyimd/iauthors/maximilian-martin/) - Author Latest publications 17 January 2024 • by Maximilian Martin in Audio articles • 10 min read Blended finance has the power to unleash the capital needed to drive progress toward the UN Sustainable Development Goals. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Maude Lavanchy](https://www.imd.org/ibyimd/iauthors/maude-lavanchy/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Mattia Vettorello](https://www.imd.org/ibyimd/iauthors/mattia-vettorello/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Matthieu Manzoni](https://www.imd.org/ibyimd/iauthors/matthieu-manzoni/) - Author Latest publications 10 August 2022 • by Alexander Osterwalder, Matthieu Manzoni in Strategy • 12 min read With Netflix’s recent loss of subscribers, it may be time to move away from membership and towards alternative models of customer retention… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email but curiosity and
- [Matthew Walker](https://www.imd.org/ibyimd/iauthors/matthew-walker/) - Author Latest publications 6 April 2022 • by Albrecht Enders, Christopher Barnes, Matthew Walker in Magazine • 7 min read Warning: late nights and early starts will lead to memory loss, illness, recklessness, lack of sociability and failure to spot a good business opportunity…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [Matthew Goldberg](https://www.imd.org/ibyimd/iauthors/matthew-goldberg/) - Author Latest publications 10 January 2024 • by Emil Moldovan, Todd Cort, Matthew Goldberg, Jennifer Marlon, Anthony Leiserowitz in Audio articles • 12 min read The responsibility to maximize profits guides how institutional investors, such as pension funds, invest on behalf of others. But that does not mean investing in climate change is off the
- [Mate Rimac](https://www.imd.org/ibyimd/iauthors/mate-rimac/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Marya L. Besharov](https://www.imd.org/ibyimd/iauthors/marya-besharov/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Luis Ornelas](https://www.imd.org/ibyimd/iauthors/luis-ornelas/) - Author Latest publications Creating a belonging culture 3 hours ago • by Sunita Sehmi in Coaching Corner • 5 min read When Jules was promoted to global VP, the pressure was suddenly acute to bridge cultural differences and ensure everyone in the team felt a sense of belonging and ownership. Getting this right… Save Share
- [Mary-Anne Williams](https://www.imd.org/ibyimd/iauthors/mary-anne-williams/) - Author Latest publications 6 October 2021 • by Mary-Anne Williams in Human Resources • 7 min read Researchers have developed a machine learning-based system that acts as a skills matchmaker to assist with the process of effective job transitions…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Martina Fuchs](https://www.imd.org/ibyimd/iauthors/martina-fuchs/) - Author Latest publications 9 October 2023 • by Martina Fuchs in Diversity, Equity, and Inclusion • 5 min read Executives must do more to change the balance of power in the workplace, says BLM co-founder… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Martin Krzywdzinski](https://www.imd.org/ibyimd/iauthors/martin-krzywdzinski/) - Author Latest publications 15 July 2022 • by Ali Aslan Gümüsay, Sonja Köhne, Thomas Schildhauer, Martin Krzywdzinski, Hendrik Send in Human Resources • 11 min read The future of work remains hybrid. But tracking every keystroke, mouse movement and email is not the best way to manage the more fluid boundaries, argue Ali Aslan Gümüsay,
- [Martin Králik](https://www.imd.org/ibyimd/iauthors/martin-kralik/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Martijn Lofvers](https://www.imd.org/ibyimd/iauthors/martijn-lofvers/) - Author Latest publications 7 March 2022 • by Martijn Lofvers, Carlos Cordon in Magazine • 2 min read Are you overwhelmed by supply chain problems? Martijn Lofvers and Carlos Cordon have created a detailed visual guide will help you manage your way out of a crisis…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn
- [Marta Herraiz Fernández](https://www.imd.org/ibyimd/iauthors/marta-herraiz-fernandez/) - Author Latest publications 10 June 2021 • by Marta Herraiz Fernández in Diversity, Equity, and Inclusion • 4 min read As a young woman Marta Herraiz Fernández struggled to define her sexuality because of a lack of positive role models. Now she is recognized as one of the leading voices for LGBTQ+… Save Share Facebook Facebook icon
- [Marleen Huysman](https://www.imd.org/ibyimd/iauthors/marleen-huysman/) - Author Latest publications 5 April 2023 • by Amanda Porter, Marleen Huysman, Philipp Tuertscher in Innovation • 6 min read Pooling the knowledge and resources of a diverse array of stakeholders can help solve huge unmet needs in society, research shows… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Markus Schmid](https://www.imd.org/ibyimd/iauthors/markus-schmid/) - Author Latest publications 23 December 2021 • by Markus Schmid in Audio articles • 9 min read Research shows that the value that CEOs create for shareholders starts to decline after 14 years in the job, but letting them go early may not always be the best decision. … Save Share Facebook Facebook icon Twitter
- [Mark Chussil](https://www.imd.org/ibyimd/iauthors/mark-chussil/) - Author Latest publications 4 July 2022 • by Mark Chussil in Audio articles • 7 min read An online strategy tournament sheds light on which direction to take if you want to gain a competitive edge. Mark Chussil, who created the ongoing experiment, explains his findings. … Save Share Facebook Facebook icon Twitter Twitter icon
- [Marion Mulder](https://www.imd.org/ibyimd/iauthors/marion-mulder/) - Author Latest publications 3 June 2021 • by Marion Mulder, David Bach in Diversity, Equity, and Inclusion • 5 min read Equity, Inclusion & Diversity is a space in a constant state of evolution, says co-founder of Workplace Pride , the international platform for LGBTQ+ inclusion at work. Networks and resources are places… Save Share
- [Marianne W. Lewis](https://www.imd.org/ibyimd/iauthors/marianne-w-lewis/) - Author Latest publications 21 December 2021 • by Wendy Smith, Marianne W. Lewis, Josh Keller, Ella Miron-Spektor in Diversity, Equity, and Inclusion • 10 min read Conflicting tensions in the workplace are inevitable. Engaging with them can be challenging but also incredibly motivating, according to the latest research. … Save Share Facebook Facebook icon Twitter
- [Marianna Zangrillo](https://www.imd.org/ibyimd/iauthors/marianna-zangrillo/) - Author Latest publications 1 June 2021 • by Thomas Keil, Marianna Zangrillo in Brain Circuits • 3 min read As they seek to mould the company in their image, new CEOs often have to face a decision: Is it better to work with the existing leaders or try to develop a… Save Share Facebook Facebook
- [Marco Dall'Orso](https://www.imd.org/ibyimd/iauthors/marco-dallorso/) - Author Latest publications 25 May 2021 • by Marco Dall’Orso in Sustainability • 9 min read Creating a vibrant urban ecosystem – an inclusive, diverse and lively community where people want to live and put down roots– requires a gradual shift of focus from built-environment investment to socio-economic… Save Share Facebook Facebook icon Twitter Twitter
- [Marc Woodfield ](https://www.imd.org/ibyimd/iauthors/marc-woodfield/) - Author Latest publications 12 January 2024 • by Salvatore Cantale, Marc Woodfield in Audio articles • 8 min read Companies figuring out how to respond to the shock of higher borrowing costs must beware of three common misconceptions…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Manish Goel](https://www.imd.org/ibyimd/iauthors/manish-goel/) - Author Latest publications 20 December 2021 • by Colleen Ammerman, Boris Groysberg, Manish Goel in Human Resources • 9 min read Working from home has many advantages, but organizations need to ensure it does not lead to inequality and exclusion. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Malgorzata Smulowitz](https://www.imd.org/ibyimd/iauthors/malgorzata-kurak/) - Author Latest publications 1 August 2023 • by Malgorzata Smulowitz in Brain Circuits • 3 min read There are many measures of success, but often companies get trapped by only seeing the financials. If you set non-financial KPIs across your organization, you will see how different aspects of your… Save Share Facebook Facebook icon Twitter
- [Maik Meusel](https://www.imd.org/ibyimd/iauthors/maik-meusel/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Mahwesh Khan](https://www.imd.org/ibyimd/iauthors/mahwesh-khan/) - Author Latest publications 1 May 2023 • by Winter Nie, Ivy Buche, Mahwesh Khan in Audio articles • 13 min read Many established companies believe that past triumphs and their strength in the marketplace entitle them to future success. But it’s not that simple. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Magdi Batato](https://www.imd.org/ibyimd/iauthors/magdi-batato/) - Author Latest publications 21 May 2024 • by Magdi Batato, Xavier Mesnard, Suketu Gandhi in Brain Circuits • 3 min read Operations management built on a foundation of trust, talent, transparency, and technology can help companies not only react to but anticipate future disruptions. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Magaly Abboud](https://www.imd.org/ibyimd/iauthors/magaly-abboud/) - Author Latest publications 1 June 2022 • by Jennifer Jordan, Sanne Feenstra in Brain Circuits • 2 min read Workplace culture can have a strong effect on whether employees struggle with imposter syndrome. There are things leaders can do to alleviate these feelings…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Magali Deloof](https://www.imd.org/ibyimd/iauthors/magali-deloof/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Mads Peter Zacho](https://www.imd.org/ibyimd/iauthors/mads-peter-zacho/) - Author Latest publications 15 September 2021 • by Mads Peter Zacho in Audio articles • 9 min read Shipping accounts for 3% of global CO2 emissions, and the volume of business is expected to grow by more than 50% over the next 30 years. It’s a huge task, but here’s… Save Share Facebook Facebook icon
- [Luis Gomez-Mejia](https://www.imd.org/ibyimd/iauthors/luis-gomez-mejia/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Luigi Rizzo](https://www.imd.org/ibyimd/iauthors/luigi-rizzo/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Ludo Van der Heyden](https://www.imd.org/ibyimd/iauthors/ludo-van-der-heyden/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 20 March 2023 • by Peter Nathanial, Ludo Van der Heyden in Finance • 14 min read Who governs the regulators so that they learn and retain their
- [Louise Muhdi](https://www.imd.org/ibyimd/iauthors/louise-muhdi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 3 >>
- [Louise Kjellerup Roper](https://www.imd.org/ibyimd/iauthors/louise-kjellerup-roper/) - Author Latest publications
- [Loïc Godail](https://www.imd.org/ibyimd/iauthors/loic-godail/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Liz Ritterbush](https://www.imd.org/ibyimd/iauthors/liz-ritterbush/) - Author Latest publications 16 March 2022 • by Liz Ritterbush in Audio articles • 19 min read In an era of corporate scandals, hiring and maintaining an ethical workforce is vital. But a wide range of testing is needed if companies are to effectively weed out the bad apples…. Save Share Facebook Facebook icon Twitter
- [Liwen Zhang](https://www.imd.org/ibyimd/iauthors/liwen-zhang/) - Author Latest publications 1 February 2022 • by Liwen Zhang in Competitiveness • 4 min read Research has found roughly a third of job seekers will not apply to a firm because of its political views. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Lise Møller](https://www.imd.org/ibyimd/iauthors/lise-moller/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Lindsay Sarah Krasnoff](https://www.imd.org/ibyimd/iauthors/lindsay-sarah-krasnoff/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 26 March 2024 • by Heather Cairns-Lee, Lindsay Sarah Krasnoff, Corinne Post in Brain Circuits • 3 min read Women’s sports are booming. Here are four hard-won lessons from pioneering women athletes: from teaming up to playing to win. …
- [Lindiwe Matlali](https://www.imd.org/ibyimd/iauthors/lindiwe-matlali/) - Author Latest publications 10 March 2021 • by Lindiwe Matlali in Finance • 8 min read It’s not a lack of talent but a lack of opportunity that is holding back Africans, argues Lindiwe Matlali, the leading light in a not-for-profit organization which helps young people to reach… Save Share Facebook Facebook icon Twitter Twitter
- [Liem Viet Ngo](https://www.imd.org/ibyimd/iauthors/liem-viet-ngo/) - Author Latest publications 12 November 2021 • by Gary Gregory, Liem Viet Ngo in Strategy • 7 min read Offshore partners can benefit customers, here’s what to look for when outsourcing…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Laurence Bongrain](https://www.imd.org/ibyimd/iauthors/laurence-bongrain/) - Author Latest news Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Lara Anne Blasberg](https://www.imd.org/ibyimd/iauthors/lara-anne-blasberg/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Kristin Hull](https://www.imd.org/ibyimd/iauthors/kristin-hull/) - Author Latest publications 11 January 2024 • by Kristin Hull in Finance • 8 min read Activist investors have the power to direct the corporate world to embrace positive change. Kristin Hull offers a four-step guide to effective engagement…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Konrad Lenniger](https://www.imd.org/ibyimd/iauthors/konrad-lenniger/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Kimberly A. Eddleston](https://www.imd.org/ibyimd/iauthors/kimberly-a-eddleston/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 February 2023 • by Kimberly A. Eddleston in Family business • 5 min read Family businesses seem to be made for the movies and television. They have
- [Kim Peters](https://www.imd.org/ibyimd/iauthors/kim-peters/) - Author Latest publications … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Kholisile Khumalo](https://www.imd.org/ibyimd/iauthors/kholisile-khumalo/) - Author Latest news 6 August 2021 • by Kholisile Khumalo in Magazine • 8 min read Kholisile Khumalo wants young black South Africans to reach their full potential by conquering their fear of water. His scuba diving academy worked hard to stay afloat in the pandemic, but he… Save Share Facebook Facebook icon Twitter Twitter icon
- [Kazuo Ichijo](https://www.imd.org/ibyimd/iauthors/kazuo-ichijo/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Katia Vlachos](https://www.imd.org/ibyimd/iauthors/katia-vlachos/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 8 December 2021 • by Katia Vlachos in Audio articles • 6 min read An expat assignment can prove challenging for the mental health of employees and their families. Companies that provide the right emotional support will help them deal
- [Kati Suominen](https://www.imd.org/ibyimd/iauthors/kati-suominen/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Kathryn Tecosky](https://www.imd.org/ibyimd/iauthors/kathryn-tecosky/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Kathleen O’Connor](https://www.imd.org/ibyimd/iauthors/kathleen-oconnor/) - Author Latest publications 27 December 2021 • by Herminia Ibarra, Kathleen O’Connor in Audio articles • 7 min read Powerful sponsors with specialist training and a deep commitment are needed to help propel women into senior roles. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Kathleen M. Pike](https://www.imd.org/ibyimd/iauthors/kathleen-m-pike/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Karl T. Ulrich](https://www.imd.org/ibyimd/iauthors/karl-t-ulrich/) - Author Latest publications 17 August 2022 • by Karl Ulrich , Lele Sang in Asian hub • 4 min read Though some foreign companies continue to struggle in China, prospective entrants are better able than ever before to realistically assess their chances and plan for success, say Karl Ulrich and Lele Sang,… Save Share Facebook
- [Karin Sanders](https://www.imd.org/ibyimd/iauthors/karin-sanders/) - Author Latest publications 18 April 2022 • by Karin Sanders, Andrew Dhaenens, Patrick Sharry in Management • 5 min read Organizations and their leaders need to adapt to new ways of working and hybrid work relationships…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 16 August 2021 • by Catherine Collins,
- [Kamiar Mohaddes](https://www.imd.org/ibyimd/iauthors/kamiar-mohaddes/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Kalin Anev Janse](https://www.imd.org/ibyimd/iauthors/kalin-anev-janse/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Justin Ging](https://www.imd.org/ibyimd/iauthors/justin-ging/) - Author Latest publications 28 July 2022 • by Piers Clinton-Tarestad, Justin Ging, Denise Ruffner in Innovation • 6 min read Quantum computing could arrive sooner than many leaders expect. They need to start laying the groundwork now. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jung Eung Park](https://www.imd.org/ibyimd/iauthors/jung-eung-park/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Juliet Bourke](https://www.imd.org/ibyimd/iauthors/juliet-bourke/) - Author Latest publications 21 February 2022 • by Juliet Bourke in Human Resources • 6 min read What are the two common assumptions around diversity of thinking that need to be challenged within organizations? … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Julie Battilana](https://www.imd.org/ibyimd/iauthors/julie-battilana/) - Author Latest publications 21 June 2022 • by Tiziana Casciaro, Julie Battilana in Audio articles • 14 min read Good leaders must uncover the basic human desires of their teams so together they can reach greater heights…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Jules Wurlod](https://www.imd.org/ibyimd/iauthors/dr-jules-wurlod/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 26 July 2021 • by Knut Haanaes, Frédéric Dalsace, Jules Wurlod in Magazine • 8 min read A robust business case for sustainability can mean increased company profits and the backing of all stakeholders, write Knut Haanaes, Frédéric Dalsace and
- [Juana Lucia Flores-Candia](https://www.imd.org/ibyimd/iauthors/juana-lucia-flores-candia/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Juan Almandoz](https://www.imd.org/ibyimd/iauthors/juan-almandoz/) - Author Latest publications 1 November 2021 • by Stephen Smulowitz, Juan Almandoz in Human Resources • 6 min read Research suggests that CEO stock option schemes combined with a large pay gap can encourage and motivate lower-ranking employees to commit illegal behavior. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Josh Wei-Jun Hsueh](https://www.imd.org/ibyimd/iauthors/josh-wei-jun-hsueh/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Josh Keller](https://www.imd.org/ibyimd/iauthors/josh-keller/) - Author Latest publications 21 December 2021 • by Wendy Smith, Marianne W. Lewis, Josh Keller, Ella Miron-Spektor in Diversity, Equity, and Inclusion • 10 min read Conflicting tensions in the workplace are inevitable. Engaging with them can be challenging but also incredibly motivating, according to the latest research. … Save Share Facebook Facebook icon Twitter
- [Josephin Schulz](https://www.imd.org/ibyimd/iauthors/josephin-schulz/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Josef Joffe](https://www.imd.org/ibyimd/iauthors/josef-joffe/) - Author Latest publications 29 December 2021 • by Josef Joffe in Leadership • 5 min read Merkel made mistakes but she was a rock of stability in turbulent times, and the good news is that her legacy of German stolidity is likely to continue. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Jörg Wuttke](https://www.imd.org/ibyimd/iauthors/joerg-wuttke/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jordane Widmer](https://www.imd.org/ibyimd/iauthors/jordane-widmer/) - Author Latest publications 21 September 2022 • by Boris Thurm, Sophie Bürgin, Jordane Widmer in Sustainability • 9 min read To help policymakers and business leaders better understand the true impact of economic activity on people and the planet, GDP needs to measure more than just output…. Save Share Facebook Facebook icon Twitter Twitter icon
- [Jordan Borisuk](https://www.imd.org/ibyimd/iauthors/jordan-borisuk/) - Author Latest publications 6 July 2023 • by Corinne Post, Jordan Borisuk in Brain Circuits • 4 min read Maybe you think the problem of women’s advancement has been solved? If you find yourself thinking any of the following, then it’s time to think again…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Jonathan Soto Moreno](https://www.imd.org/ibyimd/iauthors/jonathan-soto-moreno/) - Author Latest publications
- [Jonathan Normand](https://www.imd.org/ibyimd/iauthors/jonathan-normand/) - Author Latest publications 26 September 2023 • by Jonathan Normand, Fabio Monnet in Audio articles • 11 min read With over 300 sustainability standards and labels available, it’s no wonder that so many companies get away with ‘greenwashing’. A new approach is needed…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [John Elkington](https://www.imd.org/ibyimd/iauthors/john-elkington/) - Author Latest publications 26 October 2023 • by John Elkington in Audio articles • 12 min read What’s a regenerative business model? It starts with designing companies as if we mean to stay on this planet…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Johan Bjuregård](https://www.imd.org/ibyimd/iauthors/johan-bjuregard/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jérôme Duberry](https://www.imd.org/ibyimd/iauthors/jerome-duberry/) - Author Latest publications 23 June 2023 • by Jérôme Duberry in Audio articles • 9 min read As the use of AI becomes more widespread, so does the need to ensure that the positives benefit us all, and the risks do not undermine our rights and freedoms…. Save Share Facebook Facebook icon Twitter Twitter icon
- [Jerome Cochet](https://www.imd.org/ibyimd/iauthors/jerome-cochet/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jeroen Harderwijk](https://www.imd.org/ibyimd/iauthors/jeroen-harderwijk/) - Author Latest publications 2 August 2021 • by Jeroen Harderwijk in Magazine • 9 min read A former investment banker in Europe tells how he set up Asilia Africa in the Serengeti to help the local community … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jeff Hancher](https://www.imd.org/ibyimd/iauthors/jeff-hancher/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jeanne Boillet](https://www.imd.org/ibyimd/iauthors/jeanne-boillet/) - Author Latest publications 27 October 2022 • by Mitchell Scherr , Salvatore Cantale, Jeanne Boillet in Magazine • 10 min read Every part of your business is at risk, not just the IT system, and new regulations are opening the way to litigation and fines for those who do not put their house… Save Share
- [Jean-Philippe Bonardi](https://www.imd.org/ibyimd/iauthors/jean-philippe-bonardi/) - Author Latest publications 20 April 2021 • by Jean-Philippe Bonardi, Quentin Gallea, Dimitrija Kalanoski in Sustainability • 5 min read New research confirms that global air quality improved due to COVID-19 lockdown measures. It also underlines the complexity of policy and lifestyle changes needed to control pollution in the long run. … Save Share Facebook
- [Janet Spencer](https://www.imd.org/ibyimd/iauthors/janet-spencer/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Jane Sun](https://www.imd.org/ibyimd/iauthors/jane-sun/) - Author Latest publications
- [Jamie Woodruff](https://www.imd.org/ibyimd/iauthors/jamie-woodruff/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [James Lawley](https://www.imd.org/ibyimd/iauthors/james-lawley/) - Author Latest publications 8 February 2023 • by Heather Cairns-Lee, James Lawley , Paul Tosey in Leadership • 8 min read Leaders will get far more useful responses if they learn the art of asking ‘clean’ questions. Heather Cairns-Lee, James Lawley and Paul Tosey explain how to do it. … Save Share Facebook Facebook icon
- [Ivan Miroshnychenko](https://www.imd.org/ibyimd/iauthors/ivan-miroshnychenko/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 4 January 2023 • by Alfredo De Massis, Ivan Miroshnychenko in Audio articles • 7 min read A certain type of family firm showed resilience in the worst
- [Ivan E. Velez-Leon](https://www.imd.org/ibyimd/iauthors/ivan-e-velez-leon/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Ian Charles Stewart](https://www.imd.org/ibyimd/iauthors/ian-charles-stewart/) - Author Latest publications 17 March 2023 • by Ian Charles Stewart in Audio articles • 9 min read Dinner parties seem less civil affairs than they once did, with guests being dismissive of opposing viewpoints. It’s symptomatic of a wider problem affecting discourse in all areas of society. So, what’s… Save Share Facebook Facebook icon
- [Hope Murera](https://www.imd.org/ibyimd/iauthors/hope-murera/) - Author Latest publications 27 March 2023 • by Hope Murera in Leadership • 5 min read Hope Murera, Managing Director and Chief Executive Officer of COMESA’s ZEP-RE (PTA Reinsurance Company), explains that one of the best ways to achieve gender parity in an organization is to partner with… Save Share Facebook Facebook icon Twitter Twitter
- [Herminia Ibarra](https://www.imd.org/ibyimd/iauthors/herminia-ibarra/) - Author Latest publications 27 December 2021 • by Herminia Ibarra, Kathleen O’Connor in Audio articles • 7 min read Powerful sponsors with specialist training and a deep commitment are needed to help propel women into senior roles. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Henriëtte Hoving](https://www.imd.org/ibyimd/iauthors/henriette-hoving/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Hendrik Send](https://www.imd.org/ibyimd/iauthors/hendrik-send/) - Author Latest publications 15 July 2022 • by Ali Aslan Gümüsay, Sonja Köhne, Thomas Schildhauer, Martin Krzywdzinski, Hendrik Send in Human Resources • 11 min read The future of work remains hybrid. But tracking every keystroke, mouse movement and email is not the best way to manage the more fluid boundaries, argue Ali Aslan Gümüsay,
- [Hamieda Parker](https://www.imd.org/ibyimd/iauthors/hamieda-parker/) - Author Latest publications 15 March 2022 • by Hamieda Parker in Management • 5 min read As African countries seek to ramp up production of COVID-19 vaccines, they are running into several obstacles including supply chain and quality control issues. Could Lean Thinking, a manufacturing ethos developed in… Save Share Facebook Facebook icon Twitter Twitter
- [Glenn Dutcher](https://www.imd.org/ibyimd/iauthors/glenn-dutcher/) - Author Latest publications 30 April 2021 • by Glenn Dutcher, Rachel Morrison in Human Resources • 7 min read Home working has become part of the furniture. How can companies design flexible working strategies to boost productivity and well-being? … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Ginka Toegel](https://www.imd.org/ibyimd/iauthors/ginka-toegel/) - Author Latest publications 14 March 2024 • by Ginka Toegel in Brain Circuits • 5 min read Here are four myths and three remedies to help women achieve more at work … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [George Shinkle](https://www.imd.org/ibyimd/iauthors/george-shinkle/) - Author Latest publications 24 May 2022 • by George Shinkle in Innovation • 9 min read Leaders in the architecture, engineering, and construction (AEC) industry need to adopt four different ways of thinking to build digital transformation readiness… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Geert Aelbrecht](https://www.imd.org/ibyimd/iauthors/geert-aelbrecht/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Gavin Schwarz](https://www.imd.org/ibyimd/iauthors/gavin-schwarz/) - Author Latest publications 28 October 2021 • by Gavin Schwarz in Leadership • 5 min read New research has found an improved approach to leadership coordination and communication in hospitals can improve patient outcomes…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 9 August 2021 • by Karin Sanders, Gavin Schwarz,
- [Gary Gregory](https://www.imd.org/ibyimd/iauthors/gary-gregory/) - Author Latest news 12 November 2021 • by Gary Gregory, Liem Viet Ngo in Strategy • 7 min read Offshore partners can benefit customers, here’s what to look for when outsourcing…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Gabriele Rosani  ](https://www.imd.org/ibyimd/iauthors/gabriele-rosani/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 2 March 2023 • by Paolo Cervini, Gabriele Rosani in Leadership • 6 min read Many executives still struggle to see the link between kindness and corporate results.
- [Stephanie Wang](https://www.imd.org/ibyimd/iauthors/stephanie-wang/) - Author Latest publications
- [François-Henry Bennahmias](https://www.imd.org/ibyimd/iauthors/francois-henry-bennahmias/) - Author Latest publications
- [Fabio Monnet](https://www.imd.org/ibyimd/iauthors/fabio-monnet/) - Author Latest publications 26 September 2023 • by Jonathan Normand, Fabio Monnet in Audio articles • 11 min read With over 300 sustainability standards and labels available, it’s no wonder that so many companies get away with ‘greenwashing’. A new approach is needed…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Fabio Bernasconi](https://www.imd.org/ibyimd/iauthors/fabio-bernasconi/) - Author Latest publications
- [Fabienne Lupo](https://www.imd.org/ibyimd/iauthors/fabienne-lupo/) - Author Latest publications 24 January 2022 • by Fabienne Lupo in Audio articles • 6 min read The pandemic badly hit the ‘salons’, the traditional way in which luxury brands do business, but don’t write them off yet. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Fabian Muhly](https://www.imd.org/ibyimd/iauthors/fabian-muhly/) - Author Latest publications 29 June 2022 • by Öykü Işık, Philipp Leo, Fabian Muhly in Audio articles • 9 min read Cybercrime is booming and growing in sophistication. Business leaders need to ask themselves some searching questions before their organization is exposed to a potentially crippling assault. … Save Share Facebook Facebook icon Twitter Twitter
- [Evgenia Giakoumopoulou](https://www.imd.org/ibyimd/iauthors/evgenia-giakoumopoulou/) - Author Latest publications 29 June 2021 • by Evgenia Giakoumopoulou in Human Resources • 6 min read ‘Neutrality is an invalid concept’ says lesbian activist as she explains why it is important to reveal our true identities at work. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Eugenio Longo](https://www.imd.org/ibyimd/iauthors/eugenio-longo/) - Author Latest news
- [Etelle Higonnet](https://www.imd.org/ibyimd/iauthors/etelle-higonnet/) - Author Latest publications 28 March 2023 • by Etelle Higonnet in Audio articles • 7 min read Confrontation was always seen as an essential weapon for campaigners, but a new era of cooperation is proving equally effective. With the right approach, everyone can be a winner. … Save Share Facebook Facebook icon Twitter Twitter icon
- [Erik Walenza-Slabe](https://www.imd.org/ibyimd/iauthors/erik-walenza-slabe/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Erick Rinner](https://www.imd.org/ibyimd/iauthors/erick-rinner/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Emilia Bunea](https://www.imd.org/ibyimd/iauthors/emilia-bunea/) - Author Latest publications 30 January 2024 • by Emilia Bunea in Audio articles • 9 min read A sprinkling of well-judged humor makes for better leadership. Through training and practice, executives can acquire the tools of comedy to enhance how they lead…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio
- [Emil Moldovan](https://www.imd.org/ibyimd/iauthors/emil-moldovan/) - Author Latest publications 10 January 2024 • by Emil Moldovan, Todd Cort, Matthew Goldberg, Jennifer Marlon, Anthony Leiserowitz in Audio articles • 12 min read The responsibility to maximize profits guides how institutional investors, such as pension funds, invest on behalf of others. But that does not mean investing in climate change is off the
- [Emil Andersson](https://www.imd.org/ibyimd/iauthors/emil-andersson/) - Author Latest publications
- [Ella Miron-Spektor](https://www.imd.org/ibyimd/iauthors/ella-miron-spektor/) - Author Latest publications 21 December 2021 • by Wendy Smith, Marianne W. Lewis, Josh Keller, Ella Miron-Spektor in Diversity, Equity, and Inclusion • 10 min read Conflicting tensions in the workplace are inevitable. Engaging with them can be challenging but also incredibly motivating, according to the latest research. … Save Share Facebook Facebook icon Twitter
- [Elisabetta Basilico](https://www.imd.org/ibyimd/iauthors/elisabetta-basilico/) - Author Latest publications 19 July 2022 • by Elisabetta Basilico, Angelo Calvello in Finance • 6 min read Over the past decade a global decline in democracy has increased investor exposure to autocratic regimes. Here’s how to weigh up the direct and indirect risks to your portfolio across index funds,… Save Share Facebook Facebook icon
- [Elisa Villani](https://www.imd.org/ibyimd/iauthors/elisa-villani/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Edwin Wellian](https://www.imd.org/ibyimd/iauthors/edwin-wellian/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Dr. Stephan Sigrist](https://www.imd.org/ibyimd/iauthors/stephan-sigrist/) - Author Latest publications
- [Dovev Lavie](https://www.imd.org/ibyimd/iauthors/dovev-lavie/) - Author Latest publications 28 March 2024 • by Dovev Lavie in Audio articles • 17 min read Introducing a platform-based economic system that promotes prosocial behavior can help society overcome its greatest challenges…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Dominik Chahabadi](https://www.imd.org/ibyimd/iauthors/dominik-chahabadi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Dominik Breitinger](https://www.imd.org/ibyimd/iauthors/dominik-breitinger/) - Author Latest publications 28 June 2021 • by Alyson Meister, Dominik Breitinger in Magazine • 9 min read Declining mental health is a global crisis, here’s how we can tackle it … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Dominic Alldis](https://www.imd.org/ibyimd/iauthors/dominic-alldis/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Denise Ruffner](https://www.imd.org/ibyimd/iauthors/denise-ruffner/) - Author Latest publications 28 July 2022 • by Piers Clinton-Tarestad, Justin Ging, Denise Ruffner in Innovation • 6 min read Quantum computing could arrive sooner than many leaders expect. They need to start laying the groundwork now. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Dena Michelli](https://www.imd.org/ibyimd/iauthors/dena-michelli/) - Author Latest publications 24 December 2021 • by Ben Bryant, Sally Bonneywell, Dena Michelli in Audio articles • 11 min read Landing the top job is hard, but coming back down to earth afterwards can be just as challenging…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Deborah Walt](https://www.imd.org/ibyimd/iauthors/deborah-walt/) - Author Latest publications
- [David Ringwood](https://www.imd.org/ibyimd/iauthors/david-ringwood/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [David Ramirez](https://www.imd.org/ibyimd/iauthors/david-ramirez/) - Author Latest publications 5 May 2023 • by David Ramirez in Leadership • 5 min read A fragile foundational partnership and the misalignment of your workforce can be the Achilles’ heel of a start-up … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 3 March 2022 • by David Ramirez in
- [Daryl Tol](https://www.imd.org/ibyimd/iauthors/daryl-tol/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Bedy Yang](https://www.imd.org/ibyimd/iauthors/bedy-yang/) - Author Latest publications
- [Danny Miller](https://www.imd.org/ibyimd/iauthors/danny-miller/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Daan van Knippenberg](https://www.imd.org/ibyimd/iauthors/daan-van-knippenberg/) - Author Latest publications 27 September 2023 • by Daan van Knippenberg in Audio articles • 8 min read Reaping the performance benefits of diversity requires leaders to shift the focus from helping individuals feel ‘included’ to empowering teams to put their diversity to work…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [Cyril Flaig](https://www.imd.org/ibyimd/iauthors/cyril-flaig/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Corinne Post](https://www.imd.org/ibyimd/iauthors/corinne-post/) - Author Latest publications 26 March 2024 • by Heather Cairns-Lee, Lindsay Sarah Krasnoff, Corinne Post in Brain Circuits • 3 min read Women’s sports are booming. Here are four hard-won lessons from pioneering women athletes: from teaming up to playing to win. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Colleen Ammerman](https://www.imd.org/ibyimd/iauthors/colleen-ammerman/) - Author Latest publications 20 December 2021 • by Colleen Ammerman, Boris Groysberg, Manish Goel in Human Resources • 9 min read Working from home has many advantages, but organizations need to ensure it does not lead to inequality and exclusion. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Clodia Vurro](https://www.imd.org/ibyimd/iauthors/clodia-vurro/) - Author Latest publications 29 January 2024 • by Valentina Masseretti , Anita Quas , Stefano Romito, Clodia Vurro in Audio articles • 8 min read Impact venture capital in Europe is generating lower financial returns than its traditional counterpart. Here are three possible reasons why…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Christy Glass](https://www.imd.org/ibyimd/iauthors/christy-glass/) - Author Latest publications
- [Christos Cabolis](https://www.imd.org/ibyimd/iauthors/christos-cabolis/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 1 2 >>
- [Christopher Zintel](https://www.imd.org/ibyimd/iauthors/christopher-zintel/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Christopher Barnes](https://www.imd.org/ibyimd/iauthors/christopher-barnes/) - Author Latest publications 6 April 2022 • by Albrecht Enders, Christopher Barnes, Matthew Walker in Magazine • 7 min read Warning: late nights and early starts will lead to memory loss, illness, recklessness, lack of sociability and failure to spot a good business opportunity…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [Christophe Dubi](https://www.imd.org/ibyimd/iauthors/christophe-dubi/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Christoph Thomet](https://www.imd.org/ibyimd/iauthors/christoph-thomet/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Christine Legner](https://www.imd.org/ibyimd/iauthors/christine-legner/) - Author Latest publications 22 April 2024 • by José Parra Moyano, Christine Legner, Konrad Schulte in Artificial Intelligence • 6 min read Training and fine-tuning AI models requires troves of data, but storing and processing that data is financially and environmentally costly. Here are three ways to address the problem…. Save Share Facebook Facebook icon
- [Christian Poensgen](https://www.imd.org/ibyimd/iauthors/christian-poensgen/) - Author Latest publications
- [Christian Linder](https://www.imd.org/ibyimd/iauthors/christian-linder/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Charlie Dawson](https://www.imd.org/ibyimd/iauthors/charlie-dawson/) - Author Latest publications 4 August 2021 • by Charlie Dawson, Seán Meehan in Magazine • 7 min read Keeping the customer satisfied is key to creating a ‘super’ brand, but maintaining that success is notoriously difficult, argue Charlie Dawson and Seán Meehan … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Catherine Collins](https://www.imd.org/ibyimd/iauthors/catherine-collins/) - Author Latest publications 16 August 2021 • by Catherine Collins, Karin Sanders, Amirali Minbashian in Leadership • 8 min read By prioritising projects, communicating the ‘why’ and truly recognising how individuals perform under pressure, leaders can encourage their teams to work effectively and minimise the risk of burnout … Save Share Facebook Facebook icon Twitter
- [Catherine Agamis](https://www.imd.org/ibyimd/iauthors/catherine-agamis/) - Author Latest publications
- [Carmen von Rohr](https://www.imd.org/ibyimd/iauthors/carmen-von-rohr/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Carlos Moreira](https://www.imd.org/ibyimd/iauthors/carlos-moreira/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Carlos Álvarez Pereira](https://www.imd.org/ibyimd/iauthors/carlos-alvarez-pereira/) - Author Latest publications 10 May 2023 • by Carlos Álvarez Pereira in Audio articles • 8 min read If humans are to survive and thrive, organizations must learn to become regenerative – a shift that will be nothing short of a rebirth for many, argues Carlos Álvarez Pereira of the… Save Share Facebook Facebook icon
- [Candice R. Hollenbeck](https://www.imd.org/ibyimd/iauthors/candice-r-hollenbeck/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Calimna Sladic](https://www.imd.org/ibyimd/iauthors/calimna-sladic/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Bryony Jansen van Tuyll](https://www.imd.org/ibyimd/iauthors/bryony-jansen-van-tuyll/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 12 January 2024 • by Bryony Jansen van Tuyll in Magazine • 11 min read Adrian Hensen, Co-founder of the Purpose Foundation, explains how the model of steward-ownership
- [Boris Thurm](https://www.imd.org/ibyimd/iauthors/boris-thurm/) - Author Latest publications 21 September 2022 • by Boris Thurm, Sophie Bürgin, Jordane Widmer in Sustainability • 9 min read To help policymakers and business leaders better understand the true impact of economic activity on people and the planet, GDP needs to measure more than just output…. Save Share Facebook Facebook icon Twitter Twitter icon
- [Boris Groysberg](https://www.imd.org/ibyimd/iauthors/boris-groysberg/) - Author Latest publications 20 December 2021 • by Colleen Ammerman, Boris Groysberg, Manish Goel in Human Resources • 9 min read Working from home has many advantages, but organizations need to ensure it does not lead to inequality and exclusion. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Bonnie Hayden Cheng](https://www.imd.org/ibyimd/iauthors/bonnie-hayden-cheng/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Benjamin Von Wong](https://www.imd.org/ibyimd/iauthors/benjamin-von-wong/) - Author Latest publications 15 May 2024 • by Benjamin Von Wong in Audio articles • 5 min read Benjamin Von Wong, a Canadian artist, explains how the creative impact of his work can translate for business leaders…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter
- [Bali Padda](https://www.imd.org/ibyimd/iauthors/bali-padda/) - Author Latest publications 30 October 2023 • by Bali Padda in Audio articles • 8 min read Technology may lead to a more efficient process, but it’s not the best option if it worsens the customer experience – and without due regard to data cleansing the results can be… Save Share Facebook Facebook icon Twitter
- [Ask Agger](https://www.imd.org/ibyimd/iauthors/ask-agger/) - Author Latest publications 4 November 2021 • by Jennifer Jordan, Ask Agger in Brain Circuits • 4 min read The pandemic has left companies across the globe trying to navigate the issues in an entirely new framework – the virtual world. Yjod requires adjustments to leadership that require understanding the paradoxes… Save Share Facebook Facebook
- [Arnaud Henneville-Wedholm](https://www.imd.org/ibyimd/iauthors/arnaud-henneville-wedholm/) - Author Latest publications 21 November 2022 • by Arnaud Henneville-Wedholm in Audio articles • 7 min read Arnaud Henneville-Wedholm’s dreams of glory were crushed in a David and Goliath battle with Mark Zuckerberg, but he firmly believes that failure can be a springboard to success if managed well … Save Share Facebook Facebook icon Twitter
- [Arnaud Chevallier](https://www.imd.org/ibyimd/iauthors/arnaud-chevallier/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 18 October 2022 • by Arnaud Chevallier in Brain Circuits • 3 min read It can be hard to believe that you don’t actually know the solution to
- [Alexander Fleischmann](https://www.imd.org/ibyimd/iauthors/alexander-fleischmann/) - Author Latest publications https://www.imd.org/ibyimd/wp-content/uploads/2023/06/FINAL-VERSION-Alex-Fleishman.mp3 Play How to make the workplace inclusive for all 1 June 2023 • by Alexander Fleischmann in Management Cast • 2 min read • Podcast available Alexander Fleischmann discusses what drew him to researching LGBTQ+ issues, what’s changed in the last two decades, and what still needs to change in the
- [Ansgar Thiessen](https://www.imd.org/ibyimd/iauthors/ansgar-thiessen/) - Author Latest publications 10 June 2022 • by James E. Henderson, Ansgar Thiessen in Brain Circuits • 3 min read Many leaders resist taking the steps necessary to employ a fully invlusive strategy, but in doing so they may find employees are not as engaged and committed as they could be…. Save Share Facebook Facebook
- [Anouk Lavoie Orlick](https://www.imd.org/ibyimd/iauthors/anouk-lavoie-orlick/) - Author Latest publications 15 February 2023 • by Anouk Lavoie Orlick, Peter Vogel in Family business • 7 min read Based in Colombia, Carvajal SA is one of the world’s largest manufacturers of paper notebooks. For more than 30 years, all family members have been given free or heavily subsidized access to… Save Share Facebook
- [Anne Ardila Brenøe](https://www.imd.org/ibyimd/iauthors/anne-ardila-brenoe/) - Author Latest publications 10 November 2021 • by Anne Ardila Brenøe in Audio articles • 7 min read Output, labor costs, profitability, and company survival are largely unchanged, according to research focused on Denmark, a rich nation with a generous benefits system. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Annabelle Gawer](https://www.imd.org/ibyimd/iauthors/annabelle-gawer/) - Author Latest publications 15 April 2024 • by Annabelle Gawer in Artificial Intelligence • 8 min read AI-as-a-Service will impact executives and their strategic decisions. It’s crucial to assess the benefits and repercussions it will bring…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Anita Quas](https://www.imd.org/ibyimd/iauthors/anita-quas/) - Author Latest publications 29 January 2024 • by Valentina Masseretti , Anita Quas , Stefano Romito, Clodia Vurro in Audio articles • 8 min read Impact venture capital in Europe is generating lower financial returns than its traditional counterpart. Here are three possible reasons why…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Angelika Schmid](https://www.imd.org/ibyimd/iauthors/angelika-schmid/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Anette Mikes](https://www.imd.org/ibyimd/iauthors/anette-mikes/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Andrew Zimbalist](https://www.imd.org/ibyimd/iauthors/andrew-zimbalist/) - Author Latest publications 5 March 2021 • by Sunil Gulati, Andrew Zimbalist in Magazine • 13 min read Empty stadiums, canceled fixtures and a massive loss of revenue, the pandemic has wrought havoc on everything from the Olympics to the Superbowl. But some sports have adapted better than others, report Sunil… Save Share Facebook Facebook
- [Andrew Tarling](https://www.imd.org/ibyimd/iauthors/andrew-tarling/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Andrew Dhaenens](https://www.imd.org/ibyimd/iauthors/andrew-dhaenens/) - Author Latest publications 18 April 2022 • by Karin Sanders, Andrew Dhaenens, Patrick Sharry in Management • 5 min read Organizations and their leaders need to adapt to new ways of working and hybrid work relationships…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Andreas Kullberg](https://www.imd.org/ibyimd/iauthors/andreas-kullberg/) - Author Latest publications 1 June 2022 • by Jennifer Jordan, Sanne Feenstra in Brain Circuits • 2 min read Workplace culture can have a strong effect on whether employees struggle with imposter syndrome. There are things leaders can do to alleviate these feelings…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Andrea Traverso](https://www.imd.org/ibyimd/iauthors/andrea-traverso/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Andréa M. Maechler](https://www.imd.org/ibyimd/iauthors/andrea-m-maechler/) - Author Latest publications
- [Andrea Cantobelli](https://www.imd.org/ibyimd/iauthors/andrea-cantobelli/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Amit Shankar Mukherjee](https://www.imd.org/ibyimd/iauthors/amit-shankar-mukherjee/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Amirali Minbashian](https://www.imd.org/ibyimd/iauthors/amirali-minbashian/) - Author Latest publications 16 August 2021 • by Catherine Collins, Karin Sanders, Amirali Minbashian in Leadership • 8 min read By prioritising projects, communicating the ‘why’ and truly recognising how individuals perform under pressure, leaders can encourage their teams to work effectively and minimise the risk of burnout … Save Share Facebook Facebook icon Twitter
- [Amin Kaboli](https://www.imd.org/ibyimd/iauthors/amin-kaboli/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 28 January 2022 • by Carlos Cordon, Amin Kaboli in Innovation • 3 min read Contextual variability can be a roadblock to successful use of artificial intelligence, say Carlos Cordon and Amin Kaboli. … Save Share Facebook Facebook icon Twitter
- [Amanda Sinclair](https://www.imd.org/ibyimd/iauthors/amanda-sinclair/) - Author Latest publications 22 June 2021 • by Alyson Meister, Amanda Sinclair in Brain Circuits • 3 min read Brain circuits How to quiet your inner critic by Alyson Meister, Amanda SinclairPublished 22 June 2021 in Brain circuits Is the person who is stressing you out you? Here are ways to… Save Share Facebook Facebook
- [Amanda Porter](https://www.imd.org/ibyimd/iauthors/amanda-porter/) - Author Latest publications 5 April 2023 • by Amanda Porter, Marleen Huysman, Philipp Tuertscher in Innovation • 6 min read Pooling the knowledge and resources of a diverse array of stakeholders can help solve huge unmet needs in society, research shows… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Allyson Stewart-Allen](https://www.imd.org/ibyimd/iauthors/allyson-stewart-allen/) - Author Latest publications 31 August 2022 • by Allyson Stewart-Allen in CEO Circle • 7 min read As marketing leaders stay in their roles for shorter and shorter periods, turnover of CMOs is becoming an issue – but a shift in mindset could reverse that trend… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn
- [Alison Cook](https://www.imd.org/ibyimd/iauthors/alison-cook/) - Author Latest publications
- [Alicia Ingersoll](https://www.imd.org/ibyimd/iauthors/alicia-ingersoll/) - Author Latest publications
- [Alicia García Herrero](https://www.imd.org/ibyimd/iauthors/alicia-garcia-herrero/) - Author Latest publications 3 November 2021 • by Alicia García Herrero in Asian hub • 4 min read Faced with an inevitable slowing of economic growth, Xi Jinping is driving a sea change in China, says Alicia García-Herrero, Chief Economist for Asia Pacific at Natixis. … Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn
- [Ali Aslan Gümüsay](https://www.imd.org/ibyimd/iauthors/ali-aslan-gumusay/) - Author Latest publications 15 July 2022 • by Ali Aslan Gümüsay, Sonja Köhne, Thomas Schildhauer, Martin Krzywdzinski, Hendrik Send in Human Resources • 11 min read The future of work remains hybrid. But tracking every keystroke, mouse movement and email is not the best way to manage the more fluid boundaries, argue Ali Aslan Gümüsay,
- [Alexander Schmidt](https://www.imd.org/ibyimd/iauthors/alexander-schmidt/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Alexander Osterwalder](https://www.imd.org/ibyimd/iauthors/alex-osterwalder/) - Author Latest publications 10 August 2022 • by Alexander Osterwalder, Matthieu Manzoni in Strategy • 12 min read With Netflix’s recent loss of subscribers, it may be time to move away from membership and towards alternative models of customer retention… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Achim Hupperts](https://www.imd.org/ibyimd/iauthors/achim-hupperts/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube
- [Alberto Fabregat](https://www.imd.org/ibyimd/iauthors/alberto-fabregat/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Adrian Ackeret](https://www.imd.org/ibyimd/iauthors/adrian-ackeret/) - Author Latest publications 21 December 2023 • by Adrian Ackeret in Audio articles • 12 min read Ventures that change ecosystems will pioneer the impact economy, argues Adrian Ackeret, and they require a supportive environment for innovation, entrepreneurship, and funding…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Audio available
- [Alessandro Di Fiore](https://www.imd.org/ibyimd/iauthors/alessandro-di-fiore/) - Author Latest publications 7 July 2021 • by Alessandro Di Fiore, Gabriele Rosani in Team building • 8 min read Decision-making protocols need to change to make companies more efficient and agile. Here’s how to do it…… Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 5 May 2021 • by Alessandro
- [Alex Capri](https://www.imd.org/ibyimd/iauthors/alex-capri/) - Author Latest publications 13 July 2021 • by Alex Capri in Supply chain • 4 min read In the wake of COVID-19 disrupting markets and trade, global supply chains are being reworked, but not in the way many people expected, says Alex Capri, research fellow at the Singapore-based Hinrich… Save Share Facebook Facebook icon Twitter
- [Ajay Piramal](https://www.imd.org/ibyimd/iauthors/ajay-piramal/) - Author Latest publications
- [Agathe Letzelter](https://www.imd.org/ibyimd/iauthors/agathe-letzelter/) - Author Latest publications
- [Aaron Wong](https://www.imd.org/ibyimd/iauthors/aaron-wong/) - Author Latest publications
- [Abraham Hongze Lu](https://www.imd.org/ibyimd/iauthors/abraham-hongze-lu/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email 30 March 2022 • by Didier Cossin, Abraham Hongze Lu in Magazine • 12 min read The governance aspect of ESG is a fundamental driver of environmental and social quality. Our experts outline the methodology required to ensure board-level leadership
- [Jeanett Modise](https://www.imd.org/ibyimd/iauthors/jeanett-modise/) - Author Modise is a coach with a passion for people and business. She has held the roles of Executive Director on the Board of JSE-listed Sanlam Limited and Sanlam Life, and as Non-Executive Director and Chair of the Board’s HR & Remuneration committee at Foskor, Non-Executive Director at Cordustex, Indwe Broker Holdings, MiWay Insurance, and
- [Paul Hunter](https://www.imd.org/ibyimd/iauthors/paul-hunter/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Ioana Parry](https://www.imd.org/ibyimd/iauthors/ioana-parry/) - Author Latest publications
- [Bruno Lanvin](https://www.imd.org/ibyimd/iauthors/bruno-lanvin/) - Author Latest publications
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- [Stephen Kilpatrick](https://www.imd.org/ibyimd/iauthors/stephen-kilpatrick/) - Author Latest publications Lessons from military leadership: The importance of morale 31 January 2023 • by Francesca Giulia Mereu, Stephen T. Kilpatrick in Leadership • 7 min read Since the pandemic, we have been seeking to describe the phenomenon of how feelings impact performance. We explored resilience, well-being, and self-care, meandering through agility and mental
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- [Tania Lennon](https://www.imd.org/ibyimd/iauthors/tania-lennon/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email YouTube 5 February 2024 • by Tania Lennon in Audio articles • 7 min read A five-layered, multi-step approach can help to attract and develop the largely untapped talents of ‘the world’s largest minority’…. Save Share Facebook Facebook icon Twitter
- [Cedric Lombard](https://www.imd.org/ibyimd/iauthors/cedric-lombard/) - Author Latest publications
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- [Branka Zei Pollermann](https://www.imd.org/ibyimd/iauthors/branka-zei-pollermann/) - Author Latest publications How to communicate charismatically 24 January 2024 • by Branka Zei Pollermann in Leadership • 7 min read Many executives struggle with how to make their speeches more compelling. The most charismatic leaders think not just about what they say, but how they say it…. Save Share Facebook Twitter LinkedIn Email
- [Robert Witik](https://www.imd.org/ibyimd/iauthors/robert-witik/) - Author Latest publications
- [Duncan Coombe](https://www.imd.org/ibyimd/iauthors/duncan-coombe/) - Author Latest publications
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- [Maryanne Ochola](https://www.imd.org/ibyimd/iauthors/maryanne-ochola/) - Author Latest publications 1 hour ago • by Maryanne Ochola in Competitiveness • 6 min read Economies in Africa are being transformed by targeted investment, but much more needs to be done…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [Tommaso Giardini](https://www.imd.org/ibyimd/iauthors/tommaso-giardini/) - Author Latest publications
- [Edoardo Chiarotti](https://www.imd.org/ibyimd/iauthors/edoardo-chiarotti/) - Author Latest publications Copper mining’s ‘vegetation debt’ 13 November 2023 • by Edoardo Chiarotti in Sustainability • 7 min read The Antamina copper mine in Peru, one of the world’s largest, has led to significant vegetation loss over 31 years. NASA’s Enhanced Vegetation Index, indicating vegetation density, dropped from 0.19 to 0.10…. Save Share Facebook
- [Oleksandra Matviichuk](https://www.imd.org/ibyimd/iauthors/oleksandra-matviichuk/) - Author Latest publications
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- [Anita Sundby](https://www.imd.org/ibyimd/iauthors/anita-sundby/) - Author Latest publications
- [Zhike Lei](https://www.imd.org/ibyimd/iauthors/zhike-lei/) - Author Latest publications
- [Rebecca Swift](https://www.imd.org/ibyimd/iauthors/rebecca-swift/) - Author Latest publications 7 February 2023 • by Rebecca Swift in Diversity, Equity and Inclusion • 5 min read In this series, Rebecca Swift, VP Global Head of Creative Insights at Getty Images, examines the steps brands can take to make their visuals more inclusive…. Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn
- [Dave Chatterjee](https://www.imd.org/ibyimd/iauthors/dave-chatterjee/) - Author Latest publications 13 March 2023 • by Dave Chatterjee in Finance • 8 min read As large-scale IT projects notoriously overrun and exceed budgets, Dave Chatterjee explores the factors that made migrating the American Cancer Society’s data to the cloud a rare example of a smooth digital… Save Share Facebook Facebook icon Twitter Twitter
- [Heather Cairns-Lee](https://www.imd.org/ibyimd/iauthors/heather-cairns-lee/) - Author Latest publications Play A pipeline of women leaders is needed across all career stages 26 April 2022 • by Heather Cairns-Lee in Lorange / IMD special mini-series • 6 min read Society must take action to change gender norms and encourage more girls to study STEM subjects if we are to improve the pipeline
- [Thomas W. Malnight](https://www.imd.org/ibyimd/iauthors/thomas-malnight/) - Author Latest news How incumbents can win in the disruption battle 1 April 2022 • by Thomas Malnight, Ivy Buche in Magazine • 10 min read Established firms can bridge the advantages of market power, long-standing customer relations and industry insights to triumph over rivals…. Save Share Facebook Twitter LinkedIn Email Is your organization suffering
- [Michael Skapinker](https://www.imd.org/ibyimd/iauthors/michael-skapinker/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email
- [David J. Ketchen Jr](https://www.imd.org/ibyimd/iauthors/david-j-ketchen-jr/) - Author Latest publications Dangerous products recalled faster when women are on the board 24 March 2022 • by Corinne Post, Kaitlin Wowak, George Ball, David J Ketchen, Jr in Governance • 6 min read Pharmaceutical products with the most serious defects are recalled 28 days sooner with women in the boardroom, research shows…. Save Share
- [John Sills](https://www.imd.org/ibyimd/iauthors/john-sills/) - Author Latest publications Save Share Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon
- [Jens Löhmar](https://www.imd.org/ibyimd/iauthors/jens-lohmar/)
- [Lucas Mortier](https://www.imd.org/ibyimd/iauthors/lucas-mortier/) - Author Latest news
- [Yara Kayyali Elalem](https://www.imd.org/ibyimd/iauthors/yara-kayyali-elalem/) - Author Latest publications Play Take the circular route to curbing over-production 21 March 2022 • by Ralf W. Seifert, Yara Kayyali Elalem, Işik Biçer in Audio articles • 6 min read Cutting lead times, incentivizing local production and repurposing excess stock would have a huge positive impact on the environment, explain Ralf W Seifert, Yara Kayyali
- [Serra Cremer Iyi](https://www.imd.org/ibyimd/iauthors/serra-cremer-iyi/) - Author Latest publications Play Urgent action is needed to protect Congolese cobalt miners 16 September 2021 • by Serra Cremer Iyi, Dorothée Baumann Pauly in Audio articles • 7 min read The mineral is a vital component of electric car batteries, but small-scale miners, including children, are working in harsh conditions. Alliances need to be
- [Sanne Feenstra](https://www.imd.org/ibyimd/iauthors/sanne-feenstra/) - Author Latest publications Four ways leaders can mitigate the effects of imposter syndrome among employees 1 June 2021 • by Jennifer Jordan, Sanne Feenstra in Brain circuits • 2 min read Workplace culture can have a strong effect on whether employees struggle with imposter syndrome. There are things leaders can do to alleviate these feelings….
- [Anand Rohini](https://www.imd.org/ibyimd/iauthors/rohini-anand/) - Author Latest publications Think globally, act locally: introducing change in a diverse world 17 March 2022 • by Rohini Anand in Magazine • 22 min read Homosexuality is illegal in 70 countries and women’s rights virtually non-existent in many others. So how can multinational organizations ensure that their values are consistent globally? Here we offer
- [Rick Van der Ploeg](https://www.imd.org/ibyimd/iauthors/rick-van-der-ploeg/) - Author Latest news The reality of climate financial risk 14 September 2021 • by Karl Schmedders, Rick Van Der Ploeg in Finance • 5 min read Those who argue that climate change has little to do with macroprudential risk management are offering a counsel of despair. If the 2008 global financial crisis revealed anything, it
- [Karthik Krishnan](https://www.imd.org/ibyimd/iauthors/karthik-krishnan/) - Author Latest publications An ESG primer for business leaders 30 August 2021 • by Karthik Krishnan in Sustainability • 8 min read ESG is a frequently cited business principle that is growing rapidly in importance. Recently PwC announced plans to invest $12bn to create 100,000 new jobs in order to help its clients… Save Share
- [Kaitlin Wowak](https://www.imd.org/ibyimd/iauthors/kaitlin-wowak/) - Author Latest publications Dangerous products recalled faster when women are on the board 24 March 2022 • by Corinne Post, Kaitlin Wowak, George Ball, David J Ketchen, Jr in Governance • 6 min read Pharmaceutical products with the most serious defects are recalled 28 days sooner with women in the boardroom, research shows…. Save Share
- [John N. Parker](https://www.imd.org/ibyimd/iauthors/john-n-parker/) - Author Latest publications Sustainable development: trust the science and get ready for constant change 21 September 2021 • by Amanda Williams, Gail Whiteman, John N Parker in Magazine • 12 min read The UN set ambitious targets to clean up the world by 2030, but business leaders need to do more to make them a
- [Jean-Pierre Danthine](https://www.imd.org/ibyimd/iauthors/jean-pierre-danthine/) - Author Latest publications Macroeconomic challenges are mounting for chief executives 16 February 2022 • by Jean-Pierre Danthine in CEO Circle • 3 min read As inflation dynamics oscillate, business leaders must prepare for more bumps in the road ahead … Save Share Facebook Twitter LinkedIn Email How neoclassical economics can pave the way for a circular
- [Janice Wang](https://www.imd.org/ibyimd/iauthors/janice-wang/) - Author Latest publications Why digital transformation and sustainable fashion are a perfect fit 19 January 2022 • by Janice Wang in Asian hub • 9 min read From its base in Hong Kong, Alvanon has come to dominate the world’s physical and digital mannequin industry. Its goal now, says CEO Janice Wang, is developing technologies
- [Işık Biçer](https://www.imd.org/ibyimd/iauthors/isik-bicer/) - Author Latest publications Play Take the circular route to curbing over-production 21 March 2022 • by Ralf W. Seifert, Yara Kayyali Elalem, Işik Biçer in Audio articles • 6 min read Cutting lead times, incentivizing local production and repurposing excess stock would have a huge positive impact on the environment, explain Ralf W Seifert, Yara Kayyali
- [Guido Buehler](https://www.imd.org/ibyimd/iauthors/guido-buehler/) - Author Latest publications Cryptocurrencies are going institutional 20 July 2021 • by Guido Buehler in Finance • 3 min read It’s not just retail traders that are dabbling in bitcoin and other digital assets, traditional money managers, looking for alpha and an inflation hedge, are getting in on the act too…. Save Share Facebook Twitter
- [George Ball](https://www.imd.org/ibyimd/iauthors/george-ball/) - Author Latest publications Dangerous products recalled faster when women are on the board 24 March 2022 • by Corinne Post, Kaitlin Wowak, George Ball, David J Ketchen, Jr in Governance • 6 min read Pharmaceutical products with the most serious defects are recalled 28 days sooner with women in the boardroom, research shows…. Save Share
- [Gail Whiteman](https://www.imd.org/ibyimd/iauthors/gail-whiteman/) - Author Latest publications Sustainable development: trust the science and get ready for constant change 21 September 2021 • by Amanda Williams, Gail Whiteman, John N Parker in Magazine • 12 min read The UN set ambitious targets to clean up the world by 2030, but business leaders need to do more to make them a
- [Eva Zabey](https://www.imd.org/ibyimd/iauthors/eva-zabey/) - Author Latest publications We need to move fast to build a ‘nature positive’ economy 20 September 2021 • by Eva Zabey in Leadership • 7 min read The destruction of natural ecosystems poses major risks for businesses and could wipe $10 trillion from the global economy. The time to act is running out. … Save
- [Emma Sinclair](https://www.imd.org/ibyimd/iauthors/emma-sinclair/) - Author Latest publications Gone, but not forgotten: how corporate alumni networks pay off 31 August 2021 • by Emma Sinclair in Human Resources • 6 min read In a tighter labor market, companies should pay closer attention to offboarding, as “boomerang” hires can yield substantial benefits for businesses… Save Share Facebook Twitter LinkedIn Email
- [Dorothée Baumann Pauly](https://www.imd.org/ibyimd/iauthors/dorothee-baumann-pauly/) - Author Latest publications Play Urgent action is needed to protect Congolese cobalt miners 16 September 2021 • by Serra Cremer Iyi, Dorothée Baumann Pauly in Audio articles • 7 min read The mineral is a vital component of electric car batteries, but small-scale miners, including children, are working in harsh conditions. Alliances need to be
- [Donna Teach](https://www.imd.org/ibyimd/iauthors/donna-teach/) - Author Latest publications Communicating effectively during a CEO transition 2 September 2021 • by Donna Teach , Michael Watkins in Leadership • 14 min read Even in the best of circumstances, CEO transitions are challenging. The transfer of power in large organizations is a time of potential uncertainty and even instability…. Save Share Facebook Twitter LinkedIn
- [Chengwei Liu](https://www.imd.org/ibyimd/iauthors/chengwei-liu/) - Author Latest publications Play Recruiting? Random selection can help you tap into diversity dividend 29 September 2021 • by Chengwei Liu in Audio articles • 9 min read When it comes to hiring, blind luck can trump biased reasoning and generate a less-is-more effect. … Save Share Facebook Twitter LinkedIn Email Audio available
- [Brenda Steinberg](https://www.imd.org/ibyimd/iauthors/brenda-steinberg/) - Author Latest publications Feeling stuck? It may help to ask: which wolf are you feeding? 9 March 2022 • by Brenda Steinberg in Leadership • 7 min read With so many leaders currently operating in the burnout or survival zone, Executive Coach Brenda Steinberg explores how leaders can liberate themselves from negative emotions…. Save Share
- [Ali Aslan Gümüsay (spanish)](https://www.imd.org/ibyimd/iauthors/ali-aslan-gumusay-spanish/)
- [Carlos Cordón (Spanish)](https://www.imd.org/ibyimd/iauthors/carlos-cordon-spanish/)
- [Richard Markoff (Spanish)](https://www.imd.org/ibyimd/iauthors/richard-markoff-spanish/)
- [Ralf W. Seifert (Spanish)](https://www.imd.org/ibyimd/iauthors/ralf-w-seifert-spanish/)
- [Knut Haanaes (Spanish)](https://www.imd.org/ibyimd/iauthors/knut-haanaes-spanish/)
- [Hendrik Enviar (Spanish)](https://www.imd.org/ibyimd/iauthors/hendrik-enviar-spanish/)
- [Martin Krzywdzinski (Spanish)](https://www.imd.org/ibyimd/iauthors/martin-krzywdzinski-spanish/)
- [Sonja Köhne (Spanish)](https://www.imd.org/ibyimd/iauthors/sonja-kohne-spanish/)
- [Angelo Calvello](https://www.imd.org/ibyimd/iauthors/angelo-calvello/) - Author Latest publications

## Index Profiles

- [Vietnam](https://www.imd.org/entity-profile/vietnam-wcr/)
- [Amazon](https://www.imd.org/entity-profile/amazon-future-readiness/)
- [Microsoft](https://www.imd.org/entity-profile/microsoft-future-readiness/)
- [Meta](https://www.imd.org/entity-profile/meta-future-readiness/)
- [AMD](https://www.imd.org/entity-profile/amd-future-readiness/)
- [Netflix](https://www.imd.org/entity-profile/netflix-future-readiness/)
- [Alibaba](https://www.imd.org/entity-profile/alibaba-future-readiness/)
- [Apple](https://www.imd.org/entity-profile/apple-future-readiness/)
- [Salesforce](https://www.imd.org/entity-profile/salesforce-future-readiness/)
- [Tencent](https://www.imd.org/entity-profile/tencent-future-readiness/)
- [Adobe](https://www.imd.org/entity-profile/adobe-future-readiness/)
- [Twitter (X)](https://www.imd.org/entity-profile/twitter-future-readiness/)
- [Xiaomi](https://www.imd.org/entity-profile/xiaomi-future-readiness/)
- [Intel](https://www.imd.org/entity-profile/intel-future-readiness/)
- [Cisco](https://www.imd.org/entity-profile/cisco-future-readiness/)
- [Qualcomm](https://www.imd.org/entity-profile/qualcomm-future-readiness/)
- [IBM](https://www.imd.org/entity-profile/ibm-future-readiness/)
- [SAP](https://www.imd.org/entity-profile/sap-future-readiness/)
- [Spotify](https://www.imd.org/entity-profile/spotify-future-readiness/)
- [Marvell Technology](https://www.imd.org/entity-profile/marvell-technology-future-readiness/)
- [TSMC](https://www.imd.org/entity-profile/tsmc-future-readiness/)
- [Oracle](https://www.imd.org/entity-profile/oracle-future-readiness/)
- [Broadcom](https://www.imd.org/entity-profile/broadcom-future-readiness/)
- [Nintendo](https://www.imd.org/entity-profile/nintendo-future-readiness/)
- [Samsung Electronics](https://www.imd.org/entity-profile/samsung-future-readiness/)
- [Texas Instruments](https://www.imd.org/entity-profile/texas-instruments-future-readiness/)
- [Sony](https://www.imd.org/entity-profile/sony-future-readiness/)
- [Autodesk](https://www.imd.org/entity-profile/autodesk-future-readiness/)
- [Baidu](https://www.imd.org/entity-profile/baidu-future-readiness/)
- [Intuit](https://www.imd.org/entity-profile/intuit-future-readiness/)
- [Micron Technology](https://www.imd.org/entity-profile/micron-technology-future-readiness/)
- [eBay](https://www.imd.org/entity-profile/ebay-future-readiness/)
- [Alphabet](https://www.imd.org/entity-profile/alphabet-future-readiness/)
- [ASML](https://www.imd.org/entity-profile/asml-future-readiness/)
- [Analog Devices](https://www.imd.org/entity-profile/analog-devices-future-readiness/)
- [NXP Semiconductors](https://www.imd.org/entity-profile/nxp-semiconductors-future-readiness/)
- [Applied Materials](https://www.imd.org/entity-profile/applied-materials-future-readiness/)
- [Lam Research](https://www.imd.org/entity-profile/lam-research-corporation-future-readiness/)
- [JD.com](https://www.imd.org/entity-profile/jd-com-future-readiness-3/)
- [Dell Technologies](https://www.imd.org/entity-profile/dell-technologies-future-readiness/)
- [HP](https://www.imd.org/entity-profile/hp-future-readiness/)
- [Shopify](https://www.imd.org/entity-profile/shopify-future-readiness-2/)
- [Arm Holdings](https://www.imd.org/entity-profile/arm-holdings-future-readiness-2/)
- [Palantir](https://www.imd.org/entity-profile/palantir-future-readiness-2/)
- [AppLovin](https://www.imd.org/entity-profile/applovin-future-readiness-2/)
- [LG Corporation](https://www.imd.org/entity-profile/lg-corporation-future-readiness-2/)
- [SK Hynix](https://www.imd.org/entity-profile/sk-hynix-future-readiness-2/)
- [NEC](https://www.imd.org/entity-profile/nec-future-readiness-2/)
- [Foxconn](https://www.imd.org/entity-profile/foxconn-future-readiness-2/)
- [Canon](https://www.imd.org/entity-profile/canon-future-readiness-2/)
- [NVIDIA](https://www.imd.org/entity-profile/nvidia-future-readiness/)
- [China Pacific Insurance](https://www.imd.org/entity-profile/china-pacific-insurance-future-readiness/)
- [Lincoln National](https://www.imd.org/entity-profile/lincoln-national-future-readiness/)
- [Prudential](https://www.imd.org/entity-profile/prudential-future-readiness/)
- [Assicurazioni Generali](https://www.imd.org/entity-profile/assicurazioni-generali-future-readiness/)
- [Metlife](https://www.imd.org/entity-profile/metlife-future-readiness/)
- [Discover](https://www.imd.org/entity-profile/discover-future-readiness/)
- [The Bank of New York Mellon](https://www.imd.org/entity-profile/the-bank-of-new-york-mellon-future-readiness/)
- [Aflac](https://www.imd.org/entity-profile/aflac-future-readiness/)
- [Swiss Life](https://www.imd.org/entity-profile/swiss-life-future-readiness/)
- [Global Payments](https://www.imd.org/entity-profile/global-payments-future-readiness/)
- [Travelers](https://www.imd.org/entity-profile/travelers-future-readiness/)
- [BNP Paribas](https://www.imd.org/entity-profile/bnp-paribas-future-readiness/)
- [China Life Insurance](https://www.imd.org/entity-profile/china-life-insurance-future-readiness/)
- [Fiserv](https://www.imd.org/entity-profile/fiserv-future-readiness/)
- [Banco Santander](https://www.imd.org/entity-profile/banco-santander-future-readiness/)
- [Chubb](https://www.imd.org/entity-profile/chubb-future-readiness/)
- [Swiss Re](https://www.imd.org/entity-profile/swiss-re-future-readiness/)
- [Progressive](https://www.imd.org/entity-profile/progressive-future-readiness/)
- [Coinbase](https://www.imd.org/entity-profile/coinbase-future-readiness/)
- [NatWest Group](https://www.imd.org/entity-profile/natwest-group-future-readiness/)
- [Block](https://www.imd.org/entity-profile/block-future-readiness/)
- [Ant Group](https://www.imd.org/entity-profile/ant-group-future-readiness/)
- [HSBC](https://www.imd.org/entity-profile/hsbc-future-readiness/)
- [Ping An Insurance (Group)](https://www.imd.org/entity-profile/ping-an-insurance-group-future-readiness/)
- [Mercado Libre](https://www.imd.org/entity-profile/mercado-libre-future-readiness/)
- [Royal Bank of Scotland (RBS)](https://www.imd.org/entity-profile/royal-bank-of-scotland-rbs-future-readiness/)
- [American International Group](https://www.imd.org/entity-profile/american-international-group-future-readiness/)
- [Zurich Insurance](https://www.imd.org/entity-profile/zurich-insurance-future-readiness/)
- [Citi Group](https://www.imd.org/entity-profile/citi-group-future-readiness/)
- [Capital One](https://www.imd.org/entity-profile/capital-one-future-readiness/)
- [Allianz](https://www.imd.org/entity-profile/allianz-future-readiness/)
- [Bank of America](https://www.imd.org/entity-profile/bank-of-america-future-readiness/)
- [ING Group](https://www.imd.org/entity-profile/ing-group-future-readiness/)
- [American Express](https://www.imd.org/entity-profile/american-express-future-readiness/)
- [Wells Fargo & Company](https://www.imd.org/entity-profile/wells-fargo-company-future-readiness/)
- [DBS Bank](https://www.imd.org/entity-profile/dbs-bank-future-readiness/)
- [AXA](https://www.imd.org/entity-profile/axa-future-readiness/)
- [JP Morgan Chase & Company](https://www.imd.org/entity-profile/jp-morgan-chase-company-future-readiness/)
- [Credit Suisse](https://www.imd.org/entity-profile/credit-suisse-future-readiness/)
- [UBS](https://www.imd.org/entity-profile/ubs-future-readiness/)
- [Square](https://www.imd.org/entity-profile/square-future-readiness/)
- [Paypal](https://www.imd.org/entity-profile/paypal-future-readiness/)
- [Visa](https://www.imd.org/entity-profile/visa-future-readiness/)
- [Mastercard](https://www.imd.org/entity-profile/mastercard-future-readiness/)
- [Mahindra](https://www.imd.org/entity-profile/mahindra-future-readiness/)
- [Subaru](https://www.imd.org/entity-profile/subaru-future-readiness/)
- [Mazda](https://www.imd.org/entity-profile/mazda-future-readiness/)
- [Porsche](https://www.imd.org/entity-profile/porsche-future-readiness/)
- [Great Wall Motor](https://www.imd.org/entity-profile/great-wall-motor-future-readiness/)
- [Ferrari](https://www.imd.org/entity-profile/ferrari-future-readiness/)
- [Lucid](https://www.imd.org/entity-profile/lucid-future-readiness/)
- [Tata](https://www.imd.org/entity-profile/tata-future-readiness/)
- [Suzuki](https://www.imd.org/entity-profile/suzuki-future-readiness/)
- [Rivian](https://www.imd.org/entity-profile/rivian-future-readiness/)
- [Li Auto](https://www.imd.org/entity-profile/li-auto-future-readiness/)
- [Xpeng](https://www.imd.org/entity-profile/xpeng-future-readiness/)
- [Mercedes-Benz Group](https://www.imd.org/entity-profile/mercedes-benz-group-future-readiness/)
- [Stellantis](https://www.imd.org/entity-profile/stellantis-future-readiness/)
- [NIO](https://www.imd.org/entity-profile/nio-future-readiness/)
- [Fiat-Chrysler](https://www.imd.org/entity-profile/fiat-chrysler-future-readiness/)
- [BYD](https://www.imd.org/entity-profile/byd-future-readiness/)
- [Fiat](https://www.imd.org/entity-profile/fiat-future-readiness/)
- [Kia](https://www.imd.org/entity-profile/kia-future-readiness/)
- [Hyundai](https://www.imd.org/entity-profile/hyundai-future-readiness/)
- [Renault](https://www.imd.org/entity-profile/renault-future-readiness/)
- [Peugeot](https://www.imd.org/entity-profile/peugeot-future-readiness/)
- [Nissan](https://www.imd.org/entity-profile/nissan-future-readiness/)
- [Geely](https://www.imd.org/entity-profile/geely-future-readiness/)
- [Tesla](https://www.imd.org/entity-profile/tesla-future-readiness/)
- [BMW](https://www.imd.org/entity-profile/bmw-future-readiness/)
- [Daimler](https://www.imd.org/entity-profile/daimler-future-readiness/)
- [Honda](https://www.imd.org/entity-profile/honda-future-readiness/)
- [Volkswagen](https://www.imd.org/entity-profile/volkswagen-future-readiness/)
- [Audi](https://www.imd.org/entity-profile/audi-future-readiness/)
- [Harley-Davidson](https://www.imd.org/entity-profile/harley-davidson-future-readiness/)
- [Ford](https://www.imd.org/entity-profile/ford-future-readiness/)
- [Toyota](https://www.imd.org/entity-profile/toyota-future-readiness/)
- [General Motors](https://www.imd.org/entity-profile/general-motors-future-readiness/)
- [San Salvador](https://www.imd.org/entity-profile/san-salvador-smart-cities/)
- [Hail](https://www.imd.org/entity-profile/hail-smart-cities/)
- [Hafar Al Batin](https://www.imd.org/entity-profile/hafar-al-batin-smart-cities/)
- [San Juan](https://www.imd.org/entity-profile/san-juan/)
- [Manama](https://www.imd.org/entity-profile/manama/)
- [Kuwait City](https://www.imd.org/entity-profile/kuwait-city/)
- [Caracas](https://www.imd.org/entity-profile/caracas/)
- [Astana](https://www.imd.org/entity-profile/astana/)
- [AlUla](https://www.imd.org/entity-profile/alula/)
- [Al-Khobar](https://www.imd.org/entity-profile/al-khobar/)
- [Zagreb](https://www.imd.org/entity-profile/zagreb/)
- [Wellington](https://www.imd.org/entity-profile/wellington/)
- [Vilnius](https://www.imd.org/entity-profile/vilnius/)
- [Tunis](https://www.imd.org/entity-profile/tunis/)
- [Sana'a](https://www.imd.org/entity-profile/sanaa/)
- [Riga](https://www.imd.org/entity-profile/riga/)
- [Reykjavik](https://www.imd.org/entity-profile/reykjavik/)
- [Ottawa](https://www.imd.org/entity-profile/ottawa/)
- [Nicosia](https://www.imd.org/entity-profile/nicosia/)
- [Muscat](https://www.imd.org/entity-profile/muscat/)
- [Mecca](https://www.imd.org/entity-profile/mecca/)
- [Luxembourg](https://www.imd.org/entity-profile/luxembourg/)
- [Ljubljana](https://www.imd.org/entity-profile/ljubljana/)
- [Lima](https://www.imd.org/entity-profile/lima/)
- [Jeddah](https://www.imd.org/entity-profile/jeddah/)
- [Islamabad](https://www.imd.org/entity-profile/islamabad/)
- [Guatemala City](https://www.imd.org/entity-profile/guatemala-city/)
- [Doha](https://www.imd.org/entity-profile/doha/)
- [Cardiff](https://www.imd.org/entity-profile/cardiff/) - Discover Cardiff's ranking with insights on population, technology, sanitation, urban development, and mobility. Discover England!
- [Canberra](https://www.imd.org/entity-profile/canberra/)
- [Brasilia](https://www.imd.org/entity-profile/brasilia/)
- [Belfast](https://www.imd.org/entity-profile/belfast/) - The Smart City Index provides accurate data about worldwide cities in structure and technology, valuable data to corporate leaders and entrepreneurs.
- [Beirut](https://www.imd.org/entity-profile/beirut/)
- [Amman](https://www.imd.org/entity-profile/amman/) - The index shows Amman's Structures and Technologies pillars and its overall ranking in the general Smart City Index 2024.
- [Algiers](https://www.imd.org/entity-profile/algiers/)
- [Accra](https://www.imd.org/entity-profile/accra/)
- [San José](https://www.imd.org/entity-profile/san-jose/)
- [Medina](https://www.imd.org/entity-profile/medina/)
- [Lille](https://www.imd.org/entity-profile/lille/)
- [Leeds](https://www.imd.org/entity-profile/leeds/)
- [Lausanne](https://www.imd.org/entity-profile/lausanne/)
- [Kiel](https://www.imd.org/entity-profile/kiel/)
- [Istanbul](https://www.imd.org/entity-profile/istanbul/)
- [Glasgow](https://www.imd.org/entity-profile/glasgow/)
- [Bordeaux](https://www.imd.org/entity-profile/bordeaux/)
- [Zurich](https://www.imd.org/entity-profile/zurich/)
- [Zhuhai](https://www.imd.org/entity-profile/zhuhai-smart-cities/)
- [Zaragoza](https://www.imd.org/entity-profile/zaragoza/)
- [Washington D.C.](https://www.imd.org/entity-profile/washington-d-c/)
- [Warsaw](https://www.imd.org/entity-profile/warsaw/)
- [Vienna](https://www.imd.org/entity-profile/vienna/)
- [Vancouver](https://www.imd.org/entity-profile/vancouver/)
- [Toronto](https://www.imd.org/entity-profile/toronto/)
- [Tokyo](https://www.imd.org/entity-profile/tokyo/)
- [Tianjin](https://www.imd.org/entity-profile/tianjin-smart-cities/)
- [The Hague](https://www.imd.org/entity-profile/the-hague/)
- [Tel Aviv](https://www.imd.org/entity-profile/tel-aviv/)
- [Tallinn](https://www.imd.org/entity-profile/tallinn/)
- [Taipei City](https://www.imd.org/entity-profile/taipei-city/) - Discover Taipei's world ranking in technology and infrastructure through IMD's Smart City Observatory ranking.
- [Sydney](https://www.imd.org/entity-profile/sydney/)
- [Stockholm](https://www.imd.org/entity-profile/stockholm/)
- [St. Petersburg](https://www.imd.org/entity-profile/st-petersburg-smart-cities/)
- [Sofia](https://www.imd.org/entity-profile/sofia/)
- [Singapore](https://www.imd.org/entity-profile/singapore/) - Discover cities' rankings under five key areas: health and safety, mobility, activities, opportunities, and governance. Understand Singapore through the years.
- [Shenzhen](https://www.imd.org/entity-profile/shenzhen/)
- [Shanghai](https://www.imd.org/entity-profile/shanghai/)
- [Seoul](https://www.imd.org/entity-profile/seoul/)
- [Seattle](https://www.imd.org/entity-profile/seattle/)
- [Sao Paulo](https://www.imd.org/entity-profile/sao-paulo/)
- [Santiago](https://www.imd.org/entity-profile/santiago/)
- [San Francisco](https://www.imd.org/entity-profile/san-francisco/)
- [Rotterdam](https://www.imd.org/entity-profile/rotterdam/)
- [Rome](https://www.imd.org/entity-profile/rome/)
- [Riyadh](https://www.imd.org/entity-profile/riyadh/)
- [Rio de Janeiro](https://www.imd.org/entity-profile/rio-de-janeiro/)
- [Rabat](https://www.imd.org/entity-profile/rabat/)
- [Prague](https://www.imd.org/entity-profile/prague/)
- [Phoenix](https://www.imd.org/entity-profile/phoenix/)
- [Philadelphia](https://www.imd.org/entity-profile/philadelphia/)
- [Paris](https://www.imd.org/entity-profile/paris/)
- [Oslo](https://www.imd.org/entity-profile/oslo/)
- [Osaka](https://www.imd.org/entity-profile/osaka/) - Osaka's index in the Smart City Observatory provides an overview of health and safety, mobility, activities, opportunities, and governance. Read more!
- [Newcastle](https://www.imd.org/entity-profile/newcastle/)
- [New York](https://www.imd.org/entity-profile/new-york/)
- [Nanjing](https://www.imd.org/entity-profile/nanjing/)
- [Nairobi](https://www.imd.org/entity-profile/nairobi/)
- [Munich](https://www.imd.org/entity-profile/munich/)
- [Mumbai](https://www.imd.org/entity-profile/mumbai/)
- [Moscow](https://www.imd.org/entity-profile/moscow-smart-cities/)
- [Montreal](https://www.imd.org/entity-profile/montreal/) - Check Montreal's full profile in the general IMD Business School city index and browse through the Smart Observatory Index 2024.
- [Milan](https://www.imd.org/entity-profile/milan/)
- [Mexico City](https://www.imd.org/entity-profile/mexico-city/)
- [Melbourne](https://www.imd.org/entity-profile/melbourne/)
- [Medellin](https://www.imd.org/entity-profile/medellin/)
- [Medan](https://www.imd.org/entity-profile/medan/)
- [Marseille](https://www.imd.org/entity-profile/marseille/)
- [Manila](https://www.imd.org/entity-profile/manila/)
- [Manchester](https://www.imd.org/entity-profile/manchester/)
- [Makassar](https://www.imd.org/entity-profile/makassar/)
- [Madrid](https://www.imd.org/entity-profile/madrid/)
- [Lyon](https://www.imd.org/entity-profile/lyon/)
- [Los Angeles](https://www.imd.org/entity-profile/los-angeles/)
- [London](https://www.imd.org/entity-profile/london/)
- [Lisbon](https://www.imd.org/entity-profile/lisbon/)
- [Lagos](https://www.imd.org/entity-profile/lagos/)
- [Kuala Lumpur](https://www.imd.org/entity-profile/kuala-lumpur/)
- [Krakow](https://www.imd.org/entity-profile/krakow/)
- [Kiev](https://www.imd.org/entity-profile/kiev-smart-cities/)
- [Jakarta](https://www.imd.org/entity-profile/jakarta/)
- [Hyderabad](https://www.imd.org/entity-profile/hyderabad/)
- [Hong Kong](https://www.imd.org/entity-profile/hong-kong/)
- [Ho Chi Minh City](https://www.imd.org/entity-profile/ho-chi-minh-city/)
- [Helsinki](https://www.imd.org/entity-profile/helsinki/)
- [Hanover](https://www.imd.org/entity-profile/hanover/)
- [Hanoi](https://www.imd.org/entity-profile/hanoi/)
- [Hangzhou](https://www.imd.org/entity-profile/hangzhou/)
- [Hamburg](https://www.imd.org/entity-profile/hamburg/)
- [Guangzhou](https://www.imd.org/entity-profile/guangzhou/)
- [Gothenburg](https://www.imd.org/entity-profile/gothenburg/)
- [Geneva](https://www.imd.org/entity-profile/geneva/)
- [Dusseldorf](https://www.imd.org/entity-profile/dusseldorf/)
- [Dublin](https://www.imd.org/entity-profile/dublin/) - Dublin's data is shown for Structures and Technologies pillars under five key areas: health and safety, mobility, activities, opportunities, and governance.
- [Dubai](https://www.imd.org/entity-profile/dubai/)
- [Denver](https://www.imd.org/entity-profile/denver/)
- [Delhi](https://www.imd.org/entity-profile/delhi/)
- [Copenhagen](https://www.imd.org/entity-profile/copenhagen/)
- [Chongqing](https://www.imd.org/entity-profile/chongqing/)
- [Chicago](https://www.imd.org/entity-profile/chicago/)
- [Chengdu](https://www.imd.org/entity-profile/chengdu/)
- [Cape Town](https://www.imd.org/entity-profile/cape-town/)
- [Cairo](https://www.imd.org/entity-profile/cairo/)
- [Busan](https://www.imd.org/entity-profile/busan/)
- [Buenos Aires](https://www.imd.org/entity-profile/buenos-aires/)
- [Budapest](https://www.imd.org/entity-profile/budapest/)
- [Bucharest](https://www.imd.org/entity-profile/bucharest/)
- [Brussels](https://www.imd.org/entity-profile/brussels/)
- [Brisbane](https://www.imd.org/entity-profile/brisbane/)
- [Bratislava](https://www.imd.org/entity-profile/bratislava/)
- [Boston](https://www.imd.org/entity-profile/boston/)
- [Bologna](https://www.imd.org/entity-profile/bologna/)
- [Bogota](https://www.imd.org/entity-profile/bogota/)
- [Birmingham](https://www.imd.org/entity-profile/birmingham/)
- [Bilbao](https://www.imd.org/entity-profile/bilbao/)
- [Berlin](https://www.imd.org/entity-profile/berlin/) - The Smart City Observatory provides accurate data about health, safety, mobility, activities, opportunities, and governance. Check Berlin's ranking!
- [Bengaluru](https://www.imd.org/entity-profile/bengaluru/)
- [Beijing](https://www.imd.org/entity-profile/beijing/)
- [Barcelona](https://www.imd.org/entity-profile/barcelona/)
- [Bangkok](https://www.imd.org/entity-profile/bangkok/)
- [Auckland](https://www.imd.org/entity-profile/auckland/)
- [Athens](https://www.imd.org/entity-profile/athens/)
- [Ankara](https://www.imd.org/entity-profile/ankara/)
- [Amsterdam](https://www.imd.org/entity-profile/amsterdam/)
- [Abuja](https://www.imd.org/entity-profile/abuja/)
- [Abu Dhabi](https://www.imd.org/entity-profile/abu-dhabi/)
- [India](https://www.imd.org/entity-profile/india-wcr/) - Check India's ranking through the year's and understand market opportunities with the Smart City Observatory Index 2024 provided by IMD Business School.
- [Bulgaria](https://www.imd.org/entity-profile/bulgaria-wcr/) - IMD Business School presents his global smart city observatory. Here you will find vital data from Bulgaria regarding economy, government, population, etc.
- [Kenya](https://www.imd.org/entity-profile/kenya-wcr/)
- [Vertex Pharmaceuticals](https://www.imd.org/entity-profile/vertex-pharmaceuticals-future-readiness-2/)
- [Sandoz](https://www.imd.org/entity-profile/sandoz-future-readiness-2/)
- [Lonza](https://www.imd.org/entity-profile/lonza-future-readiness-2/)
- [Moncler](https://www.imd.org/entity-profile/moncler-future-readiness-2/)
- [Ralph Lauren](https://www.imd.org/entity-profile/ralph-lauren-future-readiness-2/)
- [On](https://www.imd.org/entity-profile/on-future-readiness-2/)
- [ASICS](https://www.imd.org/entity-profile/asics-future-readiness-2/)
- [Levi Strauss](https://www.imd.org/entity-profile/levi-strauss-future-readiness-2/)
- [Crocs](https://www.imd.org/entity-profile/crocs-future-readiness-2/)
- [Victoria's Secret](https://www.imd.org/entity-profile/victorias-secret-future-readiness-2/)
- [Abercrombie & Fitch](https://www.imd.org/entity-profile/abercrombie-fitch-future-readiness-2/)
- [JD Sports](https://www.imd.org/entity-profile/jd-sports-future-readiness-2/)
- [American Eagle Outfitters](https://www.imd.org/entity-profile/american-eagle-outfitters-future-readiness-2/)
- [Misto Holdings](https://www.imd.org/entity-profile/misto-holdings-future-readiness-2/)
- [Li Ning](https://www.imd.org/entity-profile/li-ning-future-readiness-2/)
- [Burlington Stores](https://www.imd.org/entity-profile/burlington-stores-future-readiness-2/)
- [Urban Outfitters](https://www.imd.org/entity-profile/urban-outfitters-future-readiness-2/)
- [Anta](https://www.imd.org/entity-profile/anta-future-readiness/)
- [Puma](https://www.imd.org/entity-profile/puma-future-readiness/)
- [Nordstrom](https://www.imd.org/entity-profile/nordstrom-future-readiness/)
- [Ross Stores](https://www.imd.org/entity-profile/ross-stores-future-readiness/)
- [Foot Locker](https://www.imd.org/entity-profile/foot-locker-future-readiness/)
- [TJX](https://www.imd.org/entity-profile/tjx-future-readiness/)
- [Macy's](https://www.imd.org/entity-profile/macys-future-readiness/)
- [Swatch Group](https://www.imd.org/entity-profile/swatch-group-future-readiness/)
- [Gap](https://www.imd.org/entity-profile/gap-future-readiness/)
- [Capri Holdings](https://www.imd.org/entity-profile/capri-holdings-future-readiness/)
- [PVH](https://www.imd.org/entity-profile/pvh-future-readiness/)
- [Tapestry](https://www.imd.org/entity-profile/tapestry-future-readiness/)
- [Prada](https://www.imd.org/entity-profile/prada-future-readiness/)
- [Zalando](https://www.imd.org/entity-profile/zalando-future-readiness/)
- [Hanesbrands](https://www.imd.org/entity-profile/hanesbrands-future-readiness/)
- [Inditex](https://www.imd.org/entity-profile/inditex-future-readiness/)
- [Fast Retailing](https://www.imd.org/entity-profile/fast-retailing-future-readiness/)
- [L brands](https://www.imd.org/entity-profile/l-brands-future-readiness/)
- [H&M](https://www.imd.org/entity-profile/hm-future-readiness/)
- [VF](https://www.imd.org/entity-profile/vf-future-readiness/)
- [Next](https://www.imd.org/entity-profile/next-future-readiness/)
- [Under Armour](https://www.imd.org/entity-profile/under-armour-future-readiness/)
- [Richemont](https://www.imd.org/entity-profile/richemont-future-readiness/)
- [Adidas](https://www.imd.org/entity-profile/adidas-future-readiness/)
- [LVMH](https://www.imd.org/entity-profile/lvmh-future-readiness/)
- [Kering](https://www.imd.org/entity-profile/kering-future-readiness/)
- [Burberry](https://www.imd.org/entity-profile/burberry-future-readiness/)
- [Hermès](https://www.imd.org/entity-profile/hermes-future-readiness/)
- [Nike](https://www.imd.org/entity-profile/nike-future-readiness/)
- [Lululemon](https://www.imd.org/entity-profile/lululemon-future-readiness/)
- [Teva Pharmaceuticals](https://www.imd.org/entity-profile/teva-pharmaceuticals-future-readiness/)
- [Bayer](https://www.imd.org/entity-profile/bayer-future-readiness/)
- [Merck KGaA](https://www.imd.org/entity-profile/merck-kgaa-future-readiness/)
- [Daiichi Sankyo](https://www.imd.org/entity-profile/daiichi-sankyo-future-readiness/)
- [GSK](https://www.imd.org/entity-profile/gsk-future-readiness/)
- [Chugai Pharmaceutical](https://www.imd.org/entity-profile/chugai-pharmaceutical-future-readiness/)
- [Biogen](https://www.imd.org/entity-profile/biogen-future-readiness/)
- [Takeda Pharmaceuticals](https://www.imd.org/entity-profile/takeda-pharmaceuticals-future-readiness/)
- [AbbVie](https://www.imd.org/entity-profile/abbvie-future-readiness/)
- [Sanofi](https://www.imd.org/entity-profile/sanofi-future-readiness/)
- [CSL](https://www.imd.org/entity-profile/csl-future-readiness/)
- [Gilead Sciences](https://www.imd.org/entity-profile/gilead-sciences-future-readiness/)
- [Novo Nordisk](https://www.imd.org/entity-profile/novo-nordisk-future-readiness/)
- [Regeneron Pharmaceuticals](https://www.imd.org/entity-profile/regeneron-pharmaceuticals-future-readiness/)
- [Amgen](https://www.imd.org/entity-profile/amgen-future-readiness/)
- [Genmab](https://www.imd.org/entity-profile/genmab-future-readiness/)
- [Merck & Co. (MSD)](https://www.imd.org/entity-profile/merck-co-msd-future-readiness/)
- [Johnson & Johnson](https://www.imd.org/entity-profile/johnson-johnson-future-readiness/)
- [Eli Lilly](https://www.imd.org/entity-profile/eli-lilly-and-co-future-readiness/)
- [BioNTech](https://www.imd.org/entity-profile/biontech-future-readiness/)
- [Novartis](https://www.imd.org/entity-profile/novartis-future-readiness/)
- [Bristol-Myers Squibb](https://www.imd.org/entity-profile/bristol-myers-squibb-future-readiness/)
- [AstraZeneca](https://www.imd.org/entity-profile/astrazeneca-future-readiness/)
- [Pfizer](https://www.imd.org/entity-profile/pfizer-future-readiness/)
- [Roche](https://www.imd.org/entity-profile/roche-future-readiness/)
- [Medtronic](https://www.imd.org/entity-profile/medtronic-ai-maturity-2025/) - Medtronic’s leadership at the highest levels underscores the importance of AI, creating new leadership – notably Rodolphe Katra as Vice President and Global Chief Artificial Intelligence Officer – to lead the enterprise AI Center of Excellence and drive AI innovations. The AI Center of Excellence mandated every business unit to identify AI use cases, ensuring
- [UBS](https://www.imd.org/entity-profile/ubs-ai-maturity-2025/) - UBS has positioned AI as a core part of its technology and innovation agenda. In April 2025, Lila Tretikov (formerly of Microsoft and the Wikimedia Foundation) joined the board, strengthening governance oversight over its digital agenda. Starting in early 2025, UBS began creating realistic digital avatars of its analysts to deliver research insights via video.
- [GE Aerospace](https://www.imd.org/entity-profile/ge-aerospace-ai-maturity-2025/) - GE Aerospace accelerated practical, enterprise-scale adoption of AI across its R&D, manufacturing, maintenance, and workforce tools. In September 2024, the company rolled out AI Wingmate (a Microsoft/Azure OpenAI-based generative AI platform) to around 52,000 employees to speed knowledge access. GE also advanced its research leveraging AI, and applied AI to its core operations: automated inspection
- [Hitachi](https://www.imd.org/entity-profile/hitachi-ai-maturity-2025/) - Hitachi has embedded AI as a core pillar of its digital strategy. In June 2024, Hitachi and Microsoft agreed to a multibillion-dollar, three-year alliance to deploy Azure OpenAI, GitHub Copilot, and Dynamics to 270,000 employees, accelerating product innovation and productivity. Hitachi also advanced internal platforms to manage company/open data safely for generative AI (GenAI). On
- [Morgan Stanley](https://www.imd.org/entity-profile/morgan-stanley-ai-maturity-2025/) - Morgan Stanley signaled its commitment to AI by creating a new firmwide AI leadership role. In March 2024, the bank appointed 15-year veteran Jeff McMillan as Head of Firmwide Artificial Intelligence, tasking him with coordinating AI strategy and governance across all business units. On the client-facing front, Morgan Stanley deployed generative AI tools to boost
- [Ping An Insurance Group](https://www.imd.org/entity-profile/ping-an-insurance-group-ai-maturity-2025/) - Ping An has embedded AI across its finance, insurance, and healthcare businesses, driving its “integrated finance + health” strategy. The company has invested in resources – including more than 21,000 developers and 3,000 AI scientists – and submitted over 53,000 patent filings related to AI. It has also built a multilayer AI platform with nine
- [Citigroup](https://www.imd.org/entity-profile/citigroup-ai-maturity-2025/) - In late 2024, Citigroup began to roll out generative AI tools for employee productivity. The bank introduced Citi Assist, an AI-powered internal knowledge assistant that can search policies and procedures and Citi Stylus, a document intelligence tool that summarizes and compares documents. By Q1 2025, Citi was reporting tangible benefits from AI deployment. Its generative
- [Merck & Co.](https://www.imd.org/entity-profile/merck-co-ai-maturity-2025/) - Merck & Co. is integrating AI across the drug development lifecycle to enhance speed, precision, and compliance. In drug design, Merck is an early user of Variational AI’s generative AI models to create molecules that meet a target product profile. Robotic and automated labs help validate in-silico predictions rapidly, shortening the time from hypothesis to
- [Eli Lilly](https://www.imd.org/entity-profile/eli-lilly-ai-maturity-2025/) - Eli Lilly’s AI strategy is augmentation, leveraging generative and predictive models into chemists’ tools to speed molecule design, while algorithms optimize clinical trial design, site selection, and patient recruitment using genomics, imaging, and digital health data. AI is also used to automate regulatory writing, using GenAI to draft patient narratives and submission documents. In June
- [Zurich Insurance Group](https://www.imd.org/entity-profile/zurich-insurance-group-ai-maturity-2025/) - Zurich has made AI a strategic cornerstone, with over 500 active AI solutions deployed globally as of late 2024. The company appointed a Group Head of AI and a 70-person team to develop AI applications and tools in risk modeling, climate risk, fraud, and claims processing, and built an AI-driven CRM system to consolidate customer
- [Schneider Electric](https://www.imd.org/entity-profile/schneider-electric-ai-maturity-2025/) - In late 2024, Schneider launched several AI-targeted infrastructure products (Galaxy VXL UPS) and expanded its EcoStruxure capabilities with predictive AI features (EcoStruxure Industrial Advisor). A collaboration with Nvidia produced reference architectures and liquid-cooling integrations to host high-density AI racks. In May 2025 Schneider announced for sustainability and energy management, and appointed Julien Picaud to lead
- [Novartis](https://www.imd.org/entity-profile/novartis-ai-maturity-2025/) - Novartis is integrating artificial intelligence (AI) across its operations to boost efficiency and accelerate innovation in drug development. In 2024, the company expanded AI use cases to support molecule assessment, clinical trial report automation, and drug design. In R&D, Novartis has partnered with Isomorphic Labs and Generate:Biomedicines to advance AI-enabled protein engineering and early discovery.
- [Sanofi](https://www.imd.org/entity-profile/sanofi-ai-maturity-2025/) - Sanofi is pursuing a bold, enterprise-wide strategy to embed AI at every level of its operations. Central to this vision is a pioneering alliance with OpenAI and Formation Bio, focused on co-developing customized large language model (LLM) agents trained on Sanofi’s proprietary data. These models power tools like Muse, which automates multilingual patient recruitment materials
- [BYD](https://www.imd.org/entity-profile/byd-ai-maturity-2025/) - In early January 2024, BYD unveiled its Integrated Vehicle Intelligence Strategy, built on the XUANJI Architecture, an AI-powered “brain” capable of millisecond-level data processing for real-time vehicle decision-making. Complemented by the XUANJI AI Large Model, this system supports over 300 driving scenarios and enables continuous learning. In early 2025, BYD launched the DiPilot God’s Eye
- [Microsoft](https://www.imd.org/entity-profile/microsoft-ai-maturity-2025/) - Microsoft has made AI central to its strategy under CEO Satya Nadella, declaring a new “age of AI” and prioritizing trustworthy innovation. In 2024, a new Chief AI Transformation Officer role was developed to lead AI initiatives across its Customer and Partner Solutions group. In January 2025, Microsoft created a new engineering division, Core AI
- [Alphabet](https://www.imd.org/entity-profile/alphabet-ai-maturity-2025/) - Alphabet has reinforced its AI-first strategy under CEO Sundar Pichai, merging Google Brain and its Gemini AI app team into Google DeepMind in 2024 and appointing a Chief AI Architect in 2025. It launched the 7th-gen TPU (Ironwood) to power next-gen models and introduced Gemini 2.0, enhancing reasoning and multimodality. Generative AI features have been
- [Amazon](https://www.imd.org/entity-profile/amazon-ai-maturity-2025/) - CEO Andy Jassy noted that every customer reinvention will be reinvented by AI, driving the push for Amazon to invest in AI across the company. In April 2024, the company added AI expert Andrew Ng to its board and created a new centralized AI division to unify AI efforts across the company. In 2024, it
- [Meta Platforms](https://www.imd.org/entity-profile/meta-platforms-ai-maturity-2025/) - CEO Mark Zuckerberg underscored AI as a core strategic focus, calling 2025 “a defining year for AI” with $65bn invested to drive Meta’s future products and business. Meta created a new top-level AI leadership role by appointing Alexandr Wang (ex-Scale AI CEO) as its Chief AI Officer, co-leading the Meta Superintelligence Labs to spearhead ambitious
- [Alibaba Group](https://www.imd.org/entity-profile/alibaba-group-ai-maturity-2025/) - Alibaba Group made AI a central pillar of its growth strategy and backed it with decisive action, committing RMB 380bn (over $50bn) in early 2025 to AI and cloud infrastructure upgrades. This C-suite mandate restructured the company around an AI + Cloud model, with key leadership roles, such as Alibaba Cloud’s CTO, focused on accelerating
- [IBM](https://www.imd.org/entity-profile/ibm-ai-maturity-2025/) - CEO Arvind Krishna stated that IBM’s strategy “builds upon the two technological foundations of AI and hybrid cloud,” reorienting IBM’s portfolio around AI-based solutions. In mid-2025, IBM hired a former US DoD AI chief, Radha Iyengar Plumb, for a new executive role to lead an AI-first transformation across IBM’s businesses. The company launched the watsonx®
- [Tencent Holdings](https://www.imd.org/entity-profile/tencent-holdings-ai-maturity-2025/) - Tencent’s CEO declared AI a top strategic focus, noting the company reorganized its AI teams for rapid product innovation and deep model R&D, and ramped up AI-related R&D and capital spending to drive growth. In May 2025, Tencent’s leadership created new AI-focused units as part of a reorganization – establishing a Large Language Model Department
- [Visa](https://www.imd.org/entity-profile/visa-ai-maturity-2025/) - CEO Ryan McInerney affirmed that AI is a central part of the company’s strategy, appointing a Chief Data Officer in mid-2024 to lead enterprise data and AI strategy. As of November 2024, Visa had deployed more than 500 generative AI applications company-wide. It has continued to roll out advanced fraud prevention tools, including deep learning
- [Deutsche Telekom](https://www.imd.org/entity-profile/deutsche-telekom-ai-maturity-2025/) - Senior management, including CEO Tim Höttges and Board member Claudia Nemat, explicitly emphasizes AI’s role in driving growth and efficiency, describing how “systematic use of AI” will be key to its future growth. Deutsche Telekom has established an AI Competence Center (AICC) to pool expertise and launched the Global Telco AI Alliance with other carriers, ensuring
- [KDDI](https://www.imd.org/entity-profile/kddi-ai-maturity-2025/) - KDDI continues to expand its use of AI across infrastructure, enterprise services, and internal operations, reinforcing its position as a leading telecom and ICT provider in Japan. In 2024, the company launched WAKONX, a platform combining networks, data, and AI services, tailored to underpin solutions from smart city data platforms to generative AI tools. To
- [Sony](https://www.imd.org/entity-profile/sony-ai-maturity-2025/) - Sony strengthened its AI leadership by promoting Peter Stone to Chief Scientist of Sony AI and Deputy President, tasking him with guiding key AI projects. In June 2024, Sony expanded its AI R&D footprint by launching the Sony AI Barcelona Laboratory, its fourth global AI research hub. The laboratory will focus on the organization’s newest
- [Volkswagen Group](https://www.imd.org/entity-profile/volkswagen-group-ai-maturity-2025/) - Volkswagen Group aims to become a leading software-defined, data- and AI-driven mobility company. Central to this strategy is the launch of its AI Lab in early 2024, a global innovation hub prototyping AI-powered digital products, from infotainment and voice assistants to EV charging optimization and smart home integration. With a specialized technical team and executive
- [Walmart](https://www.imd.org/entity-profile/walmart-ai-maturity-2025/) - Walmart’s senior leadership has prominently prioritized AI, and in 2025, the company created an Executive Vice President of AI Acceleration, Product and Design. For customers, Walmart is embedding AI into shopping and experiences: at CES 2024, it unveiled a generative AI (GenAI) search tool on its apps and website, and later rolled out a proprietary
- [AstraZeneca](https://www.imd.org/entity-profile/astrazeneca-ai-maturity-2025/) - Generative AI is a key enabler for AstraZeneca’s drive to integrate AI capabilities, supporting everything from molecule design and synthesis prediction to automated clinical protocol drafting and real-world evidence analysis. These tools help optimize trial design, improve dose selection, and identify effective drug combinations, particularly in oncology. AstraZeneca also applies AI to analyze genomic data
- [Lockheed Martin](https://www.imd.org/entity-profile/lockheed-martin-ai-maturity-2025/) - Lockheed Martin has advanced AI adoption across its internal operations, products, workforce development, and governance practices. Internally, the company deployed LMText Navigator (enterprise secure generative-AI tooling) to boost developer and analytic productivity and expanded use of its AI Factory, an internal model-training, validation, and deployment ecosystem used by thousands of engineers to accelerate modeling, simulation,
- [Nippon Telegraph & Tel](https://www.imd.org/entity-profile/nippon-telegraph-tel-ai-maturity-2025/) - Nippon Telegraph and Telephone (NTT) has positioned AI at the center of the group’s future – the 2024 Integrated Report and CEO briefings highlight new AI businesses (like NTT AI-CIX) and products (Tsuzumi™ LLM) as key to value creation. The company has appointed dedicated AI leadership (e.g., a Chief AI Officer) and formed governance structures
- [Contemporary Amperex Technology](https://www.imd.org/entity-profile/contemporary-amperex-technology-ai-maturity-2025/) - CATL has significantly scaled practical AI across R&D, manufacturing, and energy-storage products. In R&D, machine learning and AI are leveraged to accelerate materials discovery and next-generation battery research. On manufacturing and operations, multiple CATL plants (including Liyang and Ningde) were recognized for Industry-4.0 excellence after deploying digital-twin, image-recognition, and AI energy management solutions that improved
- [The Home Depot](https://www.imd.org/entity-profile/the-home-depot-ai-maturity-2025/) - In May 2025, CEO Ted Decker hailed executive Angie Brown’s promotion to CIO/EVP as key to “transforming Home Depot’s interconnected experience” with new technology. Home Depot’s roadmap includes GenAI tools for store associates and online customers, targeted training certifications, and broad supply chain digitization. Internally, Home Depot migrated major systems to cloud AI platforms and
- [Saudi Arabian Oil Company (Saudi Aramco)](https://www.imd.org/entity-profile/saudi-arabian-oil-company-saudi-aramco-ai-maturity-2025/) - In May 2025, Aramco’s CEO Amin Nasser described AI infrastructure as one of the core pillars of Aramco’s $90bn US deal package, including agreements with Nvidia, AWS®, and Qualcomm®, that spans AI and robotics infrastructure, digital transformation, and workforce development. Also, at GAIN 2024, Aramco unveiled the Eye on AI™ program to establish industrial large
- [Charter Communications](https://www.imd.org/entity-profile/charter-communications-ai-maturity-2025/) - Charter Communications has made some moderate progress in AI adoption, with leadership expressing clear interest in its potential. The creation of a Chief Technology & Information Officer role and partnerships in areas like vehicle connectivity and AI-generated advertising show intent, but these efforts are still relatively focused and incremental. Internally, AI is used to support
- [NVIDIA](https://www.imd.org/entity-profile/nvidia-ai-maturity-2025/) - Nvidia has made AI the centerpiece of its business strategy – declaring generative AI the “critical” platform of this era and investing accordingly. It bolstered its AI leadership by recruiting AI experts (e.g., Banghua Zhu and Jiantao Jiao) and rapidly expanding its research team focused on AI infrastructure, autonomous systems, and robotics. In 2024, Nvidia
- [SAP](https://www.imd.org/entity-profile/sap-ai-maturity-2025/) - In January 2024, CEO Christian Klein affirmed that AI was a “top strategic priority,” emphasizing the importance of responsible AI in its strategy. A Chief AI Officer was appointed to lead a new end-to-end AI business unit to infuse AI into the company’s portfolio. Internally, SAP reorganized to capture AI-driven efficiencies, even streamlining around 8%
- [Mastercard](https://www.imd.org/entity-profile/mastercard-ai-maturity-2025/) - Mastercard highlights AI as core to commerce modernization and has expanded practical AI deployments, from generative AI models that speed detection of compromised card numbers to its Mastercard Decision Intelligence®, which scores and acts on transaction risk in real time – improving fraud prevention and customer experience at network scale. To strengthen its defensive capabilities,
- [KKR](https://www.imd.org/entity-profile/kkr-ai-maturity-2025/) - KKR’s leadership identifies the emergence of AI as a “tectonic shift,” signaling AI’s strategic importance. Consistent with this view, it appointed Ruchir Swarup as Partner and Chief Information Officer, and in 2025 established an infrastructure, data, and AI platform organization within its technology team. In June 2024, it invested in ST Telemedia’s data centers amid
- [BlackRock](https://www.imd.org/entity-profile/blackrock-ai-maturity-2025/) - BlackRock positions AI as both a core investment theme and a critical internal capability. On the investment side, in September 2024, BlackRock partnered with Microsoft and others to launch a multibillion-dollar AI infrastructure fund for data centers and power projects. The firm also launched client products such as AI-focused ETFs and rolled out BlackRock Aladdin®
- [Mercedes-Benz Group](https://www.imd.org/entity-profile/mercedes-benz-group-ai-maturity-2025/) - At the heart of Mercedes-Benz’s AI and digital transformation is MB.OS™, the company’s proprietary operating system, which integrates conversational (ChatGPT), behavioral, and agentic AI to deliver highly personalized, intuitive in-car experiences. MB.OS powers core functions like navigation, climate, lighting, and infotainment, learning and adapting to user preferences over time. On the customer-facing side, Mercedes-Benz has
- [Goldman Sachs Group](https://www.imd.org/entity-profile/goldman-sachs-group-ai-maturity-2025/) - Goldman Sachs has positioned AI at the core of its corporate strategy. CEO David Solomon emphasized that the firm is leveraging AI solutions to “scale and transform” engineering capabilities. In early 2025, the bank hired Daniel Marcu as Global Head of AI Engineering and Science to further drive its AI platforms and products. In 2025,
- [Siemens](https://www.imd.org/entity-profile/siemens-ai-maturity-2025/) - The Siemens Report 2024 identifies generative AI, digital twins, and automation as growth engines. Siemens has deepened its platform alliances: at Nvidia GTC, it connected Xcelerator™ with Omniverse™ Cloud APIs to deliver real-time, physically based generative-AI visualization for product and factory workflows, and with Microsoft, it integrated AI-enhanced PLM and Copilot scenarios into Teamcenter® on
- [Macquarie Group](https://www.imd.org/entity-profile/macquarie-group-ai-maturity-2025/) - Macquarie has framed AI as part of a “long-term investment in technology” aimed at enhancing both internal operations and client services. Macquarie Bank’s digital arm is actively embedding AI, with over 30 AI-powered products planned for 2025. Internally, the firm deployed a ChatGPT-style tool, Macquarie AI Chat, to thousands of employees and invested heavily in
- [HSBC Holdings](https://www.imd.org/entity-profile/hsbc-holdings-ai-maturity-2025/) - HSBC’s executive leadership has been vocal in championing AI, with Group CIO Stuart Riley’s remit being expanded to include Data and Innovation, and public statements underscoring the importance of building foundational AI capabilities as central to the bank’s long-term strategy. The bank reports hundreds of live AI use cases in fraud detection, KYC and onboarding,
- [Thermo Fisher Scientific](https://www.imd.org/entity-profile/thermo-fisher-scientific-ai-maturity-2025/) - Thermo Fisher Scientific’s leadership, including the CEO and CIO, has recognized AI as a transformative force and backed this vision with action, such as appointing a Chief Data, Analytics & AI Officer within its Clinical Research group. AI is now embedded across the company’s products and operations. New offerings in 2025 include the Vulcan™ Automated
- [Kroger](https://www.imd.org/entity-profile/kroger-ai-maturity-2025/) - “Accelerating our AI efforts is a natural step for Kroger, given our long history of leadership in data and machine learning,” Chairman and interim CEO Ron Sargent announced in mid-2025. The company plans to leverage its loyalty program data and data science capabilities based out of its 84.51° division to lay the foundation for its AI
- [ENGIE](https://www.imd.org/entity-profile/engie-ai-maturity-2025/) - A February 2025 strategy update highlights that Engie has “ramped up” investments in data, digital, and AI capabilities, which “will play a fundamental role in boosting its performance and competitiveness.” In practice, Engie is embedding AI across its business. Its Global Hypervision Center uses AI to monitor 1,000+ renewable assets worldwide in real time, improving
- [NextEra Energy](https://www.imd.org/entity-profile/nextera-energy-ai-maturity-2025/) - NextEra CEO John Ketchum has underscored the importance of keeping an eye on changing technology and joined the AI Infrastructure Partnership in March 2025 to develop and support energy infrastructure needed for AI’s growth. On the operations side, NextEra is applying advanced analytics to its renewables fleet and is leveraging AI for predictive maintenance and
- [MS&AD Insurance](https://www.imd.org/entity-profile/msad-insurance-ai-maturity-2025/) - MS&AD has shown strong executive commitment to AI-driven transformation. In his 2024 message, CEO Shinichiro Funabiki highlighted AI’s rapid development and societal impact as a key challenge. The group is actively integrating AI across its operations. For example, MSIG USA’s new data platform uses advanced technologies, including AI, to improve underwriting speed and accuracy. Subsidiaries
- [China Telecom](https://www.imd.org/entity-profile/china-telecom-ai-maturity-2025/) - China Telecom has strongly ramped up its AI efforts across strategy, technology, and operations. Leadership has publicly framed AI as a core strategic direction – for example, unveiling an “AI+” platform at MWC 2025 with a structured “1+1+1+M+N” framework for cloud, data, and AI models. The company established new AI-focused R&D units (e.g., an AI
- [Honeywell International](https://www.imd.org/entity-profile/honeywell-international-ai-maturity-2025/) - Honeywell has accelerated industrial AI from pilot projects into platform-scale deployments and strategic partner integrations. The company positioned Honeywell Forge® as the central vehicle to operationalize AI, announcing Forge Performance+™ for Utilities and adding generative AI assistant capabilities to Honeywell Forge Production Intelligence™. Honeywell also pursued a partner-first infrastructure approach: a high-visibility collaboration with Google
- [EssilorLuxottica](https://www.imd.org/entity-profile/essilorluxottica-ai-maturity-2025/) - EssilorLuxottica’s top management has publicly framed AI as central to its vision for eyewear, envisioning glasses as “the next computing platform.” AI is being deployed in products across its portfolio. The new Ray-Ban® Meta smart glasses (with integrated Meta AI) and Oakley® Meta Performance glasses were rolled out in 2024–25. On the lens side, EssilorLuxottica
- [VINCI](https://www.imd.org/entity-profile/vinci-ai-maturity-2025/) - VINCI has deployed a pragmatic and decentralized approach to scale AI across its concessions, construction, and energy businesses. VINCI’s innovation arm Leonard acts as the primary engine, running IA/AI accelerator cohorts spanning inspections, digital-worksite plans, underground-utility mapping, and other use-cases. Business units translated pilots into operations: VINCI Highways’ ViaPlus delivered an AI image-review system for
- [SLB](https://www.imd.org/entity-profile/slb-ai-maturity-2025/) - SLB CEO Olivier Le Peuch has called AI “the X-factor for our industry,” framing it as central to the company’s digital transition. In September 2024, the company announced a collaboration with Nvidia to build generative AI foundation models for subsurface exploration and production workflows. SLB also joined ADNOC Drilling and Patterson-UTI to form Turnwell Industries,
- [Dai-ichi Life Insurance](https://www.imd.org/entity-profile/dai-ichi-life-insurance-ai-maturity-2025/) - Dai-ichi Life Group signaled its commitment to AI-driven transformation, with CEO Tetsuya Kikuta explicitly highlighting generative AI as a major disruptive force and creating a Chief Data & AI Officer role (April 2024) to spearhead AI strategy. In June 2025, the company partnered with Capgemini to open an India-based Global Capability Center to build in-house
- [Johnson & Johnson](https://www.imd.org/entity-profile/johnson-johnson-ai-maturity-2025/) - Under CIO Jim Swanson’s leadership, Johnson & Johnson (J&J) has scaled its AI strategy to transform surgery, accelerate R&D, streamline operations, and upskill its global workforce. In healthcare delivery, J&J MedTech, through a strategic partnership with Nvidia, is integrating AI and edge computing into its connected digital surgery platform. This enables secure, real-time data analysis
- [Travelers](https://www.imd.org/entity-profile/travelers-ai-maturity-2025/) - CEO Alan Schnitzer emphasized AI as a transformative opportunity and substantially increased technology spending (over $1.5bn) to modernize its systems. The company expanded its AI technology and infrastructure by opening a dedicated innovation hub in Atlanta to grow its AI and data science workforce. Travelers also rolled out new AI-driven solutions – for example, its
- [MetLife](https://www.imd.org/entity-profile/metlife-ai-maturity-2025/) - MetLife introduced its New Frontier strategy, emphasizing AI-driven growth in key areas such as group benefits, asset management, and international markets. To support this initiative, MetLife appointed new executive roles – a Chief Data & Analytics Officer and a Chief Information Security Officer – to bolster its AI and data capabilities. In collaboration with Aura,
- [Petrobras](https://www.imd.org/entity-profile/petrobras-ai-maturity-2025/) - Petrobras has advanced AI adoption across its value chain. In upstream E&P, Petrobras is deploying AI/ML to boost efficiency: for example, it rolled out SAP® Intelligent Asset Management with ML-driven anomaly detection at its giant Búzios offshore field. Downstream, AI-augmented analytics optimize refining and logistics with a new SAP-based supply-chain control tower that uses AI
- [Swiss Re](https://www.imd.org/entity-profile/swiss-re-ai-maturity-2025/) - Swiss Re has deployed generative AI tools to streamline underwriting and claims processes, supported by cloud and data infrastructure investments. New products like the Life Guide Scout underwriting assistant (developed with Microsoft Azure) and the ClaimsGenAI claims processor are operational pilots, reflecting fast-paced AI integration. Internally, Swiss Re emphasizes workforce readiness: employees are trained on
- [RTX](https://www.imd.org/entity-profile/rtx-ai-maturity-2025/) - RTX positions show AI as a core “transformative technology” supported by large R&D budgets and board-level oversight. On the product side, Raytheon completed flight testing of the Cognitive Algorithm Deployment System (CADS)™ – an AI/ML-powered Radar Warning Receiver that brings on-sensor inference and threat prioritization to fourth-generation aircraft. RTX also accelerated ecosystem development via Mentor-Protégé
- [PTT](https://www.imd.org/entity-profile/ptt-ai-maturity-2025/) - PTT and its affiliates – PTTEP, PTT Global Chemical (GC), and PTT Oil & Retail (OR) – accelerated AI deployment, with corporate strategy explicitly targeting business value through the efficient use of data and AI. In upstream, PTTEP reported scaling digital solutions and AI and highlighted the continued rollout of data platforms and AI across
- [Cencora](https://www.imd.org/entity-profile/cencora-ai-maturity-2025/) - Cencora’s leadership emphasizes innovation and the value of AI. In 2024, then Chairman and CEO Steven Collis noted that it’s “incumbent on us to use any sort of technology or productivity tool to give better service... the data and insights [from AI] are an incredible opportunity for us.” In November 2024, Cencora appointed Pawan Verma
- [China Mobile](https://www.imd.org/entity-profile/china-mobile-ai-maturity-2025/) - China Mobile has embraced an “AI+” strategic transformation, integrating artificial intelligence across its networks, products, and operations. Top leadership provided strong support – for instance, Chairman Yang Jie urged the company to “stride into the AI+ new era,” and a new CEO took charge in 2024 with AI central to his vision. Eighteen executives were
- [National Grid](https://www.imd.org/entity-profile/national-grid-ai-maturity-2025/) - National Grid has intensified its AI strategy across UK and US-regulated operations while expanding venture investments. In March 2025, its innovation arm, National Grid Partners, committed $100m to AI startups to advance demand forecasting and grid flexibility solutions. AI is now embedded in products and services. For example, an AI-driven vegetation-monitoring system (AiDash®) has cut
- [Procter & Gamble](https://www.imd.org/entity-profile/procter-gamble-ai-maturity-2025/) - Procter & Gamble (P&G) treats AI as a core enabler of growth and innovation at scale, with CIO Seth Cohen highlighting company-wide use of AI, automation, and data analytics to improve decisions, supply-chain visibility, and consumer experience. On the product and consumer side, its Analytics and Insights teams use AI to test advertising and to
- [Chevron](https://www.imd.org/entity-profile/chevron-ai-maturity-2025/) - Chevron’s leadership increasingly ties AI to strategy and demand growth. In January 2025, the company partnered with Engine No. 1™ and GE Vernova™ to develop up to 4 GW of natural-gas generation co-located with US data centers to meet AI’s electricity needs. Chevron describes pilots with AI-equipped autonomous drones for facility inspection and anomaly detection
- [Lowe's](https://www.imd.org/entity-profile/lowes-ai-maturity-2025/) - Lowe’s senior leadership has elevated AI to a core strategic pillar under its Total Home Strategy, identifying shopping, selling, and working as the three key areas where AI can deliver high value. Lowe’s launched Mylow™, a virtual advisor for customers seeking real-time home improvement guidance, and in May 2025 rolled out Mylow Companion™, an AI
- [Target](https://www.imd.org/entity-profile/target-ai-maturity-2025/) - Target expanded its use of AI across stores, e-commerce, merchandising, supply chain, and operations. For example, Target introduced an AI-powered Store Companion™ chatbot (piloted at 400 stores and expanding to around 2,000 by summer 2024) on store handhelds to answer process questions and coach team members. On its website, GenAI enriches product pages by summarizing
- [Amgen](https://www.imd.org/entity-profile/amgen-ai-maturity-2025/) - Amgen’s enterprise-wide AI strategy positions the company at the forefront of biotechnology innovation, spanning drug discovery, development, manufacturing, and commercialization. CTO David Reese highlights AI as a transformative force, complemented by the 2024 appointment of Sean Bruich as Senior Vice President of AI and Data to lead cross-enterprise adoption. Amgen has further invested in global
- [E.ON](https://www.imd.org/entity-profile/e-on-ai-maturity-2025/) - E.ON’s leadership elevated AI as a strategic lever for grid modernization and customer operations. For example, E.ON scaled AI-enabled vegetation and corridor management that fuses satellite imagery with machine learning to target trim cycles and reduce outage risk. It also uses satellite-AI providers for continuous monitoring of grow-in/fall-in risks on overhead lines. In grid operations,
- [Unilever](https://www.imd.org/entity-profile/unilever-ai-maturity-2025/) - Unilever has been rolling out AI tools across the organization, while hunting “big areas of opportunity” for transformative impact. This commitment is backed by an enterprise data backbone and R&D partnerships through its AI Horizon3 Lab. In consumer channels, Unilever has used AI to personalize and accelerate content. Several of its beauty brands have launched
- [HCA Healthcare](https://www.imd.org/entity-profile/hca-healthcare-ai-maturity-2025/) - In 2024, HCA Healthcare’s CEO Sam Hazen realigned the senior leadership structure to emphasize data-driven innovation. In June 2025, HCA appointed Yauheni Solad as its System Vice President of Clinical AI – a new executive role within the Digital Transformation & Innovation team – to lead enterprise-wide AI integration and scale “patient-centered” AI solutions. Under
- [L'Oréal](https://www.imd.org/entity-profile/loreal-ai-maturity-2025/) - L’Oréal’s leadership has made AI central to strategy, with CEO Nicolas Hieronimus describing the company as a tech company and championing AI initiatives. The company is integrating AI into products and consumer experiences: for example, its L’Oréal Beauty Genius™ platform uses AI to give personalized beauty advice, diagnostics, and virtual try-ons. In marketing, L’Oréal has
- [Nike](https://www.imd.org/entity-profile/nike-ai-maturity-2025/) - Nike’s leadership has openly championed AI as a strategic priority with its new Nike A.I.R.™ (Athlete Imagined Revolution) design process – a generative-AI co-creation lab with elite athletes. Nike is also developing proprietary AI models trained on exclusive athlete-performance data. These commitments have translated into customer-facing and product initiatives. In 2024, Nike used AI to
- [Equinor](https://www.imd.org/entity-profile/equinor-ai-maturity-2025/) - Equinor now calls itself a “digital energy company” with its 2022 transition plan explicitly embracing digitalization as a key focus area for producing efficient energy and cutting emissions. In its operations, Equinor is deploying AI across exploration, production, and maintenance. For example, it uses Seeq®’s AI-based analytics platform to optimize well and plant performance, and
- [Abbott Laboratories](https://www.imd.org/entity-profile/abbott-laboratories-ai-maturity-2025/) - Abbott Laboratories accelerated its AI agenda over the past 18 months. At the January 2024 J.P. Morgan Healthcare Conference, CEO Robert Ford publicly framed AI as a pillar for growth, and soon after, the firm elevated AI-savvy CIO Sabina Ewing to the executive suite. Abbott created the Lingo™ consumer-wearable business, its first division built around
- [AT&T](https://www.imd.org/entity-profile/att-ai-maturity-2025/) - AT&T has firmly placed AI at the center of its strategy and operations. Senior executives (including CEO John Stankey and CFO Pascal Desroches) emphasize AI’s importance, calling it a “great opportunity” for growth. AT&T has empowered its Chief Data & AI Officer (Andy Markus) to spearhead data/AI strategy across the company. Internally, AT&T’s generative AI
- [China Unicom](https://www.imd.org/entity-profile/china-unicom-ai-maturity-2025/) - China Unicom, one of China’s largest state-owned telecommunications operators, is rapidly transforming into an “AI-first” enterprise. Under Chairman Chen Zhongyue, the company has committed to fully integrating AI into its cloud computing and network operations, with a planned 28% year-on-year increase in AI-related computing investment for 2025. It has established an AI Innovation Center and
- [ABB](https://www.imd.org/entity-profile/abb-ai-maturity-2025/) - ABB has shifted from applying AI within specific automation and robotics use-cases toward delivering enterprise-grade generative-AI products and infrastructure that directly address the needs of industrial customers and AI data centers. For example, ABB extended its Genix analytics platform with Genix™ Copilot (a generative copilot built with Microsoft) to let industrial users query and act
- [Elevance Health](https://www.imd.org/entity-profile/elevance-health-ai-maturity-2025/) - At the Consumer Electronics Show (CES) in January 2024, Elevance Health’s CEO, Gail Boudreaux, framed AI as central to making healthcare easier to navigate by simplifying the consumer experience and streamlining back-end processes for employers. This commitment translated into new consumer-facing products: the Sydney Health® app now uses generative AI (GenAI) for interactive chat. Internally,
- [Orange](https://www.imd.org/entity-profile/orange-ai-maturity-2025/) - Orange has made AI a strategic priority, with CEO Christel Heydemann underscoring AI’s central role, while Chief Data AI Officer Steve Jarrett drives the “AI at Scale” strategy to integrate AI across all operations, networks, and customer interactions. Key initiatives include deploying Google Distributed Cloud across 26 countries for local AI/GenAI workloads, creating Orange LiveNet™
- [Novo Nordisk](https://www.imd.org/entity-profile/novo-nordisk-ai-maturity-2025/) - Novo Nordisk has made AI a central pillar of its digital transformation strategy, applying it across R&D, regulatory affairs, and internal operations. In January 2025, the company expanded its collaboration with Valo Health to apply AI and human data in developing treatments for obesity and type 2 diabetes. AI applications are being integrated into products
- [Honda Motor](https://www.imd.org/entity-profile/honda-motor-ai-maturity-2025/) - Honda’s next-gen Honda 0 Series™ EVs (debuting 2026) will feature the in-house ASIMO OS and Level 3 “eyes-off” ADAS, leveraging unsupervised learning and collaborative AI for seamless expressway-to-destination navigation. Honda is developing high-performance AI chips with Renesas and integrating Helm.ai’s vision for hands-free driving, while cloud partnerships with AWS speed software-defined vehicle (SDV) development and
- [Denso](https://www.imd.org/entity-profile/denso-ai-maturity-2025/) - On 1 January 2024, Denso accelerated its innovation agenda with the appointment of Yasuhiko Yamazaki as Executive Vice President and its first Chief Innovation Officer (CIO), tasked with advancing technology strategy and human capital transformation for a “mobility-centered society.” Senior Executive Officer Hirotsugu Takeuchi expanded his remit as Chief Digital Officer, leading a pragmatic, stepwise
- [Tokio Marine Holdings](https://www.imd.org/entity-profile/tokio-marine-holdings-ai-maturity-2025/) - Tokio Marine Holdings (TMHD) has been using AI to enhance operational efficiency as well as its business models. In April 2025, the company launched “One-AI,” an internal generative AI platform that supports employee tasks in document creation and report summarization. In August 2025, it partnered with Salesforce Japan to integrate AI into its contact centers
- [Ford Motor](https://www.imd.org/entity-profile/ford-motor-ai-maturity-2025/) - Shifting from its robotaxi ambitions, Ford now prioritizes advanced driver-assistance systems like BlueCruise™. In 2023, Ford established Latitude AI, a wholly owned subsidiary to accelerate advanced automated driving technology. Staffed by around 550 former Argo AI engineers, Latitude AI is focused on developing hands-free eyes-off driving for future Ford vehicles. Strategic partnerships with Google and
- [Stellantis](https://www.imd.org/entity-profile/stellantis-ai-maturity-2025/) - Stellantis is embedding generative AI (GenAI) across its core operations to drive smart mobility, efficiency, and sustainability. Through an expanded partnership with Mistral AI, the company is deploying conversational AI in vehicles via an intelligent voice assistant that serves as a real-time user manual. Mistral’s models are also used to optimize parts databases, monitor manufacturing
- [AXA Group](https://www.imd.org/entity-profile/axa-group-ai-maturity-2025/) - AXA’s strategy is to accelerate generative AI innovations to enhance customer experience and its own operational efficiency. In July 2024, it appointed a Group Chief Data, AI & Innovation Officer, alongside similar roles in regional markets. AXA introduced AI-enabled offerings, including an AWS-powered B2B risk-monitoring platform to help its clients monitor assets and navigate risks
- [KIA](https://www.imd.org/entity-profile/kia-ai-maturity-2025/) - Kia’s 2024 roadmap positions the company as a leader in global electrification and advanced mobility, targeting 1.6 million annual EV sales and 15 new EV models by 2030. This strategy is backed by KRW 38 trillion in investment, spanning renewable energy transitions, flexible manufacturing, and a comprehensive AI-first approach. Kia’s innovation strategy puts artificial intelligence
- [CVS Health](https://www.imd.org/entity-profile/cvs-health-ai-maturity-2025/) - CVS Health has demonstrated strong executive support and investment in AI as a core part of its strategy from 2024 into 2025. The company’s leadership, which includes Ali Keshavarz as Chief Data & AI Officer, emphasizes technology as a catalyst for growth. In June 2025, CVS announced a $20bn tech modernization plan to create a
- [UnitedHealth Group](https://www.imd.org/entity-profile/unitedhealth-group-ai-maturity-2025/) - UnitedHealth Group (UHG) positions AI as central to its strategy. While in 2024, approximately 500 use cases were active in the organization, this had grown to more than 1,000 in 2025 across its insurance, clinical, and pharmacy segments. These included 26 million calls routed by AI agents, with expectations that AI would direct more than
- [General Motors](https://www.imd.org/entity-profile/general-motors-ai-maturity-2025/) - General Motors is rapidly advancing its AI strategy to transform mobility and operations. In manufacturing, AI-powered digital twins, predictive maintenance, and robotic inspection systems reduce downtime, improve safety, and enhance product quality, while ergonomic software supports worker well-being. On the road, intelligent route-planning AI alleviates EV range anxiety, and continuous-learning systems enable autonomous navigation through
- [GSK](https://www.imd.org/entity-profile/gsk-ai-maturity-2025/) - While GSK’s 2025 growth strategy is anchored in specialty medicines and five planned product launches, the company underscores AI’s role in bolstering R&D and commercial efficiency. In December 2024, GSK committed $45m to London-based Relation to identify novel targets for fibrotic diseases and osteoarthritis. GSK’s in-house algorithms already support applications such as predicting lupus responses,
- [Humana](https://www.imd.org/entity-profile/humana-ai-maturity-2025/) - In July 2024, Humana expanded its Google Cloud partnership to modernize its infrastructure and apply generative AI for improved care delivery and cost efficiency. It also made a strategic investment in Healthpilot, an AI-powered Medicare plan platform, reinforcing its digital-first approach. New leadership appointments – a Chief Information Officer and Chief Digital Officer – further
- [McKesson](https://www.imd.org/entity-profile/mckesson-ai-maturity-2025/) - McKesson’s CEO Brian Tyler and other leaders have emphasized AI’s role in driving efficiency and growth. The company has strengthened its AI infrastructure through key partnerships and acquisitions, such as Ontada’s collaboration with Microsoft Azure OpenAI Service to apply large language models in oncology, and the acquisition of Compile to enhance data analytics. Internally, AI
- [SAIC Motor](https://www.imd.org/entity-profile/saic-motor-ai-maturity-2025/) - SAIC Motor has established five specialized tech hubs in software, big data, AI, cloud computing, and cybersecurity as it aims to evolve into smart mobility. Strategic partnerships with Huawei, OPPO, Tencent, Nvidia, and Mobileye® enable cutting-edge connectivity and AI integration across its vehicle portfolio. SAIC unveiled its upgraded Galaxy full-stack intelligent vehicle system featuring AI-powered
- [Roche Holding](https://www.imd.org/entity-profile/roche-holding-ai-maturity-2025/) - Roche is deploying artificial intelligence across its value chain to accelerate drug discovery, enhance diagnostics, and optimize pharmaceutical manufacturing. AI enables Roche to decode complex biological relationships, improve clinical decision-making, and personalize treatment with greater accuracy and speed. Through predictive models, continuous lab-data feedback loops, and partnerships with AWS and Nvidia, Roche advances a “lab-in-the-loop”
- [Verizon Communications](https://www.imd.org/entity-profile/verizon-communications-ai-maturity-2025/) - Verizon has elevated AI as a strategic priority by launching Verizon AI Connect (Jan 2025), a new platform leveraging its 5G/fiber network and edge compute to support hyperscale AI workloads. Leadership has backed this push – for example, Verizon named Mano Mannoochahr as Chief Data, Analytics & AI Officer (Mar 2025) to drive company-wide AI
- [Cigna](https://www.imd.org/entity-profile/cigna-ai-maturity-2025/) - At its March 2024 Investor Day, Cigna leaders framed generative AI (GenAI) and machine learning as critical engines for future growth. Governance and ethics matured in parallel: Cigna’s cross-functional AI Center of Enablement enforces principles of transparency, accountability, and safety, ensuring that each new model meets rigorous guardrails before deployment. AI now powers tangible products.
- [Kenya](https://www.imd.org/entity-profile/kenya-digital/)
- [Oman](https://www.imd.org/entity-profile/oman/)
- [Namibia](https://www.imd.org/entity-profile/namibia-digital/)
- [Namibia](https://www.imd.org/entity-profile/namibia-wcr/)
- [Oman](https://www.imd.org/entity-profile/oman-wcr/)
- [Venezuela](https://www.imd.org/entity-profile/venezuela-wcr/)
- [Nigeria](https://www.imd.org/entity-profile/nigeria-wcr/)
- [Türkiye](https://www.imd.org/entity-profile/turkey-wcr/)
- [Mongolia](https://www.imd.org/entity-profile/mongolia-wcr/)
- [South Africa](https://www.imd.org/entity-profile/south-africa-wcr/)
- [Slovak Republic](https://www.imd.org/entity-profile/slovak-republic-wcr/)
- [Argentina](https://www.imd.org/entity-profile/argentina-wcr/)
- [Ghana](https://www.imd.org/entity-profile/ghana-wcr/)
- [Peru](https://www.imd.org/entity-profile/peru-wcr/)
- [Botswana](https://www.imd.org/entity-profile/botswana-wcr/)
- [Brazil](https://www.imd.org/entity-profile/brazil-wcr/)
- [Mexico](https://www.imd.org/entity-profile/mexico-wcr/)
- [Colombia](https://www.imd.org/entity-profile/colombia-wcr/)
- [Croatia](https://www.imd.org/entity-profile/croatia-wcr/)
- [Poland](https://www.imd.org/entity-profile/poland-wcr/)
- [Philippines](https://www.imd.org/entity-profile/philippines-wcr/)
- [Greece](https://www.imd.org/entity-profile/greece-wcr/)
- [Romania](https://www.imd.org/entity-profile/romania-wcr/)
- [Hungary](https://www.imd.org/entity-profile/hungary-wcr/)
- [Jordan](https://www.imd.org/entity-profile/jordan-wcr/)
- [Slovenia](https://www.imd.org/entity-profile/slovenia-wcr/)
- [Puerto Rico](https://www.imd.org/entity-profile/puerto-rico-wcr/)
- [Cyprus](https://www.imd.org/entity-profile/cyprus-wcr/)
- [Italy](https://www.imd.org/entity-profile/italy-wcr/)
- [Chile](https://www.imd.org/entity-profile/chile-wcr/)
- [Indonesia](https://www.imd.org/entity-profile/indonesia-wcr/)
- [Spain](https://www.imd.org/entity-profile/spain-wcr/)
- [Latvia](https://www.imd.org/entity-profile/latvia-wcr/) - IMD Business School's Smart City Index presents Latvia's country profile with enhanced data from population, structure, technology, and much more.
- [Portugal](https://www.imd.org/entity-profile/portugal-wcr/)
- [Kuwait](https://www.imd.org/entity-profile/kuwait-wcr/) - Discover Kuwait's profile as a giant smart city in Middle East through IMD's Smart City Observatory Index. Learn more!
- [Japan](https://www.imd.org/entity-profile/japan-wcr/)
- [Kazakhstan](https://www.imd.org/entity-profile/kazakhstan-wcr/)
- [Estonia](https://www.imd.org/entity-profile/estonia-wcr/)
- [France](https://www.imd.org/entity-profile/france-wcr/)
- [New Zealand](https://www.imd.org/entity-profile/new-zealand-wcr/)
- [Thailand](https://www.imd.org/entity-profile/thailand-wcr/)
- [United Kingdom](https://www.imd.org/entity-profile/united-kingdom-wcr/)
- [Korea Rep.](https://www.imd.org/entity-profile/korea-rep-wcr/)
- [Austria](https://www.imd.org/entity-profile/austria-wcr/)
- [Czech Republic](https://www.imd.org/entity-profile/czech-republic-wcr/)
- [Belgium](https://www.imd.org/entity-profile/belgium-wcr/)
- [Malaysia](https://www.imd.org/entity-profile/malaysia-wcr/)
- [Bahrain](https://www.imd.org/entity-profile/bahrain-wcr/)
- [Lithuania](https://www.imd.org/entity-profile/lithuania-wcr/)
- [Luxembourg](https://www.imd.org/entity-profile/luxembourg-wcr/)
- [Germany](https://www.imd.org/entity-profile/germany-wcr/)
- [Australia](https://www.imd.org/entity-profile/australia-wcr/)
- [Saudi Arabia](https://www.imd.org/entity-profile/saudi-arabia-wcr/)
- [China](https://www.imd.org/entity-profile/china-wcr/)
- [Iceland](https://www.imd.org/entity-profile/iceland-wcr/)
- [Finland](https://www.imd.org/entity-profile/finland-wcr/)
- [USA](https://www.imd.org/entity-profile/usa-wcr/)
- [Norway](https://www.imd.org/entity-profile/norway-wcr/)
- [Canada](https://www.imd.org/entity-profile/canada-wcr/)
- [Netherlands](https://www.imd.org/entity-profile/netherlands-wcr/)
- [Qatar](https://www.imd.org/entity-profile/qatar-wcr/)
- [Sweden](https://www.imd.org/entity-profile/sweden-wcr/)
- [Ireland](https://www.imd.org/entity-profile/ireland-wcr/)
- [Taiwan (Chinese Taipei)](https://www.imd.org/entity-profile/taiwan-chinese-taipei-wcr/)
- [UAE](https://www.imd.org/entity-profile/uae-wcr/)
- [Denmark](https://www.imd.org/entity-profile/denmark-wcr/)
- [Hong Kong SAR](https://www.imd.org/entity-profile/hong-kong-sar-wcr/)
- [Singapore](https://www.imd.org/entity-profile/singapore-wcr/)
- [Switzerland](https://www.imd.org/entity-profile/switzerland-wcr/)
- [Henkel](https://www.imd.org/entity-profile/henkel-future-readiness/)
- [Beiersdorf](https://www.imd.org/entity-profile/beiersdorf-future-readiness/)
- [Danone](https://www.imd.org/entity-profile/danone-future-readiness/)
- [Kimberly-Clark](https://www.imd.org/entity-profile/kimberly-clark-future-readiness/)
- [Archer-Daniels-Midland](https://www.imd.org/entity-profile/archer-daniels-midland-future-readiness/)
- [Coty](https://www.imd.org/entity-profile/coty-future-readiness/)
- [Kraft Heinz](https://www.imd.org/entity-profile/kraft-heinz-future-readiness/)
- [Dr. Pepper](https://www.imd.org/entity-profile/dr-pepper-future-readiness/)
- [Monster Beverage](https://www.imd.org/entity-profile/monster-beverage-future-readiness/)
- [Mondelez International](https://www.imd.org/entity-profile/mondelez-international-future-readiness/)
- [Reckitt Benckiser Group](https://www.imd.org/entity-profile/reckitt-benckiser-group-future-readiness/)
- [Anheuser-Busch InBev](https://www.imd.org/entity-profile/anheuser-busch-inbev-future-readiness/)
- [Hershey](https://www.imd.org/entity-profile/hershey-future-readiness/)
- [Pepsi](https://www.imd.org/entity-profile/pepsi-future-readiness/)
- [General Mills](https://www.imd.org/entity-profile/general-mills-future-readiness/)
- [Colgate-Palmolive](https://www.imd.org/entity-profile/colgate-palmolive-future-readiness/)
- [Constellation Brands](https://www.imd.org/entity-profile/constellation-brands-future-readiness/)
- [Pernod Ricard](https://www.imd.org/entity-profile/pernod-ricard-future-readiness/)
- [Brown-Forman](https://www.imd.org/entity-profile/brown-forman-future-readiness/)
- [Unilever](https://www.imd.org/entity-profile/unilever-future-readiness/)
- [Estée Lauder](https://www.imd.org/entity-profile/estee-lauder-future-readiness/)
- [Diageo](https://www.imd.org/entity-profile/diageo-future-readiness/)
- [Nestlé](https://www.imd.org/entity-profile/nestle-future-readiness/)
- [L'Oréal](https://www.imd.org/entity-profile/loreal-future-readiness/)
- [P&G](https://www.imd.org/entity-profile/pg-future-readiness/)
- [Coca-Cola](https://www.imd.org/entity-profile/coca-cola-future-readiness/)
- [USA](https://www.imd.org/entity-profile/usa-digital/)
- [Netherlands](https://www.imd.org/entity-profile/netherlands-digital/)
- [Singapore](https://www.imd.org/entity-profile/singapore-digital/)
- [Denmark](https://www.imd.org/entity-profile/denmark-digital/)
- [Switzerland](https://www.imd.org/entity-profile/switzerland-digital/)
- [Korea Rep.](https://www.imd.org/entity-profile/korea-rep-digital/)
- [Sweden](https://www.imd.org/entity-profile/sweden-digital/)
- [Finland](https://www.imd.org/entity-profile/finland-digital/)
- [Taiwan (Chinese Taipei)](https://www.imd.org/entity-profile/taiwan-chinese-taipei-digital/)
- [Hong Kong SAR](https://www.imd.org/entity-profile/hong-kong-sar-digital/)
- [Canada](https://www.imd.org/entity-profile/canada-digital/)
- [UAE](https://www.imd.org/entity-profile/uae-digital/)
- [Israel](https://www.imd.org/entity-profile/israel-digital/)
- [Norway](https://www.imd.org/entity-profile/norway-digital/)
- [Belgium](https://www.imd.org/entity-profile/belgium-digital/)
- [Australia](https://www.imd.org/entity-profile/australia-digital/)
- [Iceland](https://www.imd.org/entity-profile/iceland-digital/)
- [Estonia](https://www.imd.org/entity-profile/estonia-digital/)
- [China](https://www.imd.org/entity-profile/china-digital/)
- [United Kingdom](https://www.imd.org/entity-profile/united-kingdom-digital/)
- [Ireland](https://www.imd.org/entity-profile/ireland-digital/)
- [Austria](https://www.imd.org/entity-profile/austria-digital/)
- [Germany](https://www.imd.org/entity-profile/germany-digital/)
- [Czech Republic](https://www.imd.org/entity-profile/czech-republic-digital/)
- [New Zealand](https://www.imd.org/entity-profile/new-zealand-digital/)
- [Luxembourg](https://www.imd.org/entity-profile/luxembourg-digital/)
- [France](https://www.imd.org/entity-profile/france-digital/)
- [Lithuania](https://www.imd.org/entity-profile/lithuania-digital/)
- [Qatar](https://www.imd.org/entity-profile/qatar-digital/)
- [Saudi Arabia](https://www.imd.org/entity-profile/saudi-arabia-digital/)
- [Spain](https://www.imd.org/entity-profile/spain-digital/)
- [Japan](https://www.imd.org/entity-profile/japan-digital/)
- [Malaysia](https://www.imd.org/entity-profile/malaysia-digital/)
- [Kazakhstan](https://www.imd.org/entity-profile/kazakhstan-digital/)
- [Thailand](https://www.imd.org/entity-profile/thailand-digital/)
- [Portugal](https://www.imd.org/entity-profile/portugal-digital/)
- [Slovenia](https://www.imd.org/entity-profile/slovenia-digital/)
- [Bahrain](https://www.imd.org/entity-profile/bahrain-digital/)
- [Poland](https://www.imd.org/entity-profile/poland-digital/)
- [Latvia](https://www.imd.org/entity-profile/latvia-digital/)
- [Kuwait](https://www.imd.org/entity-profile/kuwait-digital/)
- [Chile](https://www.imd.org/entity-profile/chile-digital/)
- [Italy](https://www.imd.org/entity-profile/italy-digital/)
- [Croatia](https://www.imd.org/entity-profile/croatia-digital/)
- [Indonesia](https://www.imd.org/entity-profile/indonesia-digital/)
- [Slovak Republic](https://www.imd.org/entity-profile/slovak-republic-digital/)
- [Hungary](https://www.imd.org/entity-profile/hungary-digital/)
- [Romania](https://www.imd.org/entity-profile/romania-digital/)
- [digital_draft](https://www.imd.org/entity-profile/digital_draft/)
- [Philippines](https://www.imd.org/entity-profile/philippines-digital/)
- [Nigeria](https://www.imd.org/entity-profile/nigeria-digital/)
- [Venezuela](https://www.imd.org/entity-profile/venezuela-digital/)
- [Ghana](https://www.imd.org/entity-profile/ghana-digital/)
- [Mongolia](https://www.imd.org/entity-profile/mongolia-digital/)
- [Colombia](https://www.imd.org/entity-profile/colombia-digital/)
- [Argentina](https://www.imd.org/entity-profile/argentina-digital/)
- [Botswana](https://www.imd.org/entity-profile/botswana-digital/)
- [Puerto Rico](https://www.imd.org/entity-profile/puerto-rico-digital/)
- [South Africa](https://www.imd.org/entity-profile/south-africa-digital/)
- [Brazil](https://www.imd.org/entity-profile/brazil-digital/)
- [Peru](https://www.imd.org/entity-profile/peru-digital/)
- [Bulgaria](https://www.imd.org/entity-profile/bulgaria-digital/)
- [Mexico](https://www.imd.org/entity-profile/mexico-digital/)
- [Türkiye](https://www.imd.org/entity-profile/turkiye-digital/)
- [Cyprus](https://www.imd.org/entity-profile/cyprus-digital/)
- [Greece](https://www.imd.org/entity-profile/greece-digital/)
- [Jordan](https://www.imd.org/entity-profile/jordan-digital/)
- [India](https://www.imd.org/entity-profile/india-digital/)

## Articles

- [In the field with ABB](https://www.imd.org/research-knowledge/business-transformation/articles/in-the-field-with-abb/) - At a glance ABB faced long-standing challenges: financial underperformance, declining market confidence and inefficiencies in its complex matrix structure. The organization underwent a radical transformation: decentralizing operations, optimizing headcount, enhancing accountability and empowering divisions to operate as independent businesses. The company’s new operating model − “the ABB Way” − formalized the transformation and acted as How can a global conglomerate radically simplify its operating model?
- [The 4 pillars of board effectiveness](https://www.imd.org/research-knowledge/articles/the-four-pillars-of-board-effectiveness/) - Over the past decade, we have witnessed dramatic and unprecedented developments in business, politics, technology, and society. The main consequence of this has been the realization that governance is the determining factor behind the performance, success, and failure of organizations, not just in business but also in governments, NGOs, and other institutions. Indeed, governance fundamentally
- [In the field with Angaza](https://www.imd.org/research-knowledge/social-innovation/articles/in-the-field-with-angaza/) - Angaza was founded in 2010 with the aim of eliminating energy poverty for populations living at the base of the pyramid with no access to electricity. As a for-profit social enterprise, it needs to be financially sustainable while fulfilling its social purpose. From its initial business model of selling portable solar lights to end customers,
- [In the field with Absa](https://www.imd.org/research-knowledge/cybersecurity/articles/in-the-field-absa/) - At a glance Absa addressed its cybersecurity talent challenge by training underprivileged youth, creating both business value and social impact. To overcome its lack of in-house experience in education and training, the bank partnered with nonprofit organizations specializing in this field. The holistic program combined a cybersecurity academy, a one-year internship and soft skills training How can a financial institution turn a cybersecurity challenge into social good?
- [In the field with Mastercard](https://www.imd.org/research-knowledge/digital-transformation/articles/in-the-field-with-mastercard/) - At a glance By making huge bets on designing for modularity and empowering its ecosystem partners, Mastercard has – despite entering the digital and mobile revolution as an incumbent – emerged as the orchestrator of a global payments platform that powers a large share of the world’s commerce. In the process, the company successfully anticipated A challenger mindset: How did an incumbent in payment processing reinvent itself as the central player in a tech-driven global innovation ecosystem?
- [In the field with HP](https://www.imd.org/research-knowledge/sustainability/articles/in/the/field/with/hp/) - At a glance HP launched Amplify Impact in 2021 to support its channel partners on their sustainability journey. The team overcame challenges including limited resources and tight timing to create a program that did not rely on financial incentives to engage channel partners. The program scaled globally, involving 4,800 partners and influencing billions in sustainability-driven
- [The battle for digital disruption: startups vs incumbents](https://www.imd.org/research-knowledge/strategy/articles/the-battle-for-digital-disruption-startups-vs-incumbents/) - The Global Center for Digital Business Transformation, an IMD and Cisco initiative, surveyed nearly 1000 executives across 15 industries about their attitudes and behaviors towards digital disruption. One objective for this research was to identify the source of digital disruption – startups or incumbent firms. Many of the popularized stories of digital disruption come from
- [Why are companies setting up shop in the most expensive country in the world?](https://www.imd.org/research-knowledge/economics/articles/why-are-companies-setting-up-shop-in-the-most-expensive-country-in-the-world/) - Without a doubt, Switzerland has been one of the most successful economies over the past several decades. It sits atop most international rankings in terms of productivity, innovation capacity, life satisfaction and competitiveness. Many of its companies are industry leaders and the country’s major value-enhancing innovations have ranged from Velcro to the Red Cross. Switzerland
- [Digital Disruption – Beware of the success trap](https://www.imd.org/research-knowledge/strategy/articles/digital-disruption-beware-of-the-success-trap/) - The hardest type of corporate renewal, by far, is that of transforming the successful firm. Despite the fact that we live in times of fast change and frequent competitive and technological disruption, many successful firms are unable to change in spite of fully knowing that current recipes won't cut it a few years down the line.
- [Talent competitiveness and leadership quality](https://www.imd.org/research-knowledge/economics/articles/talent-competitiveness-and-leadership-quality/) - Public policies can strongly influence the quality of leadership capabilities and competencies available in a particular country. For example, policies that increase education expenditure, personal security and workforce internationalization may determine the supply of high quality business leaders. To assess what public policies might have the greatest impact on high quality leadership, we performed a
- [Board & Strategy](https://www.imd.org/research-knowledge/corporate-governance/articles/board-strategy/) - Assessing and Mapping Your Strategic Responsibilities for True Effectiveness Boards are ultimately responsible for the long-term success of their organisations. This means that boards cannot neglect strategy; it must be one of the central elements of the board’s activities. Unfortunately, there is a great deal of confusion among boards as to what they should and
- [Tesla’s problem: overestimating automation, underestimating humans](https://www.imd.org/research-knowledge/strategy/articles/teslas-problem-overestimating-automation-underestimating-humans/) - Tesla was hoping to produce 5,000 new Model 3 electric cars each week in 2018. So far, it has failed to manufacture even half that number. Questioned on the matter, the company’s CEO, Elon Musk, claimed that “excessive automation was a mistake” and that “humans are underrated”. He’s not wrong – the recent drive for
- [Social justice: Bridge over troubled waters](https://www.imd.org/research-knowledge/competitiveness/articles/com-february-2020/) - How cohesive a society is depends on the attitudes that manage the relationships among different social groups. Yet, these relationships are often dominated by a majority group or coalitions of similarly minded groups over at least one dimension. Thus, other groups may find that their opportunities are compromised because of gender, race or religion. Social
- [Landmark financial sustainability regulation is finally here. Now what?](https://www.imd.org/research-knowledge/sustainability/articles/landmark-financial-sustainability-regulation-is-finally-here/) - Demand for ESG products has boomed in recent years and shows no signs of slowing down. Investors are increasingly moving beyond the simple risk-return paradigm to ask how they can deploy capital that reflects their values and beliefs to create positive impact and serve as a lever for sustainable change. For their part, corporations are
- [In the field with CO-RO](https://www.imd.org/research-knowledge/articles/in-the-field-with-co-ro/) - At a glance After years of steady growth in international markets, Danish fruit drink manufacturer CO-RO faced challenges due to its over-reliance on a few key regions. Heavy dependence on core markets in the Middle East made the company vulnerable to external disruptions. By proactively introducing new strategies focused on diversification and innovation, CO-RO adapted
- [Coca-Cola’s swoop for Costa Coffee will cut its exposure to sugar and plastic bottles](https://www.imd.org/research-knowledge/marketing/articles/coca-cola-buys-costa-coffee-john-walsh/) - Coca-Cola’s £3.9 billion acquisition of Costa Coffee has made quite a ripple. Atlanta-based Coca-Cola is obviously best known for its soft drinks portfolio, found in supermarkets, kiosks, hotels, bars and restaurants around the world. Costa, headquartered in the UK, has 3,800 coffee shops in over 30 countries with about two-thirds in its UK home market.
- [Will Amazon do to the grocery industry what it did to ecommerce?](https://www.imd.org/research-knowledge/digital/articles/will-amazon-do-to-the-grocery-industry-what-it-did-to-ecommerce/) - Amazon has been busy lately. After entering the grocery delivery market with Amazon Fresh and buying Whole Foods, it is now in the process of launching its own supermarket, Amazon Go. These moves have many wondering if Amazon is about to transform the grocery business just as it did ecommerce and publishing. Actually this is a very different market.
- [Making generational differences work: What empirical research reveals about leading millennials](https://www.imd.org/research-knowledge/leadership/articles/making-generational-differences-work-what-empirical-research-reveals-about-leading-millennials/) - Generational differences – reality versus rumor The topic of generational differences is one that never seems to go away. There has always been a certain amount of narrative and debate about what the differences are and how they influence organizational dynamics. Yet it is important to bear in mind that generational categories are somewhat arbitrary
- [In the field with Legendary Foods Africa](https://www.imd.org/research-knowledge/articles/in-the-field-with-legendary-foods-africa/) - At a glance Legendary Foods Africa aims to provide affordable, sustainable and nutritious protein through palm weevil larvae farming in West and Central Africa. Using innovative vertical farming, the company cultivates its larvae stock year-round with minimal environmental impact compared to traditional livestock farming. Legendary Foods Africa’s offering expanded from fresh and frozen larvae to
- [Is agility the latest management fad? Or not?](https://www.imd.org/research-knowledge/agility/articles/is-agility-the-latest-management-fad/) - As a business school professor who deals with top management thinkers and senior executives day-in and day-out, all I hear about these days is ‘we need to be more agile,’ ‘Agile is the new digital’ and other various praises of Agile management. For those of us that have been in the world of business for
- [Why hidden agendas are stopping you from sticking with your goals](https://www.imd.org/research-knowledge/strategy/articles/why-hidden-agendas-are-stopping-you-from-sticking-with-your-goals/) - In January, many of us reflect on the year that’s passed, form new goals and think about what we want to change, achieve or overcome in the year ahead. Sadly though, as anyone who has ever made a New Year’s resolution likely knows, these intentions – however strong, valued and important they may be –
- [In the field with the International Olympic Committee](https://www.imd.org/research-knowledge/sustainability/articles/in-the-field-with-the-international-olympic-committee/) - At a glance With the goal of being a role model in sustainability and inspiring other organizations in the sports community, the IOC has made significant progress in reducing its environmental footprint. The organization has implemented a carbon management system using the GHG Protocol to systematically measure, understand and reduce emissions. Key reduction strategies include
- [Jebsen and Jessen Family Enterprise: Masters of entrepreneurial partnerships](https://www.imd.org/research-knowledge/corporate-governance/articles/jebsen-jessen-family-enterprise-masters-of-entrepreneurial-partnerships/) - Receiving one of the most prestigious accolades for "excellence in family business" was a memorable moment for Hans Michael Jebsen and Heinrich Jessen – the two principal shareholders of Jebsen & Jessen Family Enterprise who gathered in Suzhou, China last November to be presented the IMD-Lombard Odier Global Family Business Award. Both belonged to the
- [Why family philanthropy will gain importance in resolving today’s challenges](https://www.imd.org/research-knowledge/family-business/articles/why-family-philanthropy-will-gain-importance-in-resolving-todays-challenges/) - Leaders around the world are confronted with major challenges, many of which seem too big to be resolved by one single stakeholder alone. The fourth industrial revolution is disrupting the way we live and work, forcing us to rethink our strategies and core beliefs. Will we be replaced by robots? Will we need to have
- [Has the world become more globalized?](https://www.imd.org/research-knowledge/competitiveness/articles/2017-com-november/) - How open an economy is affects its size and the level of competitiveness of the country. The free flow of goods and services, talent, and ideas benefits economies in many ways from making them more efficient to transferring know-how, to facilitating the adoption of new technologies. The generally optimistic move towards a more connected world,
- [In the field with Turkcell](https://www.imd.org/research-knowledge/digital/articles/in-the-field-with-turkcell/) - At a glance Turkcell faced the challenge of flagging revenues due to competition from digital disruptors like WhatsApp and other over-the-top service providers (OTTs), combined with the need to invest heavily in its telecom network. This posed a long-term threat to the company’s viability. It decided to transform itself into a digital experience provider –
- [Big business models are back-to-front](https://www.imd.org/research-knowledge/value-creation/articles/big-business-models-are-back-to-front/) - Large firms have been treating their shareholders as their most critical stakeholders. In the short run this might make sense, but not in the long term. The author argues that in order to safeguard and increase the industry’s long-term performance and cash flows, it is critical that big business starts to identify their critical stakeholders
- [In the Field with Avon](https://www.imd.org/research-knowledge/value-creation/articles/in-the-field-with-avon/) - At a Glance In 2018, Avon’s board appointed Jan Zijderveld as CEO to turn around Avon. Within 20 months, the incoming leader had implemented a series of radical measures, quick enough to induce major changes in the company culture but not so rushed that they induced panic. After two years, Zijderveld’s last move before leaving
- [What have digital and social media done to your strategy and what should you do about it?](https://www.imd.org/research-knowledge/marketing/articles/what-have-digital-and-social-media-done-to-your-strategy-and-what-should-you-do-about-it/) - Almost 100 senior executives with diverse industry backgrounds and expertise attended an IMD Discovery Event on digital and social media. They had the opportunity to analyze how these media have changed the customer decision journey and how they should respond to leap ahead of their competitors. Today more than 3.2 billion people are online, and
- [OPTING FOR EXCLUSIVITY](https://www.imd.org/research-knowledge/marketing/articles/opting-for-exclusivity/) - The story An Argentine of Italian origin, Lando Simonetti built a career in the US fashion industry before returning to Argentina in 1985 and founding La Martina. A keen polo player in his youth, Mr Simonetti saw an opportunity to provide professional players with high-quality equipment. He began by making leather saddles and boots, then
- [Bringing the family back into the business](https://www.imd.org/research-knowledge/marketing/articles/bringing-the-family-back-into-the-business/) - Surprisingly, most family businesses do not see the value in communicating about their history, their values and their long-term vision as owners of a company. Of course, it is easier not to put the family’s reputation on the line. But that also means missing out on the advantages that come with it. In today’s increasing
- [How to optimize your company’s digital marketing efforts](https://www.imd.org/research-knowledge/digital/articles/how-to-reshape-your-companys-digital-marketing-efforts/) - While at first the digital was considered as one more channel to cope with, marketers soon realized that digitization was going to fundamentally transform the marketing function. Not surprising, many companies still struggle to cope with the disruptive force of digitization in marketing. Building on the experience matured at Zalando in the reshaping of its digital-marketing efforts, in this article we analyze five steps that companies can take to redesign their digital-marketing activities in today’s fast-changing environment. Zalando, Europe’s largest online fashion retailer, sells over
- [Coronavirus: why we should keep our eyes and ears open as well as our hands clean](https://www.imd.org/research-knowledge/communication/articles/coronavirus-why-we-should-keep-our-eyes-and-ears-open/) - What if the infodemic is causing more damage than the pandemic? The world’s headlines have been dominated by COVID-19 for about two months and as the virus continues to spread this wall-to-wall coverage is likely to continue. At the time of writing, the US has banned travel from most of Europe and all six of
- [Co-creating transformation journeys](https://www.imd.org/research-knowledge/communication/articles/co-creating-transformation-journeys/) - Twenty-eight learning and development (L&D) professionals gathered at IMD on November 7-8, 2013 to participate in our inaugural Cocreating Transformation Journeys event. The event represented IMD’s commitment to give back to our valued partners, from whom we have learned so much over the years. Professor Anand Narasimhan and Research Fellow Jean-Louis Barsoux have co-written the
- [How China is rebooting retail](https://www.imd.org/research-knowledge/china/articles/how-china-is-rebooting-retail/) - The story of shops closing and the decline of retail has become a familiar one across the Western world. Giants such as Walmart and Macy’s in the US, and Marks and Spencer in the UK have been forced to close stores amid falling sales. Toys ‘R’ Us is shutting up shop altogether in the US.
- [Has Apple changed the online advertising game?](https://www.imd.org/research-knowledge/advertising/articles/has-apple-changed-the-online-advertising-game/) - Apple recently quietly updated its operating system during the release of its new IPhones. What went unnoticed is that its cookie policy also changed. What effect does that have on the company’s ability to track users and will that give Facebook or Google the upper hand? Watch IMD Professor Amit Joshi explain in the latest
- [Cross-cultural leadership](https://www.imd.org/research-knowledge/leadership/articles/cross-cultural-leadership/) - In an ever more globalized business environment, how can culturally diverse teams learn to work together? In this Tomorrow’s Challenge, Professor Ben Bryant and Research Fellow Karsten Jonsen, explain how an unusual leadership development program helped one global organization to cross the cultural divide. As the global trade organization for the air transport industry, the
- [Seven trends that will affect the future of marketing](https://www.imd.org/research-knowledge/marketing/articles/seven-trends-that-will-affect-the-future-of-marketing/) - Trying to predict the future is always a risky thing to do; most of us are terrible at it. But if I had to bet on what the near term will hold, I would put my money on the following 7 trends
- [Strategy is dead? Long live strategic thinking!](https://www.imd.org/research-knowledge/strategy/articles/strategy-is-dead/) - Strategy is a dead concept say Bill Fischer and Michael Wade, two of my colleagues at IMD. The world is moving too fast for strategy. Industry boundaries are blurring, new entrants and technologies are emerging in unexpected places. Customers prefer excitement to continuity. In the midst of all this rapid change, strategic positioning in an
- [Reinventing the managerial mindset](https://www.imd.org/research-knowledge/strategy/articles/reinventing-the-managerial-mindset/) - Big change in an organization’s environment requires big, thoughtful, responses. The bigger the change, the more we need a willingness to reconsider every attribute of an organization’s business model. We live in a world of great volatility and surprise, as evidenced by the current financial crisis that is impacting markets around the world. At such
- [5 Leadership styles in a nutshell](https://www.imd.org/research-knowledge/leadership/articles/5-leadership-styles-in-a-nutshell/) - Daniel Goleman’s work on leadership styles is well-known, and I introduce them in my High Performance Leadership Program for Senior Executives and my online based program Learning Leadership. Here is a handy explanation of what each style involves and when it can be appropriate to use: Coercive leadership What is it? Coercive leadership is a command and
- [Eight simple investing rules you can borrow from cryptocurrency traders](https://www.imd.org/research-knowledge/finance/articles/simple-investing-rules-you-can-borrow-from-cryptocurrency-traders/) - Stop, drop & roll. Everybody knows what to do should they catch on fire. By contrast, financial literacy is extremely low, and many people lack a basic understanding of financial management. A record number of people have accumulated a record level of debt. What are some simple rules of financial management we should follow? Financial
- [How a small company used big data to increase its sales](https://www.imd.org/research-knowledge/marketing/articles/how-a-small-company-used-big-data-to-increase-its-sales/) - Narellan Pools, an Australian-based swimming pool builder, leveraged big data to glean customer insights. The resulting marketing campaign generated a ratio of revenue to expenditure of 54:1. Australia’s climate generates demand for swimming pools. However, recently, higher house prices have left heavily-indebted Australian home-purchasers with little money to add a pool. Also, higher prices have
- [It’s time for Apple to buy these tech giants](https://www.imd.org/research-knowledge/strategy/articles/its-time-for-apple-to-buy-these-tech-giants/) - As Apple’s stock climbed to its fifth record in March on Tuesday, and it’s 11th record this year, it’s a good time to take a serious look at what the tech giant should take on next. Apple is renowned for being a great disruptor, relying on a “build rather than buy” approach. However, when the
- [It takes more than members to make a team](https://www.imd.org/research-knowledge/leadership/articles/it-takes-more-than-members-to-make-a-team/) - How many scientists does it take to make a team? Far from being just a riddle, the question is an important one for the way we build and manage the teams that are so central to realizing our organizational, scientific and technical futures. Add too many scientists and the presumed risk is of slowing down
- [Digitalization: a fresh idea for the fruit and veg supply chain](https://www.imd.org/research-knowledge/operations/articles/digitalization-a-fresh-idea-for-the-fruit-and-veg-supply-chain/) - The cost of global food waste and loss is estimated to be $940 billion a year. For businesses, this represents a significant proportion of shrinkage in retail supply chains and it has a direct impact on companies’ triple bottom lines. There could be a great opportunity here for cost savings and to reduce environmental and
- [San Patrignano and the social dimension of sustainability, a systems approach](https://www.imd.org/research-knowledge/business-ethics/articles/san-patrignango-and-the-social-dimension-of-sustainability-a-systems-approach/) - Sustainability initiatives often fall short of their desired objective. While previous discussions have cited faults within an organization and/or the process it commits to when pursuing sustainability, sometimes the problem is due to the system into which an initiative is released. While there may be a tendency to fix the system from within or do
- [Courageous leadership is needed now to address systemic challenges](https://www.imd.org/research-knowledge/leadership/articles/courageous-leadership-is-needed-now-to-address-systemic-challenges/) - We are living in an era of geopolitical fragility. Democratic principles and liberal values are under threat. Maintaining a value-based society requires courage – from all of us. Every day, we are encouraged to stand up for what is important to us as a society and to speak up when our shared values are infringed.
- [Gender parity: Key trends in women's empowerment](https://www.imd.org/research-knowledge/competitiveness/articles/2018-com-march-wip/) - To celebrate the many accomplishments by women and acknowledge the on-going efforts for gender parity, this issue of the Criterion of the Month explores the evolution of three key areas of women participation and decision-making in the last decade. Women on boards The following graph captures the significant increase in the percentage of board seats
- [Changing employee behavior](https://www.imd.org/research-knowledge/organizational-behavior/articles/how-can-you-motivate-employees-to-change-their-behavior/) - More than 40 participants from around 20 companies attended a Discovery Event to learn about new ideas and frameworks on talent management, specifically those related to changing employee behavior. In a stimulating and open environment, they exchanged ideas, as well as sharing challenges and insights. As anyone who has enthusiastically resolved to do more sport
- [Learning from Success and Failure](https://www.imd.org/research-knowledge/leadership/articles/learning-from-success-and-failure/) - Ever since Morgan McCall published the now famous learning mantra for executive development – known as “the 70:20:10 rule” – it has become one of the most frequently cited executive development principles. The basic message is that most learning (70%) takes place through “experience in a role” whereas “coaching sessions” and “training programs” account for
- [China’s reforms 40 years on: What’s next?](https://www.imd.org/research-knowledge/china/articles/chinas-reforms-40-years-on-whats-next/) - The Chinese economy was on the verge of collapse after a ten-year period of extreme chaos known as the Cultural Revolution which shook the country between 1966 and 1976. In May 1978, the Guangming Daily, a party mouthpiece, published a special commentator's article entitled: "Practice is the only standard for testing truths," which officially ushered
- [Apple HomePod is already losing the smart speaker battle](https://www.imd.org/research-knowledge/strategy/articles/apple-homepod-is-already-losing-the-smart-speaker-battle/) - The war for your digital home is waging. Apple has finally followed Amazon, Google and Microsoft by launching a smart speaker with a voice-controlled artificial intelligence assistant. Yet even though the “HomePod” is another technological marvel, there’s a chance Apple is already losing the battle. The competition isn’t just through the sound quality of the
- [Overture: Develop agility for digital business transformation](https://www.imd.org/research-knowledge/digital/articles/overture-develop-agility-for-digital-business-transformation/) - This is the second in a 4-part series of articles about digital disruption by the Global Center for Digital Business Transformation (DBT Center), a joint initiative of IMD business school and Cisco. The series explores how digital disruption is altering traditional competitive dynamics in virtually every industry – and what you can do to ensure
- [Put purpose at the core of strategy](https://www.imd.org/research-knowledge/strategy/articles/put-purpose-at-the-core-of-strategy/) - Competition for new growth and opportunity is fierce and relentless. In this fight, business leaders are often left puzzled as to why their strategies, the result of arduous planning and painstaking research, struggle to beat expectations and differentiate their company in the marketplace. Most corporate strategy today suffers from three faults. It is too internally
- [How disruption is redefining leadership](https://www.imd.org/research-knowledge/technology-management/articles/how-disruption-is-redefining-leadership/) - Imagine that you are an executive overseeing retail banking at a large financial services company. In addition to the normal challenges you face as one of the company’s leaders, you are confronted with a raft of new ones. Your main lines of business, savings accounts, loans, mortgages, payments and currency transactions, are all being attacked
- [Digital Business Transformation, the game changer](https://www.imd.org/research-knowledge/digital/articles/digital-business-transformation-the-game-changer/) - The explosion in the use of digital technologies is changing the dynamics of competition in many industries. But digital business transformation (DBT) is about more than an increased use of devices and software, or going paperless. It is also about the organizational changes needed for digital technologies to bring about material improvements in corporate performance,
- [Why omnichannel will define retail in 2021: the surprising comeback of the physical store](https://www.imd.org/research-knowledge/agility/articles/why-omnichannel-will-define-retail-in-2021-the-surprising-comeback-of-the-physical-store/) - In the midst of the COVID-19 pandemic, while most physical retailers were scrambling to avoid bankruptcy, remarkably, one company recorded its best performance ever and a few others returned to positive numbers. Guess what? The most digitally sophisticated companies were the winners. We know that the pandemic has accelerated digitalization by an order of magnitude;
- [Ikea v Pepperfry: India the venue for a David and Goliath furniture fight](https://www.imd.org/research-knowledge/strategy/articles/ikea-v-pepperfry-india-the-venue-for-a-david-and-goliath-furniture-fight/) - Ikea is celebrating its first anniversary of operating in India. Even though the company secured regulatory approval to enter the country in 2013, it took five years of effort and significant investment before the first Ikea megastore opened its doors to Indian consumers in Hyderabad in 2018. The response was overwhelming – 40,000 shoppers turned up
- [Reflections on the economic implications of COVID-19](https://www.imd.org/research-knowledge/competitiveness/articles/com-march-2020/) - Coronavirus entered our lives and our vocabulary in just December 2019 but has quickly become a daily feature of them, and a global public health crisis. The repercussions are not symmetric, as people with fragile health and older generations are affected disproportionally more than the rest. Aside from the human suffering, the economic implications are
- [Supply Chain 4.0](https://www.imd.org/research-knowledge/strategy/articles/supply-chain-4-0/) - In an amazing twist, technology is rendering the old fundamentals of supply chain management obsolete. In Russia, Adidas increased sales in Moscow by double digits in 24 hours, thanks to a supply chain initiative. At the same time Amazon is now looking at using drones to deliver products, a very expensive move, but one the
- [GDP is dead. Long live ‘happiness’](https://www.imd.org/research-knowledge/economics/articles/gdp-is-dead-long-live-happiness/) - The modern concept of Gross Domestic Product (GDP) was developed by economist Simon Kuznets in 1934. Since then, and especially after the Bretton Woods Accords, GDP has been the accepted standard for measuring and managing the size of an economy. It is based on simple accounting and can be calculated using output, expenditure, or income
- [Developing unique business models: Going beyond services/solutions](https://www.imd.org/research-knowledge/organizational-design/articles/developing-unique-business-models-going-beyond-servicessolutions/) - “If I hear the call to ‘innovate’ one more time...” “Innovate! Innovate! Innovate!” It’s become a numbing mantra. Your company strives to innovate and differentiate, but do you have a sneaking suspicion that your buyers see less and less meaningful differentiation between your offer and that of your competitors? Is your pricing power eroding? Take
- [Revolut: Could allegations of Russian involvement sidetrack a fintech revolution?](https://www.imd.org/research-knowledge/finance/articles/revolut-could-allegations-of-russian-involvement-sidetrack-a-fintech-revolution/) - Revolut has been one of the biggest disruptors to the banking industry in recent years. The fintech company is intent on revolutionizing international payments – and it has. With traditional banks, international payments are monopolized by the Swift system. Customers pay a hefty fee for transfers, which very often do not require any effort on
- [Secrets of success in long-lasting family firms](https://www.imd.org/research-knowledge/family-business/articles/secrets-of-success-in-long-lasting-family-firms/) - Dino Frescobaldi, a poet of the late 13th/early 14th century, played an important role in the development of Italian literature by salvaging the first seven cantos of Dante’s Divine Comedy when the more famous poet was forced to flee Florence for political reasons. This was not Frescobaldi’s only legacy: He was also a member
- [Leadership and character](https://www.imd.org/research-knowledge/leadership/articles/leadership-and-character/) - More than 180 executives attended an IMD Discovery Event that explored the issue of leadership and character. The participants – senior leaders from a variety of industries and companies – went through a journey of self-discovery that gave them the opportunity to reflect on their own leadership experiences and those of others in their organizations.
- [Dead unicorns on the horizon](https://www.imd.org/research-knowledge/start-up/articles/dead-unicorns-on-the-horizon/) - Just as in the Game of Thrones series, the “winter is coming”, and with it, so are huge risks to investors and employees of the so called unicorns. Unicorns are broadly defined as start-ups worth $1 billion or more. Once rare and mythical, there are now more than 100 unicorns according to some estimates. However,
- [The death of dignity: Do we really want our leaders to be truly authentic?](https://www.imd.org/research-knowledge/leadership/articles/the-death-of-dignity-do-we-really-want-our-leaders-to-be-truly-authentic/) - In reflecting back on the last 18 months of the U.S. election, I experienced many emotions: sadness, anger, pity, confusion. But one thing that stuck with me most was a change that I have seen gradually building over the last few decades: the death of dignity. What do I mean by dignity? According to the
- [Formula One motor firms are becoming textbook cases in how to successfully branch into other sectors](https://www.imd.org/research-knowledge/digital/articles/formula-one-motor-firms-are-becoming-textbook-cases-in-how-to-successfully-branch-into-other-sectors/) - The new Formula One season has kicked off with the Australian Grand Prix. Like every year, there are changes afoot: new drivers, tweaks in vehicle aerodynamics, revised rules and regulations. But behind the scenes, another transformation is taking place. In both the UK Motorsport Valley and the Italian Motor Valley – the two regions where
- [Brexiteers should face harsh consequences](https://www.imd.org/research-knowledge/leadership/articles/brexiteers-should-face-harsh-consequences/) - While I think collective punishment is small and often self-defeating, I think the U.K. needs to face harsh consequences for abandoning the E.U. Why? In a word, deterrence. Brexit strikes at the heart of the European project, a hard-won accomplishment that ended hundreds of years of violence between national states, and brought economic prosperity to
- [The dangers of an unpredictable leader](https://www.imd.org/research-knowledge/leadership/articles/jennifer-jordan-on-what-type-of-leader-donald-trump-would-be/) - During a recent interview, American Presidential candidate Donald Trump stated in response to a question about his foreign policy agenda, “I’d rather not play my cards… I want to be unpredictable”. This sentiment is nothing new for Trump. When talking to Fox News last October about America’s debt limit he responded to Chris Wallace with,
- [Into the moment: Mindful leadership in an adaptive era](https://www.imd.org/research-knowledge/leadership/articles/into-the-moment-mindful-leadership-in-an-adaptive-era/) - In June 2012, some 200 members of the IMD Corporate Learning Network gathered for a special Discovery Event on leadership. For a day and a half, participants had a chance to network and to explore some of the emerging theories and practices of leadership development: how leaders need to react in a skillful and mindful
- [Three barriers holding back the next wave of female digital leaders](https://www.imd.org/research-knowledge/digital/articles/three-barriers-holding-back-the-next-wave-of-female-digital-leaders/) - As it stands, the current reality for female digital leaders and tech entrepreneurs is grim. Despite a healthy demand for digital talent, the lack of diversity in tech continues to be pervasive. A recent BCG article highlights that women constitute only 25% of the STEM (science, technology, engineering, and math) workforce, with just 9% occupying
- [Could Blockchain revolutionize philanthropy?](https://www.imd.org/research-knowledge/digital/articles/could-blockchain-revolutionize-philanthropy/) - Blockchain is one of the most hyped technologies of the 21st century. Blockchain enthusiasts predict that within the next couple of years the technology will entirely disrupt the world we live in, including the world of philanthropy. However, philanthropists and many other involved stakeholders have developed unrealistic expectations about how blockchain can rejuvenate the third sector.
- [Brexit shows up the failures of globalisation, with hate advancing across the globe and humanity in retreat](https://www.imd.org/research-knowledge/economics/articles/brexit-shows-up-the-failures-of-globalisation/) - There is something quintessentially British about Brexit. As I wrote in another article before the results were known, whether the British exit or not remains to be seen, but the fact is they never truly entered. Splendid isolationism is still part of the DNA, at least among 52 per cent of the population (those who
- [In the field with Ping An](https://www.imd.org/research-knowledge/digital/articles/in-the-field-with-ping-an/) - How can an incumbent go beyond the boundaries of its traditional business and become a tech giant? At a glance Ping An successfully built up its technology capability and transformed from a traditional financial services firm to a technology ecosystem. It incubated 11 technology affiliates across five verticals: financial services, health care, automobiles, real estate
- [AI’s bias challenge](https://www.imd.org/research-knowledge/digital/articles/ais-bias-challenge/) - Headlines about bias in Artificial Intelligence keep on coming. This week the AI Now Institute, based at New York University, released a report calling the field of AI a “diversity disaster”. Last week Facebook was in the hot seat for allegations of bias in its ad-targeting algorithms. That’s on top of a recent privacy-related law
- [Board Oversight of Geopolitical Risks and Opportunities](https://www.imd.org/research-knowledge/corporate-governance/articles/board-oversight-geopolitical-risks-opportunities/) - Introduction Geopolitics is “the study of the effects of Earth’s geography (human and physical) on politics and international relations.”[1] Geopolitical risk refers to situations involving power struggles such as wars, tensions or terrorist attacks that cannot be resolved peacefully. An escalation of geopolitical events can lead to outright wars, violence, political uncertainty, trade wars, tariffs,
- [Brexit signals a rift between the elite and the rest of the population](https://www.imd.org/research-knowledge/economics/articles/brexit-signals-a-rift-between-the-elite-and-the-rest-of-the-population/) - The UK historically voted to leave the European Union sending global markets into turmoil. IMD caught up with Professor Didier Cossin, finance expert and author of the recent book “Inspiring Stewardship,” to discuss the causes and what’s next. Are you pessimistic or optimistic about the results of the Brexit vote? I am quite pessimistic. It
- [Leadership on steroids: 3 key questions to make business fun again in turbulent times](https://www.imd.org/research-knowledge/leadership/articles/leadership-on-steroids-key-questions-make-business-fun-again/) - The lows of the pandemic have had the positive effect of making individuals look for joy as an antidote: joy in nature, in the small things and in creativity. But have we looked for joy in our businesses? Those questions have helped me reset my business in turbulent times and have also doubled up as
- [Designing powerful blended leadership development experiences](https://www.imd.org/research-knowledge/leadership/articles/designing-powerful-blended-leadership-development-experiences/) - To design superior team and leadership development experiences, start by identifying the desired business impacts you aspire to achieve, focusing first on the dimensions that can only be achieved through F2F immersion (that is, being together in the same physical space). Only when you have designed these “anchor” F2F immersive experiences can you develop the
- [Developing Win-Win Strategies for China’s Small Entrepreneurs](https://www.imd.org/research-knowledge/finance/articles/developing-win-win-strategies-for-china-small-entrepreneurs/) - By identifying and overcoming financial hurdles in local business cycles, China’s regional banks are playing an increasingly critical role in moving China’s domestic economy forward. Yilong Xu, in charge of Nanyue Bank’s microfinance operations, is a pioneer in this respect, especially when it comes to identifying loan opportunities that may aid small entrepreneurs often overlooked
- [Dynamically designed around human connection, the hybrid office is the workplace your team needs](https://www.imd.org/research-knowledge/organizational-change/articles/dynamically-designed-around-human-connection-the-hybrid-office-is-the-workplace-your-team-needs/) - Our working environments have shifted overwhelmingly to being home-based thanks to pandemic restrictions, and for many organizations there seems to be no going back. However, far from being obsolete, the office is a valuable space that stimulates collaborative dynamism, innovative thinking and problem solving potential. Revitalizing the space to amplify these features is key to
- [The art of retreat: If you are going to lose, do it like Uber](https://www.imd.org/research-knowledge/strategy/articles/the-art-of-retreat-if-you-are-going-to-lose-do-it-like-uber/) - Uber announced that it is selling its Chinese operations to Didi Chuxing, its great Chinese nemesis. Uber is exiting the very market that its CEO Travis Kalanick declared to be, “the #1 priority for Uber’s global team” in an email less than one year ago. Yesterday, he was more circumspect in a blog post, “As
- [How COVID-19 vaccines turned the pharmaceutical supply chain into the ultimate gamble](https://www.imd.org/research-knowledge/supply-chain/articles/how-covid-19-vaccines-turned-the-pharmaceutical-supply-chain-into-the-ultimate-gamble/) - As the world races to vaccinate as many people as possible in the shortest possible time to save lives, the supply chain of pharmaceutical companies has become a very hot geopolitical battle. This is surprising for many supply chain experts because they have known since the beginning of 2020 that the supply chain was going
- [An innovation hotbed](https://www.imd.org/research-knowledge/strategy/articles/an-innovation-hotbed/) - We’ve seen many foreign investments in the digital scene of China. Perhaps the largest recent example is with Uber’s Chinese competitor, Didi Chuxing (Didi for short). This privately-held company, headquartered in Beijing, recently raised $7.3 billion in funding with one billion coming directly from Apple. A young business, Didi was created in 2015 from two
- [Preparing to be at the wheel – why family business education matters!](https://www.imd.org/research-knowledge/corporate-governance/articles/preparing-to-be-at-the-wheel-why-family-business-education-matters/) - All over the world, families are looking for recipes to well prepare their next generations as potential successors for operational or board roles with businesses and family organizations. Educating the next generation on family business matters is complex for both senior and next-generation family members. The list of activities that help shape and prepare the
- [The Disruption-Fit Leader](https://www.imd.org/research-knowledge/disruption/articles/the-disruption-fit-leader/) - In management thinking circles over the years, VUCA has become somewhat of a buzzword to describe a business landscape that is volatile, unpredictable, complex and ambiguous. Now many are beginning to question it: Does it really exist, or did leaders create it, so they could blame it for some kind of uncontrollable fate instead of
- [Agile leadership in an age of digital disruption](https://www.imd.org/research-knowledge/leadership/articles/agile-leadership-in-an-age-of-digital-disruption/) - Over 90 executives attended a recent IMD Discovery Event to learn about the leadership knowledge, skills and behaviors required to succeed in a digitally disruptive environment. New research from the Global Center for Digital Business Transformation, an IMD and Cisco Initiative, revealed why leaders need to adapt their approach, and how they can go about
- [In the field with Sheng Siong](https://www.imd.org/research-knowledge/family-business/articles/in-the-field-with-sheng-siong/) - In a Singapore heartland, a Sheng Siong Supermarket cashier paused to inspect a loaf of bread. Noticing a small hole, she swiftly replaced it, ensuring the customer left with a perfect product. This moment, shared by a customer on Facebook, encapsulates Lim Hock Chee’s philosophy: Founded in 1985 as a small pork stall, Sheng Siong How can traditional values thrive in a modern, competitive marketplace?
- [Innovation Governance: How Proactive is your Board?](https://www.imd.org/research-knowledge/corporate-governance/articles/innovationgovernance/) - All global business and technology trends point in the same direction: there is a need for more proactive and far-sighted management of innovation. Innovation for business reinforcement and growth – and for transformation in particular – are, of course, the prime responsibility of top management. Innovation governance – a holistic approach to steering, promoting and
- [The four tiers of conflict of interest faced by board directors](https://www.imd.org/research-knowledge/corporate-governance/articles/the-four-tiers-of-conflict-of-interest-faced-by-board-directors/) - Conflicts of interest abound at the board level. They constitute a significant issue in that they affect ethics: Discover the four tiers of conflict of interest faced by board directors
- [Why America would lose a trade war with China](https://www.imd.org/research-knowledge/economics/articles/why-america-would-lose-a-trade-war-with-china/) - During his election campaign, President Donald Trump threatened to impose 35% to 45% tariffs on Chinese imports to force China into renegotiating its trade balance with the U.S. The immediate result of that would be a fierce trade war that America would almost certainly lose. And while we don’t know yet whether Trump will follow
- [Digital business agility and workforce transformation](https://www.imd.org/research-knowledge/digital/articles/digital-business-agility-and-workforce-transformation/) - In May 2016, around 80 executives from 42 global organizations attended an IMD Discovery Event hosted by the Global Center for Digital Business Transformation. The aim of the event was to explore how Digital Business Agility (the cornerstone of competitiveness in the Digital Vortex) applies to the workforce. The Global Center for Digital Business Transformation
- [How to contextualize the impostor syndrome and minimize its impact](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/contextualizing-the-impostor-syndrome/) - The impostor “syndrome” refers to the notion that some individuals feel as if they ended up in esteemed roles and positions not because of their competencies, but because of some oversight or stroke of luck. Such individuals therefore feel like frauds or “impostors.” Despite the fact that impostor feelings are often linked to marginalized groups
- [A call for action to Switzerland’s economic decision-makers](https://www.imd.org/research-knowledge/economics/articles/a-call-for-action-to-switzerlands-economic-decision-makers/) - The Swiss government has announced its projections of the Swiss economy for 2020. In contrast with an original forecast of a growth in GDP of 1.7% released in December 2019, the new estimates predict a recession in 2020 with negative growth of -1.3%. The COVID-19 crisis is primarily a human emergency that is costing many
- [In mobile social networks China’s WeChat shows the way forward for Facebook](https://www.imd.org/research-knowledge/economics/articles/in-mobile-social-networks-chinas-wechat-shows-the-way-forward-for-facebook/) - Facebook recently launched a new “Instant Games” platform as part of its Messenger app. Instead of downloading yet another game from Apple iTunes or Google Play, users can now play games directly through Messenger, without ever leaving Facebook. These light-weight, HTML5-based games are designed to be ‘asynchronous,’ where players take turns to make a move
- [The cost of being too shy](https://www.imd.org/research-knowledge/economics/articles/the-cost-of-being-shy/) - A recession seems inevitable. Estimates by the Confederation at the beginning of the covid-19 crisis were that the Swiss GDP would contract by -1.3% in 2020. Of course the estimates do not take into account the latest developments (SECO’s forecast are as of March 19th), nor the good—but shy—plans coming from the Government and the
- [Behind the design of the COVID vaccine was one company pivoting at lightning speed and taking leaps of faith](https://www.imd.org/research-knowledge/entrepreneurship/articles/behind-the-design-of-the-covid-vaccine-was-one-company-pivoting/) - It has been decades since a single disruption destabilized the world to the extent that the COVID-19 pandemic has. The businesses that managed to thrive in the midst of all that uncertainty did so by pivoting, quickly finding ways to shift their attention to respond to the pandemic world. Governmental efforts to find a vaccine
- [Facebook’s new video service can’t compete with YouTube](https://www.imd.org/research-knowledge/digital/articles/facebooks-new-video-service-cant-compete-with-youtube/) - Google (goog) started out as a search company, Facebook (fb) a social media company, Amazon (amzn) an e-commerce company, and Tencent a messaging company. But these distinctions are becoming less relevant every day. Facebook’s announcement of a new video service called Watch to compete with YouTube and Netflix (nflx) did not come as a surprise
- [Here is how countries can get back to work without a COVID-19 vaccine](https://www.imd.org/research-knowledge/digital/articles/here-is-how-countries-can-get-back-to-work-without-a-covid-19-vaccine/) - As the world gears up to restart in face of the COVID crisis, people, organizations and governments are facing unprecedented strains. No one really knows the long-term impact of the dominant current solution – social distancing – on anything from the economy to the mental wellbeing of the population. There are many recommendations and plans
- [Board Oversight of Cyber Risks and Cybersecurity](https://www.imd.org/research-knowledge/corporate-governance/articles/board-oversight-cyber-risks-cybersecurity/) - Introduction Cybercrime – carried out using tactics such as stealing access credentials and infecting systems with malware, ransomware and phishing – poses a threat to data, processes, systems and customers. Even worse, cybercriminals might initiate a breach and exploit the incident by shorting the shares of their victims. Cybersecurity is therefore increasingly important for companies
- [Leading strategic initiatives in an era of uncertainty: When to commit to action](https://www.imd.org/research-knowledge/corporate-governance/articles/leading-strategic-initiatives-in-an-era-of-uncertainty-when-to-commit-to-action/) - 60 participants gathered at an IMD Discovery Event to learn how to better lead strategic initiatives in the face of different levels – and different types – of uncertainty: external strategic uncertainty and internal execution uncertainty. Analysis of real-life examples gave participants insights into how to create impact with strategic initiatives and how to improve
- [How philanthropists can harness data to make the world a better place](https://www.imd.org/research-knowledge/data-analytics/articles/how-philanthropists-can-harness-data-to-make-the-world-a-better-place/) - Just as John D. Rockefeller and Henry Ford did nearly a century ago, business leaders today, including Bill and Melinda Gates and Warren Buffett, are leading a new golden age of philanthropy to address some of the world’s most important challenges. One major difference for philanthropists in 2020 is the abundance of data available to
- [How to avoid being blindsided by disruption](https://www.imd.org/research-knowledge/competitiveness/articles/how-to-avoid-being-blindsided-by-disruption/) - Disruption has become a catch-all term to describe how nimble digital newcomers are displacing industry titans, but disruption is about more than technology: It reflects deep changes in the social, economic and business landscapes. For example, access to arable land will increasingly become a prickly issue as global warming alters the weather patterns that enable
- [The digital tsunami: How it impacts your business](https://www.imd.org/research-knowledge/agility/articles/digital-tsunami-how-it-impacts-your-business/) - Senior executives from 25 companies recently gathered in Lausanne to attend an IMD Discovery Event on how the digital revolution is impacting their businesses and to discover the opportunities and threats of this digital tsunami. The “digital tsunami,” with its virtualization of networks, IoT, big data and analytics, robotics and artificial intelligence (AI), is impacting
- [5 tips for making marketing matter](https://www.imd.org/research-knowledge/leadership/articles/5-tips-for-making-marketing-matter/) - Marketing is often one of the first budgets to be slashed in any crisis, and the COVID-19 pandemic is no exception. Instead of making your marketing budget a victim, take this opportunity to rethink how you can help your organization achieve the ultimate marketing goal – greater value to customers. Given today’s unique context and
- [From producer to service provider](https://www.imd.org/research-knowledge/strategy/articles/from-producer-to-service-provider/) - Industrial companies are increasingly defining themselves as “service providers” and offering customers “one-stop solutions”. They promise “total customer solutions” thanks to “integrated value chains”. But current empirical studies show that the transition from producer to service provider is often unsuccessful. Failure manifests itself in two forms: on the one hand customers complain that they don’t
- [7 questions to ask before joining an online program](https://www.imd.org/research-knowledge/leadership/articles/7-questions-to-ask-before-joining-an-online-program/) - Question 1: Will this program help me in my career? Unscrupulous providers, keen to get your credit card number, will undoubtedly respond with a resounding yes. However, this may be disingenuous. In order to answer this question properly, you must first be clear about your own learning objectives. If you don’t know why you are
- [A note on Finance Essentials for Directors](https://www.imd.org/research-knowledge/corporate-governance/articles/a-note-on-finance-essentials-for-directors/) - Companies around the globe have been working to create high-performance boards made up of directors with diverse backgrounds, not necessarily in finance. However, since accounting and finance drive a significant portion of the strategic decisions that boards make, directors need, and are expected to have, a strong grip on finance and accounting to be effective.
- [From triple towards one bottom-line](https://www.imd.org/research-knowledge/finance/articles/from-triple-towards-one-bottom-line/) - At the 2016 Annual General Meetings of Exxon and Chevron, institutional investors forced a vote on whether the companies should release detailed climate impact reports, adopt greenhouse gas emission reduction targets, and increase transparency of climate change lobbying efforts. Although there were not enough votes to carry the motions, there were enough (around 40%) to
- [Lessons from an unlikely candidate: Nokia in China (2001 to 2008)](https://www.imd.org/research-knowledge/digital/articles/lessons-from-an-unlikely-candidate-nokia-in-china-2001-to-2008/) - To many observers, the growth of the mobile phone market in China is staggering. According to the research firm Canalys, during the first quarter of 2012 sales of smartphones in China saw a year-over-year growth rate of 102%, in contrast with a mere 5% growth in the US market. Yet the market opportunity in China
- [The continuous attractiveness of Switzerland](https://www.imd.org/research-knowledge/competitiveness/articles/jan-2017-criterion/) - Why do MNCs such as Philip Morris and ABB choose Switzerland as a base for their operations? There are several significant factors that define the attractiveness of Switzerland. Among them, one can mention the existing corporate taxes (vis-à-vis tax rates in Germany, Japan and the USA), a stable political system underlined by a sound and
- [India’s Economic agenda, progressing or regressing? Navigating for success](https://www.imd.org/research-knowledge/economics/articles/indias-economic-agenda-progressing-or-regressing-navigating-for-success/) - A Discovery Event in June 2015 stimulated discussion of the broad changes in the Indian economic landscape as the Narendra Modi-led reform-minded, pro-business government completed its first year in office. A panel of speakers took stock, both at the macro policy initiatives level and at the business impact level. In a watershed event in India’s
- [Beyond copying Apple, here’s how WeChat is unseating the first app store in China](https://www.imd.org/research-knowledge/asia/articles/beyond-copying-apple-heres-how-wechat-is-unseating-the-first-app-store-in-china/) - In a market upswing, everyone’s a genius. “Only when the tide goes out,” Warren Buffett warned his fellow investors, “do you discover who's been swimming naked.” The upswing of the Chinese market over the past three decades has been so persistent that its businesses have seemed immune to the global turbulence taking place outside the
- [Agile vs. death-by-committee](https://www.imd.org/research-knowledge/digital/articles/agile-vs-death-by-committee/) - The writing is on the wall: if you want to innovate in the digital world, you must be agile. Four of the top five companies by market cap (Microsoft, Apple, Alphabet and Amazon) use Agile methodologies. They are thus able to deliver a stream of tightly-integrated product systems. Yet, Agile doesn't stop at Silicon Valley.
- [Smart cities: World’s best don’t just adopt new technology, they make it work for people](https://www.imd.org/research-knowledge/competitiveness/articles/smart-cities-worlds-best-dont-just-adopt-new-technology-they-make-it-work-for-people/) - Cities are fast becoming “smart”, and the impact on people’s lives can be immense. Singapore’s smart traffic cameras restrict traffic depending on volume, and ease the commute of thousands of passengers every day. In Kaunas, Lithuania, the cost of parking is automatically deducted from the bank accounts of drivers when they park their cars. In
- [The localization of global supply chains amid the pandemic](https://www.imd.org/research-knowledge/supply-chain/articles/the-localization-of-global-supply-chains-amid-the-pandemic/) - As cross-border trade has ballooned in the past several decades, so too has the expansion of global supply networks. Driven by cheap labor and better transport and communication, companies’ focus has been on creating long and lean supply chains, with products and components manufactured in myriad nations. That is now changing as Covid-19 halts globalization
- [Leading virtual teams](https://www.imd.org/research-knowledge/leadership/articles/leading-virtual-teams/) - One of the most common questions (and complaints I hear) from managers in the digital age is, “How do I work better with my virtual team?” This is a 5-million-franc answer, as the paucity of rigorous research on virtual teams is astounding. We know a lot about what it takes to enhance the 3 E’s
- [Profit or ethics? The false data dilemma](https://www.imd.org/research-knowledge/digital/articles/profit-or-ethics-the-false-data-dilemma/) - Ethics matter in business - to a degree. Take the decision by big brands such as Unilever to halt advertising on Facebook over the social media giant’s handling of hate speech and misinformation. Today, more companies are prepared to make these trade-offs to defend their reputations. You don’t want to be caught on the wrong
- [FinTech done right](https://www.imd.org/research-knowledge/finance/articles/fintech-done-right/) - Financial technology (FinTech) is hot. Once a highly regulated industry dominated by large banks, FinTech companies around the world are impacting all areas of financial services. Many industry observers, such as Forbes, which in 2015 published its first “FinTech 50” list of innovative companies, predict that we are entering a FinTech-led digital disruption phase that
- [Challenges in going global](https://www.imd.org/research-knowledge/strategy/articles/challenges-in-going-global/) - Few companies are ready to build and run truly global organizations, despite their ambitions. Globalization may be their goal – it may even form the backbone of their strategy – but only a tiny fraction have the execution capabilities needed to bring that strategy to life. According to a recent Global Readiness Survey of 362
- [The competitiveness challenge](https://www.imd.org/research-knowledge/economics/articles/the-competitiveness-challenge/) - In June 2015, 25 participants gathered in Lausanne for a Discovery Event about the difference between country and business competitiveness and how together they can drive growth for society. Trends that can't continue, won't. Herbert Stein, Harvard University Suppose that you could open a business today anywhere in the world, in which country would you
- [How a best-selling author crowdsourced and broke every rule in the book](https://www.imd.org/research-knowledge/strategy/articles/how-a-best-selling-author-crowdsourced-and-broke-every-rule-in-the-book/) - The idea of crowdsourcing, a paradigm that assumes that firms can and should use both external and internal ideas, is nothing new in technology-driven companies. Pharmaceutical firms, defense system manufacturers and many others have collaborated with leading universities around the world for a long time, tapping into their latest thinking in an attempt to turn
- [Succession challenges for Asian family businesses](https://www.imd.org/research-knowledge/family-business/articles/succession-challenges-for-asian-family-businesses/) - "I want you to start something that is different from our family business. Go to another country, explore a new industry. We don't need two of our sons looking after the same market." Those were the instructions that Aloke Lohia, then a young graduate, received 30 years ago from his father, the owner of an
- [Cut out to lead?](https://www.imd.org/research-knowledge/leadership/articles/cut-out-to-lead/) - When executives identify admirable leaders, they often underestimate their struggle with certain elements of their personality. In truth, the majority of effective leaders even "naturals" like Richard Branson or PepsiCo's Indra Nooyihad to work hard to manage their personality traits to get where they are today. There are countless personality traits that distinguish us from
- [7 questions to ask about your organization's readiness for the COVID-19 crisis](https://www.imd.org/research-knowledge/strategy/articles/7-questions-to-ask-about-your-organizations-readiness-for-the-wuhan-coronavirus-crisis/) - The COVID-19 is presenting virtually all organizations with unforeseen challenges. Is your organization ready to meet them? Here are 7 questions to ask: Are you ready to shift to "war-fighting mode"? Decentralized organizations—which operate well in normal times—often prove to be woefully in adequate in times of crisis. Why? Because their responses tend to be
- [Are we on the brink of war?](https://www.imd.org/research-knowledge/economics/articles/are-we-on-the-brink-of-war/) - There are many signs that the "post-war" period after World War II has finally come to an end and that we are now in a pre-war era. Many of the factors that define the times were present before many of the large-scale wars of the previous century: populism, nationalism, territorial disputes, ethnic and religious conflicts,
- [The rise of Runtastic](https://www.imd.org/research-knowledge/strategy/articles/the-rise-of-runtastic/) - In 2006, three young Austrian men had a brilliant idea: a tracking system for amateur runners to record runs and improve their times. They knew that more people were taking up running. They had the technical expertise to build the kit. Their plan was to sell stationary tracking equipment to operators of public tracks, running
- [How Olympic athletes and managers can avoid choking under pressure](https://www.imd.org/research-knowledge/leadership/articles/how-olympic-athletes-and-managers-can-avoid-choking-under-pressure/) - Imagine you are competing at the winter Olympic games. You have just arrived at the starting blocks of the race. All you need to do is to patiently wait for your turn to get down the hill. Cameras are on you. As the current leader, you are expected to win. You know how to do
- [Do you have the right profiles in your C-Suite for an effective transformation?](https://www.imd.org/research-knowledge/corporate-governance/articles/effective-transformation/) - Many companies, even traditional ones, have entered a process of continued internal and market transformation through innovation. Think of the announced revolution in the automobile industry with electric and self-guided vehicles, or in banks with mobile banking applications. The acceleration of technological changes and the emergence of new business models often require a radical rethink
- [An M&A Oversight Framework for Boards](https://www.imd.org/research-knowledge/articles/maoversightframework/) - Global M&As reached an all-time high in 2015, surpassing the previous record set in 2007. The $4.28 trillion worth of deals exceeded those of 2014 by more than $1 trillion. Today, companies are looking beyond industry boundaries and country borders for external growth opportunities. M&A decisions are among the most important that a board has to
- [3 key challenges to central bank governance – and how they are reshaping the global economy](https://www.imd.org/research-knowledge/finance/articles/3-key-challenges-to-central-bank-governance/) - The governance of central banks is being challenged. They have lost the clarity of their mandate, they are structurally losing their independence, and they are expected to fulfil social and quasi-political responsibilities without corresponding legitimacy and power. These three key challenges to central bank governance may well trigger a monetary or currency regime shift that
- [Beyond the beautiful](https://www.imd.org/research-knowledge/strategy/articles/beyond-the-beautiful/) - In June 2000 Procter & Gamble was in free fall. It had long suffered lackluster performance during the 1990s, followed by a 20% plunge in its share price after investors refused to back its bid for drug maker Warner-Lambert. Next came a profit warning, then investors saw the company missed its forecasted earnings by another
- [The value of the long-term view](https://www.imd.org/research-knowledge/finance/articles/the-value-of-the-long-term-view/) - Who should come first in managers’ minds: shareholders or stakeholders? According to one fundamental principle, the answer is clear – executives’ primary objective should always be to create value for their firm’s owners. Under the “shareholder view” approach, maximizing profits takes priority over all other possibilities. Opponents of this view, however, argue just as strongly
- [4 ways to be more sustainable like Unilever](https://www.imd.org/research-knowledge/sustainability/articles/4-ways-to-be-more-sustainable-like-unilever/) - Our planet and the people who live on it are depending on individuals making the right decisions in response to sustainability challenges. Not simply in relation to their personal impact, either; the choices made by corporations are shaped by managers' personal value systems as well as company culture. In fact, IMD research suggests that the most
- [How to tell if your colleagues or clients are deceiving you – digitally?](https://www.imd.org/research-knowledge/communication/articles/how-to-tell-if-your-colleagues-or-clients-are-deceiving-you/) - The average person is lied to an astounding 105 times per day. Many of these are innocuous lies — of the “I like your shirt” or “that airplane meal was good” variety. But as a business executive, some lies people tell you can lead to bad decisions, lost profits, or worse. I research deception and
- [Hit the ground running: Transitioning to new leadership roles](https://www.imd.org/research-knowledge/organizational-behavior/articles/hit-the-ground-running-transitioning-to-new-leadership-roles/) - At an IMD Discovery Event, Professor Michael Watkins presented “Taking Charge in New Leadership Roles: The First 90 Days.” An audience of around 100 senior managers hailing from a variety of industries participated in discussions and case analyses to explore the challenges that come with senior-level transitions. Why do so many competent leaders fail to
- [How companies fail – and what they can do about it](https://www.imd.org/research-knowledge/strategy/articles/how-companies-fail-and-what-they-can-do-about-it/) - Here are two ways your company can fail. Keep doing more of the same. Or, if you’d prefer, start doing only what’s new. You want it to thrive so you need to take the trickier middle way; you need to find the right balance between exploring new ideas and exploiting existing ones. That is, between
- [Greta Thunberg at Davos: why Gen Z has real power to influence business on climate change](https://www.imd.org/research-knowledge/global-business/articles/greta-thunberg-at-davos-why-gen-z-has-real-power-to-influence-business-on-climate-change/) - The time for action is now – this is the mantra being taken up by Generation Z across the world. Already this year, thousands of high school students across the world have skipped school to protest their governments’ inaction on climate change. The students were inspired by 16-year-old Swede Greta Thunberg, who started the movement by skipping school every Friday since August 2018.
- [Strategizing practices from the outliers](https://www.imd.org/research-knowledge/strategy/articles/strategizing-practices-from-the-outliers/) - Around 300 participants, including top management scholars, consultants and business leaders, attended a special conference for the Strategic Management Society, hosted by IMD and CERN, on identifying, analyzing and learning from outliers, and learning how to generate “Big Bang” innovations. Outliers are overlooked in management research, and as a result of conventional thinking, most companies
- [Designing a high performance organization](https://www.imd.org/research-knowledge/organizational-design/articles/designing-a-high-performance-organization/) - Over 100 executives attended an IMD Discovery Event to explore how organization design can support a high performance organization. Participants were taken on a journey through the evolution of organization design from its inception centuries ago until the beginning of the current millennium. Case studies on Deloitte and P&G served to highlight the design changes
- [3 strategic questions your board must ask](https://www.imd.org/research-knowledge/corporate-governance/articles/3-strategic-questions-your-board-must-ask/) - With even the best CEOs being overstretched, boards have become essential to companies' strategic success. Unfortunately, most boards are confused about their strategic role and are failing to add value in this area. There is a widespread belief that strategic thinking is for CEOs and senior managers. As a result, some boards are just a
- [Happy 50th birthday Intel, you look a lot like the next Kodak](https://www.imd.org/research-knowledge/strategy/articles/happy-50th-birthday-intel-you-look-a-lot-like-the-next-kodak/) - “I am easily a foot taller than Andy Grove. But whenever I was with him, I felt that he was the giant.” That’s what the bestselling Harvard business professor, Clayton Christensen, wrote about the former Intel chief executive when he passed away in 2017. Christensen, who coined the term “disruptive technology”, said he would most miss Grove’s ability to
- [Conglomerate discount: A dangerous idea that must die, proved by Google](https://www.imd.org/research-knowledge/economics/articles/conglomerate-discount-a-dangerous-idea-that-must-die-proved-by-google/) - Alphabet, the holding company of Google, just announced its 2015 fourth quarter earnings at USD $8.67 per share on revenues of USD $21.33 billion, a profit so good that it sent the company’s market capitalization soaring above that of Apple’s, claiming the title as the world’s most valuable company. It is an even more staggering,
- [In the field with Coesia](https://www.imd.org/research-knowledge/change-management/articles/in-the-field-with-coesia/) - At a glance Over the course of five years, Coesia transformed itself from a loose federation of companies into a cohesive global group The group achieved its “Ambition 2015” by more than doubling its business within five years and exceeding other key metrics such as EBIT and cash flow management Coesia’s new organizational structure, the
- [Environment risks threaten business as investors, consumers raise pressure](https://www.imd.org/research-knowledge/sustainability/articles/environment-risks-threaten-business-as-investors-consumers-raise-pressure/) - Businesses are waking up to the risks of a warming, polluted planet. Under increasing pressure from investors, customers, and NGOs, CEOs are realizing they will have to pay as much attention to climate change as to traditional business risks like political turbulence or competition. Food and beverage companies are particularly in the spotlight for their
- [IMD RELEASES ITS 2015 WORLD COMPETITIVENESS RANKING](https://www.imd.org/research-knowledge/competitiveness/articles/com-may-2015/) - LAUSANNE, SWITZERLAND (May 27, 2015): IMD, a top-ranked global business school in Switzerland and Singapore, today announced its annual world competitiveness ranking. As part of its ranking of 61 economies for 2015, the IMD World Competitiveness Center looks at several aspects of each country as a place to conduct business. "A general analysis of the
- [A.L.I.E.N. thinking](https://www.imd.org/research-knowledge/strategy/articles/a-l-i-e-n-thinking/) - 68 participants gathered at IMD to learn about how A.L.I.E.N. thinking could help them transform their businesses and industries. They came away with tools to help them connect with customers, develop future products and implement new ideas in their organizations. How many of the top Fortune 100 companies from the early 1900s do you think
- [Free up sustainability reporting to boost the triple bottom line](https://www.imd.org/research-knowledge/sustainability/articles/free-up-sustainability-reporting-to-boost-the-triple-bottom-line/) - There is growing acceptance that companies must perform and report against the Triple Bottom Line (TBL) - environmental and social metrics, as well as the financials. The past two decades have seen a huge spurt in corporate sustainability reporting. However, surveys suggest that this has done little to improve social and environmental impact, with profit
- [The sharing economy: “Upending business as usual”](https://www.imd.org/research-knowledge/strategy/articles/the-sharing-economy-upending-business-as-usual/) - Over 50 participants from all over the world gathered at IMD in September 2015 to hear how the Sharing Economy is ushering in new business paradigms in traditional industries such as rental accommodation and banking. Professors Albrecht Enders and Andreas König highlighted the difficulty for incumbent players to understand – and then react to –
- [An uncontrolled experiment that will force rapid, massive innovation](https://www.imd.org/research-knowledge/strategy/articles/an-uncontrolled-experiment-that-will-force-rapid-massive-innovation/) - In Greek mythology, Sisyphus was doomed to push a massive boulder up a steep hill only to watch the boulder slip past him and roll to the bottom whenever he neared the top. Before the pandemic, most companies trying to drive innovation could have been forgiven for feeling like Sisyphus on the way up that
- [In the field with OSM Aviation](https://www.imd.org/research-knowledge/entrepreneurship/articles/labor-outsourcing-business-model-revolutionizes-the-way-airlines-manage-their-crews/) - At a glance OSM Aviation successfully created a labor outsourcing business model that revolutionizes the way airlines manage their crews. The success of the idea is driven by its dual appeal since it offers advantages to both the employer (airline operators) and the employees (crew members). OSM Aviation’s labor outsourcing model offers inspiration for other
- [Learning to learn: Five steps to create a curious organization](https://www.imd.org/research-knowledge/agility/articles/learning-to-learn-five-steps-to-create-a-curious-organization/) - As companies rapidly transform their operations to adapt to the impact of the pandemic and the seismic shift towards digital, a big question mark hangs over whether their workforces can keep up. The World Economic Forum has reported that around 40% of workers will need reskilling of up to six months, while 94% of business leaders expect employees to learn the skills they
- [Can AI deliver tangible benefits to demand forecasting? 3 questions to help managers decide](https://www.imd.org/research-knowledge/investment/articles/can-ai-deliver-tangible-benefits-to-demand-forecasting-3-questions-to-help-managers-decide/) - Advances in artificial intelligence (AI) make for a new-and-improved form of demand forecasting, an essential component for supply chain operations. So why are most companies resisting investing in AI in this context? After all, companies such as Walmart and Starbucks are weaving it into their demand planning operations. One reason is that the traditional methods
- [Digital business transformation - Article by Prof. Wade](https://www.imd.org/research-knowledge/technology-management/articles/digital-business-transformation/) - Almost 100 participants from all over the world part in a Discovery Event on Digital Business Transformation, where IMD Professors Donald Marchand and Michael Wade shared the latest information on organizations at different stages on the digital transformation journey, and Novartis guests Lita Sands and Achim Plueckbaum shared their experience about Novartis’s impressive digital business
- [Wells Fargo was lacking values-based leadership](https://www.imd.org/research-knowledge/leadership/articles/wells-fargo-was-lacking-values-based-leadership/) - The story is all too familiar by now. In an effort to meet their targets, Wells Fargo employees created over two million fake bank and credit card accounts from which they charged various fees. While the fees were real, the fraudulent accounts were never authorized by the owners. Companies set targets without being mindful of
- [Thomas Cook collapse: The seven signs it will happen to your business](https://www.imd.org/research-knowledge/digital/articles/thomas-cook-collapse-the-seven-signs-it-will-happen-to-your-business/) - The oldest travel company in the world, Thomas Cook, has collapsed following failed negotiations and stranded more than half a million travelers. Could the company have seen the disaster coming? Digital transformation dramatically changes profit pools, creating losers and winners. Yet, most leaders think margins go up for their companies. We recently confirmed this in
- [In the field with Cisco India](https://www.imd.org/research-knowledge/economics/articles/in-the-field-with-cisco-india/) - At a glance • Multinational companies (MNCs) need to innovate in emerging markets to capture unique opportunities. • Trying to innovate without a supportive, local ecosystem is a formidable task. • Cisco India decided to take on the challenge of developing a new router from scratch. • The product development journey, from idea to launch,
- [The stark choice of digital transformation: Evolve or be disrupted](https://www.imd.org/research-knowledge/technology-management/articles/the-stark-choice-of-digital-transformation-evolve-or-be-disrupted/) - Over 100 participants from all over the world gathered to hear Professors Michael Wade and Donald Marchand, along with their guest speakers, talk about “Digital Business Disruption: Creating Opportunities, Defending against Digital Disruption.” There have always been market disruptions as new technologies emerge. How is “digital” different? Most importantly, what are the best strategies for
- [In the field with Wanda Group](https://www.imd.org/research-knowledge/change-management/articles/in-the-field-with-wanda-group/) - At a glance The onslaught of e-commerce requires traditional retailers to adapt their business models. Wanda, China’s largest commercial property developer specializing in large shopping mall complexes, has a track record of superior execution, powered by a technology engine that enables it to implement at scale. To stay competitive, it is seeking to reinvent the
- [In the field with Recruit](https://www.imd.org/research-knowledge/digital/articles/in-the-field-with-recruit/) - At a glance Recruit successfully transformed its business model from one based on traditional print media to one based entirely online. It went on to launch several new digital platforms that connected SMEs with customers across different business verticals. This placed Recruit at the intersection between growing volumes of real-time online data generated by customer
- [Emerging markets’ approach to corporate sustainability](https://www.imd.org/research-knowledge/sustainability/articles/emerging-markets-approach-to-corporate-sustainability/) - As explored in the first article of this series, businesses in emerging markets have made quick strides in the field of sustainability by rapidly adopting mainstream practices and even pushing the envelope in this important area. In our study of emerging market firms, we have identified five common areas of focus that explain this move.
- [Advice for President Biden's first 100 days](https://www.imd.org/research-knowledge/leadership/articles/advice-for-president-bidens-first-100-days/) - As with Presidents before him, Joseph Biden will be judged on the progress he makes in his 100 days. Given the state of the nation and the world, he has his work cut out for him. As someone who studies leadership transitions and advises new CEOs, I have witnessed the power of early words and
- [Selling solutions is no easy answer](https://www.imd.org/research-knowledge/strategy/articles/selling-solutions-is-no-easy-answer/) - Companies trying to differentiate themselves from their competitors are urged to become "solution providers," not just sellers of products and services. But selling solutions is no easy answer. Jumping to "Solutions" The impetus to become a solution provider is driven by the need for differentiation and the ambition to grow. The defensive goal is to
- [Is personalized pricing fair?](https://www.imd.org/research-knowledge/marketing/articles/is-personalized-pricing-fair/) - In Switzerland, one of the country’s largest grocery retailers has recently rolled out personalized discounts based on shopping data collected from customer reward cards. The move has been met with a strong backlash from shoppers and has faced criticism from the Swiss consumer protection foundation. I’ve been a vocal advocate of letting customers segment themselves
- [Moving from technology to business driven value generation](https://www.imd.org/research-knowledge/strategy/articles/moving-from-technology-to-business-driven-value-generation/) - Many executives we meet at IMD ask the following question: How can we use the latest technologies – be it the Internet of Things, robotics, artificial intelligence and others – to transform our business? And our answer is always the same: technology is a means to an end – not an end in itself. Whether
- [Coronavirus: your guide to winners and losers in the business world](https://www.imd.org/research-knowledge/industry-analysis/articles/coronavirus-your-guide-to-winners-and-losers-in-the-business-world/) - As we adjust to life with the new coronavirus around us, our behaviors and habits are quickly changing. What will be the impact of these changes on the organizations and industries around us? We broadly see three business categories: The winners: sectors that will benefit; The losers: sectors that will suffer; The inbetweeners: sectors that
- [Top leadership qualities in today’s unpredictable world](https://www.imd.org/research-knowledge/leadership/articles/top-leadership-qualities-in-todays-unpredictable-world/) - For the foreseeable future, the world won’t be a stable or predictable place like it used to be. Think about the countries which were touted a few years ago as the future of growth for global business but are now stumbling – like Brazil or China which now offer something much more complicated than straightforward
- [10 reasons why organizational change fails](https://www.imd.org/research-knowledge/transition/articles/10-reasons-why-organizational-change-fails/) - Most major organizational change ends in failure. How can you beat the odds and be successful? Discover the Top 10 Reasons why organizational change fails
- [Managing the connected consumer](https://www.imd.org/research-knowledge/marketing/articles/managing-the-connected-consumer/) - Companies have often grappled with the “ownership” of their brands. Ultimately, the brand is simply what it represents in the minds of consumers. Strong brands generate strong emotions and consumers can have a real sense of ownership – and an equal willingness to criticize decisions that affect that brand in ways that they do not
- [Supply chain career opportunities](https://www.imd.org/research-knowledge/supply-chain/articles/supply-chain-career-opportunities/) - More and more companies have complex, global supply chains and are evolving their management structures to maintain service levels and control working capital. Sales and Operations Planning (S&OP) is slowly making headway to align demand and supply. But the evolution towards end-to-end integration has had unexpected consequences for supply chain careers. Factories used to stand
- [Seven lessons from the digital media revolution](https://www.imd.org/research-knowledge/economics/articles/seven-lessons-from-the-digital-media-revolution/) - Business is about change — but no CEO would like to face disruption on the scale seen in the newspaper business over the past 15 years. I am chairman of the Swiss top tier newspaper, Le Temps. It was founded in March 1998, six months before Google and six years before Facebook (2004). At the
- [Onboarding](https://www.imd.org/research-knowledge/corporate-governance/articles/onboarding/) - A thriving onboarding process is built on a clear definition of what constitute an “ideal” board to the firm and the establishment of the desired profile of new directors. Both of these elements need to be aligned with the company’s long-term strategy and set within a sound governance culture. Onboarding is supported by a comprehensive
- [Diversity & Inclusion: a case of targets, quotas or freewheeling?](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/diversity-and-inclusion-a-case-of-targets-quotas-or-freewheeling/) - The topic of setting Diversity & Inclusion targets may never have been more timely: emerging data on the workforce impact of the pandemic has indicated that women are more adversely affected than men, impacting talent pools and gender distribution in organizations. How to reset the clock will address many steps, and one of the most
- [Why corporate earnings matter so little to Amazon](https://www.imd.org/research-knowledge/strategy/articles/why-corporate-earnings-matter-so-little-to-amazon/) - No industry captain has garnered as much attention as Amazon’s chief executive Jeff Bezos. When the e-commerce giant announced the acquisition of Whole Foods, its share price shot up to a record high of US$1,017. With his net worth swelled to US$84.7 billion, Bezos passed Warren Buffett to become the world’s second-richest person, only behind
- [Redefine stakeholder capitalism for real impact with three guiding principles](https://www.imd.org/research-knowledge/board/articles/redefine-stakeholder-capitalism-for-real-impact-with-three-guiding-principles/) - The current concept of stakeholder capitalism, which calls for companies to serve the interests of all stakeholders, is flawed. Most companies merely pay it lip service. If companies are to create value for society, stakeholder capitalism must be workable and real. A major first flaw is the absence of a practical criterion for deciding how
- [Friend or foe? How philanthropy can make or break a reputation](https://www.imd.org/research-knowledge/family-business/articles/how-philanthropy-can-either-make-or-break-a-business-icons-reputation/) - A good reputation is an asset for every family business and a source of competitive advantage. Equally, a less-than-stellar reputation can quickly become harmful. Reputation is based on the perception of others; it is something no one has complete control over. Building and maintaining a positive reputation is, therefore, a complex challenge, including for long-lasting
- [Survive disruption through innovation, culture and agility](https://www.imd.org/research-knowledge/strategy/articles/survive-disruption-through-innovation-culture-and-agility/) - Firms today face unprecedented turbulence, but companies like Swisscom have been successfully dealing with disruptions for decades. In an OWP liVe “Courageous Conversation”, Professor of Strategy and International Management Omar Toulan explores these challenges with Swisscom CTO/CIO Christoph Aeschlimann. “Don’t wing it in today’s environment,” says Professor Omar Toulan, adding that preparation is important but flexibility is vital. 1. Put safety first by ensuring safe systems Like many companies, Swisscom put the health
- [The Chinese AI innovation chasm](https://www.imd.org/research-knowledge/china/articles/the-chinese-ai-innovation-chasm/) - The Chinese AI advantage Leading economies in the world understand the importance of artificial intelligence (AI) in generating economic growth. China is no exception. In July 2017, the Chinese State Council declared that AI was a top priority and created the Next Generation Artificial Intelligence Development Plan to catch up with the West by 2020
- [After the election of Tsai Ing-wen, what next for Taiwan and China?](https://www.imd.org/research-knowledge/economics/articles/after-the-election-of-tsai-ing-wen-what-next-for-taiwan-and-china/) - Following the victory of the candidate of the independence-inclined Democratic Progressive Party (DPP) to Taiwan’s presidency, Tsai Ing-wen, and the significant DPP majority in the Parliament, there are bound to be repercussions in the Taiwan-China relationship. This is all the more the case in that 2016 looks like it is going to be a rather
- [Uncertainty has become the new normal as the era of Moore’s law draws to a close](https://www.imd.org/research-knowledge/growth/articles/uncertainty-has-become-the-new-normal-as-the-era-of-moores-law-draws-to-a-close/) - Last Tuesday, the world’s biggest chip maker, Intel, whose brand is synonymous with personal computers and laptops, announced that its former chief executive Paul Otelini had passed away in his sleep at the age of 66. As the fifth chief executive of the company, Otelini presided over the period of largest growth in the company,
- [Turn the marathon into sprints – how to save the Olympic Games](https://www.imd.org/research-knowledge/agility/articles/turn-the-marathon-into-sprints-how-to-save-the-olympic-games/) - There was a time when hosting a mega sporting event was a financial suicide mission that seemed worth taking. Organisers would peddle tenuous arguments about points gained from soft diplomacy, legacy and global profile. The public would be so dazzled by the spectacle that questioning the cost would feel like bad sportsmanship. The tide is
- [How Coke, Apple and others use marketing doctrine](https://www.imd.org/research-knowledge/marketing/articles/how-coke-apple-and-others-use-marketing-doctrine/) - A number of the world's leading-edge marketing firms – Merck, Coke, Apple, Cisco – have adopted a firm-specific set of marketing principles – which we refer to as Marketing Doctrine – to guide the development of their commercial strategy and marketing plans. Our research indicates that roughly 10% of Fortune 500 firms have adopted this
- [Is it the end of strategy in business ecosystems?](https://www.imd.org/research-knowledge/strategy/articles/is-it-the-end-of-strategy-in-business-ecosystems/) - There has finally been a consensus amongst strategy scholars that a new era demands a new way of organizing business: that is the business ecosystem. A business ecosystem is the network of organizations—including suppliers, distributors, customers, competitors, and government agencies, and so on—involved in the delivery of a specific product or service through both competition and cooperation.
- [A Board Member Guide to Risk Practices](https://www.imd.org/research-knowledge/corporate-governance/articles/a-board-member-guide-to-risk-practices/) - As guardians of shareholder interests, board members need to develop a broad working knowledge of current risk assessment techniques. Only then can they be confident that management is choosing the right path. While warranted by past excesses, a narrow focus on compliance in the wake of recent corporate scandals has distracted the business world from
- [Nationalism: the even greater risk of the COVID-19 crisis?](https://www.imd.org/research-knowledge/family-business/articles/nationalism-the-even-greater-risk-of-the-covid-19-crisis/) - Recent global trends suggest we could face an even greater challenge in the foreseeable future, rendering COVID-19 the mere precursor to the burning fire. Philanthropic action is needed if we are to put the fire out: not only in the sense of giving money or even helping more immediately with the COVID-19 crisis, but more
- [Globalization after COVID-19: what’s in store?](https://www.imd.org/research-knowledge/strategy/articles/globalization-after-covid-19-whats-in-store/) - COVID-19 represents the epitome of globalization in its blind disrespect for borders, but might trigger the most significant reversal of globalization we have seen in decades. COVID-19 has burst onto the scene at the end of a decade in which global integration has been constantly challenged by the rise of economic nationalism and protectionism. The
- [Blend internal and external innovation for success](https://www.imd.org/research-knowledge/digital/articles/blend-internal-and-external-innovation-for-success/) - Digital disruption today is unprecedented. Amid these turbulent times, executives have, increasingly, relied on external innovation to acquire digital capabilities quickly and navigate a plethora of novel technology. However, striking deals with technology partners or experimenting with startups rarely sets incumbents apart from the pack. Outsourced innovation cannot substitute for internal capability. The two approaches
- [The family office: helping families preserve their wealth over generations](https://www.imd.org/research-knowledge/strategy/articles/the-family-office-helping-families-preserve-their-wealth-over-generations/) - Wealth is volatile; it can be lost as quickly as it is created. It needs to be nurtured with care and strong values. One of the first decisions families need to make about wealth is whether they will invest together or not. Choosing to invest together offers the advantages of wider investment opportunities, economies of
- [Cracking the millennial code](https://www.imd.org/research-knowledge/leadership/articles/cracking-the-millennial-code/) - For the last five years, the influence of Millennials (people born approximately between 1980 and 2000) in the workplace has put pressure on many leaders and their organizations. But generational tensions are as old as generations themselves (even Socrates complained about the societal disruption from the following generation!). Thus, when it comes to the workplace,
- [In the field with Spice World](https://www.imd.org/research-knowledge/china/articles/in-the-field-with-spice-world/) - At a glance The Chinese restaurant industry is characterized by intense competition and high employee turnover. The hot pot sector, in particular, is plagued by low barriers to entry. Spice World, a hot pot chain, utilizes a clear reward system, a unique onboarding process and gamification to capture employee loyalty and ensure quality. The hot
- [The right leadership mix to transform organizations](https://www.imd.org/research-knowledge/leadership/articles/the-right-leadership-mix-to-transform-organizations/) - What CEO or board member doesn’t dream of transforming their company? Of course the nuts and bolts of changing an organization from top to bottom are more than daunting. But it makes a huge difference whether the rank and file executives in an organization are inspired, resistant or are out right against change. A leader’s
- [Learning through bonding and bonding through learning](https://www.imd.org/research-knowledge/digital/articles/learning-through-bonding-and-bonding-through-learning/) - In early 2020, five colleagues and I visited Tel Aviv and Jerusalem to expand our knowledge and understanding of artificial intelligence (AI) and machine learning (ML). Specifically, we wanted to discover what was real versus what was hype, and then understand how and where this mattered for business. We visited 12 different companies and had
- [How will currency fluctuations impact competitiveness?](https://www.imd.org/research-knowledge/competitiveness/articles/com-february-2015/) - The latest currency fluctuation wave in Europe will indeed impact several competitiveness criteria. In terms of the World Competitiveness Yearbook hard statistics, such an impact will be felt in the long-term. Changes in exchange rates will resonate, for example, in indicators such as stock prices and export sales for 2016 (if not later). Currency stability,
- [Attack of zombie companies: don’t let them eat bailouts that are vital to restore the economy](https://www.imd.org/research-knowledge/finance/articles/attack-of-zombie-companies-dont-let-them-eat-bailouts-that-are-vital-to-restore-the-economy/) - Governments are all deciding which struggling companies to help out in the COVID-19 pandemic. Among the many looking for help, some have a strange deathly pallor. This is nothing to do with whether they trade in sectors whose futures look very uncertain – though many do. For years, these companies have been struggling to pay
- [If you want to lead people, you have to enter their world](https://www.imd.org/research-knowledge/leadership/articles/if-you-want-to-lead-people-you-have-to-enter-their-world/) - This was the favorite piece of advice of Professor Warren Bennis, the world’s foremost expert on leadership, who encouraged leaders to create followers by entering their world. To lead a nation or a business, one must understand the personal and emotional concerns of others. This is one of the first lessons of leadership, and it
- [Leading virtual teams in times of disruption](https://www.imd.org/research-knowledge/digital/articles/leading-virtual-teams-in-times-of-disruption/) - More than ever before in our professional lives, we are forced to work remotely — which for many of us, also means leading in a virtual space. It is likely that, in the past, you had to do some of your teamwork virtually. But now, most, if not all, of that teamwork is happening with
- [Are people really a company’s most important resource?](https://www.imd.org/research-knowledge/organizational-behavior/articles/are-people-really-a-companys-most-important-resource/) - It happens regularly all over the world and in every company. The CEO addresses his collaborators: “You are the most important resource at this company”. He believes it, and he is right. His collaborators listen politely but are skeptical. They are not wrong. They know that during the slightest economic downturn the “most important resource
- [The falling star called democracy](https://www.imd.org/research-knowledge/economics/articles/the-falling-star-called-democracy/) - Today, only 4.5% of the world’s population lives in a fully democratic country, according to the Economist Intelligence Unit’s Democracy Index. About 45% live in flawed democracies, while 33% are subjects of authoritarian regimes. Some of us have been brought up with the accepted wisdom that, starting under the ancient Greeks, democracy has been the
- [Trends in family philanthropy](https://www.imd.org/research-knowledge/family-business/articles/trends-in-family-philanthropy/) - We live in an era of unprecedented change and transformation. Technological, demographic, environmental and social uncertainty is causing leaders around the world to worry about the future of society, the economy and our planet as a whole. In an attempt to address the manifold challenges, a range of stakeholders groups including policymakers, NGOs, businesses, foundations
- [Engaging sustainability stakeholders](https://www.imd.org/research-knowledge/sustainability/articles/engaging-sustainability-stakeholders/) - Sustainable organizations are those that positively impact all stakeholder groups. Richard Freeman formalized the notion of stakeholders in 1984 in an attempt to extend the bounds of responsibility that firms had to society, defining stakeholders as "any group or individual who can affect or is affected by the achievement of the firm's objectives". Through this
- [Transition expert Michael D. Watkins on CEO shifts at Uber and Expedia](https://www.imd.org/research-knowledge/organizational-design/articles/transition-expert-michael-d-watkins-on-ceo-shifts-at-uber-and-expedia/) - On a transition gone right – Mark Okerstrom at Expedia It's not easy to be a successor CEO. Surprisingly, this is especially true when everything is going great, and a well-regarded CEO like Dara Khosrowshahi leaves to join a high-profile company like Uber. As the new CEO, you may feel like you're in (and may
- [Business supply chain strategies are evolving, can poor countries benefit?](https://www.imd.org/research-knowledge/supply-chain/articles/business-supply-chain-strategies-evolving-can-poor-countries-benefit/) - Multiple sourcing and proximity sourcing are taking shape as long-term trends as global firms hardwire resilience and agility into their supply chains. Less developed countries face considerable risks in this new environment where the organization of international production and investment will be transformed. But there will be opportunities for these economies to better plug into global
- [The incredible lightness of being: use humor to inspire your team during a crisis](https://www.imd.org/research-knowledge/team-dynamics/articles/the-incredible-lightness-of-being-use-humor-to-inspire-your-team-during-a-crisis/) - Feena May’s journey to becoming CEO of The Inspiring Company taught her the power that humor can unleash in times of crisis. Having trained as a circus clown at the Moscow State Circus, she spent 28 years working with the International Committee of the Red Cross on the frontline of crisis and conflict zones. Her
- [Fostering a Lean culture](https://www.imd.org/research-knowledge/marketing/articles/fostering-a-lean-culture/) - Lean management has a rich history in supply-chain operations. It has also seen renewed interest in other areas of business, including product development, sales, finance and human resources. However, not many companies are seeing the results they had hoped for. One of the reasons is that Lean is often applied as an add-on; just one
- [RFID: Yesterday’s blockchain](https://www.imd.org/research-knowledge/supply-chain/articles/rfid-yesterdays-blockchain/) - Blockchain is a hot topic these days in supply chain circles. Starting with a near-apocryphal story of a Walmart executive frustrated by the company’s lack of traceability, blockchain is being touted as the future of supply chain. The array of potential applications is dizzying, covering traceability, customs formalities, international shipping documentation, safety and sustainability data,
- [How Hong Kong Broadband Network invested in its people to get to the top](https://www.imd.org/research-knowledge/organizational-behavior/articles/how-hong-kong-broadband-network-invested-in-its-people-to-get-to-the-top/) - In just ten years, Hong Kong Broadband Network has evolved from being a new entrant to becoming the second-largest broadband operator in Hong Kong. After a public listing in 2015, it set its sights on attaining the number one spot by 2019. Over the years, it has invested in a state-of-the art fiber optic infrastructure
- [Why nobody takes corporate social responsibility seriously](https://www.imd.org/research-knowledge/sustainability/articles/why-nobody-takes-corporate-social-responsibility-seriously/) - Why the cynicism? Consider this real setting: About 25 owners and top executives of medium-sized companies have come together to discuss sustainability. An executive for a major oil company presents his division’s efforts in renewables such as solar and wind farms, which is clearly good from a sustainability perspective. But the group is not convinced.
- [Corruption, Democracy, and Political Uncertainty](https://www.imd.org/research-knowledge/competitiveness/articles/com-february-2019/) - On January 29th, Transparency International released the Corruption Perceptions Index for 2018 revealing an alarming association between corruption and the level of democracy. The results disclose that most of the 180 countries studied have failed to confront corruption. Further analysis exhibits that countries with high rates of corruption are the ones with low levels of
- [How transition coaches accelerate executive onboarding](https://www.imd.org/research-knowledge/organizational-behavior/articles/how-transition-coaches-accelerate-executive-onboarding/) - In “Onboarding Isn’t Enough,” a recent Harvard Business Review article co-authored with Mark Byford and Lena Triantogiannis from Egon Zehnder, we showed that many companies think they are doing a good job of onboarding newly-hired executives when they actually aren’t. (To assess your own organization’s onboarding system, take our Organizational Onboarding Effectiveness Assessment.) We undertook
- [It shouldn't be lonely at the top](https://www.imd.org/research-knowledge/leadership/articles/it-shouldnt-be-lonely-at-the-top/) - The traditional image of business leaders positions them at the top of an organizational pyramid. They are visionaries who create distance between themselves and others, experts who are isolated from the people making up the organization. This image reinforces the sense that it's lonely at the top. Leaders, we assume, need to be slightly disconnected
- [The idea hunter](https://www.imd.org/research-knowledge/strategy/articles/the-idea-hunter/) - More than 50 participants attended The Idea Hunter discovery event at which Professor Bill Fischer shared his I-D-E-A tool for hunting new ideas – the roots of innovation. Being an interested person is the place to start. Then add diversity to the people from whom you hunt ideas, build the habit of idea hunting into
- [Supply chain digitalization](https://www.imd.org/research-knowledge/digital/articles/supply-chain-digitalization/) - The digitalization of supply chains is happening quickly. Much of the attention is centered on innovations like cloud computing, software-as-a-service (SaaS), and advanced analytics. But there is another aspect to this rapidly-changing landscape: companies must rethink their IT management approaches, from their purchasing strategy, to the interaction between IT and business processes. The expanding vendor
- [Israel: The unreasonable nation, and how that makes it similar to Silicon Valley](https://www.imd.org/research-knowledge/digital/articles/israel-the-unreasonable-nation-and-how-that-makes-it-similar-to-silicon-valley/) - The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man". George Bernard Shaw Entrepreneurs exist everywhere, but several regions, notably Silicon Valley and Israel, are held up as examples for the rest of us to learn from.
- [How a Swiss bank was toppled by a financial scandal in Malaysia – and what can be learned from it](https://www.imd.org/research-knowledge/finance/articles/swiss-bank-was-toppled-by-a-financial-scandal-in-malaysia/) - The world’s biggest financial scandal, over missing billions from Malaysian state-run development fund 1MDB, has left the country’s former prime minister, Najib Razak, facing charges of corruption – charges which he denies. In addition to bringing down a government, the scandal’s effects have reached as far as Switzerland, where Swiss bank BSI was forced to close
- [Negotiation and dispute resolution](https://www.imd.org/research-knowledge/negotiation/articles/negotiation-and-dispute-resolution/) - More than 150 executives attended an IMD Discovery Event that explored what it takes for leaders to negotiate and manage conflict effectively both inside and outside their organizations. The participants – senior managers from a variety of industries and companies – shared their experiences, participated in role playing and actively contributed to the discussion. Leaders
- [Why and how you should distinguish between stakeholders](https://www.imd.org/research-knowledge/stakeholder-management/articles/how-and-why-you-should-distinguish-between-stakeholders/) - Are executives supposed to manage the trade-offs between conflicting stakeholder interests? For example, between the interests of shareholders and supporting society to help manage a pandemic? Executives need a practical criterion or objective for deciding how to allocate resources across various stakeholders; those who create value for the company must be treated differently from those
- [Strategies for Responding to digital disruption](https://www.imd.org/research-knowledge/strategy/articles/strategies-for-responding-to-digital-disruption2/) - Around 70 executives attended an IMD Discovery Event hosted by the Global Center for Digital Business Transformation. The purpose was to shed light on strategic responses to digital disruption, including analyzing the three value drivers and how to create “combinatorial disruption.” In a dynamic exchange, all the presenters stimulated an interactive and energetic discussion of
- [Surviving a crisis – Why preparation is key to resilience](https://www.imd.org/research-knowledge/competitiveness/articles/surviving-a-crisis-why-preparation-is-key-to-resilience/) - Take the example of the auto sector. Carmakers have long known the importance of de-emphasizing mechanical engineering. They are aware of the need to increase their software capabilities for self-driving vehicles. But during the pandemic, this trend has sped up. Investors have come to love Tesla. It’s worth more than Toyota, Volkswagen, Daimler, and Honda
- [The political leaders we deserve](https://www.imd.org/research-knowledge/leadership/articles/the-political-leaders-we-deserve/) - I was born in 1945. As a Frenchman, indeed as a Western European, in the ensuing seven decades I have known nothing but peace and prosperity. No major “world” wars, no civil wars, no holocaust, no extremist ideologies, no bloody rabid dictatorships, no great economic depression, no major social unrest, no grinding poverty. To paraphrase
- [To be, or not to be, the next-generation family business leader](https://www.imd.org/research-knowledge/family-business/articles/to-be-or-not-to-be-the-next-generation-family-business-leader/) - How and when do you best prepare to run your family's business? For Eric Babolat, the question came unexpectedly and tragically early. Eric belongs to the fifth generation of the Babolat family, which owns and runs the oldest tennis company in the world. Some 140 years ago, Babolat invented racquet strings about the same time
- [3 ways to engage your customers to improve your products and services](https://www.imd.org/research-knowledge/marketing/articles/3-ways-to-engage-your-customers-to-improve-your-products-and-services/) - Here are three commandments we, IMD, follow which could also help your company to engage your customers to improve your products & services
- [Why family identity matters](https://www.imd.org/research-knowledge/family-business/articles/why-family-identity-matters/) - Building a brand is important for any company, and especially for family businesses. Our new research shows that a strong brand based on family identity can reduce and contain the unique forces that threaten to pull a family firm in different directions. This is true not only for family companies in business-to-consumer (B2C) sectors -
- [To implement change you must rewire your organization](https://www.imd.org/research-knowledge/organizational-design/articles/to-implement-change-you-must-rewire-your-organization/) - Why do organizational change efforts fail? Most often because leaders didn't give sufficient attention to the implementation phase of the process. When companies undertake major change initiatives, such as restructuring or post-acquisition integration, they typically do a good job in the design phase. They design the new strategy and structure. They create staffing plans and
- [How transition programs accelerate executive onboarding and integration](https://www.imd.org/research-knowledge/organizational-behavior/articles/how-transition-programs-accelerate-executive-onboarding-and-integration/) - In “Onboarding Isn’t Enough,” a 2017 Harvard Business Review article co-authored with Mark Byford and Lena Triantogiannis from #EgonZehnder, we showed that many companies think they are doing a good job of onboarding newly-hired executives when they actually aren’t. This is the case because (1) there has been no good definition of what “excellent onboarding” actually involves,
- [Bridging the Capability Gap to Go Global](https://www.imd.org/research-knowledge/strategy/articles/bridging-the-capability-gap-to-go-global/) - Participants from around the world gathered at an IMD Discovery Event in September 2016 to learn how companies can bridge the capability gaps that prevent them from benefitting fully from an increasingly globalized world. They explored why these gaps occur and shared their experiences in overcoming them. They also learned why balancing exploitation and exploration
- [50 years on from women gaining the right to vote in Switzerland, it’s time to make all voices count](https://www.imd.org/research-knowledge/leadership/articles/50-years-on-from-women-gaining-the-right-to-vote-in-switzerland/) - Living in Switzerland in February 2021, it is hard to imagine not having the right to vote. Voting is an important part of political and civic life. It gives people the right and responsibility to use their voice about important issues. The Universal Declaration of Human Rights, adopted by the United Nations General Assembly in
- [How COVID-19 caused the future of work to arrive early](https://www.imd.org/research-knowledge/big-data/articles/how-covid-19-caused-the-future-of-work-to-arrive-early/) - Predicting the future of work is hard when you’re still in the midst of the catastrophe. It is clear, though, that “futuristic” trends are emerging, having been catalyzed by the COVID-19 pandemic. The big question is to what degree they will survive the crisis. Although the technology to facilitate remote work has been around for
- [The past, present and future of Chinese philanthropy](https://www.imd.org/research-knowledge/china/articles/the-past-present-and-future-of-chinese-philanthropy/) - For centuries, philanthropy flourished in China, taking its inspiration from the values and beliefs of Confucianism, Taoism, or Buddhism. However, charitable giving grew less common with the introduction of communism to China. It was eventually revived by the market reforms of 1978 and, since then, thanks to growing resources and “opening up”, Chinese philanthropy has
- [How good preparation can save your organization in a crisis](https://www.imd.org/research-knowledge/leadership/articles/how-good-preparation-can-save-your-organization-in-a-crisis/) - The Swiss Armed Forces recently completed a 48-hour intensive crisis simulation exercise. For a change, it didn’t train military staff, but a group of international Executive MBA graduates from IMD. As part of the curriculum, the EMBAs receive training in crisis management. The course is their last big challenge before graduation. The exercise took place
- [Three questions to help you take charge of your ascent to leadership](https://www.imd.org/research-knowledge/leadership/articles/three-questions-to-help-you-take-charge-of-your-ascent-to-leadership/) - Women are making headway in terms of access to and representation in leadership roles. Consequently, organizations are discovering how and why diversity creates value, both in terms of creativity as well as profitability and long-term sustainability. Despite the progress of the past decades, the ratio of women to men in the C-suite – in even
- [What’s stopping Tencent from monetizing WeChat in the most obvious way?](https://www.imd.org/research-knowledge/marketing/articles/whats-stopping-tencent-from-monetizing-wechat-in-the-most-obvious-way/) - The $22 billion Chinese technology giant Tencent is sitting on an advertising goldmine. Just 18% of its total revenue in fiscal year 2016 came from online advertising, and industry analysts believe that the company’s WeChat social media app in particular is undermonetized. Compare this with Facebook’s model: advertising makes up 98% of its total revenue.
- [Is blockchain all hype? A financier and supply chain expert discuss](https://www.imd.org/research-knowledge/digital/articles/is-blockchain-all-hype-a-financier-and-supply-chain-expert-discuss/) - Arturo Bris: Have you ever watched footage from the early 1980s of people trying to explain the internet? They’re skeptical and confused and have no idea how to say “@”, which is comical given what we now take for granted. But that’s where we are with blockchain now. People don’t believe in it because they
- [Getting out of the office](https://www.imd.org/research-knowledge/leadership/articles/getting-out-of-the-office/) - Becoming the CEO of a large organization for the first time is a challenging leadership transition. While the path to the top usually prepares a first-time CEO well for key internal leadership tasks (such as building and leading executive teams, driving execution, and crafting vision and strategy) many organizational leaders have far less experience managing
- [7 signs your conversations matter](https://www.imd.org/research-knowledge/leadership/articles/7-signs-your-conversations-matter/) - Like many leaders, you may be feeling significant tension as a result of the current crisis. A recent IMD survey by Professors Michael Watkins and Michael Yaziji revealed executives across all industries and levels are experiencing increased business and personal pressure and expect it to continue for at least six months. While pressure is par
- [Why globalization is going nowhere, despite the current panic](https://www.imd.org/research-knowledge/competitiveness/articles/com-july-2020/) - Globalization, that is the increased interdependency among economies with respect to trade of goods and services, as well as the flow of capital, people and ideas, has long had its pluses and minuses. Seen generally, globalization has led to a larger number of goods, greater variety and lower prices in markets globally. Globalization has also
- [The best companies aren’t afraid to replace their most profitable products](https://www.imd.org/research-knowledge/strategy/articles/the-best-companies-afraid-to-replace-their-most-profitable-products/) - For a long time, the Silicon Valley funding model has been hailed as a powerful alternative to the stifling way corporate America works. Many are betting on the new generation of technology firms to unsettle the old guard. Today the number of unicorns—startups that valued at $1 billion or greater—is staggering. Fortune counted more than
- [Why quotas are not enough to improve boardroom diversity](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/why-quotas-are-not-enough-to-improve-boardroom-diversity/) - Many countries have imposed quotas or targets for the proportion of women in the boardroom, including Norway, Finland, France and Spain, where boards must be 40% female. But many nations do not impose financial penalties for non-compliance, including Switzerland, which passed a law in 2018 that requires boards to be 30% female. As we know,
- [North Korea: the country that doesn't smile](https://www.imd.org/research-knowledge/economics/articles/north-korea-the-country-that-doesnt-smile/) - I have just returned from my first-ever, one-week visit to the Democratic People's Republic of Korea (DPRK). Having spent the last ten years in Switzerland, I have enjoyed the experience of living in a competitive, modern, innovative country with superb quality of life. During my tenure as Director of the IMD World Competitiveness Center I
- [LinkedIn Learning: loading education 4.0?](https://www.imd.org/research-knowledge/economics/articles/linked-learning-loading-education-4-0/) - LinkedIn recently announced that it was entering the professional development market. Surprisingly, this news barely caused a ripple. Will 22 September 2016 go down in history as a key milestone in the digital transformation of the professional development market? Only the future will tell. The context is straightforward. In April 2015, Lynda Weinman and her
- [Achieving strategic agility: Why strategic planning needs to be revisited](https://www.imd.org/research-knowledge/leadership/articles/achieving-strategic-agility-why-strategic-planning-needs-to-be-revisited/) - Over the last five years, I have engaged in strategic dialogues with many top management teams in a range of industries from chemicals to telecom to paint. While working with these senior executives, I have noticed that many are mired in a “strategic decision-making conundrum”. On the one hand, rigid strategic-planning processes are hampering the
- [The African opportunity](https://www.imd.org/research-knowledge/economics/articles/the-african-opportunity/) - More than 40 executives attended an IMD Discovery Event that delved into some of the opportunities and challenges of doing business in Africa, the third fastest growing region in the world. The guest contributors ranged from senior executives in multinational and African companies to a local entrepreneur and a senior journalist with a particular interest
- [What drives brain drain and brain gain?](https://www.imd.org/research-knowledge/competitiveness/articles/what-drives-brain-drain-and-brain-gain/) - Based on the extensive data and survey results gathered by the IMD World Competitiveness Yearbook (taken from the years 2000-2016), The IMD World Talent Ranking assesses the ability of 63 countries to develop, attract and retain talent for enterprises operating in those economies. Brain drain and brain gain can be key factors determining the level
- [The impact of coaching in executive education](https://www.imd.org/research-knowledge/leadership/articles/the-impact-of-coaching-in-executive-education/) - As a coach and facilitator working with some premier European business schools at the beginning of this millennium, it was always pleasantly surprising to meet other coaches pioneering their ‘value-added’ services within executive education. At that time business schools were clearly the domain of professors and researchers. As coaches we were brought in by enlightened
- [Alibaba’s Singles’ Day report card](https://www.imd.org/research-knowledge/china/articles/alibabas-singles-day-report-card/) - You may be surprised to learn that the World’s largest shopping day is not Black Friday, Cyber Monday, or even Boxing day. It is Singles’ Day, or as Alibaba calls it - the 11.11 Global Shopping Festival. The event began as a cheeky counterpoint to all other retail celebrations that revolve around someone buying a
- [Sustainability is actually good news](https://www.imd.org/research-knowledge/sustainability/articles/sustainability-is-actually-good-news/) - Perhaps the biggest challenge for the 21st century is how to build a sustainable society. Overcoming this challenge means letting go of the rather negative vision of sustainability that concentrates mainly on what has gone wrong with our economic development model. Instead, we need to adopt a new mindset highlighting all the options and possibilities
- [Millennials: reality vs. rumor](https://www.imd.org/research-knowledge/communication/articles/millennials-reality-vs-rumor/) - Millennials are the fastest growing population in the workplace, including the extent to which they influence leadership styles and different career expectations. But how much is really understood about Millennials beyond anecdotes and clichés? Management Research Group in partnership with IMD, conducted a large scale empirical research study of nearly 10,000 leaders in Europe to
- [The great Indian leapfrog](https://www.imd.org/research-knowledge/digital/articles/the-great-indian-leapfrog/) - As India’s growth rate slowed to a 3-year low of 5.7%, analysts, business leaders and casual observers alike have started raising some alarm over the long-run state of the economy. Reasons ranging from demonetization, the GST rollout to a perceived lackadaisical attitude of the government toward economic growth have been proposed. More worrisome for others
- [Women leaders](https://www.imd.org/research-knowledge/organizational-behavior/articles/women-leaders/) - Some female executives assume they need to act like men to get ahead. But according to recent research, the situation is far more of a balancing act between the widely accepted expectations for leaders and specific gender expectations for women. Consequently, women have to be conscious of which leadership traits they cultivate and which ones
- [Obstacles to implementing value-based pricing](https://www.imd.org/research-knowledge/pricing/articles/obstacles-to-implementing-value-based-pricing/) - Practitioners and researchers largely agree that value-based pricing leads to higher profits than cost- or competition-based pricing.[1] Yet,despitethe fundamental superiority of VBP, studies continually show that cost- and competition-based pricing remain widespread in practice.[2-4] So why do managers gravitate to cost- or competition-based pricing when value-based pricing (VBP) has proven to be superior. (See Figure 1 for a
- [How to oust dominant leaders when they become dysfunctional](https://www.imd.org/research-knowledge/leadership/articles/how-to-oust-dominant-leaders-when-they-become-dysfunctional/) - Carlos Ghosn’s dramatic fall from grace at Nissan highlights the problem many boards have with a dominant leader. They emerge, like Ghosn, with political skill and their ability to create value, or in family businesses as the founder, or heir. Once entrenched, however, dominant leaders often undermine effective governance and the long-term viability of their
- [Where are women leaders today?](https://www.imd.org/research-knowledge/organizational-behavior/articles/where-are-women-leaders-today/) - More than 35 years have passed since Iceland’s Vigdis Finnbogadottir became the world’s first directly elected female head of state. The fact that she was re-elected three times before retiring in 1996 shows just how popular she ended up being. Her election could have marked a turning point for women in all professions, confirming that
- [Change Begins with Me](https://www.imd.org/research-knowledge/leadership/articles/change-begins-with-me/) - As industries and technologies rapidly evolve and transform, organizations must adapt or die. While the need for transformation is well recognized, organizations often fail to follow through. Why is it that many of the most clever and experienced leaders cannot lead their organizations to transformation? In a 1996 study Morgan McCall1 introduced “the 70-20-10 model” for executive
- [The World Trade Organization leadership transition](https://www.imd.org/research-knowledge/economics/articles/the-world-trade-organization-leadership-transition/) - The Evian Group@IMD convened a public debate in Lausanne during which five of the nine candidates to become the next Director-General of the World Trade Organization (WTO) outlined their visions for global trade. The event focused on how to rekindle the interest of the private sector in the WTO. The growing fragmentation of the global
- [Big data and analytics](https://www.imd.org/research-knowledge/articles/global-signals-big-data-and-analytics/) - IMD Speaks By using big data, managers can move from ideas, code and data – the human aspect of website design – to machines learning, building and adapting by themselves. Creating machines that can learn and then develop prototypes also means empowering them to adapt websites to best serve individual customers. Thus, with big data,
- [How companies and talent can gain from a shared purpose](https://www.imd.org/research-knowledge/leadership/articles/how-companies-and-talent-can-gain-from-a-shared-purpose/) - Why is purpose so important for organizations? Why should more leaders take it seriously? How can we align our personal purpose with work? Some argue that the main driver behind the rise of purpose comes from pressure from external stakeholders including consumers, governments and investors. But employees are just as important as a motivational force.
- [In the Field with Beretta](https://www.imd.org/research-knowledge/entrepreneurship/articles/in-the-field-with-beretta/) - AT A GLANCE Beretta has successfully transformed itself from a local Italian manufacturer of guns into a global company offering a full range of portable arms and related equipment. Beretta’s long history of almost 500 years has taught it how to combine tradition and innovation and turn it into its core competitive advantage. At the heart of the company’s successful pivot has been its ability to embrace the paradox of seemingly conflicting qualities such
- [Governance of investments during regime shifts: the four core principles](https://www.imd.org/research-knowledge/articles/governance-of-investments-during-regime-shifts/) - We are in a world of regime shifts: pandemics; trillions of debt; the climate crisis; social, technological and political transformations – all indicative of a different future for the world and for investments. Legacy investment strategies and structures will suffer as father time remains undefeated. The future will not reflect the recent past. Classic asset
- [Business Efficiency and Productivity](https://www.imd.org/research-knowledge/competitiveness/articles/february-2017-criterion/) - The actions and policies of the government and their outcomes (e.g., infrastructure indicators) affect the efficiency and productivity of the private sector. In this Criterion of the Month, we assess some of the key indicators driving business efficiency and productivity. We use stepwise regressions to carry out two sets of tests to identify the competitiveness
- [Pentland Group: A family of brands](https://www.imd.org/research-knowledge/family-business/articles/pentland-group-a-family-of-brands/) - Receiving one of the most prestigious accolades for "excellence in family business" was a memorable moment for Andy Rubin, third generation family shareholder and chairman of Pentland Brands – the brand management division of Pentland Group plc. Pentland Group plc, a second- and third-generation family enterprise, started in 1932 as a shoe distributor and then
- [How China is revolutionising e-commerce with an injection of entertainment](https://www.imd.org/research-knowledge/china/articles/how-china-revolutionising-e-commerce/) - While some sectors of the economy struggle for survival in a sudden, new, harsh reality, e-commerce is again faced with massive demand. With many of us confined to our homes, we have become reliant on online shopping. And while your weekly grocery shop or a book order might seem to have changed little in recent years, there
- [Delivering high growth profitably dynamic markets](https://www.imd.org/research-knowledge/emerging-market/articles/delivering-high-growth-profitably-dynamic-markets/) - Delivering high growth profitably and on a sustained basis is difficult in any market -- profit and growth pull in opposite directions as do short-term results and sustained performance. Doing so in a dynamic market is especially challenging. The market forces reconfigure in unpredictable ways making it difficult for corporate leaders to carefully assess the
- [Crescendo: Build your Digital Orchestra](https://www.imd.org/research-knowledge/digital/articles/crescendo-build-your-digital-orchestra/) - This is the third in a 4-part series of articles about digital disruption by the Global Center for Digital Business Transformation (DBT Center), a joint initiative of IMD business school and Cisco. The series explores how digital disruption is altering traditional competitive dynamics in virtually every industry – and how to ensure your company thrives.
- [What private banks need to do to drive the future of wealth management](https://www.imd.org/research-knowledge/finance/articles/what-private-banks-need-to-do-to-drive-the-future-of-wealth-management/) - The fourth industrial revolution – featuring artificial intelligence, big data, the internet of things and so on – presents many challenges to private banks when it comes to wealth management. They will need to adapt well if they wish to preserve their leading position serving High Net Worth Individuals (HNWIs) and Ultra High Net Worth
- [Think direct eye contact makes someone trustworthy? It can be a sign of something much darker](https://www.imd.org/research-knowledge/negotiation/articles/think-direct-eye-contact-makes-someone-trustworthy-it-can-be-a-sign-of-something-much-darker/) - We usually interpret someone looking us straight in the eye during an interaction as a sign of trustworthiness. In fact, it can be rather unsettling when someone avoids eye contact. This is at least the case in the Western world, where we use eye contact as a marker of honesty and straightforwardness – taking it
- [Leading through emotion](https://www.imd.org/research-knowledge/communication/articles/leading-through-emotion/) - In a recent, highly experiential and interactive Discovery Event, Professor Ina Toegel highlighted the importance of minding, understanding, managing and expressing emotions to boost team creativity and innovation. She illustrated these concepts using examples from films, music, visual arts, literature and performance art. Too often, organizational leadership focuses on ever-increasing results in a fast-paced and
- [Ayala corporation: nation building and succession](https://www.imd.org/research-knowledge/family-business/articles/ayala-corporation-nation-building-and-succession/) - Receiving one of the most prestigious accolades for "excellence in family business" was a memorable moment for the ten Zobel de Ayala family members gathered in Dubai on October 16. They belong to the seventh and eighth generations of the family that has steered Ayala Corporation, one of the Philippines' oldest and most successful conglomerates,
- [Bezos’ big bet – going for market share over profits](https://www.imd.org/research-knowledge/supply-chain/articles/bezos-big-bet-going-for-market-share-over-profits/) - They’re at it again. In 1997 Jeff Bezos penned a famous letter to shareholders, promising that he would always value long-term growth over short-term profitability concerns After results showing Amazon’s retail operations were creeping into the black, it seems Amazon is back to buying market share with logistics. Along with many others we believed that
- [Digital business transformation – getting it right](https://www.imd.org/research-knowledge/digital/articles/digitalbusinesstransformationgettingitright/) - At a recent Discovery Event, 55 participants from 32 companies learned about addressing the digital transformation execution challenge and balancing the need to drive value from their core business while exploring new digitally-enabled opportunities. They were also introduced to (and practiced using) a new execution framework. Executives are mostly aware that disruption is going to
- [One belt – one road: China’s re-engineering of the global business environment](https://www.imd.org/research-knowledge/economics/articles/one-belt-one-road-chinas-re-engineering-of-the-global-business-environment/) - Senior strategy executives attended an IMD Discovery Event to learn more about China’s “One Belt – One Road” initiative, potentially the most dramatic transformation of the world economy since the industrial revolution. In 2013, China announced One Belt One Road (OBOR) – an initiative that could potentially reshape the world order. OBOR comprises a land-based
- [The hidden cost of cost-to-serve](https://www.imd.org/research-knowledge/supply-chain/articles/the-hidden-cost-of-cost-to-serve/) - Every supply chain executive has had the frustrating experience of witnessing inefficient practices in their fulfillment operations. One of ours was during a tour of a consumer product manufacturers’ distribution center. Workers were carefully taking products that were shrink-wrapped by three, cutting off the plastic film, putting two units in a box and returning the
- [Emerging from the shadows: The new Chinese giants aiming to unseat Alibaba and Tencent](https://www.imd.org/research-knowledge/china/articles/emerging-from-the-shadows-the-new-chinese-giants-aiming-to-unseat-alibaba-and-tencent/) - It is impossible to talk about digital business in China without focusing on either Alibaba, Tencent, or both. The business ecosystems built by the two Mr. Mas cannot easily be avoided, either by consumers, businesses, investors, or competitors. They have expanded from different starting points – ecommerce and social communication respectively – to build up
- [How Haier gives insights into China’s radical transformation](https://www.imd.org/research-knowledge/china/articles/how-haier-gives-insights-into-chinas-radical-transformation/) - When the definitive history of the twentieth century is written, it is entirely possible that the brightest story of that war-torn and economically challenged century will be the return of the Chinese people to a prominent role on the world stage. In fact, today, in our time of petty economic bickering and trade war posturing,
- [Global leadership and global teams](https://www.imd.org/research-knowledge/leadership/articles/global-leadership-and-global-teams/) - Almost 100 executives attended an IMD Discovery Event that explored the topic of global leadership. In a highly interactive session, the participants – senior managers from a variety of companies and industries – applied theoretical tools and principles to their personal business challenges and co-created new insights on what individuals and organizations can do to
- [Project supply chains – a different world](https://www.imd.org/research-knowledge/supply-chain/articles/project-supply-chains-a-different-world/) - Companies are increasingly investing in their sales and operation planning (S&OP) process and tools. Gartner, an American technology research and advisory firm, considers demand planning accuracy at the top of the list of key supply chain performance indicators. Demand planning is becoming more sophisticated. Powerful statistical tools can model consumer demand patterns, while demand shaping
- [In the field with Accorhotels](https://www.imd.org/research-knowledge/digital/articles/a-strategic-response-to-digital-disruption-the-case-of-accorhotels/) - AT A GLANCE AccorHotels quickly recognized the threat that digital disruptors, in particular Airbnb, pose to its industry and business. Its biggest challenge was to transform an asset-heavy, hierarchical company into a dynamic, agile and fast-moving organization. In addition to transforming its corporate culture, organizational structure, value proposition and overall business model, the group implemented
- [Apple’s share price has doubled, but there is a crunch coming – investors should watch out](https://www.imd.org/research-knowledge/finance/articles/apples-share-price-has-doubled-but-there-is-a-crunch-coming/) - Apple shareholders must be extremely happy with the company’s performance in the past 12 months. The stock price is up 111% since the end of 2018, not to mention the US$3 (£2.31) per share that the company has paid in dividends over the period. While Apple’s full-year 2019 results will not be released until later
- [Transition traps](https://www.imd.org/research-knowledge/leadership/articles/transition-traps/) - Every year, thousands of managers enter new leadership positions. Their actions during the first few months on the job can determine their success or failure, yet little first-rate advice is available on how to take charge in a new leadership role. Transitions are pivotal, in part, because everyone is expecting change. But they also are
- [In the field with Roche](https://www.imd.org/research-knowledge/digital/articles/in-the-field-with-roche/) - At a glance Between 2016 and 2023, pharmaceutical giant Roche embarked on an ambitious program to transform its organization, processes, people and ways of working. Roche succeeded, reaffirming its identity and purpose as a science-based, patient-centered company. Across Roche, the process produced an “unlocking” of potential, improving profit margins, ramping up R&D investment, diversifying the
- [谷歌和脸书：他们应该被拆分的真正原因是中国](https://www.imd.org/research-knowledge/agility/articles/google-and-facebook-the-real-reason-they-should-be-broken-up-is-china-2/) - 曾几何时，我们的互联网就像美国历史上的西部经济：不受监管，机会巨大，没有大公司涉足。万维网是新生事物，网络空间上充斥着大多无用信息。Kate Delhagen（1997年马萨诸塞州剑桥Forrester Research的研究分析师）说：“如果你用一个非常好的搜索引擎搜索一个条目，那么大多数情况下你很可能得到不相关的结果。” 就像19世纪早期的石油工业一样，早期互联网行业的参与者鱼龙混杂，寿命较短。AOL、Netscape、Myspace和ICQ一度都是家喻户晓的社交工具，但转眼间似乎就消失了。那时人们普遍认为互联网的飞速发展会使得任何竞争优势成为“昙花一现”。变快、变敏捷、变大的需求反而是一种负担。这种固执的看法蒙蔽了公众的眼睛，他们看不到搜索引擎（谷歌）、书商（亚马逊）和社交网站（脸书）的缓慢增长。 如今，这些垄断公司控制了互联网，正如19世纪晚期美国经济开始被石油、钢铁和烟草行业的单一参与者所控制一样。一如当年，社会要求拆分这些大公司，目的是为保护消费者和其他企业免受其影响。然而，美国经济还面临着另外一个威胁，那就是来自中国的竞争。这为拆分那些不在第一轮大规模反垄断浪潮名单中的科技巨头提供了一个更紧迫的理由。 美国技术领域上一次面临这样的威胁是在20世纪80年代，当时诸如Westinghouse、Fairchild和RCA等大公司日益受到日本对手的打压。 但并非是这些受重创的巨头发起了反击并恢复美国经济，而是硅谷的下一代企业家帮助美国在信息时代夺回了领导地位。 这次，日本未能破局，因为日本的银行体系和政策法规历来偏爱大公司。索尼、东芝、夏普和其他许多公司都曾具有颠覆性。但日本太过于依赖某一代成功的公司，依赖少数大公司的经济体本质是把一个国家的未来交付在几个首席执行官的手上。而普遍的是，大公司的转型只有一次。 著名物理学家Geoffrey West曾观察到，如果一个城市呈现出超线性增长，则表明该城市在变大，每个人的生产力都会提高。然而，公司呈现的趋势却与之相反。公司几乎总是被排斥创造力和创新的官僚体制和行政机构扼杀。因为在一家公司里，“必须有人来处理税收、账单、地板清洁、大楼维护以及其他所有事务。” 这就是为什么1911年标准石油公司分裂成Exxon、Mobil、Chevron和其他衍生公司后，标准石油公司的价值在一年内翻了一番，还在接下来的几年里增加了五倍的原因。和标准石油公司解体前的情形一样，每个互联网巨头的创新能力都为其规模所累。 随着数字应用扩展至交通、航空、医疗和能源领域，互联网不再仅仅由美国主导。中国，正在引领人工智能、高级机器人和电子商务这些特定领域。 中国创新 我在2018年访问中国深圳时，电信巨头华为的一名经理告诉我，这座城市的大部分基础设施将很快数字化，华为将在此覆盖5G网络。这将解决使用该网络的计算机的诸多速度问题和延迟问题，从而大大降低所需的计算能力，例如无人驾驶汽车所需的计算能力。这种计算能力可以通过下一代网络系统转移至城市的基础设施上。 这是一个全新愿景，与英特尔在加州的愿景大相径庭，后者希望通过开发更强大的微芯片安装在汽车上来主导无人驾驶汽车技术市场。华为关于车联网的想法将直接影响英特尔在中国和其他国家实施的战略。 这类例子说明了美国迫切需要发动下一波颠覆的原因。谷歌可能会展示自己的登月雄心，但其旗下的自动驾驶汽车公司Waymo尚未获得商业吸引力。苹果可能会搬出自己的技术实力，但其收入在下降，在中国越来越不受待见。脸书可能会将虚拟现实作为下一个用户界面，但其甚至无法摆脱推送虚假新闻的困境。互联网巨头的创新速度是有上限的。 一些观察者认为，可采用的解决方案是开启另一波开源软件浪潮，任何人都可以使用或改造这些软件，从而恢复互联网昔日的纯真和活力。但在人工智能和物联网智能设备的竞赛中，中国正成为一个强大的竞争对手，美国需要制定更强有力的措施来重振其创新能力。如果说以史为鉴，那么是时候拆分这些巨头了。 本文章最初发表在《对话》上 Howard Yu是《跨越：如何在一切都可以复制的世界中茁壮成长》的作者（公共事务类，2018年6月），IMD 的LEGO管理与创新教授。2015年，Yu被Poets&Quants评为40岁以下的40名最佳教授之一。他还入围了2017年Thinkers50创新奖，并在2018年被列入Thinkers50雷达名单的上“最有可能对未来组织的管理和领导方式产生深远影响” 30位管理思想家。Yu在哈佛商学院获得了管理学博士学位。
- [Why business ideas are not the same as business opportunities](https://www.imd.org/research-knowledge/entrepreneurship/articles/ideas-are-the-seeds-of-new-business-opportunity/) - “Venture ideas take inspiration. Venture opportunities need perspiration.” Ideas are not the same as opportunities. Starting a new venture requires time and effort. But this seemingly obvious statement has led to confusion among entrepreneurs and academics. Many budding entrepreneurs believe that an idea alone will guarantee them success and wealth. What they ignore, however, is
- [What is organizational culture? And why should we care?](https://www.imd.org/research-knowledge/leadership/articles/what-is-organizational-culture-and-why-should-we-care/) - If you want to provoke a vigorous debate, start a conversation on organizational culture. While there is universal agreement that (1) it exists, and (2) that it plays a crucial role in shaping behavior in organizations, there is little consensus on what organizational culture actually is, never mind how it influences behavior and whether it
- [The importance of the person effect on your leadership](https://www.imd.org/research-knowledge/leadership/articles/the-importance-of-the-person-effect-on-your-leadership/) - Jackie has an important message to communicate. She needs to generate buy-in from the group. She delivers what she thinks is a compelling message. The response is rather tepid at best. Colleagues look bored as she communicates her points. A few days later, a colleague of Jackie named Ellen approaches the same group. She shares
- [Capturing value and avoiding commoditization through pricing excellence](https://www.imd.org/research-knowledge/marketing/articles/capturing-value-and-avoiding-commoditization-through-pricing-excellence/) - In April 2016, around 60 executives attended an IMD Discovery Event to discuss pricing excellence from different perspectives and to explore recent case studies from both B2B and B2C markets. While organizations might think they understand competitive pricing, potential sales are often lost because of price competition. The challenge that most businesses face is that
- [Beware of activist investors?](https://www.imd.org/research-knowledge/finance/articles/beware-of-activist-investors/) - Activist investors are relatively new – but very influential – players in international capital markets. Activist investors are shareholders at publicly traded companies who attempt to affect change in an organization either by directly appealing to, or putting heavy pressure on, the company’s board of directors, bypassing the normal advisory process. The scope of activist
- [Your strategy needs a strategy](https://www.imd.org/research-knowledge/strategy/articles/your-strategy-needs-a-strategy/) - Over 50 executives attended a recent IMD Discovery Event on approaches to strategy. Participants gained insights into how long-lasting companies thrive and renew themselves, often by balancing exploitation and exploration strategies. The event also touched on new business models in an era of technological disruption. A common definition describes strategy as a tool or set
- [9 Reasons why China loves the internet](https://www.imd.org/research-knowledge/china/articles/9-reasons-why-china-loves-the-internet/) - The size of the Chinese Internet is staggering. There are almost 650 million Internet users in China now, more than in any country in the world - next highest is the U.S, with almost 280 million. That's just 46% of the Chinese population compared to 86% in the U.S., so this gap will continue to
- [Handling the truths in Cyrus Mistry’s purloined letter](https://www.imd.org/research-knowledge/corporate-governance/articles/ouster-of-cyrus-mistry-from-tata-sons/) - In his celebrated detective short story “The Purloined Letter” Edgar Allen Poe constructs an absorbing mystery out of a letter that has been hidden in plain sight. Corporate India has now been gripped by another purloined letter, leaked from former Tata Sons Chairman Cyrus Mistry’s email communication, criticizing Tata’s governance as well as Mr. Ratan
- [Is VUCA the end of strategy and leadership?](https://www.imd.org/research-knowledge/leadership/articles/is-vuca-the-end-of-strategy-and-leadership/) - We’ve all been in meetings during which two parties were arguing about whether they should spend their time discussing strategy or focus on organizing immediate action. This kind of debate is likely to become more and more frequent. Why should we care about strategy? Why bother working on sophisticated strategies when everything around us is
- [Is Africa the land of business opportunity or pain?](https://www.imd.org/research-knowledge/economics/articles/is-africa-the-land-of-business-opportunity-or-pain/) - With growth stagnating around much of the world, businesses often look to new markets to find opportunities. BRIC countries were previously thought of as the global El Dorado by many companies but Brazil, Russian, India and China largely turned out to be disappointing, as their economies have stagnated and continue to present significant hurdles to
- [An AI taught itself to play a video game – for the first time, it’s beating humans](https://www.imd.org/research-knowledge/digital/articles/an-ai-taught-itself-to-play-a-video-game-for-the-first-time-its-beating-humans/) - Since the earliest days of virtual chess and solitaire, video games have been a playing field for developing artificial intelligence (AI). Each victory of machine against human has helped make algorithms smarter and more efficient. But in order to tackle real world problems – such as automating complex tasks including driving and negotiation – these
- [Part 1: The end of globalization?](https://www.imd.org/research-knowledge/strategy/articles/part-1-the-end-of-globalization/) - Globalization is an ongoing process in which the world appears to be converging economically due to the greater interdependence that the movements of capital, goods, services and people across borders create between the world economies. It’s a process through which geographic, cultural, economic and institutional distance between countries seems to shrink. It is characterized by
- [Google vs Amazon: How a strong CEO boosts innovation](https://www.imd.org/research-knowledge/strategy/articles/google-vs-amazon-how-a-strong-ceo-boosts-innovation/) - Recently, Google’s parent company, Alphabet Inc., unveiled Home—its answer to Amazon Echo— making it a player in the growing market of devices connecting the homes of millions. According to estimates by BI Intelligence, the connected-home market will grow at an annual rate of 67% over the next five years, much faster than the smartphone or tablet market. Connected-home devices include
- [Moving up to business leadership](https://www.imd.org/research-knowledge/articles/moving-up-to-business-leadership/) - There are many schools of thought on the difference between leadership and management, which can be more confusing than enlightening. To establish a common understanding of leadership, Professor Watkins defines effective leaders as those who “mobilize, focus and sustain sources of potential energy in people and organizations to achieve the desired goals.” They define and
- [The red envelope war in 2018](https://www.imd.org/research-knowledge/strategy/articles/the-red-envelope-war-in-2018/) - In a tradition spanning more than 500 years, Chinese people have been giving each other money in red envelopes, called hongbao, as part of the annual Lunar New Year celebrations. These hongbao have now become the latest battleground between China’s two digital behemoths, Alibaba and Tencent.It all started in 2014 when Tencent introduced a way
- [How a family can guard a luxury brand](https://www.imd.org/research-knowledge/family-business/articles/how-a-family-can-guard-a-luxury-brand/) - Patek Philippe, the Swiss luxury watchmaker, recently turned 175 years old. The company is Geneva's oldest independent family-owned watch manufacturer, and its long-term perspective is reflected in its iconic advertising: "You never actually own a Patek Philippe, you merely look after it for the next generation". The brothers Charles and Jean Stern, producers of watch
- [There’s a lot to admire about China, but not much to copy from it – yet](https://www.imd.org/research-knowledge/economics/articles/there-s-a-lot-to-admire-about-china-but-not-much-to-copy-from-it-yet/) - China is set to become the world economic power of the 21st century. A booming corporate sector in the most populated country in the world, with the horsepower provided by a dominant public sector, it has moved the center of gravity of the world economy from West to East. One direct implication of economic dominance
- [Emerging markets perspectives](https://www.imd.org/research-knowledge/economics/articles/emerging-markets-perspectives/) - 43 participants attended a Discovery Event on trends in emerging economies in the context of the global economy and the opportunities and challenges of developing business in these markets, the approaches required in this increasingly complex and changing environment, and how multinationals can fundamentally reintegrate their activities to deliver compelling value propositions to their target
- [Bankruptcy of Sears: A not-so-surprising case of disruption](https://www.imd.org/research-knowledge/disruption/articles/bankruptcy-of-sears-a-not-so-surprising-case-of-disruption/) - At the IMD Global Center for Digital Business Transformation we teach a four step playbook for companies facing disruption. 1] Harvest: a defensive strategy aimed at blocking disruptive threats and optimizing the performance of threatened business segments 2] Retreat: A defensive strategy aimed at strategic withdrawal from threatened business segments 3] Disrupt: An offensive strategy
- [What drives an economy to be highly talent competitive?](https://www.imd.org/research-knowledge/competitiveness/articles/com-november-2020/) - In this edition of the IMD World Competitiveness Center’s Criterion of the Month, we outline three important insights: Talent competitive countries focus their talent development efforts in a holistic manner, balancing between academic rigor and vocational training to enhance the skills and competences needed. Their enterprises invest in keeping the workforce motivated — fundamental for
- [Leading Chinese companies on to the international stage](https://www.imd.org/research-knowledge/leadership/articles/leading-chinese-companies-on-to-the-international-stage/) - Introduction The Boston Consulting Group (BCG) announces each year a list of 100 companies that it believes are global contenders to watch. Not surprisingly, nearly a third of these companies are from China. We were curious to learn how their leaders prepared these companies to compete on the international stage. We study five of them
- [Why China is on the way to being a global innovator](https://www.imd.org/research-knowledge/economics/articles/why-china-is-on-the-way-to-being-a-global-innovator/) - As part of the transformation of the Chinese economy, attested by many elements of the recent news, China is fast transitioning from low cost manufacturing to a higher value innovation-led economy. Anticipating the next few years is fraught with difficulties. China is a huge and diverse country going through major transitions. After extensive field work
- [Acquisition of Japan’s Sharp by Taiwan’s Foxconn](https://www.imd.org/research-knowledge/economics/articles/acquisition-of-japans-sharp-by-taiwans-foxconn/) - The substance of the outcome of the acceptance by Japanese electronics giant Sharp of a USD $4.3bn takeover bid by Taiwanese multinational Foxconn remains to be seen. Its symbolic significance however could be quite outstanding: will Japan’s notoriously insular economy, notably its notoriously ultra-insular electronics industry, be opening up to the outside world and especially
- [The marketing strategy of industry disruptors](https://www.imd.org/research-knowledge/marketing/articles/the-marketin-strategy-of-industry-disruptors/) - We are all familiar with Uber, Airbnb, Tesla, and Netflix as disruptors. But how many of you know Mediq? It’s a Dutch healthcare company that aims to make traditional pharmacies a thing of the past. My colleague Carlos Cordon has been closely watching Mediq. He has observed that today highly trained pharmacists are more in
- [How a 350-year old family-owned bank uses philanthropy to benefit its business and society](https://www.imd.org/research-knowledge/family-business/articles/how-a-350-year-old-family-owned-bank-uses-philanthropy-to-benefit-its-business-and-society/) - Most people think of philanthropy as a one-way street: giving money to benefit the unfortunate. One centuries-old bank – still in the hands of the founding family – has found a way to put philanthropy at the heart of its success. C. Hoare & Co. shows that philanthropy, when integrated into all parts of an
- [The story of a billion-dollar fashion retailer refusing to have its wings clipped](https://www.imd.org/research-knowledge/agility/articles/billion-dollar-fashion-retailer-refusing-to-have-wings-clipped/) - This article has been written in collaboration between IMD and Alibaba Cloud. Last year was a bad one for retail; more retail stores closed than in any year prior in recent times. As a result, iconic fashion labels Forever 21 and luxury chain Barneys New York fronted a long queue of renowned retailers filing for
- [Social Cohesion – Why it matters](https://www.imd.org/research-knowledge/competitiveness/articles/com-april-2014/) - The recent social upheavals in countries as distant as Venezuela or the Ukraine should be no surprise to anyone that has analyzed in detail the IMD World Competitiveness Yearbook for the last years. Both countries sit at the bottom of our sample of countries, and especially so in criteria related to business and government efficiency.
- [PDD: e-commerce for the underserved](https://www.imd.org/research-knowledge/china/articles/pdd-ecommerce-for-the-underserved/) - On July 26, 2018, Pinduoduo (PDD), China’s social e-commerce company, launched its initial public offering on the Nasdaq market. Known for rock-bottom priced products selling on its online platform, PDD had been the target of much criticism and even ridicule relating to the quality of its products. A nontrivial fraction of the products was found
- [Digital business transformation: Where is your company on the journey](https://www.imd.org/research-knowledge/strategy/articles/digital-business-transformation-where-is-your-company-on-the-journey/) - Digital business transformation (DBT) is happening on a scale and at a speed that managers find both threatening and promising. In a report entitled “The Internet of Everything,” CISCO Systems estimated that 10 billion devices were connected to the internet in 2013, and predicted that this number would rise to 50 billion by 2020. It
- [Haier and GE: understanding the magic behind the deal](https://www.imd.org/research-knowledge/mergers-and-acquisitions/articles/haier-and-ge-understanding-the-magic-behind-the-deal/) - Over the next few months, there will undoubtedly be a lot written about the recently concluded Haier-GE partnership. Don’t be misled by what you read. This is not just another acquisition. This is a real effort in strategic experimentation not only about global expansion but also about dreaming bigger as a disruptive advantage. Is it
- [The digital giants in 2018](https://www.imd.org/research-knowledge/digital/articles/digital-giants-in-2018/) - In mid-2017, we released a summary of the activities of 8 of the world’s largest digital giants, namely Google, Amazon, Facebook, Apple, Microsoft, Snap, Alibaba, and Tencent. We tracked their activities across 13 areas, including digital content and media, A.I. and machine learning, online commerce, offline commerce, hardware devices, IT and cloud services, messaging and communications, navigation,
- [Central Asia: the Great Game in the new global disorder of the 21st century](https://www.imd.org/research-knowledge/economics/articles/central-asia-the-great-game-in-the-new-global-disorder-of-the-21st-century/) - The Great Game was the term coined in the 19th century popularized in the 1901 novel Kim by Rudyard Kipling, to describe the rivalry between the British and Russian Empires over Afghanistan that extended out to neighboring states in Central and Southern Asia. It involved constant tensions with Russia and Britain playing on the Central
- [Why all businesses should embrace sustainability](https://www.imd.org/research-knowledge/strategy/articles/why-all-businesses-should-embrace-sustainability/) - The message from COP26 rang loud and clear for global corporations: align your business strategy to sustainability targets and reap monetary rewards. Drag your feet and you’ll lose out.
- [The BlackRock letter: A turning point for real change?](https://www.imd.org/research-knowledge/sustainability/articles/the-blackrock-letter-a-turning-point-for-real-change/) - Although greenwashing is far too common, recently there have been two powerful “green shots,” which show that business is finally taking sustainability a lot more seriously. These are, in our opinion credible signals that serious capital market decisions are beginning to factor in sustainability and the role of business in society in a new way.
- [Silicon Valley is winning the race to build the first driverless cars](https://www.imd.org/research-knowledge/strategy/articles/silicon-valley-is-winning-the-race-to-build-the-first-driverless-cars/) - Henry Ford didn’t invent the motor car. The late 1800s saw a flurry of innovation by hundreds of companies battling to deliver on the promise of fast, efficient and reasonably-priced mechanical transportation. Ford later came to dominate the industry thanks to the development of the moving assembly line. Today the sector is poised for another
- [Mind the micro-inequity: Fostering inclusion in teams and organizations](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/mind-the-micro-inequity-fostering-inclusion-in-teams-and-organizations/) - If the benefits of inclusion are so widely understood, then why are so many teams and organizations still struggling to foster it? Enter the invisible barriers to inclusion.
- [Part 2: What can businesses do if globalization unravels?](https://www.imd.org/research-knowledge/strategy/articles/part-2-what-can-businesses-do-if-globalization-unravels/) - As we discovered in Part 1, globalization may be reaching a tipping point and could be beginning to reverse. Although we live in a semi-globalized world, if the level of globalization we have achieved unraveled, we would go back to total fragmentation. This could be followed by economic depression, perhaps even devastating wars. What can
- [Brain drain, is it beneficial?](https://www.imd.org/research-knowledge/competitiveness/articles/com-january-2015/) - At first glance, it seems obvious that brain drain is a significant cost to emerging economies. However, some academic observers (e.g., Mountford, 1997; Beine, Docquier and Rapoport, 2001) have argued that brain drain is beneficial. They posit that the possibility of migration encourages investment in education because of the potential high returns abroad from educated
- [Why China’s new cybersecurity law is a threat to international businesses and innovation](https://www.imd.org/research-knowledge/technology-management/articles/why-chinas-new-cybersecurity-law-is-a-threat-to-international-businesses-and-innovation/) - China has the world’s largest market for digital shopping, mobile payments, and Internet-enabled financial services. Close to 400 million people in China do most of their payments using their smartphones. China’s overall business in information technology is a market of well above USD $300 billion, and it is estimated that more than 700 million Chinese
- [The five pillars of supply chain resilience](https://www.imd.org/research-knowledge/supply-chain/articles/the-five-pillars-of-supply-chain-resilience/) - What about the implementation of supply chain resilience? Do companies have the capabilities to address resilience? How to be sure that they are prepared for the next disaster?
- [Amazon's sexist hiring algorithm could still be better than a human](https://www.imd.org/research-knowledge/digital/articles/amazons-sexist-hiring-algorithm-could-still-be-better-than-a-human/) - Amazon decided to shut down its experimental artificial intelligence (AI) recruiting tool after discovering it discriminated against women. The company created the tool to trawl the web and spot potential candidates, rating them from one to five stars. But the algorithm learned to systematically downgrade women’s CV’s for technical jobs such as software developer. Although
- [Fighting commoditization](https://www.imd.org/research-knowledge/marketing/articles/fighting-commoditization/) - If the role of marketing was ever to bring about a balanced relationship between sellers and buyers, then in many industrial sectors it has failed to live up to that promise. Consider the following scenario. our core product or service has lost its uniqueness: competition has copied your winning features and is underselling you by a wide margin. Your
- [TESLA becomes a model for sustainable leadership: David and Goliath revisited](https://www.imd.org/research-knowledge/sustainability/articles/tesla-becomes-a-model-for-sustainable-leadership-david-and-goliath-revisited/) - Tesla recently reached a market value of USD $ 50.84 billion, briefly surpassing General Motors – which has a USD $ 50.79 billion market value – and thus becoming the most valuable car company in the USA. How could a small 14-year-old company take on the 109-year-old giant and largest US automaker? After all, GM
- [Cash rich and investment poor?](https://www.imd.org/research-knowledge/finance/articles/cash-rich-and-investment-poor/) - Greenwich, Connecticut, is one of the wealthiest communities in the US. There, money earned on Wall Street is spent on lavish houses and luxury cars. But mansions are connected to the electricity and telephone lines through a profusion of entangled wires which sway above the heads of bystanders. When there is a storm, fallen branches
- [Amazon buys Whole Foods – a grocery revolution?](https://www.imd.org/research-knowledge/supply-chain/articles/amazon-buys-whole-foods-a-grocery-revolution/) - Right after we published an article on Amazon and its grocery business, Amazon announced the acquisition of the American grocery chain Whole Foods for nearly 14 billion USD. The impact of this move on other U.S. grocery chains was devastating. Wal-Mart and Target finished the following day down 5%. Other pure grocery players like Kroger’s
- [Why Tata’s fallen Mistry recalls the legacy of Coke’s Douglas Ivester](https://www.imd.org/research-knowledge/leadership/articles/why-tatas-fallen-mistry-recalls-the-legacy-of-cokes-douglas-ivester/) - In his letter to the Board challenging his dismissal, Cyrus Mistry, the erstwhile Chairman of India’s Tata Group, wrote, “To ‘replace’ your Chairman … in a summary manner must be unique in the annals of corporate history.” If Douglas Ivester had been following the Tata saga from his plantation in Georgia, he must have smiled
- [5 reasons why the acquisition of LinkedIn is a great move for Microsoft](https://www.imd.org/research-knowledge/finance/articles/5-reasons-why-the-acquisition-of-linkedin-is-a-great-move-for-microsoft/) - 26.2 billion! That seems like a big ticket price, but Microsoft is getting a good deal. Here are the top reasons why the acquisition makes sense for Microsoft. First, LinkedIn is undervalued. Even paying a 48% mark-up on the current stock price, Microsoft is still buying LinkedIn at less than its value on January 1st,
- [Are the rich just getting richer?](https://www.imd.org/research-knowledge/economics/articles/are-the-rich-just-getting-richer/) - The launch of the IMD World Competitiveness Ranking is right around the corner. Every year it uses a wealth of economic and scientific hard data as well as robust surveys of business executives around the world to determine the winners and losers of world competitiveness: defined as the ability of nations to create and maintain
- [Building an intrapreneurial organization](https://www.imd.org/research-knowledge/entrepreneurship/articles/building-an-intrapreneurial-organization/) - Almost 50 participants attended a Discovery Event to gain insights into fostering entrepreneurial thinking across their organization. Being intrapreneurial – that is applying entrepreneurial skills and techniques inside an established organization – is back on the agenda of top management teams. They need to anticipate change and disruption in an agile and entrepreneurial way in
- [Are you prepared for your digital transformation?](https://www.imd.org/research-knowledge/digital/articles/are-you-prepared-for-your-digital-transformation/) - There is a great deal of hype these days about 'digital transformation'. The term is often used but rarely defined. Wikipedia notes that it can mean anything from 'going paperless' to 'the application of digital technology in all aspects of human society'. Since it is inconsistently defined and unevenly applied, measures to address it have
- [Power, stress and your leadership](https://www.imd.org/research-knowledge/leadership/articles/power-stress-and-your-leadership/) - In a recent Discovery Event, participants discovered how being in a powerful position influences stress and behaviors in the workplace. While power reduces stress, a perceived threat to this power can have the opposite effect. This, in turn, can affect risk preferences, power sharing and how you inspire and motivate your team. Participants learned a
- [Getting ABC classifications right](https://www.imd.org/research-knowledge/supply-chain/articles/getting-abc-classifications-right/) - ABC Classification: It is one of the oldest, most reliable methods for catalogue or customer segmentation. It relies on the properties of the Pareto distribution and states that about 20% of a population will account for about 80% of the volume. ABC classification has entered popular language and is often referred to as the ’80-20’
- [Defining moments: What every leader should know about balancing life](https://www.imd.org/research-knowledge/leadership/articles/defining-moments-what-every-leader-should-know-about-balancing-life/) - 17 executives participated in a session led by Kees van der Graaf, who described some of the personal and professional challenges that took him on a journey of self-discovery. What he found was his greater purpose in life and the key to balancing his life around his purpose, and at the session he offered suggestions
- [Finding -purpose through social innovation](https://www.imd.org/research-knowledge/social-innovation/articles/iai00x-19/) - https://open.spotify.com/episode/7iwU3CLwflz6kDqg5jxXSc At a Discovery Event on finding purpose through social innovation, Professor Vanina Farber engaged participants to explore the challenges and opportunities that their organizations face as global trends increasingly require companies to examine their impact, both socially and environmentally. How can companies create a positive social and environmental impact, as well as conserve and replenish the
- [Behavioral economics in the digital world](https://www.imd.org/research-knowledge/marketing/articles/behavior-economics-in-the-digital-world/) - The field of behavioral economics received increased attention from both media and marketers when US academic Richard Thaler won the Nobel Prize in economics in 2017 for incorporating psychological assumptions into analyses of economic decision-making. Cognitive biases have been used in marketing for a long time – often unknowingly. As engagement with customers increasingly moves
- [Dissonant leadership](https://www.imd.org/research-knowledge/leadership/articles/personal-leadership-challenges-in-todays-dynamic-business-context/) - At a recent IMD Discovery Event, executives gathered to explore the deep personal challenges of leadership in today’s dynamic business context, and to understand how to read and respond to complex situations. Think back on your most painful learning experiences. Was the pain worth it? Have you really learnt as much as you could have
- [Everyone can and should be agile – But not always do agile](https://www.imd.org/research-knowledge/agility/articles/everyone-can-and-should-be-agile-but-not-always-do-agile/) - In their latest working paper, Professors Yves Doz and Maria Guadalupe examine whether agile can help companies grow by jumping to the next S-curve. They also look at the boundary conditions for using agile methods. They provide us with four of these conditions: agile can only deliver benefits if (1) internal processes can be made
- [Method in the madness: organizing information flows](https://www.imd.org/research-knowledge/strategy/articles/method-in-madness/) - Combatting COVID-19 is fast becoming the greatest challenge of our time. While we don't yet know exactly what it will take to succeed, a wealth of knowledge exists from around the world that is ripe for the picking. But how can we organize that information to extract viable solutions? We have spent the past several
- [Demand for AI in demand planning](https://www.imd.org/research-knowledge/big-data/articles/demand-for-ai-in-demand-planning/) - As Industry 4.0 and Supply Chain Digitalization continue to draw attention from companies and suppliers, it comes as no surprise that the field of demand planning is evolving as the next potential field for innovation. Tech giants like Amazon and Microsoft have announced Artificial Intelligence (AI) tools for improving demand planning, and several consulting companies
- [New Markets, New Customers and New Supply Chain Problems](https://www.imd.org/research-knowledge/operations/articles/new-markets-new-customers-and-new-supply-chain-problems/) - Micro marketing, social media and big data are powerful tools in identifying new consumer segments and capturing new market trends. Used well, this information can help companies optimize product offerings and, more precisely than ever, help them tailor products based exactly on what consumers want. Given micro marketing companies may even customize their approaches almost
- [In the field with Royal DSM](https://www.imd.org/research-knowledge/marketing/articles/in-the-field-with-royal-dsm/) - AT A GLANCE A diversified industrial manufacturer embarked on an ambitious marketing excellence initiative, driven by the HQ-based CMO. The company’s technology-focused heritage and a culture of decentralization slowed the project down. Over the next three years the CMO and his team adopted a new strategy and turned the tide. Royal DSM’s venture highlights four
- [Global value chains under threat](https://www.imd.org/research-knowledge/supply-chain/articles/global-value-chains-under-threat/) - Global value chains are the backbone of the world economy. In 2013, trade in intermediate goods and services totaled nearly $20 trillion, accounting for 60% of global trade and almost 30% of world GDP [1]. The internationalization of production systems has allowed for better quality products, more customer choice and higher efficiencies. Yet challenges remain.
- [Focus on people and culture for digital transformation at scale](https://www.imd.org/research-knowledge/digital/articles/focus-on-people-and-culture-for-digital-transformation-at-scale/) - Digital transformation has become an imperative for most companies, but the process can be intense and agonizing. Leaders need to surmount manifold challenges that have more to do with people and culture than technology. The core drivers of digital transformation include competitive threats and new business opportunities. Yet, 87% of transformations fail to meet expectations,
- [Innovation lessons from Coca Cola](https://www.imd.org/research-knowledge/strategy/articles/innovation-lessons-from-coca-cola/) - In the popular imagination, the phrase “disruptive innovation” is so closely linked with Silicon Valley that it’s tempting to think non-IT companies have stood still since the 1990s. Some people tell me the last times a consumer products company generated worldwide buzz with a “disruptive” new offering was when Coca-Cola introduced “New Coke” in 1985
- [Anchored agility: The holy grail of competitiveness](https://www.imd.org/research-knowledge/organizational-design/articles/anchored-agility-the-holy-grail-of-competitiveness/) - We state that we are a global company with operations in multiple countries. So, from the outside, it looks like a true multinational; but the view from the inside is less clear: We have 4 e-mail systems, 13 billing systems, each of our plants works in a different way, and we are miles away from
- [5 new retail trends underway in China, that the rest of the world needs to know about](https://www.imd.org/research-knowledge/china/articles/5-new-retail-trends-underway-in-china-that-the-rest-of-the-world-needs-to-know-about/) - In 2020, China’s online sales amounted to RMB11.8 trillion (US$1.8 trillion). That’s more than the US and Europe’s combined, and a 10.8% increase over 2019. The lens for consumer trends is hovering over China where previously it was over the US. Starbucks’ President and CEO Kevin Johnson said during a 2018 interview with CNBC that
- [Ten years after the crisis – are we better off?](https://www.imd.org/research-knowledge/finance/articles/arturo-bris-financial-crisis-10-years-on/) - On September 7th, 2008, the United States Treasury announced that the Federal National Mortgage Association and the Federal Home Loan Mortgage Corporation, popularly known as Fannie Mae and Freddie Mac, were place into conservatorship. In short, both institutions were unable to fulfil their obligations and were therefore technically in default. One week later on September 15th,
- [Leverage the supply chain to improve your company's bottom line](https://www.imd.org/research-knowledge/operations/articles/leverage-the-supply-chain-to-improve-your-companys-bottom-line/) - Scarcity of raw materials and soaring prices for commodities, the financial crisis and the increasing intensity of natural catastrophes have created a paradigm shift that requires a fresh analysis of how the corporation relates to the global supply chain. In a stalled or shrinking market, a 10% cost reduction in supply chain efficiency can easily
- [We are failing at failing](https://www.imd.org/research-knowledge/strategy/articles/we-are-failing-at-failing/) - We don’t fail enough; we need to fail faster, fail bigger, fail more often; convince our leaders that failure is acceptable. It’s almost as if we are saying that: “if only we were more accomplished failers, we could create miracles!” I hear such calls every day in conversations with corporate leaders at IMD. They are
- [Omni channel launching pad](https://www.imd.org/research-knowledge/supply-chain/articles/omni-channel-launching-pad/) - The term omni-channel is omnipresent in retail supply chain circles these days. It promises an exciting array of consumer choices but also presents unique challenges to supply chain execution. One of these challenges is surprisingly fundamental and predates the ecommerce era. It is the ability of the supply chain to know the on-shelf availability of
- [How to prepare leaders for a VUCA world](https://www.imd.org/research-knowledge/organizational-behavior/articles/how-to-prepare-leaders-for-a-vuca-world/) - Suppose a multinational company needs an executive to lead its entry into a country that could experience spectacularly strong economic growth, but could also falter. The market has rough-and-tumble social, economic, political, and business environments, and a glacially slow judicial process in which national laws are deemed by the powerful and the connected as the
- [除了模仿苹果，微信是如何在中国推出第一家应用程序商店的](https://www.imd.org/research-knowledge/china/articles/beyond-copying-apple-heres-how-wechat-is-unseating-the-first-app-store-in-china-2/) - 市场回升的时候，每个人都是天才。“只有当潮水退去，”沃伦·巴菲特警告他的投资伙伴，“你才知道谁在裸泳。”过去三十年来，中国的市场持续升温，中国企业似乎不受中国境外发生的全球动荡的影响。这种情况一直如此，直到最近“苹果热”逐渐退潮。苹果公司17年来首次下调销售额预测，理由是中国经济衰退的“幅度”出乎意料. 纵使业余观察家也能注意到，苹果在中国面临的挑战超出了其对中国宏观经济的担忧。该公司的创新引擎似乎杂乱无章；就创新能力而言，其他来自中国的后进公司已经赶上甚至超越了苹果。 微信是中国使用频率最高的应用程序，拥有超过10亿的用户。2017年，微信开始提供来自第三方开发商的应用程序内“小程序”。自那以后，微信用户无需离开微信平台，就可以实现滴滴预约车辆，京东商城购买礼物，或者从摩拜租一辆自行车，用户可以在一个应用程序中使用超过一百万个其他的“小程序”。2019年，就在两周前，微信启动了一项新设计，改变了小程序的呈现方式。 咨询公司 China Channel 的联合创始人兼董事总经理Matthew Brennan在推特上说，微信为你的手机提供了“一个新的主屏幕，可以通过小程序为你的手机提供所有应用”。因此，它提供了一个真正的苹果应用程序商店替代品。“微信小程序带来的优势不仅是将应用程序集中在一个受欢迎的（平台）上，它的最大优势在于非常吸引资源有限的开发者，尤其是初创公司和独立运营商，使其把注意力集中在一个‘应用程序商店’上，”技术研究公司 Canalys 的分析师TuanAnh Nguyen在接受美国全国广播公司财经频道（CNBC）采访时谈到. 微信在三年内积累了100万个小程序，体量相当于苹果应用程序商店的一半，这可是 Steve Jobs 和 Tim Cook 花了十多年时间才建成的。微信是如何在短时间内完成如此之多的成就呢? 市场的反馈推动了小程序的发展，就像微信的许多发明一样。在微信业务用户中，最受欢迎的选择是企业主向消费者发送在线信息，如促销材料或折扣券。微信一直希望鼓励企业主使用小程序来提供真正的服务或在线交易，但却收效甚微。更重要的是，微信曾想在小业主中开拓下一波增长浪潮. 小程序背后的目的是降低应用程序开发者的维护成本，并消除消费者下载额外应用程序的负担。“如果你从头开始构建一个应用程序，你可能会花费70%或更多的精力来整理后端编程，这是一个最终用户看不到甚至不会注意到的操作。一位微信高管告诉我：“我们认为开发者应该把大部分精力投入到提供给客户的内容和服务上。”。“现在，一位应用程序开发者要花费多达十万美元来构建一个iOS或安卓两者兼用的应用程序原型。我认为，作为额外的快速部署选择，我们可以比开发者做得更好、更快。" 据《福布斯》报道，“与苹果的iOS应用生态系统一样，小程序是采用专有语言开发的：WXML和WXSS - 类似于常用的HTML5和CSS，但不兼容。”通过将常见的用户界面组件（如滑动、跳转到下一项或下拉菜单）打包到标准模块中，开发者可以更专注于构建内容. 当然，高级开发者可能会嘲笑这些限制，因为他们习惯了嘲笑任何简单易用的标准。他们可能会指责这些限制约束了他们的创造力，导致移动应用程序不得不采用普通格式。尽管如此，小程序的价值主张仍然是：降低小型企业的入门门槛，直接开启它们的数字化战略. 开放平台小程序团队的产品经理Chale Chen说道. “我们有一位调频广播公司的工程师，他曾决定尝试开发一个小程序。基本上来说，他花了一个周末学习如何编写代码，并在下周一发布了新的应用程序。这正是我们努力实现的目标：消除企业家推出自己应用程序的障碍。" 每一个智能手机用户都可以证明，最终用户在某一天往往只使用少数几个应用程序。然而，我们大多数人都在设备上存储了几十个应用程序。根据市场调研公司 Localytics公布的结果，在通常情况下，四分之一的智能手机用户下载使用新应用程序一次后就将之遗弃。这就是为什么微信内的所有小游戏都被设计成无需下载或安装即可立即访问的原因。这些小游戏玩起来既简单又方便。用户可以和他们的微信朋友一起玩耍、对战，或者看其他人玩. 毫无疑问，微信实际上将脸书、推特、WhatsApp、Zynga、Instagram和苹果支付的功能融为一体。人们当然也可以继续争论：即使微信已经在中国证明了自己，但世界其他地方是会接受它的先驱性商业模式，还是会拒绝它的产品，还有待观察。然而，苹果有很多需要担心的问题：微信小程序的推出不再意味着是对苹果未来的警告，而是意味着苹果已经对其最重要的国际市场逐渐失去控制. Howard Yu是《跨越：如何在一切都可以复制的世界中茁壮成长》的作者（公共事务类，2018年6月），IMD 的LEGO管理与创新教授。2015年，Yu被Poets&Quants评为40岁以下的40名最佳教授之一。他还入围了2017年Thinkers50创新奖，并在2018年出现在Thinkers50雷达名单入围了30位管理思想家的称号，“最有可能对未来组织的管理和领导方式产生深远影响。”Yu在哈佛商学院获得了管理学博士学位. 本文章最初发表在《对话》上
- [It’s Swiss time!](https://www.imd.org/research-knowledge/strategy/articles/time-for-switzerland/) - Opportunities for greatness are rare, and all notable success stories can be traced back to someone, somewhere making exactly the right move at just the right time. One of those rare moments exists right now, and Switzerland is in the perfect position to grab it. The world, as we have come to understand it, is
- [Is OpenAI the future of artificial intelligence?](https://www.imd.org/research-knowledge/digital/articles/is-openai-the-future-of-artificial-intelligence/) - Since the “birth” of artificial intelligence (AI) in the 1950s, games have been used to gauge advances of AI: Deep Blue mastered Chess, Watson successfully challenged Jeopardy’s best players, AlphaGo won 4-1 against a world Go champion, and Libratus beat the best players at Texas Hold’Em poker. Each of these victories ultimately led to significant
- [From product to service: Navigating the transition](https://www.imd.org/research-knowledge/strategy/articles/from-product-to-service-navigating-the-transition/) - At an IMD Discovery Event in April 2013, 75 participants reflected on the challenges of building a service-centric organization, discovered some of the best practices of leading companies and networked with their peers. Executives left better equipped to navigate the transition from the increasingly commoditized product landscape to one offering value-added services. Companies today fight
- [Capitalism needs a reboot. This is how we can make it more inclusive](https://www.imd.org/research-knowledge/competitiveness/articles/capitalism-needs-a-reboot/) - Capitalism, in its current form, is increasingly driving a wedge between the haves and the have-nots, leaving groups of people and whole countries behind and placing huge strain on our planet’s resources. This much we already know. In response, a call for a more inclusive kind of capitalism has been issued; one that aligns itself
- [What makes a successful, innovative team?](https://www.imd.org/research-knowledge/strategy/articles/what-makes-a-successful-innovative-team/) - What makes a successful, innovative team? This is a fundamental question innovation specialists have investigated over the years. My experience at IMD suggests that great moments of creativity often arise when teams manage to reconcile aspects of team effectiveness that often tend to conflict with each other. Trade-off #1: Diversity of perspectives and willingness to work with
- [Leading collaboration in global organizations: How to build a house without a hammer](https://www.imd.org/research-knowledge/organizational-design/articles/leading-collaboration-in-global-organizations-how-to-build-a-house-without-a-hammer/) - Almost 100 executives attended a recent Discovery Event to find out how global organizations can create successful collaboration patterns and networks. Professors Martha Maznevski and Charles Dhanaraj explained how to wield influence in a matrix organization without the benefit of formal authority. Guest speakers from two long-lived global companies, DuPont and Sika, provided real-world insights.
- [Here comes the omnichain](https://www.imd.org/research-knowledge/economics/articles/here-comes-the-omnichain/) - Consumers are radically changing the way they shop. The tsunami-like smartphone revolution caught retailers by surprise and has brought with it unpredictable changes that were unforeseeable five years ago. Consumers no longer use one single channel to shop. They usually mix a number of sources to decide which product they want and where to buy
- [In the field with SAP](https://www.imd.org/research-knowledge/workplace-well-being/articles/in-the-field-with-sap/) - At a glance Over a 10-year period, SAP delivery executive Peter Bostelmann transformed a grassroots mindfulness movement into a formally recognized Learning and Development (L&D) program at SAP. Peter developed a business case for the mindfulness program step by step. While canvassing the support of senior leaders, he was also diligent in setting up a
- [How high streets and shopping malls face a domino effect from major store closures](https://www.imd.org/research-knowledge/strategy/articles/how-high-streets-and-shopping-malls-face-a-domino-effect-from-major-store-closures/) - Traditional retail is in the center of a storm – and British department store chain House of Fraser is the latest to succumb to the tempest. The company plans to close 31 of its 59 shops – including its flagship store in Oxford Street, London – by the beginning of 2019. The closures come as
- [Have the perceptions on globalization changed?](https://www.imd.org/research-knowledge/global-business/articles/2018-com-september/) - Globalization enhances the level of economic integration among countries. The free flow of goods, services, talent, and ideas has economic implications as well as political ramifications. Globalization has been the driving force of value creation but also of inequality; it offers greater choices of goods and services but has also caused the disappearance of domestic
- [Five capabilities for a greener supply chain](https://www.imd.org/research-knowledge/operations/articles/five-capabilities-for-a-greener-supply-chain/) - As concerns over sustainability rise, corporations are extending their efforts to improve their environmental performance. For more than a decade, standards such as the ISO 14000 series request action on a broad number of issues ranging from life cycle assessment and greenhouse gas emissions to labelling and communications for product design. Adding to these challenging
- [In the field with Eli Lilly](https://www.imd.org/research-knowledge/organizational-change/articles/in-the-field-with-eli-lilly/) - At a glance Eli Lilly & Company Austria, Switzerland, Germany embarked on a transformation journey to become a more humane organization “on an equal footing” – or, as it is known in German, Augenhoehe Employees were energized to create an Augenhoehe culture through inspiring visits to other innovative companies, empowered self-organized teams and holistic inclusion
- [A healthy family enterprise is a balancing act](https://www.imd.org/research-knowledge/family-business/articles/healthy-family-enterprise-balancing-act/) - It is estimated that family-controlled businesses make up approximately two-thirds of the world’s businesses. Their impact on global GDP and job creation is commensurate with this statistic. And yet, only 30% of family-owned businesses make it through the second generation. Through our years of experience researching and working closely with business-owning families, we found that
- [Incorporating industrial robots in the forthcoming IMD World Digital Competitiveness Ranking](https://www.imd.org/research-knowledge/competitiveness/articles/com-september-2019/) - On September 26, we are launching the third edition of the IMD World Digital Competitiveness Ranking (WDCR). It assesses an economy’s aptitude to adapt and explore digital technologies that transform business models, government practices and the society in general. To evaluate an economy, WDCR examines three factors: knowledge, which measures the capacity to understand and
- [Do you have the right implementation team?](https://www.imd.org/research-knowledge/organizational-behavior/articles/do-you-have-the-right-implementation-team/) - So, you’ve got a great idea, the funding is in the bag, and your business model has been well crafted. Success is guaranteed, right? Wrong! According to research by serial entrepreneur Bill Gross, which he discussed in a recent TED talk, the two most important factors for success for start-ups are “timing” and “team.” Similarly,
- [Pandemic bonds in coronavirus times: ‘financial goofiness’ or fiscal genius?](https://www.imd.org/research-knowledge/finance/articles/pandemic-bonds-in-coronavirus-times/) - Most of us heard the term “coronavirus” for the first time earlier this year. However, the threat of a new massive contagion similar to SARS or MERS was already known to the World Health Organization (WHO) and probably some in the medical community. Even more interestingly, it was also well known to financial markets. In
- [Why smart people make stupid decisions](https://www.imd.org/research-knowledge/finance/articles/why-smart-people-make-stupid-decisions/) - More than 75 executives attended an IMD Discovery Event that presented an overview of behavioral finance, behavioral pricing and related fields. Participants’ eyes were opened to the traps of linear decision making in dynamic and complex systems, and they were able to reflect on their own biases and irrational behaviors and apply the insights to
- [Psychographics: the behavioural analysis that helped Cambridge Analytica know voters’ minds](https://www.imd.org/research-knowledge/technology-management/articles/psychographics-the-behavioural-analysis-that-helped-cambridge-analytica-know-voters-minds/) - The dealings that have been revealed between Cambridge Analytica and Facebook have all the trappings of a Hollywood thriller: a Bond villain-style CEO, a reclusive billionaire, a naïve and conflicted whistle-blower, a hipster data scientist turned politico, an academic with seemingly questionable ethics, and of course a triumphant president and his influential family. Much of
- [The other competition at the Pyeongchang Olympics: Sponsorship!](https://www.imd.org/research-knowledge/marketing/articles/the-other-competition-at-the-pyeongchang-olympics-sponsorship/) - As the world’s top winter sports stars gear up for a month of athletic prowess in the snow and ice of Pyeongchang, the thirteen worldwide Olympic sponsors who have helped fund the global spectacle have already started outdoing each other to capture the attention of a billion-strong television audience. World sponsors Procter and Gamble and
- [5 challenges facing insider CEOs – and how to overcome them](https://www.imd.org/research-knowledge/leadership/articles/5-challenges-facing-insider-ceos-and-how-to-overcome-them/) - Far more new CEOs are internally promoted than are hired from outside a company – 83% according to a PwC 2018 CEO survey. However, CEOs who are hired from outside the company tend to get far more attention, not to mention support with the transition to their new role, than CEOs who are promoted from
- [Fortunes and forecasts: why China’s GDP has weathered the global storm and is likely to continue to do so](https://www.imd.org/research-knowledge/economics/articles/why-china-s-gdp-has-weathered-the-global-storm-and-is-likely-to-continue-to-do-so/) - The Year of Rat is almost behind us as the Ox is ushered in, and what a raucous year it has been. Efforts to take stock of the Chinese economy in 2020 as the New Year gets underway this month have revealed a GDP level of 2.3%, according to the Chinese National Bureau of Statistics.
- [Will Uber ever be profitable?](https://www.imd.org/research-knowledge/strategy/articles/will-uber-ever-be-profitable/) - Professor Howard Yu was recently interviewed by the leading French-speaking Swiss newspaper Le Temps on Uber and its business model. Extracts below: Uber seems to have the same strategy as Amazon: to accept losses in order to gain market share, what can you say about this comparison? Howard Yu: Amazon’s CEO Jeff Bezos likes to
- [Leading for the future](https://www.imd.org/research-knowledge/leadership/articles/leading-for-the-future/) - Leadership is in demand. The complex challenges that face teams, organizations and societies are demanding new ways of thinking about and shaping the future. In spite of decades of leadership research and the increasing demand for better leadership, we still do not have a lot of answers. We have all but given up the idea
- [How a chocolate company cleaned up its supply chain and started the transformation of an industry](https://www.imd.org/research-knowledge/social-innovation/articles/how-a-chocolate-company-cleaned-up-its-supply-chain-and-started-the-transformation-of-an-industry/) - What gives a brand the ability to stand head and shoulders above a saturated marketplace? What enables it to win loyalty and enthusiasm from its employees and its audience? What gives it staying power to achieve growth and positively disrupt the status quo within an established industry for the social good? One word: Purpose. Tony’s
- [Brazil: What next?](https://www.imd.org/research-knowledge/economics/articles/brazil-what-next/) - The Evian Group@IMD organized a one-day event dedicated to Brazil, the seventh biggest world economy. Twenty-one academics, business leaders and renowned international analysts, shared their perspectives on Brazil’s economic prospects, the implications of the presidential elections, the impact of major sports events such as the World Cup and the Olympic Games, and the investment opportunities
- [Apple’s dwindling sales show importance of self-cannibalization](https://www.imd.org/research-knowledge/economics/articles/apples-dwindling-sales-show-importance-of-self-cannibalization/) - The tech world is witnessing a turning point. Apple saw the first decline in its sales and profits in 13 years, triggering a selloff in the financial market that wiped out $43 billion of the company’s market value. Such is the rough-and-tumble play of the high-tech world. As recent as in Q1 2016, 68% of
- [What tech’s survivalist billionaires should be doing instead](https://www.imd.org/research-knowledge/strategy/articles/what-techs-survivalist-billionaires-should-be-doing-instead/) - Amazon’s CEO, Jeff Bezos, recently passed Warren Buffett to become the world’s second-richest person, behind only Bill Gates. And on Wednesday, Bezos revealed that he has been selling about $1 billion in Amazon.com AMZN +1.41% stock a year to fund space travel, with the commitment of flying paying customers as soon as 2018. It has long
- [How to create a high performance team](https://www.imd.org/research-knowledge/leadership/articles/how-to-create-a-high-performance-team/) - Creating the proper foundation for high performance teams is becoming ever more important in corporate environments where collaboration is increasingly seen as the solution to superior output. What to consider when building a high performance team 1- Size – A classic mistake in team formation is to include too many members. Teams with more than
- [Bad financial habits: three ways governments can work with financial institutions to improve personal finance](https://www.imd.org/research-knowledge/finance/articles/bad-financial-habits-three-ways-governments-can-work-with-financial-institutions-to-improve-personal-finance/) - People in the developed world have too much debt, spend too much and save too little. In 2017, Americans had an all-time high of $13 trillion in debt, the average credit card balance was $6,375, also an all-time high, and 1 in 3 Americans had less than $5,000 saved for retirement. Given that people are
- [Finance for non-finance people](https://www.imd.org/research-knowledge/finance/articles/finance-for-non-finance-people/) - 26 executives from 18 companies participated in an event aimed at demystifying finance for non-finance people and highlighting the influence that managers from different areas of the business can have on the overall financial performance of their companies. Participants left with a better view of what finance is all about and important insights on how
- [How to beat gender stereotypes: learn, speak up and react](https://www.imd.org/research-knowledge/leadership/articles/how-to-beat-gender-stereotypes-learn-speak-up-react/) - “Life is not fair; get used to it.” The famous first rule of Bill Gates’s “11 rules you will never learn in school” resonates with everybody, but probably more with women than men. According to the Global Gender Gap Index, 108 years are needed to close the global gender gap. While classical economic models predict that discrimination on
- [Tunisia five years after the revolution: Was it worth it?](https://www.imd.org/research-knowledge/economics/articles/tunisia-five-years-after-the-revolution-was-it-worth-it/) - At the five-year mark after the Arab Spring uprisings, IMD Professor and former Tunisian minister Tawfik Jelassi talks about Tunisia today in an interview: What comes to your mind when you think back to five years ago in Tunisia? It was very moving. Millions of Tunisians never thought they would see a regime change and
- [Diversification key to global expansion](https://www.imd.org/research-knowledge/strategy/articles/diversification-key-to-global-expansion/) - Emerging market economies, and especially the BRICs (Brazil, Russia, India and China), continue to experience impressive growth. Yet despite the progress they have made, the economic growth they have enjoyed risks grinding to a halt unless they can effectively deal with a gaping problem: a lack of effective global leaders. Experience has shown that as the
- ["Hordes of zombies and fallen angels point to horror recovery"](https://www.imd.org/research-knowledge/finance/articles/hordes-of-zombies-and-fallen-angels-point-to-horror-recovery/) - The global economy recovery is likely to be slow and painful because far too many companies entered the pandemic gorged on debt that they could not afford in the first place, according to Professor of Finance Karl Schmedders. The COVID-19 crisis has shut down economies and driven up unemployment around the world, with central banks
- [How breakthrough leadership can defy company death](https://www.imd.org/research-knowledge/leadership/articles/how-breakthrough-leadership-can-defy-company-death/) - British Home Stores and Woolworths in the UK, Radio Shack and C&J Energy Services in the US, Japan’s Skymark Airlines and Brazil’s fourth largest telecom operator Oi are just a few of the many sizable companies that have recently fallen from grace and filed for bankruptcy. Although each faced a unique collection of circumstances, we
- [Commit to a daily emotional workout to improve your leadership](https://www.imd.org/research-knowledge/emotion-management/articles/commit-to-a-daily-emotional-workout-to-improve-your-leadership/) - The emotional brain holds ten times more storage capacity than the rational brain. Let that sink in a while – our brains are constantly creating ‘emotional data’ to help process our sense of security, joy, risk or danger. Humans have evolved predominantly through teamwork and our emotionally driven relational abilities and needs reflect this. However, in work situations, we
- [The essence of strategy](https://www.imd.org/research-knowledge/strategy/articles/the-essence-of-strategy/) - What is strategy? While executives talk a lot about it, and while it is widely acknowledged that it is of critical importance, there is a remarkable lack of clarity about what strategy actually is? This is troubling, because having a clear understanding of the meaning of "strategy" is critically important, both to make better strategic
- [Hybrid strategies and the new face of retail](https://www.imd.org/research-knowledge/digital/articles/hybrid-strategies-and-the-new-face-of-retail/) - How has the digital disruption affected the way customers shop and the factors that influence their decisions? One need look no further than how we have traditionally shopped for one of the most common purchases – shoes. Until recently, customers might see a print or television advertisement that would prompt them to go to a
- [Homemade jam never tasted so good: focus on the basics in 2021](https://www.imd.org/research-knowledge/disruption/articles/homemade-jam-never-tasted-so-good-focus-on-the-basics/) - Rewind to late February 2020, Brad walks into his boss’s office and finds him distraught. His boss reveals the big dilemma that lies ahead. COVID-19 is rapidly spreading across most of Europe, impacting the company’s most important markets and supply lines. As the pandemic evolved in all geographies, thousands of companies like EVERLINK (Brad’s employer)
- [The red envelope war](https://www.imd.org/research-knowledge/strategy/articles/the-uneasy-truce-between-alibaba-and-tencent-is-over/) - In a tradition spanning more than 500 years, Chinese people have been giving each other money in red envelopes, called hongbao, as part of the annual New Year celebrations. These hongbao have now become the latest battleground between China’s two digital behemoths, Alibaba and Tencent. Tencent fires the first shot It started in 2014 when
- [Organizational transformation begins with the leader](https://www.imd.org/research-knowledge/leadership/articles/organizational-transformation-begins-with-the-leader/) - While there are some excellent toolkits on how to transform organizations, some aspects of organizational transformation often begin with the transformation of leaders themselves. I often ask executives to reflect and describe what aspects of themselves they have transformed in the past year, and what triggered or helped the transformation. I have collected hundreds of
- [Why PSD2 and open banking regulations are more disruptive than all the FinTechs and challenger banks combined](https://www.imd.org/research-knowledge/big-data/articles/confusing-disruptors-with-disruption/) - Most people assume that the music industry was disrupted by Apple and Spotify, that Uber killed taxis and Airbnb upended hotels. The face of disruption, i.e. the disruptor, is a convenient target, but the true source of disruption is often harder to uncover. The trap is to confuse disruptors with disruption. Many banks have fallen
- [Standing Ovation: McLaren Puts the Digital Orchestra into Action](https://www.imd.org/research-knowledge/digital/articles/standing-ovation-mclaren-puts-the-digital-orchestra-into-action/) - Distant rumbling, winds picking up Sit comfortably. Today, in the fourth and final article in our series on digital disruption, we’d like to let you enjoy the sounds of a symphony played by a leading orchestra. Let the lights dim and turn your attention to the stage. You’re going to see and hear a real-life
- [In the field with STADA](https://www.imd.org/research-knowledge/organizational-culture/articles/in-the-field-with-stada/) - At a glance In under 10 years, German pharma company STADA has emerged as an agile player that consistently outperforms its larger rivals in sales and profitability. STADA’s success has been strongly predicated on its leadership’s commitment to the core values that shape organizational culture and its faith in culture as both a determinant and
- [Digital disruption and transformation: What executives need to know](https://www.imd.org/research-knowledge/digital/articles/digital-disruption-and-transformation-what-executives-need-to-know/) - IMD recently interviewed professors Amit Joshi (digital marketing and analytics expert), Jennifer Jordan (digital leadership expert), and Michael Wade (digital business transformation expert) on the challenges facing executives in the digital sphere today. What do you see as the biggest challenges companies are facing around digital today? Amit Joshi: Understanding exactly what their analytics strategies
- [Escape the shackles of a fixed mindset to unleash growth](https://www.imd.org/research-knowledge/leadership/articles/escape-the-shackles-of-a-fixed-mindset-to-unleash-growth/) - “I can’t make this any better. This is too hard. I can’t afford to make any mistakes." Sound familiar? These are the thoughts of a leader with a fixed mindset, trapped by the fear of humiliation, uncertainty, rejection or other threats. “I can improve. This may just take some time. Mistakes are part of learning.”
- [How cohesive giving inspires greater impact and stronger families](https://www.imd.org/research-knowledge/strategy/articles/how-cohesive-giving-inspires-greater-impact-and-stronger-families/) - Philanthropy has received some bad press in its time. Many philanthropists have been cruelly judged for the focus, or amount, of their giving. Also, rightly or wrongly, the sincerity of their contributions has come into question. Recent examples span from the response to the opioids crisis to the more recent Notre Dame fire. The major risk is that sometimes giving, for all its inherent goodness, can be judged by the public as a way for philanthropists and
- [The Chinese digital giants – coming to a store near you!](https://www.imd.org/research-knowledge/digital/articles/the-chinese-digital-giants-coming-to-a-store-near-you/) - Back in 2010, almost all unicorn start-ups came out of North America or Europe, whereas Chinese success stories were hard to come by; Alibaba was not yet listed on the Nasdaq and Tencent’s remarkable social media platform Wechat was not even born. In short, China’s reputation was still one of a copycat producer of Western
- [Defining China: A rising, fragile global power](https://www.imd.org/research-knowledge/economics/articles/defining-china-a-rising-fragile-global-power/) - China is not part of the emerging markets; nor Brics, nor Chindia. China is itself, and has to be understood on its own terms. Among the many daunting questions the planet is facing, the most important in the early 21st century, is the Chinese question. Will China's peaceful rise succeed, or will it fail? How
- [Every innovation needs a story](https://www.imd.org/research-knowledge/competitiveness/articles/every-innovation-needs-a-story/) - At its heart, innovation is a profoundly social phenomenon. More often than not, it is the story that makes the innovation, rather than the other way around. Want to be successful at innovation? You need to convince others to buy into your idea. If you are an aspiring innovator, or a project leader, you need
- [Upstart start-ups and agile disruptors – and what to do about them](https://www.imd.org/research-knowledge/marketing/articles/upstart-start-ups-and-agile-disruptors-and-what-to-do-about-them/) - Now is the age of market disruptors: of Uber, Deezer, Alipay, Rakuten and many others. These innovative start-ups and nimble brands are crashing into markets traditionally dominated by multinational corporations, grabbing more market share, simplifying consumer habits and making life difficult for the big players. But large organizations can learn from disruptors’ brilliance and agility,
- [The gender prism: “All the light we cannot see”](https://www.imd.org/research-knowledge/leadership/articles/the-gender-prism-all-the-light-we-cannot-see/) - While first-generation gender bias was largely associated with outward discrimination that was once legal, despite the women’s movement being in force at the time, we are now faced with second-generation gender bias, which is more invisible but exists in the form of common stereotypes. First-generation bias is apparent to the naked eye; when it occurs,
- [Have ecolabels had their day?](https://www.imd.org/research-knowledge/sustainability/articles/have-ecolabels-had-their-day/) - More than three decades after the first ecolabeling program was introduced, what is the verdict on their effectiveness? To find out we asked managers and sustainability practitioners – over a thousand from 70 countries and more than 20 industries – to share their views with us. In a nutshell, ecolabels have been useful in increasing
- [Striving for strategic nimbleness](https://www.imd.org/research-knowledge/strategy/articles/striving-for-strategic-nimbleness/) - The misfortunes of giants such as Kodak and Nokia have shown that deep pockets and cutting-edge research count for little unless allied to strategic nimbleness. With companies now exposed to unknown and remote competitors, game-changing technologies and sudden shifts in market conditions, being able to reinvent the core business has become critical to maintaining competitive
- [Digesting the shocks: how supply chains are adapting to the COVID-19 lockdowns](https://www.imd.org/research-knowledge/supply-chain/articles/supply-chains-adapting-to-covid-19/) - As the world grapples with the human and economic crisis unravelling before us, supply chains are finding themselves squarely within the public eye and experiencing unique challenges of their own. First, the supply shocks For weeks at the start of the year, as COVID-19 was taking its toll on China, experts were focusing on ‘supply
- [CEO Roundtable](https://www.imd.org/research-knowledge/corporate-governance/articles/ceo-roundtable-lessons-from-the-top/) - IMD hosted its annual flagship CEO Roundtable, attended by more than 70 of the world’s most influential industry leaders, CEOs and chairmen. They discovered the latest research on corporate governance from the IMD Global Board Center and exchanged candid opinions about how to make boards more effective in the future. The research trends on corporate
- [The digital business agility imperative](https://www.imd.org/research-knowledge/strategy/articles/the-digital-business-agility-imperative/) - Digital disruption has the potential to overturn incumbents and reshape markets faster than at any time in history. Many companies will benefit enormously from digitization. Others will not. The real question then is which organizations will succeed. More than anything, agility and speed of innovation determine ‘digital business agility’. Disruption for all The difference between
- [Moving Asia beyond GDP-ism](https://www.imd.org/research-knowledge/economics/articles/moving-asia-beyond-gdp-ism/) - The planet is adrift and in a mess. After a year like 2015, this would seem a pretty incontestable statement. For one thing, humanity appears increasingly less human - whether in terms of how we treat one another as human beings, or the way we treat nature. There is too much inhumanity. While considerable progress
- [The IMD World Digital Competitiveness Ranking](https://www.imd.org/research-knowledge/competitiveness/articles/the-imd-world-digital-competitiveness-ranking/) - The nature of competitiveness constantly evolves, affecting not only how businesses function but how countries perform today and will perform in the future. Economies are experiencing more rapid technological changes than in the past – from 3D-printing, robotics and neuro-technology to digital-currencies and e-participation. The landscape of current capabilities and future prospects is changing swiftly
- [In the field with Royal FrieslandCampina](https://www.imd.org/research-knowledge/corporate-governance/articles/in-the-field-with-royal-friesland-campina/) - AT A GLANCE Two Dutch dairy cooperatives, each with their own operating companies, faced an increasingly competitive and uncertain European market and so they decided to merge. A new CEO was appointed to lead the post-merger integration as well as achieve ambitious revenue and cost cutting targets. But the two companies had very different organizational
- [Not all problems are created equal](https://www.imd.org/research-knowledge/strategy/articles/not-all-problems-are-created-equal/) - Problem solving is bridging the gap between where you are and where you want to be. It requires designing a strategy—which includes making decisions—and putting it into action. This sounds easy. But problems come in all shapes and forms: some are obvious to pinpoint while others are hard to even identify. Some are simple while
- [In the field with Essilor](https://www.imd.org/research-knowledge/strategy/articles/in-the-field-with-essilor/) - As a global leader in prescription lenses, Essilor addressed the problem of poor vision due to uncorrected refractive error and launched the Eye Mitra program in India
- [Are you really using the full range and potential of your brain?](https://www.imd.org/research-knowledge/leadership/articles/are-you-using-the-full-range-and-potential-of-your-brain/) - “It takes a whole brain to run a company” is a phrase that sounds like common sense but, in fact, is not very common in practice in the business world. One of the main reasons we lack cognitive diversity in companies is that most of us have an unconscious bias to hire people in our own
- [In the field with GE Healthcare India](https://www.imd.org/research-knowledge/sustainability/articles/in-the-field-with-ge-healthcare-india/) - At a glance The growth focus in emerging markets is shifting from big mega cities to semi-urban and rural areas. Serving low-resource business customers in these settings is a formidable task. GE Healthcare India decided to take on the challenge and developed a new infant warmer. The successes and bumps along this journey offer three
- [Board Education](https://www.imd.org/research-knowledge/corporate-governance/articles/board-education/) - Professor Didier Cossin argues that board education should be tailored to the specific remit of the board, rather than taking its lead from executive education
- [A post COVID-19 outlook: the future of the supply chain](https://www.imd.org/research-knowledge/digital/articles/a-post-covid-19-outlook-the-future-of-the-supply-chain/) - As the Coronavirus wreaks economic turmoil around the world, modern supply chains face unprecedented stress and are drawing an increased level of scrutiny. For months prior to the COVID-19 crisis, trade tensions had been mounting due to the escalating tariff war between Washington and Beijing, and a broader populist streak running through several other capital
- [Leadership dyads: Playing to your strengths](https://www.imd.org/research-knowledge/leadership/articles/leadership-dyads-playing-to-your-strengths/) - More than 40 participants gathered to discover what makes a successful leadership dyad and how to improve interaction, synergy and effectiveness in their own dyad. Having completed an online questionnaire prior to the session, the participants, in their leadership pairs, received customized feedback and guidance from personal coaches with the aim of improving their dyad
- [Building a new strategy, top-down and middle-out](https://www.imd.org/research-knowledge/leadership/articles/building-a-new-strategy-top-down-and-middle-out/) - Howard Yu, Susan Goldsworthy, and John Weeks reflect on how LEGO Group was able to devise a new strategy that helped the company to sustainable sales growth
- [Four keys to marketing in the digital era](https://www.imd.org/research-knowledge/technology-management/articles/four-keys-to-marketing-in-the-digital-era/) - In today’s digital era, consumers have a completely different journey than they used to. What we marketers call the ‘marketing funnel’, where at the top consumers become aware of the product through marketing, then express interest in the middle before purchasing at the bottom, is obsolete. The new model is called the customer decision journey,
- [A discussion with Nobel laureate Michael Spence](https://www.imd.org/research-knowledge/economics/articles/a-discussion-with-nobel-laureate-michael-spence/) - The Evian Group @ IMD welcomed Nobel Laureate Michael Spence for an evening discussion about his recently released book, The Next Convergence. IMD alumni, Corporate Learning Network members and PED program participants joined The Evian Group network to learn from Spence’s farreaching and incisive perspectives on “the future of economic growth in a multispeed world.”
- [Theranos founder fooled investors with the promise to revolutionize healthcare – it offers three big lessons for companies](https://www.imd.org/research-knowledge/business-ethics/articles/theranos-founder-fooled-investors-with-the-promise-to-revolutionise-healthcare-it-offers-three-big-lessons-for-companies/) - Less than three months after being charged by the US Securities and Exchange Commission(SEC) with “massive fraud” and barred from being the CEO of a public company for ten years, entrepreneur Elizabeth Holmes is reportedly on the hunt for investors for a new company. She is still allowed to be the CEO of a privately
- [What is really eating apple – and why Steve Jobs would not be doing a lot better](https://www.imd.org/research-knowledge/digital/articles/what-is-really-eating-apple-and-why-steve-jobs-would-not-be-doing-a-lot-better/) - Apple has started the new year by disappointing investors with its first profit warning in 17 years. The company said that poor sales of its latest range of iPhones has helped to weaken its first financial quarter (September to December 2018). Apple now expects revenues of US$84 billion (£66 billion) with a gross profit margin of 38%, having expected between
- [Three ways Venezuela can develop a more competitive economy](https://www.imd.org/research-knowledge/competitiveness/articles/three-ways-venezuela-more-competitive-economy/) - Venezuela can draw on learnings from how other economies have boosted their competitiveness, said Professor Bris, Director of the World Competitiveness Center and a financial expert. His talk came just one month after the center released its 2020 Competitiveness rankings. Venezuela has come bottom of this list since 2003; in this year’s results it was 63rd out of 63 countries.
- [Global mindset essentials for leaders: International exposure and proactiveness](https://www.imd.org/research-knowledge/leadership/articles/global-mindset-essentials-for-leaders-international-exposure-and-proactiveness/) - More than 100 executives took part in the IMD global mindset survey during the Orchestrating Winning Performance program, and several gave interviews. The results reveal that some individual factors give executives the edge when leading and innovating in foreign locations. Above all, international exposure and proactiveness are important in creating global leaders; we identified four
- [In the field with Dallara Automobili](https://www.imd.org/research-knowledge/data-analytics/articles/in-the-field-with-dallara-automobili/) - At a glance Dallara Automobili hired a new CEO to lead the company on an innovation journey, from its past of high-end car craftsmanship to its future as a digital firm. The company invested in creating two driving simulators powered by super-computers to improve time to market and reduce prototyping steps for its new designs.
- [The art and science of negotiation](https://www.imd.org/research-knowledge/negotiation/articles/negotiation-skills-to-achieve-positive-outcomes/) - At a recent Discovery Event, about 80 executives explored the ins and outs of negotiations. They took part in a number of exercises, and through an analysis of the behavior and the process to reach a deal, they uncovered hidden assumptions that people typically make both about the counterparty and about themselves as negotiators. They
- [Venezuela: A Default in the Making](https://www.imd.org/research-knowledge/economics/articles/venezuela-a-default-in-the-making/) - Venezuela is close to a sovereign default. The country's reserves are being depleted and its debt obligations will make it technically insolvent before the end of the year—it must repay almost $13billion in debt maturities and interest. Even if it manages to face its short-term obligations, it is anticipated that by 2020 the country will
- [Three ways to overcome your power deficit](https://www.imd.org/research-knowledge/leadership/articles/three-ways-to-overcome-your-power-deficit/) - 'Power shortage’ is not just a term for the energy industry; executives frequently experience deficits in their power to influence as well. Essentially, there are three power sources that need to be maintained in order to avoid, or recover from, a power deficit. Have you ever found yourself in the frustrating position of voicing suggestions
- [Dealing with the virus of conflict](https://www.imd.org/research-knowledge/communication/articles/dealing-with-the-virus-of-conflict/) - Differences of opinion and approaches may provide the vital spark necessary for creativity and innovation, but negative conflicts are likely to prove damaging and costly, especially when a corporate team is trying to marshal its forces to complete a project. The dividing line between constructive debate and destructive conflict is often the point at which
- [The European crisis: Business threats and opportunities](https://www.imd.org/research-knowledge/economics/articles/the-european-crisis-business-threats-and-opportunities/) - More than 40 executives attended this discovery event on the European crisis. Topics included an overview of the macroeconomic European realities and political outlook, contrasting viewpoints from speakers representing the southern countries of Portugal, Spain, and Greece and the implications, challenges, opportunities and business responses from corporations operating within the EU. With no signs of
- [Frugal innovation: Creating and capturing value in emerging markets](https://www.imd.org/research-knowledge/strategy/articles/frugal-innovation-creating-and-capturing-value-in-emerging-markets/) - 70 senior executives with diverse background and expertise attended an IMD Discovery Event on frugal innovation where they had the opportunity to learn about the fundamentals of frugal innovation, discover some of the most representative of such practices employed today by companies in emerging markets and to network with their peers. Emerging markets are different
- [Seven transitions good leaders must make](https://www.imd.org/research-knowledge/leadership/articles/seven-transitions-good-leaders-must-make/) - There's no doubting the significant transitions that leaders go through in taking new roles. And the most challenging transitions occur in moving from being a functional leader to being a general manager, or business unit leader, or enterprise leader for the first time. But what hasn't been clear is the nature of those shifts. By
- [How to manage conflict: Six essentials](https://www.imd.org/research-knowledge/communication/articles/how-to-manage-conflict-six-essentials/) - Master these 6 essential skills to turn conflict into a constructive tool for individual and company success - By G. Kohlrieser, world renown negotiation expert
- [De Agostini: Transforming the business and the family](https://www.imd.org/research-knowledge/family-business/articles/de-agostini-transforming-the-business-and-the-family/) - IMD recognized De Agostini Group, a third- to fifth-generation family enterprise, for its ability to evolve from a traditional publishing house to a global investment holding in just two decades. This required a complete transformation, including professionalization of both corporate and family governance and careful preparation of the next generation family members to become responsible
- [From problem-solver to agenda-setter](https://www.imd.org/research-knowledge/organizational-design/articles/from-problem-solver-to-agenda-setter/) - Leaders can rise through the ranks on the strength of their problem-solving skills. But once at the top, a business leader needs to focus less on fixing problems and more on setting the agenda for what the organization should be doing. When functional leaders are exercising their skills at problem solving, they are mostly reacting
- [What is a Smart City anyways?](https://www.imd.org/research-knowledge/technology-management/articles/what-is-a-smart-city-anyways/) - The term “Smart City” has lately become a buzzword for anyone involved in governing a city, yet it remains opaque and relatively ill-defined. Currently, the term is used as a catch-all for various different city development initiatives and concepts. Nevertheless, mayors, department officials, even blue collar city employees have heard of the concept and are
- [Developing a global mindset: The five keys to success](https://www.imd.org/research-knowledge/leadership/articles/developing-a-global-mindset-the-five-keys-to-success/) - Discover the five critical sources of competitive advantage linked to how managers perceive and act on the global environment in which they operate
- [Déjà vu: Is the film industry’s sequel and remake addiction a sign of the end?](https://www.imd.org/research-knowledge/economics/articles/deja-vu-is-the-film-industrys-sequel-and-remake-addiction-a-sign-of-the-end/) - The US film industry has been immensely successful and has overshadowed its rivals around the world, but are we starting to see signs of its decline? Is it a victim of the success trap? 2017 has been a record year for the seemingly endless number of Hollywood sequels, reboots and remakes coming out. By the
- [Reshaping the team you inherit](https://www.imd.org/research-knowledge/strategy/articles/reshaping-the-team-you-inherit/) - Most newly appointed leaders have limited familiarity with their teams at the outset and can’t swap in new people to help grow or transform the business. In this case it is extremely important to figure out how to work effectively with a team you have inherited. The first step when inheriting a team is to
- [Instrumental leadership: The nuts and bolts of leadership](https://www.imd.org/research-knowledge/leadership/articles/instrumental-leadership-the-nuts-and-bolts-of-leadership/) - Ninety-one executives gathered at IMD to learn about the importance of “nonsexy” or instrumental leadership. Professors Hooijberg and Antonakis shared their latest research, followed by a negotiation exercise demonstrating how difficult it is to apply the theory in real-world situations. There is a gap between what can be called the “soft” side of leadership (transformational)
- [Humility in learning](https://www.imd.org/research-knowledge/leadership/articles/humility-in-learning/) - Can we continue to rely on theories of leadership that were developed many decades ago, long before the widespread adoption of the Internet? What makes a leader successful in highly volatile business environments, like those associated with digital disruption? IMD’s Global Center for Digital Business Transformation recently completed a research study to find the answers.
- [Amazon Fresh and the disruption of the supply chain](https://www.imd.org/research-knowledge/supply-chain/articles/amazon-fresh-and-the-disruption-of-the-supply-chain/) - The omni-channel supply chain is in our headlines and on our lips. Retailers are experimenting with different ways to meet growing consumer expectation to interact with products in different ways. They can now order online, through mobile apps or by QR scan, and receive their goods through store pickup, drive-through, home delivery, locker drop-off or
- [How Dom Pérignon's creative ambition can serve luxury companies during and after the pandemic](https://www.imd.org/research-knowledge/articles/how-dom-perignons-creative-ambition-can-serve-luxury-companies-during-and-after-the-pandemic/) - On 15 September, 2020, Dom Pérignon released the 2010 vintage, being amongst the very few Champagne houses to present a bottle from one of the most challenging vintages ever. Ten years ago, in early September 2010, two days of diluvian rain – the equivalent of two months of rain in just 48 hours – suddenly
- [Rethinking strategy to escape commoditization](https://www.imd.org/research-knowledge/strategy/articles/rethinking-strategy-to-escape-commoditization/) - Look at almost any industry and you will see companies struggling to differentiate what they have to offer from everything else in the marketplace. So it’s hardly surprising that one of the most common complaints I hear from senior executives is “My product is becoming commoditized. Is there a way out?” First some good news:
- [Care to dare to unleash astonishing employee potential](https://www.imd.org/research-knowledge/leadership/articles/care-to-dare-to-unleash-astonishing-employee-potential/) - More than 170 leaders met at IMD for the “Care to Dare” Discovery Event during which Professor George Kohlrieser explained why caring and daring is so crucial in engaging employees and unleashing their potential. He shared his latest research and emphasized his conclusions using participants’ real-life examples. Can you afford not to care? We often
- [Why Apple is no longer a byword for innovation – just ask the markets](https://www.imd.org/research-knowledge/global-business/articles/why-apple-is-no-longer-a-byword-for-innovation-just-ask-the-markets/) - Which company would you say is going to grow faster in the coming years: Apple or Domino’s Pizza? Intuitively, we see Apple as an innovative firm with a forward-looking culture and disruptive ideas, while Domino’s Pizza operates in a traditional sector where growth opportunities are limited. Ask a recent MBA graduate whether she would rather
- [10 "people" mistakes leaders make](https://www.imd.org/research-knowledge/leadership/articles/10-people-mistakes-leaders-make/) - The most common and most damaging mistakes involve interacting with people in the wrong way. Here are 10 such People Mistakes that we see in the field.
- [Inspiring stewardship](https://www.imd.org/research-knowledge/corporate-governance/articles/inspiring-stewardship/) - Expectations that businesses should contribute to the well-being of society have never been higher. There are also an increasing number of different types of firms with various ownership systems: state-owned enterprises, family businesses, sovereign wealth funds, publicly traded companies with large holdings by institutional investors, and the list goes on. Stewardship offers a way to
- [Philanthropic impact investing: Four keys to success](https://www.imd.org/research-knowledge/social-innovation/articles/philanthropic-impact-investing-four-keys-to-success/) - Impact investment is a rapidly growing phenomenon that has sparked enthusiasm across a wide range of actors, including investors, policy-makers, entrepreneurs and citizens. Impact investments are an important element towards building a more inclusive capitalism that serves society better. Such investments also can enhance effectiveness and efficiency to tackle the ongoing global economic, social and
- [Unilever buys Dollar Shave Club: desperate or strategic?](https://www.imd.org/research-knowledge/strategy/articles/unilever-buys-dollar-shave-club/) - Unilever announced last week that it would purchase Dollar Shave Club for $1 billion. On the surface, this may look like yet another desperate attempt by a lumbering legacy giant to buy (and overpay for) digital street cred. However, look at little more closely, and this acquisition is packed full of strategic and tactical benefits.
- [In the field with Ragn-Sells](https://www.imd.org/research-knowledge/sustainability/articles/in-the-field-with-ragn-sells/) - At a glance Ragn-Sells is taking a leading role in sustainable waste management and the circular economy. Despite a difficult financial situation in 2015, the company identified sustainability (particularly planetary boundaries) as a mega trend to focus on for its new strategy. The company transformed and has become a pioneer in innovative approaches to recycling
- [A tech correction is coming and why you should be happy about it](https://www.imd.org/research-knowledge/finance/articles/a-tech-correction-is-coming-and-why-you-should-be-happy-about-it/) - A tech correction is coming. The only remaining question marks are when it will happen and how bad it will be. Let’s take a look at the evidence. The NASDAQ index is now up around 5,000 points, the culmination of a terrific seven-year run in which it has tripled in value. The only other time it
- [Meet the Chief Transformation Officer: 8 key tasks for this new role](https://www.imd.org/research-knowledge/change-management/articles/meet-the-chief-transformation-officer-8-key-tasks-for-this-new-role/) - In recent months, the Global Center for Digital Business Transformation (DBT) observed a flurry of appointments for a new senior leadership position: the Chief Transformation Officer (CTO). What is the Chief Transformation Officer? Not to be confused with the Chief Technology Officer, the CTO’s most common mandate is to harness organizational change to drive new growth. Both
- [Leading in Turbulent Times](https://www.imd.org/research-knowledge/leadership/articles/leading-in-turbulent-times/) - Forty-five participants from 32 companies recently attended an IMD Discovery Event to find out what characterizes a high-turbulence environment, how to lead and drive change in the face of adversity, what organizational and personal capabilities are needed to succeed in turbulent times, and how to create and run an ambidextrous organization. Turbulence can come about
- [Deploy the three Es of effective leadership to survive the downturn](https://www.imd.org/research-knowledge/communication/articles/deploy-the-three-es-of-effective-leadership-to-survive-the-downturn/) - When a downturn hits, why do some companies emerge stronger and why do some sink without a trace? History tells us that a small percentage of firms buck the conventional wisdom of entrenchment and defense to grow stronger and more profitable during and after recessions. Our research into previous crises reveals that, while there will
- [The five stages of the Chief Digital Officer–and why they often fail](https://www.imd.org/research-knowledge/digital/articles/the-five-stages-of-the-chief-digital-officer-and-why-they-often-fail/) - 21% of large public firms employ a Chief Digital Officer, or CDO. The average tenure of a CDO is 31 months, shorter than other C-suite roles. Despite initial support for the CDO, research suggests many companies set up the CDO to fail. The trendiest C-suite role for the past few years has almost certainly been
- [Corporate learning](https://www.imd.org/research-knowledge/organizational-design/articles/corporate-learning/) - At an IMD Discovery Event, Professor Shlomo Ben-Hur and guest contributors shared their research on corporate learning and how to build an effective learning organization based on their work with various companies. Participants took part in research, shared their practices, and walked away with action plans for their own improvement. Corporate learning is the capacity
- [Why Facebook’s artificial intelligence break is scary for companies](https://www.imd.org/research-knowledge/digital/articles/why-facebooks-artificial-intelligence-break-is-scary-for-companies/) - The recent news that Facebook temporarily suspended its Artificial Intelligence (AI) program when the bots within this program started chatting to each other in a strange language only they understood, has reignited the debate on the potential dangers of AI. Several media outlets have jumped on this news with predictions that artificial intelligence will become
- [Why you will probably live longer than most big companies](https://www.imd.org/research-knowledge/disruption/articles/why-you-will-probably-live-longer-than-most-big-companies/) - The tribulations of Blackberry, Yahoo or Twitter remind us that companies can and do disappear. The large companies of today are not the same as the ones of yesterday. The process of creative destruction highlighted by Schumpeter is still in action. Indeed, it is accelerating. A recent study by McKinsey found that the average life-span
- [Resilient leadership: Navigating the pressures of modern working life](https://www.imd.org/research-knowledge/leadership/articles/resilient-leadership-navigating-the-pressures-of-modern-working-life/) - Discover the importance of adopting the right mindset and coping mechanisms in order to restore leaders to their full potential and energy thanks to resilient leadership
- [The four categories of decision making](https://www.imd.org/research-knowledge/decision-making/articles/the-four-categories-of-decision-making/) - Decisions are a part of life and while they range in complexity, we face various decisions on a daily basis. But how can we best make decisions that lead to optimal outcomes? With an ever-growing wealth of research on the topic, decision making is being transformed into a science that can aid greatly in guiding
- [Why PepsiCo is splashing out US$3.2 billion on SodaStream](https://www.imd.org/research-knowledge/sustainability/articles/why-pepsico-is-splashing-out-usd3-2-billion-on-sodastream/) - PepsiCo announced it would acquire SodaStream for US$3.2 billion, a 10% premium on SodaStream’s stock price and a 100% increase since the beginning of 2018. On the surface, it could be that a large, diversified food and beverage company like PepsiCo is simply looking to go even further by expanding into related, but new markets.
- [How Yahoo tried (but failed) to go big, and is now going home](https://www.imd.org/research-knowledge/strategy/articles/how-yahoo-tried-to-go-big/) - I remember the early days of the Internet when the Yahoo directory was my home page. Capturing, categorizing, and presenting the Internet in a clickable tree structure was doable back then, and Yahoo was best of breed. Sadly, that was the last time that Yahoo was truly dominant at anything. When search engines replaced directories
- [Transformation journeys: The reasons why and the art of how](https://www.imd.org/research-knowledge/leadership/articles/transformation-co-creating-successful-journeys/) - What exactly is a transformation journey, and how could it benefit your organization and your people? Chief human resources officers found out for themselves at IMD’s first-ever roundtable for CHROs, where they had the opportunity to share, learn and reflect on different types of transformation journeys. What is transformation? Jean-François Manzoni, president of IMD, opened
- [Intrinsic motivation: The missing piece in changing employee behavior](https://www.imd.org/research-knowledge/organizational-behavior/articles/intrinsic-motivation-the-missing-piece-in-changing-employee-behavior/) - "I put a dollar in one of those change machines. Nothing changed." George Carlin (American comedian) Though it is hardly ever listed in job descriptions, changing employees’ behavior is an important part of any manager’s work. Whether it is helping people to develop and improve at what they do or getting them to do new
- [So you think your company is customer-led?](https://www.imd.org/research-knowledge/leadership/articles/so-you-think-your-company-is-customer-led/) - Customers matter. No one would argue with that. But so do finance, people, operations, innovation and lots more. What impact do all these competing priorities have on a company’s ability to remain true to its customer-led ideals? We surveyed 454 executives. Almost 63% of them said that understanding customers and acting on that understanding was critical
- [Versace acquisition: Michael Kors needed to boost its credibility to make it in the luxury market](https://www.imd.org/research-knowledge/corporate-governance/articles/versace-acquisition-michael-kors-needed-to-boost-its-credibility-to-make-it-in-the-luxury-market/) - By acquiring the prestigious Italian fashion house, Versace, American group Michael Kors enters the luxury world, despite a lack of experience in the sector. It’s a risky move, but one that makes financial sense. When we think of disruption, we tend to think that old companies disappear and new ones take over. But this is
- [Power of divergent thinking](https://www.imd.org/research-knowledge/leadership/articles/power-of-divergent-thinking/) - What does the future hold for a 160-year-old cash handling company when major trends across the world portend a shift away from cash? The company in question is Nasdaq Stockholm-listed Loomis. Loomis has increasingly found itself at the intersection of two forces. On the one hand, an increase in the acceptance of debit/credit card by
- [Will Elon Musk’s narcissism be his downfall?](https://www.imd.org/research-knowledge/leadership/articles/will-elon-musks-narcissism-be-his-downfall/) - "How would you run a whole economy without oil?" “If you could convert an entire country to electric cars…you could get a solution. “We are looking at the emergence of Car 2.0, a whole new market, a whole new business model.” “We have to make the right moral decision and we have to make it
- [What do your words say?](https://www.imd.org/research-knowledge/leadership/articles/what-do-your-words-say/) - Words have saved my life and the lives of others on more than one occasion. As a hostage negotiator, words are the most essential thing you have to face a weapon. Words – whether a question or a statement – must be used skillfully and effectively. The first time I was held hostage, a psychotic
- [Strategic partnerships](https://www.imd.org/research-knowledge/organizational-design/articles/strategic-partnerships/) - Strategical partnerships have always been part of human history in all areas of life – from private to public and from politics to business. But how can you thrive thanks to a strategical partnership?
- [‘Women talk too much’ simply isn’t true, data show](https://www.imd.org/research-knowledge/leadership/articles/women-talk-too-much-simply-isnt-true-data-show/) - The President of the Tokyo Olympic and Paralympic organising committee Yoshiro Mori resigned amidst a furore created by his comments on female board members – but he is only the latest in a long line of misguided proponents of this idea that women speak more than men. Researchers have been proving this idea wrong since
- [How does the Snapchat IPO make any sense?](https://www.imd.org/research-knowledge/technology-management/articles/how-does-the-snapchat-ipo-make-any-sense/) - The shares of Snap will start to trade on the US markets today. The IPO price of $17 per share values the company at about $24B. Based on interest in the shares (they were ten times over-subscribed), the value of the shares, and the company, are likely to rise substantially during the day. Does this
- [The seven biggest traps in the first 90 days…and how to avoid them](https://www.imd.org/research-knowledge/organizational-behavior/articles/the-seven-biggest-traps-in-the-first-90-days-and-how-to-avoid-them/) - My research shows that leaders who derail or under-perform in their new roles fall into common traps in their First 90 Days. Have you fallen into any of these traps? Have you seen others do so? Trap #1: Not adapting to the culture Leaders who move between companies (or even units of the same company)
- [TikTok: the world’s most valuable startup that you’ve never heard of](https://www.imd.org/research-knowledge/china/articles/tiktok-the-worlds-most-valuable-startup-that-youve-never-heard-of/) - Anticipation has long been building about the impending takeover of the tech world by Chinese digital giants like Alibaba, Tencent, Baidu, and JD. Efforts so far, however, have been largely disappointing. The most popular messaging app in the West is WhatsApp, not WeChat; people use PayPal, not Alipay, for digital payments; Google dominates the search market, not
- [Data analytics & artificial intelligence: What it means for your business and society](https://www.imd.org/research-knowledge/digital/articles/artificial-intelligence-real-world-impact-on-business-and-society/) - In a recent Discovery Event, participants reflected on how data analytics and artificial intelligence are transforming organizations, industries and society in general. Participants also explored how they can utilize these techniques to ensure their company succeeds in today’s business environment. In today’s VUCA world, disruption from unlikely competitors is omnipresent; industry changes occur in faster
- [In the field with IKEA Belgium's Welcome Home project](https://www.imd.org/research-knowledge/social-innovation/articles/in-the-field-with-ikea-belgiums-welcome-home-project/) - At a glance Welcome Home project: IKEA Belgium launched the project to support single-parent families, initially by donating funds and furniture to shelters. Employee engagement: As the program expanded, employees volunteered during working hours – helping with home setups and small renovations for single-parent families – which fostered a stronger sense of involvement. Advocacy: The
- [Strong institutions alleviate uncertainty](https://www.imd.org/research-knowledge/competitiveness/articles/com-january-2020/) - The beginning of the year is the time where think-tanks and economists predict the trends, or forces, that will shape economic and social outcomes over the next twelve months. The common ground of different studies suggests an extension of what we experienced last year: skepticism about globalization, inward looking governments, restrictions of movement of people
- [Do Social and Environmental issues affect the talent appeal in a country?](https://www.imd.org/research-knowledge/competitiveness/articles/com-august-2019/) - The IMD World Talent Ranking captures a country’s efforts to develop local talent while being able to attract overseas staff. It describes the quality of the talent pool available in an economy. The ranking assesses 63 countries using three factors. The Investment and Development factor evaluates the resources committed to the development of homegrown human
- [How to Achieve Control and Support](https://www.imd.org/research-knowledge/corporate-governance/articles/how-to-achieve-control-and-support/) - The world expects Boards to challenge management and ensure they optimise company performance. Management, on the other hand, also expects the board to provide help and support. Both dimensions (challenge and support) are easy to overdo. How can Boards strike the right balance and avoid the traps of extremes? Continue reading the article... Published by:
- [In the Field with Statkraft](https://www.imd.org/research-knowledge/strategy/articles/in-the-field-with-statkraft/) - With the worldwide transition from fossil fuels to green sources of energy, the demand for Statkraft’s products, in 2022 grew exponentially.
- [In the field with sportswear brand On](https://www.imd.org/research-knowledge/entrepreneurship/articles/in-the-field-with-sportswear-brand-on/) - At a glance On – one of the fastest-growing global sportswear brands – is a well-known success story. The company built its success on a unique entrepreneurial culture inspired by sports, movement and connection to nature. Despite hypergrowth and an IPO, On has been able to retain the start-up spirit from its early days. On’s
- [In the field with WÄRTSILÄ](https://www.imd.org/research-knowledge/innovation/articles/in-the-field-with-wartsila/) - How can a company successfully use decarbonization as a vehicle to transform? Wärtsilä’s journey offers insights into the challenges linked to decarbonization.
- [In the field with HRSD](https://www.imd.org/research-knowledge/customer-centricity/articles/in-the-field-with-hrsd/) - How can government agencies and public sector entities become more customer centric?
- [In the field with SOCAR Türkiye](https://www.imd.org/research-knowledge/sustainability/articles/in-the-field-with-socar-turkiye/) - At a glance Oil and gas companies face challenges when it comes to sustainability and ESG reporting. They must balance profit with environmental impact while transitioning to cleaner energy. Companies also have an opportunity to question current assumptions, business models and ways of working. Making sustainability everybody’s responsibility National oil companies play a critical role
- [Where to go on vacation?](https://www.imd.org/research-knowledge/competitiveness/articles/2018-com-november/) - Is it possible to think of Finland, Iceland, Kazakhstan, Mongolia and New Zealand together as a group when you are thinking of your next vacation? Can we add to this group Australia, Canada, Iceland and Norway? In short, the answer to this question is: yes! Let me explain by providing a rather personal take on
- [In the field with SITA](https://www.imd.org/research-knowledge/sustainability/articles/in-the-field-with-sita/) - At a glance Embracing a sustainability agenda is first and foremost a process of developing organizational learning. It is also an opportunity to re-examine a company's value drivers. SITA's foray into securing a sustainability-linked loan became a catalyst for a number of organizational and cultural shifts, largely powered by improved cross-functional collaboration between Finance, Treasury, Can finance be the corporate function that leads an organization's sustainability learning and transformation
- [In the field with Globe](https://www.imd.org/research-knowledge/business-transformation/articles/in-the-field-with-globe/) - At a glance Philippine mobile carrier Globe successfully tackled dual transformation by continually optimizing its traditional mobile business while creating a portfolio of new enterprises that delivered a wealth of digital services to a nation of 119 million people. Globe’s metamorphosis from a classic telco to an agile, future-ready tech company allowed it to reach How can a Southeast Asian mobile carrier navigate successive stages of dual transformation to secure its future?
- [Setting clear priorities amid complexity: The ‘tightrope walk’ of modern leadership](https://www.imd.org/research-knowledge/corporate-governance/articles/setting-clear-priorities-amid-complexity-the-tightrope-walk-of-modern-leadership/) - Today, executives and board members are spinning a dizzying number of plates, creating a scenario where setting clear priorities becomes a tall task. Such a balancing act is a common theme in the executive suite and the boardroom besides, where the challenge of setting clear priorities persists. According to newly published research from the IMD
- [Why consumers should plan on paying more for medicine](https://www.imd.org/research-knowledge/regulation/articles/why-consumers-should-plan-on-paying-more-for-medicine/) - Healthcare spending, currently projected to grow by 5.8% annually in the U.S. and to represent 20.1% of the total economy by 2025, has made healthcare market reforms a critical and ongoing priority of regulatory policy. Healthcare markets are intrinsically fragile simply because providers deliver wide-ranging services to generally ill-informed patients who cover only a fraction
- [IMD World Competitiveness Yearbook: The 30th Edition](https://www.imd.org/research-knowledge/economics/articles/2018-com-may/) - In less than three weeks, the IMD World Competitiveness Center will launch the 2018 competitiveness rankings. Every year in May there is a lot of work and a tremendous effort to cope with deadlines, meticulous reporting and checking of the data. There is also excitement about the upcoming results. This year, the enthusiasm and anticipation
- [China’s 'new normal'](https://www.imd.org/research-knowledge/economics/articles/chinas-new-normal/) - With more news from markets in China, the world seems to be waiting for doom and gloom. And it isn’t the first time. When the Shanghai stock exchange index went into a precipitous dive last summer, followed by a 4% devaluation of the renminbi relative to the US dollar, more than a few normally sober
- [Execs: Not getting enough sleep is nothing to brag about](https://www.imd.org/research-knowledge/leadership/articles/execs-not-getting-enough-sleep-is-nothing-to-brag-about/) - I have often heard executives boast to each other how little sleep they get. People wear their ability to function on very little sleep as a badge of honor. Yet, evidence from sleep research shows it is an important factor that contributes to optimal functioning. Contrary to what most people might think, scientific evidence proves
- [Boosting immunity to team conflict](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/boosting-immunity-to-team-conflict/) - Team conflict can add value or destroy it. Good conflict fosters respectful debate and yields mutually agreed-upon solutions that are often far superior to those first offered. Bad conflict occurs when team members simply can’t get past their differences, killing productivity and stifling innovation. All executive teams confront troublesome interpersonal differences – even teams that
- [Co-creating global transformation journeys](https://www.imd.org/research-knowledge/leadership/articles/co-creating-global-transformation-journeys/) - Thirty learning and development (L&D) professionals met at IMD to participate in the second Co-creating Global Transformation Journeys event. The event reflected IMD’s commitment to give something back to our valued partners, from whom we have learned so much over the years. The research for this event was drawn from the book “The 3Rs of
- [The only two things that matter for digital companies in China](https://www.imd.org/research-knowledge/technology-management/articles/the-only-two-things-that-matter-for-digital-companies-in-china/) - I recently spent a week visiting companies in China, trying to learn as much as I could about digital transformation and trends in that country. I suspected that there were major differences between how digitization was viewed in China versus the West. There were. As I visited large corporations like Didi Chuxing (the Chinese competitor
- [Global partnerships for humanitarian impact and innovation (2): Challenges and opportunities](https://www.imd.org/research-knowledge/strategy/articles/global-partnerships-for-humanitarian-impact-and-innovation-2-challenges-and-opportunities/) - 90 leaders from the private sector, academia, research institutes and humanitarian organizations participated in an event at IMD that launched the Global Partnerships for Humanitarian Impact and Innovation (GPHI2) initiative. The event was the first in a series of initiatives on specific themes that will be held in 2015 to foster in-depth discussions and support
- [Global partnerships for humanitarian impact and innovation (1): Nobody can do it alone](https://www.imd.org/research-knowledge/technology-management/articles/global-partnerships-for-humanitarian-impact-and-innovation-1-nobody-can-do-it-alone/) - In October 2014, 90 leaders from the private sector, academia, research institutes and humanitarian organizations participated in an event at IMD that launched the Global Partnerships for Humanitarian Impact and Innovation (GPHI2) initiative. The event was the first in a series of initiatives on specific themes that will be held in 2015 to foster in-depth
- [Dialogues on globalization series](https://www.imd.org/research-knowledge/economics/articles/dialogues-on-globalization-series-is-globalization-in-trouble/) - About 70 executives, academics and representatives from governments and civil society attended a thought-provoking debate organized by The Evian Group@IMD. A panel of speakers, moderated by Professor Carlos Braga, looked at the future of globalization and questioned whether it is facing a real threat. The audience was also asked to rate the proposition that globalization
- [Asia in the new global disorder](https://www.imd.org/research-knowledge/economics/articles/asia-in-the-new-global-disorder/) - Thirty-five executives gathered at IMD to learn about the implications of the shift in economic and political power back to Asia. Four IMD professors, along with guests Simon PEH Yun-lu, Chandran Nair, Marc Laperrouza, Suddha Chakravartti and Nina Ninkovic shared their latest research and observations on Asia. The main issues covered were: Global transformations and
- [Rethinking out of the box](https://www.imd.org/research-knowledge/strategy/articles/rethinking-out-of-the-box/) - Executives are constantly urged to think out of the box, but given little practical advice on how to do so. A simple tool, already familiar to executives can be leveraged to provide the answer. Repurposing the decision matrix There are plenty of books proposing concepts and frameworks to help executives make smarter and more creative
- [Better a Brexit for a revitalized EU](https://www.imd.org/research-knowledge/economics/articles/better-a-brexit-for-a-revitalized-eu/) - Let me begin by saying I am a great Britophile. I lived in the UK for some fifteen happy years; I met my wife (even though French like myself) at Oxford where I did my doctorate; my three children were born in the UK; I love British humor; I have in many ways considerable affection
- [Beware of the Value Vampires](https://www.imd.org/research-knowledge/strategy/articles/beware-of-the-value-vampires/) - Have you ever wondered how companies like Uber, Amazon and Spotify can offer such low prices, make such low profit margins but still continue to operate? You’re not the only one. In our work at the Global Center for Digital Business Transformation (an IMD and Cisco Initiative) studying hundreds of digital disruptors, three value drivers
- [Why action must be taken against corporate tax havens](https://www.imd.org/research-knowledge/finance/articles/why-action-must-be-taken-against-corporate-tax-havens/) - At the onset of the financial crisis in 2009, the members of the largest economies in the world launched a crusade against tax havens and banking secrecy. Eight years later, the Swiss private banking industry has been unfairly treated and abused using questionable arguments extraterritoriality – KPMG reports that the number of private banks in
- [Which business models are most affected by digital?](https://www.imd.org/research-knowledge/strategy/articles/which-business-models-are-most-affected-by-digital/) - In most industries, the competitive landscape is rapidly changing and as a result, companies speed through their life-cycles at an unprecedented pace (actually twice as fast as 20 years ago, according to recent BCG research). Not only are whole industries being disrupted – media and entertainment, energy and retailing, to mention a few – but
- [To get more feedback, act more coachable](https://www.imd.org/research-knowledge/leadership/articles/to-get-more-feedback-act-more-coachable/) - It’s hard to say who dreads critical feedback more: the manager giving it or the person receiving it. As the receiver, it can be uncomfortable and stressful to hear that you’re not performing well. And the manager, knowing this, fears that the receiver may not react productively and therefore is likely to postpone sharing their
- [Big data in real business](https://www.imd.org/research-knowledge/technology-management/articles/big-data-in-real-business/) - About 140 participants gathered to learn about the impact that big data is having on real businesses from a variety of industries all over the world. They came away with tools to help them think about how they could use big data in their own companies and develop strategies to implement these new ideas. Big
- [Silver lining? COVID-19 and the entrepreneurial gender gap](https://www.imd.org/research-knowledge/entrepreneurship/articles/silver-lining-covid-19-and-the-entrepreneurial-gender-gap/) - As we pass the one-year mark of the pandemic, it is clear that the pandemic has hit women harder than men across much of the world. From increased vulnerability of job loss to drops in research and work productivity and increased risk of falling into poverty, the pandemic has disproportionately affected women across all social strata; a
- [In the field with Roche Diagnostics Belgium](https://www.imd.org/research-knowledge/digital/articles/in-the-field-with-roche-diagnostics-belgium/) - At a glance When Anna, an experienced executive, became general manager at Roche Diagnostics Belgium (RDB), this seemed like a classic appointment to steer continued success. RDB had a reputation as a successful organization, but all was not as it seemed and Anna soon perceived that there was room for improvement to address: The recent
- [Challenging mindsets to inspire impact](https://www.imd.org/research-knowledge/sustainability/articles/challenging-mindsets-to-inspire-impact/) - In this interview, Professor Farber reflects on why there is a growing need to provide executives with the right tools to take a more integrated approach to impact and business – and to change mindsets when it comes to financial decision-making. How can lab-engineered diamonds compete with the “real” thing? How can delivery companies embrace
- [How diversifying its asset portfolio revitalized one company’s teams and business](https://www.imd.org/research-knowledge/change-management/articles/how-diversifying-its-asset-portfolio-revitalized-one-companys-teams-and-business/) - When Mark Konyn joined AIA as Group Chief Investment Officer (CIO) in 2015, he had one priority: to ensure the group’s Investments function developed the muscularity to adapt continuously to both a dynamic investment market and rapidly changing business conditions while keeping pace with growth. “We needed to change engines mid-flight without losing speed or altitude,” Konyn explained of the situation
- [Joining forces to tackle climate change](https://www.imd.org/research-knowledge/articles/bs4cl-joining-forces-to-tackle-climate-change/) - Eight leading business schools have joined forces to help shape climate leadership and are collaborating to help business leaders actively address the climate emergency. Business Schools for Climate Leadership (BS4CL) is a unique alliance of business academic thought leaders, made up of the following founding members: Cambridge Judge Business School, HEC Paris, IE Business School, IESE Business School, INSEAD, International Institute for Management Development, Oxford Saïd Business School and London
- [The war for leadership talent: Creating a superior employee value proposition](https://www.imd.org/research-knowledge/organizational-behavior/articles/the-war-for-leadership-talent-creating-a-superior-employee-value-proposition/) - In May 2013, 40 participants gathered at an IMD Discovery event on how to attract and retain talented employees and leaders by adapting to the changing business environment and offering a compelling employee value proposition. Why should your organization care? Five seismic shifts are taking place within the business environment, and human capital is increasingly
- [Competing efficiently and effectively in China](https://www.imd.org/research-knowledge/economics/articles/competing-efficiently-and-effectively-in-china/) - More than 30 participants gathered at a Discovery Event to share IMD’s latest research and perspectives on doing business in China. Participants included representatives from a variety of industries, ranging from finance to pharmaceutical, and a number of companies, ranging from small businesses just entering the Chinese market to multinationals with years of experience and
- [Imperatives of the global governance of trade](https://www.imd.org/research-knowledge/economics/articles/imperatives-of-the-global-governance-of-trade/) - During The Evian Group @ IMD Taskforce meeting in February 2012, participants debated the challenges of the global governance of trade in terms of justice, equity and solidarity. The event brought together senior government officials, representatives from the business community, thought leaders and civil society. Introduction The Doha Development Round is the latest round of
- [Openness: Taking family business to a new level](https://www.imd.org/research-knowledge/organizational-design/articles/openness-taking-family-business-to-a-new-level/) - The 2012 annual Family Business Forum in February brought together more than 170 family business owners, employees and other stakeholders from 35 countries at IMD. This year, IMD faculty members shared their views on how being open can be beneficial for family businesses. The specificity of a family business is the “family.” As Bernard Firmenich,
- [Organizational design: Inviting the outside in](https://www.imd.org/research-knowledge/organizational-design/articles/organizational-design-inviting-the-outside-in/) - More than 50 participants took part in an IMD Discovery Event to learn about the implications of the increasingly globalized economy on organizational design. Participants discovered the latest trends in organizational design and their pros and cons. They also learned from a panel of IMD alumni and an Indian entrepreneur about experiences in their organizations.
- [Leadership essentials](https://www.imd.org/research-knowledge/leadership/articles/leadership-essentials/) - More than 100 participants from around the world attended an IMD Discovery Event entitled Leadership Essentials. During the two-day event, Professor Preston Bottger offered his framework for Leadership Diagnostics, Influence and Energy. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams There
- [The missing piece in changing employee behavior](https://www.imd.org/research-knowledge/organizational-behavior/articles/the-missing-piece-in-changing-employee-behavior/) - “I put a dollar in one of those change machines. Nothing changed.” George Carlin (American comedian) Though it is hardly ever listed in job descriptions, changing employees’ behavior is an important part of any manager’s work. Whether it is helping people to develop and improve at what they do or getting them to do new
- [The three leadership skills to take your business digital](https://www.imd.org/research-knowledge/strategy/articles/the-three-leadership-skills-to-take-your-business-digital/) - It would often seem that to succeed in the digital world, you need to be a young manager in a startup born with digital DNA, like Alibaba, Uber or Google. This is not the case. Research I have conducted indicates that many traditional companies are successfully transitioning to become digital companies, steered by executives with
- [Reaching for the “restorative”: Rethinking the sustainability journey](https://www.imd.org/research-knowledge/sustainability/articles/reaching-for-the-restorative-rethinking-the-sustainability-journey/) - William McDonough and Michael Braungart, pioneers in green design, are credited with the following analogy, “If a car is heading south, slowing down does not cause it to head north. Sooner or later you need to turn the car around 180 degrees.”1 In order to tackle the enormous social, economic and environmental issues on the
- [Are you ready to spring clean your organization?](https://www.imd.org/research-knowledge/organizational-design/articles/are-you-ready-to-spring-clean-your-organization/) - Removing your organizational clutter Like a house at the end of a long winter, most enterprises are full of clutter. While domestic mess may include outgrown clothing, broken sports equipment, and general dust and dirt, organizational clutter comes in the form of unprofitable products or services, redundant or duplicate processes, organizational structures and reporting
- [Don’t fall into a leadership rut](https://www.imd.org/research-knowledge/leadership/articles/dont-fall-into-a-leadership-rut/) - As a leader, your career may have been a bumpy ride so far but you have shown you have what it takes to rise to the top. But if you think you’re done learning, think again. Once executives arrive at a level where they are responsible for leading others, if they don’t continue to evolve
- [Four scenarios to stress test your strategy](https://www.imd.org/research-knowledge/strategy/articles/four-scenarios-to-stress-test-your-strategy/) - Change has been relentless since the turn of the millennium, and the pace of change is only expected to accelerate as we move into the next decade. Several factors are contributing to this acceleration, from the increasing speed of innovation and technological change, to the rise of new digital players, as well as shifting consumer
- [How HQs can actually add value](https://www.imd.org/research-knowledge/strategy/articles/how-hqs-can-actually-add-value/) - Executives often mock the contribution of head offices to their subsidiaries. And rightly so. Head offices remain bastions of conservatism, advocating innovation everywhere but at HQ. To add real value, the corporate center must rethink its role, to be less of a parent and more of a partner. From dozens of interviews with dissatisfied subsidiary
- [What have digital and social media done to your strategy?](https://www.imd.org/research-knowledge/technology-management/articles/what-have-digital-and-social-media-done-to-your-strategy/) - Firms today are beginning to understand the importance of social and digital media to their corporate strategies. They have struggled to survive during a period that has greatly threatened their business and marketing models: 3.2 billion people are now online, and they are already spending more time there than watching TV. They are making and
- [How to lead in high turbulence](https://www.imd.org/research-knowledge/strategy/articles/how-to-lead-in-high-turbulence/) - What would you do if you were offered a new job and were told you would be fired after one year but you weren’t allowed to quit during your mandate? That you would be paid peanuts compared to your old comfortable job, and you would be harassed and bashed in the media constantly. And you
- [Global contenders from China: What are their challenges?](https://www.imd.org/research-knowledge/leadership/articles/global-contenders-from-china-what-are-their-challenges/) - Nearly a third of the companies that make it onto Boston Consulting Group's annual list of 100 global contenders to watch are from China; hardly a surprising result, given the speed with which that nation's economy has grown over the past three decades. Legendary Chinese corporate leaders like Ren Zheng Fei at Huawei, Liu Chuan
- [See colleagues as they are, not as they were](https://www.imd.org/research-knowledge/organizational-behavior/articles/see-colleagues-as-they-are-not-as-they-were/) - Is there a colleague with whom you have a strained working relationship? If, by chance, you are some kind of work superhero who just answered “no” to that question, is there at least someone with whom you would like to have a better relationship? If so, please ask yourself the following questions in relation to
- [The lessons of top executive derailment](https://www.imd.org/research-knowledge/corporate-governance/articles/the-lessons-of-top-executive-derailment/) - Cyrus Mistry was just removed as Tata Sons chairman after four years on the job at India’s most vaunted industrial group. Theories abound of why Mr. Mistry was let go: poor performance; inexperience; clashes with heavy-hitting insiders; etc. This corporate drama provides an opportune window to reiterate the top lessons of top executive derailment. Four years
- [China: Slowing at home but expanding abroad](https://www.imd.org/research-knowledge/strategy/articles/china-slowing-at-home-but-expanding-abroad/) - Despite recent news about China’s slowing growth and tumbling stock markets, the country’s enterprises have also been expanding abroad, both through direct investment and acquisitions. The recent acquisition by ChemChina of Swiss agriculture giant Syngenta, as well as its purchase of the German company KraussMaffei, figure among the biggest foreign Chinese purchases to date. China’s
- [Where’s the best country to start a company?](https://www.imd.org/research-knowledge/economics/articles/where-is-the-best-country-to-start-a-company/) - Imagine that you could open a business anywhere in the world. Where would you choose? Before you decide, consider these facts: The BRICS have not lived up to their potential - the Shanghai stock market alone has lost 30% of its value since June 2015. Most of the world’s 36 advanced economies grew less last
- [Sustainability leaders in emerging markets](https://www.imd.org/research-knowledge/sustainability/articles/sustainability-leaders-in-emerging-markets/) - Leading domestic firms in emerging markets are advancing the global debate on corporate sustainability by coming up with innovative programs and initiatives that question and reinvent traditional business paradigms and models. These firms are driven by a strong belief that managing a business responsibly is the only way to create long-term sustainable growth. Despite the
- [Global differences in the digital vortex](https://www.imd.org/research-knowledge/leadership/articles/global-differences-in-the-digital-vortex/) - Digital disruption is a global phenomenon, but that does not mean that it is evenly distributed across the globe. The Global Center for Digital Business Transformation, an IMD and Cisco initiative surveyed 953 executives across 12 countries about their attitudes and behaviors towards digital disruption. The research uncovered some interesting differences between executives in the
- [When less is more at your organization](https://www.imd.org/research-knowledge/corporate-governance/articles/when-less-is-more-at-your-organization/) - Every business wants to improve employee productivity: that’s certain. What is less clear is how often management practices are examined in order to achieve that improvement, and simultaneously reduce complexity. Reviewing or fully implementing existing management practices rather than simply adding new practices certainly is the way to go. The context: a collapse in productivity
- [What top executives can learn from designers](https://www.imd.org/research-knowledge/organizational-behavior/articles/what-top-executives-can-learn-from-designers/) - Leaders at every level of an organization need to mobilize their teams, whether it is a top management team or a front-line sales force. But traditional leadership principles of hierarchy and control are ill-matched to today’s wired world in which teams are ever more fluid, diverse and virtual. Leading teams in such a context requires
- [Is China triggering a global crisis?](https://www.imd.org/research-knowledge/economics/articles/is-china-triggering-a-global-crisis/) - The recent steep slides on global stock markets have been a long time in the making. As early as two years ago, it was becoming obvious that in addition to the contraction of global demand, as well as the general increase in the relative competitiveness of other Asian countries, China’s rapid rise was coming to
- [The trouble with being SMART](https://www.imd.org/research-knowledge/strategy/articles/the-trouble-with-being-smart/) - 2016 is here. Worldwide, managers are setting SMART (Specific, Measureable, Achievable, Relevant, and Timely) goals, expecting these to make this ‘the year’ to revitalize or transform their businesses. Instead, most of these professionals should retire SMART – or at least rescind its standard operating procedure status. We are at this juncture because two broad trends
- [How crowdsourcing can make products better, cheaper and faster](https://www.imd.org/research-knowledge/corporate-governance/articles/how-crowdsourcing-can-make-products-better-cheaper-and-faster/) - It might sound foolish for an organization or company to outsource highly important projects, especially ones that are related to national security or matters at the heart of a business. But channeled right, the ideas of outsiders can provide fresh perspectives that may not come from seasoned in-house staff. It can be cheaper and faster
- [Donald Trump and the contemporary leadership deficit](https://www.imd.org/research-knowledge/leadership/articles/donald-trump-and-the-contemporary-leadership-deficit/) - Nik Gowing and Chris Langdon have written an excellent, challenging report, entitled: Thinking the Unthinkable: A New Imperative for Leadership in the Digital Age. One of the key lessons is that in this extremely confusing and unprecedented transformative era in which we are living, most leaders the authors interviewed – in both government and industry
- [The rising spectre of protectionism: Trump and the global trade agenda](https://www.imd.org/research-knowledge/economics/articles/trump-and-the-rising-spectre-of-proctectionism/) - We are all in a state of shock. There was no prediction, or warning, that Donald Trump would be the 45th President of the United States, let alone that his victory would be crushingly decisive. Wow! Even the shock of Brexit pales into comparison. As a middle-ranking power, Britain is a minor actor on the
- [The Trump effect on China](https://www.imd.org/research-knowledge/economics/articles/the-trump-effect-on-china/) - On this Super Tuesday, with the probable triumph once again of Donald Trump and an ever-stronger prospect that his long march to defeat the Republican Party establishment succeeds, it is high time to think about the Trump effect on China. Millions of Chinese are watching the spectacle, including the roughly 2 ½ million citizens of
- [Is China Inc. going from imitator to innovator?](https://www.imd.org/research-knowledge/economics/articles/is-china-inc-going-from-imitator-to-innovator/) - Just a month ago, China’s state owned chemical conglomerate, ChemChina, which has USD$45.6 billion in revenues and 140,000 employees, successfully acquired Munich machine tool builder KraussMaffei for USD$1 billion. It marked the single largest investment that a Chinese company had ever made in Germany, till then. Today, the long-battered Syngenta, a seeds and pesticides group
- [What’s wrong with Apple?](https://www.imd.org/research-knowledge/strategy/articles/whats-wrong-with-apple/) - To industry pundits and casual observers, it came as a shock this week when Apple projected that growth for its iPhone sales would hit the slowest pace since 2007, the year of the iconic phone’s release. At the same time came the first forecasted decline in Apple’s revenue in the last 13 years. Currency fluctuation
- [The death of strategy](https://www.imd.org/research-knowledge/strategy/articles/the-death-of-strategy/) - In a world of never-ending change, it’s either one or the other; we can no longer count on having both. As innovation accelerates its assault on what we formerly referred to as “our planning process,” and as S-curves accordingly collapse, each one on top another, time is compressed. In the rubble of what is left
- [Health in fragile environments](https://www.imd.org/research-knowledge/strategy/articles/health-in-fragile-environments/) - In 2014 the International Committee of the Red Cross (ICRC) launched the Global Partnerships for Humanitarian Impact and Innovation (GPHI2) to promote the development of innovative solutions to humanitarian challenges. The objective of the initiative has been toharness the creative capacity, skills and networks of ICRC partners to address the needs of conflict affected communities.
- [Don’t settle for just any MBA…](https://www.imd.org/research-knowledge/economics/articles/dont-settle-for-just-any-mba/) - Running an MBA program comes with its share of challenges. But the biggest among them seem to be in coming to grips with shifting MBA market dynamics and going against preconceived notions. With the quantity of MBA offerings ever increasing and the sheer competition MBAs will face in the job market after graduation, here are
- [From the American challenge to the Chinese challenge?](https://www.imd.org/research-knowledge/economics/articles/from-the-american-challenge-to-the-chinese-challenge/) - Next year, 2017, may go down in the annals of history as Year One of the new global order – or, perhaps more accurately, of the new global disorder. The US on the sidelines? The moment that best symbolizes the transition from the familiar old to the unfamiliar new was a little-noticed event, the APEC
- [In the field with Hong Kong broadband network](https://www.imd.org/research-knowledge/organizational-behavior/articles/in-the-field-with-hong-kong-broadband-network/) - At a glance HKBN wants to challenge the largest incumbent in Hong Kong’s highly competitive telecom industry. Snatching market share from the much larger entrenched incumbent is a formidable challenge. HKBN has followed a two-pronged approach by investing in a state-of-the-art fiber optic technology and in its talents. HKBN’s journey to become Hong Kong’s second
- [Embrace digital - make your strategy process more engaging!](https://www.imd.org/research-knowledge/strategy/articles/embrace-digital-make-your-strategy-process-more-engaging/) - A few years back I was involved in an exercise where we observed the strategy processes of a large set of leading global firms. These were all companies you would expect to be exceptionally good at creating engagement and bringing out the best during the formulation of strategy, probably one of the most important processes
- [Should companies and government meddle with “happiness”?](https://www.imd.org/research-knowledge/leadership/articles/should-companies-and-government-meddle-with-happiness/) - Oud Bint Khalfan Al Roumi is twice happy. She landed a prestigious government position in the United Arab Emirates. Then, she was appointed to the rather unique job of “state minister in charge of happiness”. But, should governments be responsible for the happiness of their people, and can they do it? Thomas Jefferson, a founding
- [Why so many corporate failures?](https://www.imd.org/research-knowledge/business-ethics/articles/why-so-many-corporate-failures/) - During the past 16 years, businesses have experienced many major, self-inflicted crises. Consider, for example, the malfunction of the Samsung Galaxy Note 7 (and several other completely different product lines) or the large scale opening of unauthorized accounts at Wells Fargo. These replaced Volkswagen’s emissions cheating and Takata’s faulty airbags on our front pages. The
- [A history lesson (from year one) for Trump and the Brexit crowd: Isolationism has never worked!](https://www.imd.org/research-knowledge/economics/articles/a-history-lesson-from-year-one-for-trump-and-the-brexit-crowd-isolationism-has-never-worked/) - From Trump’s wall and immigrant ban, to Britain pulling away from its longtime partners, the tendency toward isolationist policies is on the rise in the west. We’ve seen this before but it has never had the intended effect of making any country in question “great again”. When Chinese admiral Zheng He returned to his country
- [How to make your business goals more resilient](https://www.imd.org/research-knowledge/leadership/articles/how-to-make-your-business-goals-more-resilient/) - How many times have you heard a business goal similar to this: “We will be n°1 in the next 5 years”? Whether you are running a start-up, a department, a much larger organization or a strategic project, setting goals and making sure they are attained is one of your main tasks. But a goal cannot
- [Don’t just start a strategy process without thinking about the options](https://www.imd.org/research-knowledge/strategy/articles/dont-just-start-a-strategy-process-without-thinking-about-the-options/) - Once top teams recognize the need to fundamentally revisit their strategy, they need to be critically aware of the key decisions in formulating the strategy process in order to ensure that the strategy leads to changes that can deliver increased performance. Trade-offs made during the design of top-team strategy workshops have major implications for creating
- [Is your team trusting or just polite?](https://www.imd.org/research-knowledge/leadership/articles/is-your-team-trusting-or-just-polite/) - Between Samsung explosions and Volkswagen recalls, FIFA’s racketeering and Wells Fargo’s fake accounts, some of the most recent corporate scandals have been mainstream events with far-reaching impact. They’ve not only clouded public perceptions of business in general, but also highlighted the pervasive mistrust underpinning interactions among corporate executives themselves. Individual whistle blowers won’t bring about
- [Digital supply chains – Do you risk falling behind?](https://www.imd.org/research-knowledge/leadership/articles/digital-supply-chains-do-you-risk-falling-behind/) - The second edition of the IMD Global Supply Chain Survey examines how organizations rate themselves on 20 important trends in supply chain management. It shows that experts from leading European companies, in a wide variety of industries, expect the focus of supply chain management over the next three to five years to remain on traditional
- [Family values](https://www.imd.org/research-knowledge/organizational-behavior/articles/family-values/) - Family businesses are fascinating – 70% of businesses worldwide are private or family owned; they are the oldest form of business in the world, and in the UK, for instance, they provide 9.2 million jobs and generate £1.1 trillion in annual turnover. Family businesses tend to take a long-term view and can be quite risk-averse.
- [Innovation happens elsewhere: Rethinking your business to grow and compete](https://www.imd.org/research-knowledge/strategy/articles/innovation-happens-elsewhere-rethinking-your-business-to-grow-and-compete/) - Around 70 executives recently took part in a highly participative IMD Discovery Event to understand the concept of open innovation that is currently democratizing invention and product development, by opening them to the masses and creating more choice for consumers than ever before. Businesses that fail to embrace open innovation run the risk of being
- [Putting gender diversity on the board agenda](https://www.imd.org/research-knowledge/corporate-governance/articles/putting-gender-diversity-on-the-board-agenda/) - Today, there are still fewer women than men on company boards, even though in many countries that belong to the Organization for Economic Co-operation and Development (OECD), women have obtained higher educational qualifications than their male counterparts for the past two decades. Apart from issues of fairness, this gender gap affects company and country competitiveness:
- [Bavaria's mix of tradition and innovation](https://www.imd.org/research-knowledge/strategy/articles/bavarias-mix-of-tradition-and-innovation/) - The story Founded in 1680, Netherlands-based Bavaria is one of Europe's oldest family-owned beer producers. It has a reputation for operating efficiency and brewing know how but by 2007, as its main western European markets matured and the global industry consolidated, the need to focus more on marketing was clear. The challenge When the seventh
- [Goli Vada Pav story](https://www.imd.org/research-knowledge/strategy/articles/goli-vada-pav-story/) - The story When Venkatesh Iyer co-founded Goli Vada Pav with Shiv Menon in 2004, he saw a big opportunity in selling affordable, clean, ethnic fast food to lower-income customers in India. Mr Venkatesh, now chief executive, saw a potential market of 500m mostly teenage and young adult Indians paying Rs10 (about 20 US cents) or
- [Competitiveness and gender parity](https://www.imd.org/research-knowledge/competitiveness/articles/criterion-march-2017/) - March 8 marks International Women’s Day: a celebration of the many accomplishments by women as well as the acknowledgement of on-going efforts for gender parity in the social, political and economic spheres. In this issue of the Criterion of the Month, the IMD World Competitiveness Center recognizes the International Women’s Day by exploring the relationship
- [Structure and Drivers of Digital Competitiveness](https://www.imd.org/research-knowledge/competitiveness/articles/oct-2016-criterion/) - Using the IMD World Competitiveness Yearbook’s data for 2016, we develop a measure of Digital Competitiveness; that is, the adequacy of the different components of an economy’s structure for facilitating its digitalization. We propose that in constructing such measure, there are three levels (i.e. factors) to be considered. These factors are: 1) knowledge dynamics, 2)
- [What is the next big innovation in innovation?](https://www.imd.org/research-knowledge/strategy/articles/what-is-the-next-big-innovation-in-innovation/) - Engaging users is among the many secrets that underlie successful innovation. The newest innovation in innovation is the use of rich media and online interactivity to involve broad audiences in the process. The technology that underlies Web 2.0 enables full bi-directional conversations online, putting users into the creation seat for the bulk of new internet
- [From blind spots to strategic intelligence](https://www.imd.org/research-knowledge/strategy/articles/from-blind-spots-to-strategic-intelligence/) - Nothing breeds success like success, at least according to the old proverb. However, this is not always the case when it comes to business growth. Many organizations, from Polaroid to Sony, have become victims of their own success: they achieved enormous growth by introducing new products – the Polaroid camera, the Sony Walkman – but
- [Still waiting for the "eureka moment?"](https://www.imd.org/research-knowledge/strategy/articles/still-waiting-for-the-eureka-moment/) - Innovation ain’t what it was. It was once the province of a department, with a clear remit: new product development. Today, it’s everywhere. It concerns not only products and services, but also processes, technologies, business models, pricing plans and routes to market, even performance management practices – the whole value chain in fact. Yet, building
- [Going forward with tomorrow's sustainability approach](https://www.imd.org/research-knowledge/sustainability/articles/going-forward-with-tomorrows-sustainability-approach/) - The notion of sustainability-as-less –fewer people, resources and production together with less consumption and pollution – is actually not enough. On one hand, we absolutely need to do all of these things if we are going to give our children anything like the planet that we inherited, but it needs to be complemented by another
- [What's stopping your sustainability schemes?](https://www.imd.org/research-knowledge/sustainability/articles/whats-stopping-your-sustainability-schemes/) - Lack of interest from investors is a key factor. So too is inconsistent customer demand. But some of the biggest barriers facing companies that are trying to roll out sustainability strategies come not from outside, but from within their own business. These internal obstacles take the form of knowledge gaps, fixed and short-term mindsets, and
- [The fragile state of talent management](https://www.imd.org/research-knowledge/global-business/articles/the-fragile-state-of-talent-management/) - Globalization offers business immense possibilities: bigger markets, more sources of innovation, and – in theory, at least – a wider, deeper pool of talent. That's the good news. The bad news, though, is that large parts of the world are already facing talent gaps. Even with the downturn-driven workforce surplus we currently have, many organizations
- [Balancing local flexibility with global efficiency](https://www.imd.org/research-knowledge/strategy/articles/balancing-local-flexibility-with-global-efficiency/) - Over the years, we have heard countless stories of multinationals struggling to take advantage of their global scale. However hard they try, they never quite manage move away from the business unit and functional silos, and gain the desired economies of scope or scale. More recently, we have started to hear a different story. Spurred
- [Innovation for sustainability](https://www.imd.org/research-knowledge/sustainability/articles/innovation-for-sustainability/) - The world's present demand for resources is not sustainable. If everyone in the world ate like the average European citizen, we would need the resources of three planets. If we all consumed like the average US citizen, we would need five. If we could all change our eating habits to mirror those of the typical
- [Would you trust Mickey Mouse to teach your kid English?](https://www.imd.org/research-knowledge/strategy/articles/would-you-trust-mickey-mouse-to-teach-your-kid-english/) - Most of us grew up with Mickey and Minnie Mouse. We learned some elements of romance from Lady and the Tramp and we were terrified about lying thanks to Pinocchio. Snow White and the Seven Dwarfs told us to help others and Bambi instilled a fear of hunting. No matter what Disney film you name,
- [Betting on leadership development: three false paths](https://www.imd.org/research-knowledge/leadership/articles/betting-on-leadership-development-three-false-paths/) - Over the past couple of decades, companies have come to see leadership development as an organizational capability, not just a top-level succession necessity. More and more companies are expanding their view of talent to harness the leadership potential throughout their workforce. The reasoning is that by taking a systemic view of leadership development, companies can
- [The co-innovation sweet spot](https://www.imd.org/research-knowledge/strategy/articles/the-co-innovation-sweet-spot/) - Shifting industry boundaries mean that change is happening faster and coming at us from all directions. It is becoming harder to keep up by innovating alone. According to Caroline Firstbrook, managing director for strategy at Accenture in EMEA and Latin America, "Technology has become so specialized now that nobody can afford to do everything at
- [Escaping the compliance trap](https://www.imd.org/research-knowledge/sustainability/articles/escaping-the-compliance-trap/) - When social and environmental concerns first made their way onto the corporate agenda in the 1980s, it was primarily driven by the desire to avoid accidents or scandals – often in hard-to-monitor distant markets – that might damage the brand or reputation of the company. Sustainability remains to some extent tainted by that heritage. It
- [How to learn from the past without getting stuck in it](https://www.imd.org/research-knowledge/strategy/articles/how-to-learn-from-the-past-without-getting-stuck-in-it/) - Corporate mortality is a hot topic. Scholars and consultants keep cropping up in the news with reports on the decline of the lifespan of major corporations. The BCG Henderson Institute found that the average lifespan of a public listed company has declined from 55 years in 1950 to 20 years in 2015. BBC News reported
- [How to build an agile beast](https://www.imd.org/research-knowledge/strategy/articles/how-to-build-an-agile-beast/) - The €10 billion food packaging business Tetra Pak once faced a dilemma familiar to most multinational corporations. The company was mired in a classic “strategic-agility conundrum” — it lacked the nimbleness needed to respond to fast-paced, global markets. A rigid strategic-planning process hampered its ability to be agile — a key challenge faced by many
- [Board at Risk](https://www.imd.org/research-knowledge/corporate-governance/articles/board-at-risk/) - Boards are at the forefront of risks. It is at the heart of the board’s mission to assess and supervise risks, as well as to steer the organization towards major opportunities. This requires board members to be proficient in risk knowledge, which spans from techniques to philosophy. Beyond classical risk thinking, the dramatic economic, technological
- [A new publication at the IMD World Competitiveness Center: The World Digital Competitiveness Ranking](https://www.imd.org/research-knowledge/competitiveness/articles/2017-com-may/) - Technology changes at great speed and affects not only how businesses function but also how countries perform today and evolve in the future. From 3D-printing, robotics, and neuro-technology to digital-currencies and e-participation the landscape of current capabilities and future prospects changes swiftly. In order for the decision makers in both public and private sectors of
- [Can we calculate the future?](https://www.imd.org/research-knowledge/economics/articles/can-we-calculate-the-future/) - The recent death of Kenneth Arrow, one of the greatest economists of our time, is a reminder that most of the Nobel Prize winners in economics were also brilliant mathematicians. In addition, a number of other Nobel winners, such as John Nash, were scientists whose work became relevant to economic theory. The Freudian concept of
- [Why VUCA business leaders end up paralyzed, blind and deaf](https://www.imd.org/research-knowledge/leadership/articles/why-vuca-business-leaders-end-up-paralyzed-blind-and-deaf/) - Leaders cannot orchestrate in a vacuum. In fact, they depend on others in at least three important ways: 1] Leaders guide, they do not execute. Therefore, they rely on others to take care of implementation. 2] Leaders cannot be everywhere. Therefore, they depend on others to receive information. 3] Leaders “don’t know what they don’t know.” Therefore,
- [What is the future of the European Union?](https://www.imd.org/research-knowledge/economics/articles/what-is-the-future-of-the-european-union/) - After Brexit and other recent anti-Europe sentiment rearing its head in national elections around Europe, is there reason to be optimistic about the Union?IMD Professor Arturo Bris looks at the issue in the latest IMD Viewpoints video. Arturo Bris is Professor of Finance at IMD and directs the IMD World Competitiveness Center.
- [Is Switzerland headed for a crisis?](https://www.imd.org/research-knowledge/economics/articles/is-switzerland-headed-for-a-crisis/) - Switzerland is heavily integrated into international markets and therefore some of the biggest risks looming on the financial horizon have potential to affect the country.IMD Professor Arturo Bris looks at the two biggest dangers for Switzerland in the latest IMD Viewpoints video. Arturo Bris is Professor of Finance at IMD and directs the IMD
- [Does your company really do a good job of onboarding new hires?](https://www.imd.org/research-knowledge/talent-management/articles/does-your-company-really-do-a-good-job-of-onboarding-new-hires/) - In “Onboarding Isn’t Enough,” a recent Harvard Business Review article I co-authored with Mark Byford and Lena Triantogiannis from Egon Zehnder, we showed that many companies think they are doing a good job of onboarding newly-hired executives when they actually aren’t. This is important because new executives who fail or underperform (up to 40% according
- [Most corporate boards are failing](https://www.imd.org/research-knowledge/corporate-governance/articles/most-corporate-boards-are-failing/) - Most corporate boards are failing. I'm not only referring to the spectacular failures at Olympus, Yahoo or BP; most boards are not adding the value they could to corporations because they are not being educated properly. It would seem that business schools still see boards as a check on chief executives rather than as a
- [Do more adaptive economies exhibit higher productivity?](https://www.imd.org/research-knowledge/competitiveness/articles/2017-com-june/) - The new ranking recently released by the IMD World Competitiveness Center prompts to a host of different inquiries, particularly with respect to the new criteria utilized. The IMD World Digital Competitiveness Ranking provides a measure of a country’s ability to adopt and explore digital technologies that ultimately lead to transformation in government, business and societal practices.
- [Sea change: how to make a sustainable global culture shift](https://www.imd.org/research-knowledge/leadership/articles/sea-change-how-to-make-a-sustainable-global-culture-shift/) - In September 2013, shipping giant Maersk Line was facing an unprecedented organizational challenge. The company was about to enter into an alliance, dubbed the P3 network, with two other container behemoths, MSC and CMA CGM. As a result, Maersk was facing consolidation of its eight global liner operating centers (LOCs), as up to 70% of
- [Why less bad doesn’t equal good](https://www.imd.org/research-knowledge/sustainability/articles/why-less-bad-doesnt-equal-good/) - Why does a company exist? If you’d asked executives this in the 1970s, the most common answer would have been ‘to make money’. Consumers, employees and the natural environment didn’t really figure in their business strategies. Profitability was king. Fast-forward a few decades, and that narrow concept is being challenged. General Electric CEO Jack Welch
- [The Digital Vortex in 2017: It’s not a question of “when”](https://www.imd.org/research-knowledge/digital/articles/digital-vortex-in-2017/) - This is the first in a 4-part series of articles about digital disruption by the Global Center for Digital Business Transformation (DBT Center), a joint initiative of IMD business school and Cisco. The series explores how digital disruption is altering traditional competitive dynamics in virtually every industry – and what you can do to ensure
- [Business efficiency and productivity (part II)](https://www.imd.org/research-knowledge/finance/articles/2017-com-august/) - In this Criterion of the Month, we continue to explore the relationship between business efficiency and productivity, and the institutional framework. Evidence presented in our February 2017 Criterion showed that institutions consistently played a significant role in the efficiency and productivity of the private sector. At the time, we suggested that a competitiveness strategy focus
- [Blockchain](https://www.imd.org/research-knowledge/digital/articles/blockchainbe-prepared/) - Artificial intelligence, big data analytics, and the internet of things are some of the most ground-breaking applications of the digital revolution we are living in the last decade. We are all aware of the profound implications that these will have on business models and strategies, education, and even the competitiveness of nations. Most executives we
- [A mobile market](https://www.imd.org/research-knowledge/supply-chain/articles/a-mobile-market/) - The Chinese market accounted for a third of worldwide smartphone sales in 2016, with about half a billion units sold. However, the size of this market didn't offer much protection to market leaders. As recently as last year, newcomers were still muscling in and snatching market share from under the noses of more well known,
- [Power (not Gender) Driving Sexual Harassment in the Tech Industry](https://www.imd.org/research-knowledge/leadership/articles/power-not-gender-driving-sexual-harassment-in-the-tech-industry/) - The depressing news about harassment, sexism and a generally toxic work environment for women in the tech industry just keeps coming. Uber, venture capitalists, and now Google’s diversity manager, with tales of lewd remarks, dismissed achievements, and sexual advances. As someone who works with female executives on a regular basis, I strongly suspect that these incidents
- [Education dilemmas in the digital era](https://www.imd.org/research-knowledge/competitiveness/articles/2017-com-september/) - September marks the beginning of the academic year for most of the northern hemisphere. It is the time to make decisions over what courses to take and which disciplines to study. In recent years, this task has become more complex with the proliferation of the digital technologies that have transformed rapidly the labor market in
- [The final frontier of disruptive innovation](https://www.imd.org/research-knowledge/strategy/articles/the-final-frontier-of-disruptive-innovation/) - It was the great American author F. Scott Fitzgerald who ventured the opinion that “there are no second acts in American lives”, at a time, ironically, “when he himself was only a couple of years away from what many people consider the greatest second act in American literary history.” In retrospect, it’s hard to be
- [The India supply chain revolution](https://www.imd.org/research-knowledge/supply-chain/articles/the-india-supply-chain-revolution/) - India is on the cusp of a supply chain transformation that may end up being nothing short of a major game changer. At IMD, we often discuss the distribution footprint of L’Oréal which had an outsized 15% of distribution centers located in India. This usually leads to a lively discussion as to why companies in
- [Is fulfilment still a FMCG core competency?](https://www.imd.org/research-knowledge/supply-chain/articles/is-fulfillment-still-a-fmcg-core-competency/) - Over the past several years, Consumer Packaged Goods (CPG) companies have looked more and more to third party logistics providers (3PLs) to manage their order fulfillment processes. The reasons and impacts of this trend may point to the future of distribution in the e-commerce age. CPG companies are considered among the leaders in supply chain
- [Government transparency: Are we better off than a decade ago?](https://www.imd.org/research-knowledge/geopolitics/articles/2017-com-october/) - Transparency on the government level has been a key issue for more than a decade. Theoretical and empirical work along with the advocacy of NGOs have strengthened the idea, have suggested ways to measure it, and have kept the issue on the forefront of any discussion about the necessary conditions that a high-quality government must
- [Rural mission](https://www.imd.org/research-knowledge/finance/articles/rural-mission/) - The Agricultural Bank of China (ABC) has arguably the world’s largest and most disparate customer base. It aims to serve a widely dispersed rural population of nearly 600 million people, often in remote, poor communities. Other banks would surely balk at its challenges: substantial financial and time costs for on-site pre-lending checks and post-lending management;
- [The compelling attractiveness of fewer ideas](https://www.imd.org/research-knowledge/leadership/articles/the-compelling-attractiveness-of-fewer-ideas/) - How many ideas did Jack Welch need to unleash to reinvent General Electric in the 1980s, as the Cold War wound down and the world economy approached major technological and geo-political inflection points? It turns out not that many! And, let us not forget that this led to a remarkable remaking of what was already
- [Apple Watch: the ‘toy’ that could destroy an industry](https://www.imd.org/research-knowledge/strategy/articles/apple-watch-the-toy-that-could-destroy-an-industry/) - “Swiss watchmakers are f**ked,” said Apple’s design chief, Jony Ive, around the time of the launch of the Apple Watch in September 2014. Almost a year later, Nick Hayek, CEO of leading Swiss watchmaker the Swatch Group, countered this with a similar, more elegant display of confidence. “People do not buy watches because of their
- [Is your innovation team too fast? Too slow? Not fresh enough?](https://www.imd.org/research-knowledge/leadership/articles/is-your-innovation-team-too-fast-too-slow-not-fresh-enough/) - During the course of my intensive work with companies – including, most recently, a multi-billion dollar European-based life and material sciences company – to increase the performance of their innovation project teams, I have observed two fundamental tensions that they must resolve in order to perform at their best. 1. The tension between reflection and
- [Europe’s innovation, America’s boon](https://www.imd.org/research-knowledge/start-up/articles/europes-innovation-americas-boon/) - Personal assistant applications and their soothing voices have changed our lives. They listen to everything we say on our phones and tablets in our offices and living rooms, and predict our wants and needs. Apple's Siri is the most famous. Its story is telling about the relationship between innovation and geography in our times. Originally,
- [Are family businesses soft and fuzzy or just better at handling paradoxes?](https://www.imd.org/research-knowledge/family-business/articles/are-family-businesses-soft-and-fuzzy-or-just-better-at-handling-paradoxes/) - It's often intriguing how family businesses are able to mesh emotional with pure business considerations to generate original and exceptional performance. One of the first academics to highlight this phenomenon was Professor John Ward at Kellogg School of Management in his 2010 book "Family Business as Paradox". To paraphrase the arguments he made in it,
- [How should the web be governed?](https://www.imd.org/research-knowledge/regulation/articles/how-should-the-web-be-governed/) - Professor Howard Yu was recently interviewed on cyber governance. Here are extracts below: Which agency should lead the way in writing cyber rules? With all the offensive actions by Russia being unveiled recently, it has become all too clear that the current regime that governs cyber security is insufficient. The nature of cyber-attacks is also
- [Forget strategy, embrace agility](https://www.imd.org/research-knowledge/strategy/articles/forget-strategy-embrace-agility/) - Mo Farah is an extraordinary athlete. During the course of his career, he has won double gold medals in the 5K and 10K races at the European Championships, the World Championships, and the Olympic Games. When asked about his formula for success, he has a simple answer: “Training, you just have to put in the
- [Is the flow of skilled labor related to the agility of an economy?](https://www.imd.org/research-knowledge/competitiveness/articles/2017-com-december/) - Reflecting on the popular topics for 2017, two themes stand out among those which captured the interest of researchers and commentators. First, the extent to which economies successfully address the future loss of employment due to the introduction of new technologies; and second, the benefits associated with the general concept of globalization. In the past
- [Dragon dream](https://www.imd.org/research-knowledge/organizational-design/articles/dragon-dream/) - Taiwan's personal computer (PC) industry represents a paradox. Its firms have been participating in the global production system for decades and have seen unparalleled growth. Yet most Taiwanese PC companies have not developed a global brand presence and continue as only suppliers or contract manufacturers for western firms. Acer bucked the trend and developed into
- [How others do business](https://www.imd.org/research-knowledge/global-business/articles/how-others-do-business/) - If you walk into a business class lounge at any airport in Europe, North America or Asia, you will see men in dark suits talking into a wire extending from their ear. Laptops on their knees, they are studying PowerPoint presentations on their screens. The few women among them, dressed in pantsuits and light-colored blouses,
- [Innovation & sustainability: Become the change you wish to see](https://www.imd.org/research-knowledge/family-business/articles/innovation-and-sustainability-become-the-change-you-wish-to-see/) - Innovation is not just for start-up firms. We often hear about the need for executives to ensure the business is equipped for change, including unexpected developments, such as disruptive innovations. The best way to counter change is to become the very disruption which might threaten your company, and this is an option for established enterprises
- [Why being alert is not enough to beat VUCA and disruption](https://www.imd.org/research-knowledge/strategy/articles/why-being-alert-is-not-enough-to-beat-vuca-and-disruption/) - What do you do if Amazon, Google, Uber or Airbnb are expanding into your company’s field? Or a new regulation changes the rules in your ecosystem, opening the door to new competition? The temptation to react as fast as possible in an unstructured way is high: anyway everything changes all the time! Tesla announced its
- [The German election & sentiments on migration](https://www.imd.org/research-knowledge/competitiveness/articles/2018-com-january/) - Mrs. Angela Merkel, the Chancellor of Germany, has led her country in successful economic performance since she took office in 2005. Indeed, Germany exhibits increasing values in the traditional economic indicators. In the last five years, hard data reveal growth in national income, household disposable income, trade in goods and services as well as employment
- [Three key questions you will not escape for industry 4.0](https://www.imd.org/research-knowledge/strategy/articles/three-key-questions-you-will-not-escape-for-industry-4-0/) - A recent survey by IMD business school asked supply chain leaders across Europe to select from a diverse list of 20 hot topics what would be their biggest supply chain drivers in 2020. They were also asked to rank their company’s readiness to exploit these drivers. The top five supply chain drivers for which the
- [2018: A massive restructuring of the world economy?](https://www.imd.org/research-knowledge/economics/articles/2018-a-massive-restructuring-of-the-world-economy/) - Economic forecasts too often focus on the financial aspects of business. Will the dollar go up or down? Are the stock exchanges overvalued? Will central banks raise interest rates? All these questions are legitimate but sometimes obscure the essential. The key issue that will define the business environment in 2018 will be a massive restructuring
- [Gender inequality and R&D](https://www.imd.org/research-knowledge/competitiveness/articles/2018-com-february/) - Two years ago, the United Nations set a thought-provoking and aspiring agenda for sustainable development to be accomplished by 2030. Its target are seventeen goals related to broad social and economic issues ranging from poverty and hunger, to energy and climate change, and to gender equality and social justice. Purposely ambitious, the 2030 Agenda for
- [The state of the autonomous road race](https://www.imd.org/research-knowledge/digital/articles/the-state-of-the-autonomous-road-race/) - This article is accompanied by the following interactive guide In the late 1800s, a series of automobile engineering breakthroughs spurred a flurry of innovation, leading to hundreds of companies battling to deliver on the promise of fast, efficient, and reasonably-priced mechanical transportation. Since that time, innovation has been more steady than radical – the typical
- [Time to invest in Japan!](https://www.imd.org/research-knowledge/asia/articles/time-to-invest-in-japan/) - Trust in the economy has recently been surging among Japanese companies as well as among consumers. The most recent “Tankan” (the short-term economic survey of enterprises issued by the Bank of Japan, last December) shows the highest level of confidence among corporations since August 1991. According to the 2017 annual survey from the Prime Minister’s
- [Eurasia in the new global disorder: How should businesses navigate the changing geopolitical landscape?](https://www.imd.org/research-knowledge/asia/articles/in-the-new-multi-polar-world-eurasia-will-become-vital-for-businesses/) - Senior executives interested in changing geopolitical dynamics recently gathered in Lausanne to attend an IMD Discovery Event titled “Global Alert: Eurasia at a Crossroads in the New Global Disorder: Business Challenges and Implications.” In recent years, world events have caught us by surprise. Who would have predicted political unrest in Catalunya? Or the purge of
- [Machine intelligence will shake up banking, but the disruptors won’t be fintech startups](https://www.imd.org/research-knowledge/finance/articles/machine-intelligence-will-shake-up-banking-but-the-disruptors-wont-be-fintech-startups/) - Artificial intelligence and machine learning are being woven into the fabric of every aspect of our lives. The financial sector, historically faced with inefficiencies, is already undergoing transformative change. But unlike Facebook or Amazon, financial providers can’t simply “move fast and break things”. In cash-abundant Silicon Valley, there is a myth that any college dropout
- [Beyond business](https://www.imd.org/research-knowledge/family-business/articles/keeping-it-all-in-the-family/) - For family enterprises, doing business means a lot more than just running a business. While efficiency and short-term profits matter, enterprising families also care about generational continuity, transgenerational entrepreneurship, family socio-emotional wealth preservation and the family’s social capital. One way for families to leverage their human, social, and financial capital – and to ensure that
- [Business faces growing pressure to tap entrepreneurship for good](https://www.imd.org/research-knowledge/entrepreneurship/articles/business-faces-growing-pressure-to-tap-entrepreneurship-for-good/) - In the shadow of an increasingly polarized world, corporate, government, and philanthropic leaders tackled the globe’s biggest challenges at the World Economic Forum in Davos under the theme “Creating a Shared Future in a Fractured World.” With an emphasis on corporate leadership and accountability, the meeting amplified increasing stakeholder and investor calls for the private
- [Do business like a woman](https://www.imd.org/research-knowledge/leadership/articles/do-business-like-a-woman/) - A new breed of entrepreneurs are establishing businesses that also create cultural change benefitting women’s professional development. They recognize societal barriers to women’s career advancement, such as cognitive biases or obligations around child or eldercare, often through their own professional experiences. While government and corporate policies addressing these imbalances have advanced, these innovators are filling
- [What makes countries happier?](https://www.imd.org/research-knowledge/competitiveness/articles/2018-com-april/) - Research on what affects the levels of happiness of an individual, organization or country has been growing across different academic fields because of its importance to managers, business leaders and policy makers alike. The relationship between different measurements of income and happiness is multi-faceted. We presented this complexity in a chart recently. In this edition of
- [People who live in diverse neighbourhoods are more helpful – here’s how we know](https://www.imd.org/research-knowledge/business-ethics/articles/people-who-live-in-diverse-neighbourhoods-are-more-helpful-heres-how-we-know/) - Whether or not diversity is a good thing is still a topic of much debate. Though many businesses tout the benefits of diversity, American political scientist Robert Putnam holds that diversity causes people to hunker down, creating mistrust in communities. Empirical investigations into how diversity affects communities are too few and far between to provide
- [Is it time for big tech to rethink the “free” business model?](https://www.imd.org/research-knowledge/strategy/articles/is-it-time-for-big-tech-to-rethink-the-free-business-model/) - Professor Howard Yu was recently interviewed by Inc. Southeast Asia on Facebook and customer data. Extracts below: There’s been a lot of noise surrounding the Facebook controversy. What must founders and entrepreneurs in Southeast Asia know about the Cambridge Analytica scandal? Howard Yu: In a nutshell, Facebook has encouraged third party developers to provide services
- [Are we headed for another recession?](https://www.imd.org/research-knowledge/economics/articles/are-we-headed-for-another-recession/) - Whatever the situation, some economists always predict the worst: the stock market is on the eve of a resounding crash, and the economy will plunge into an unprecedented recession. Disaster is their business. If the economy is cyclical, and it probably is, they should sooner or later be right: but when? Today, as usual, they
- [Why we can't innovate](https://www.imd.org/research-knowledge/strategy/articles/why-we-cant-innovate/) - “Ad Hoc, slow, short-term, insular.” That’s the overall characterization of corporate innovation processes that appears in a recent “State of Innovation” report by CB Insights, based on a survey of 677 Corporate Strategy executives. While a lot about the identity of the firms in the sample remains unknown, the conclusions appear reasonable and support familiar reasons for alarm.
- [Scandals in the non-profit sector: Research shows people attempt to psychologically offset misdeeds](https://www.imd.org/research-knowledge/business-ethics/articles/scandals-in-the-non-profit-sector-research-shows-people-attempt-to-psychologically-offset-misdeeds/) - This year has seen a number of scandals in the humanitarian sector come to light – from Oxfam to a high-profile aid-worker in Nepal. What’s common in all these stories is that the accused workers, who seemingly strive to selflessly help the world’s less-fortunate, are hiding a much darker reality below the surface. The media
- [Non-profits and for-profits come together](https://www.imd.org/research-knowledge/business-ethics/articles/non-profits-and-for-profits-come-together/) - One of the things that becomes apparent working in an institution like IMD, is the powerful impact that is created when diverse people are brought together. This is something that occurs in our programs all the time on campus here in Lausanne. Whether it is an open program with participants from many different organizations attending,
- [In the field with Carlsberg](https://www.imd.org/research-knowledge/leadership/articles/in-the-field-with-carlsberg/) - At a glance Carlsberg appointed a new CEO to improve revenues while cutting costs. The new CEO successfully engaged the top team to turn the company around by focusing on its financial, strategic and organizational health. At the same time, he had to balance the dichotomy between top-down strategic directions versus local culture. Carlsberg’s experience
- [Future Readiness and Productivity relationship in the IMD World Digital Competitiveness Ranking](https://www.imd.org/research-knowledge/competitiveness/articles/2018-com-july/) - The second edition of the IMD World Digital Competitiveness Ranking (WDCR) was published on June 19th. This WDCR assesses the capacity of 63 economies to adapt and explore digital technologies that advance transformations in government practices, business models and society in general. Compared to 2017, the majority of countries in the study experience a relative
- [To indulge in protectionism (you should first know the "true" nationality of products)](https://www.imd.org/research-knowledge/economics/articles/to-indulge-in-protectionism-you-should-first-know-the-true-nationality-of-products/) - … and in a globalized world, it's far from easy. When President Trump imposes tariffs on aluminum or steel, it is relatively clear where these products come from. Simply put, steel is made in Germany and aluminum in Canada. When Europe retaliates on whisky or orange juice, it is equally straightforward to determine their origin.
- [GDPR isn’t enough to protect us in an age of smart algorithms](https://www.imd.org/research-knowledge/data-analytics/articles/gdpr-isnt-enough-to-protect-us-in-an-age-of-smart-algorithms/) - Europe’s new privacy law comes with teeth. Within hours of the General Data Protection Law (GDPR) coming into effect, an Austrian privacy campaigner used the new EU legislation to file a legal complaint against Facebook and Google. It’s too early to tell how the case will be resolved but companies that violate the law can be fined
- [30 years of competitiveness research](https://www.imd.org/research-knowledge/competitiveness/articles/30-years-of-competitiveness-research/) - "Dear colleague, nations do not compete, only companies do: forget about your idea of competitiveness of nations!" This advice from a renowned professor a little over 30 years ago was a bit unsettling. At the time, Paul Krugman, the future Nobel Prize winner in economics, expressed a similar opinion in a Foreign Affairs article: "This
- [Legacy thinking is transforming us into can't do guys](https://www.imd.org/research-knowledge/strategy-implementation/articles/legacy-thinking-is-transforming-us-into-cant-do-guys/) - After more than 150 years of creating electric light, heavier-than-air, flying machines, communications systems that span the world, enormous computer power that fits in our pockets, vaccines that have conquered age-old diseases, gone to the moon, and so many more amazing innovations, we have become, all too often, "the can’t do guys”! It’s not so
- [The shifting position of leadership in a time of digital disruption](https://www.imd.org/research-knowledge/leadership/articles/the-shifting-position-of-leadership-in-a-time-of-digital-disruption/) - In times of intense digital disruption, leaders need to position themselves in the group differently to how it was done in the pre-digital era. Why? If, like many of the executives I work with, you have to lead a digital transformation of some sort, you probably lack the technical skills to carry out the task
- [Corruption and ethical practices perceptions](https://www.imd.org/research-knowledge/competitiveness/articles/2018-com-august/) - The issues of governance scandals and corporate control failures are perennial and persistent. In the last year, companies and industries ranging from airlines to banking, data analytics, health technology, marketing, transportation and delivery, have been exposed to situations related to abusive or discriminatory working relationships, bribery, corruption, data breaches, or just simple fraud. The implication
- [Business solutions drive progress in UN Global Goals](https://www.imd.org/research-knowledge/social-innovation/articles/business-solutions-drive-progress-in-un-global-goals/) - Poverty, Hunger, Illness, Illiteracy, Gender Discrimination, Poor Sanitation, Energy Shortages, Unemployment, Shoddy Infrastructure, Inequality, Overcrowded Cities, Climate Change, Ocean Pollution, Deforestation, Injustice, Distrust….the list of our global problems goes on and on. It’s easy to feel overwhelmed, and even despondent, when faced with this long tally of challenges. But a new breed of actors are
- [The cancer of corporate cheating will kill capitalism](https://www.imd.org/research-knowledge/business-ethics/articles/the-cancer-of-corporate-cheating-will-kill-capitalism/) - And now, it’s Renault! The French anti-fraud agency (DGCCRF) has accused the carmaker of having cheated on its emissions test data for the last twenty-five years. This brings Renault in line with Volkswagen which was also discovered to have engaged in comparable skull-duggery over a comparable period, as has been the case with many major
- [In the field with Coronilla](https://www.imd.org/research-knowledge/family-business/articles/in-the-field-with-coronilla/) - At a glance Coronilla successfully transformed itself from being a local pasta manufacturer to a global health food player At the heart of the company’s successful pivot was a new purpose: to put social and environmental issues at the fore As a family business, a key to ensuring smooth successions to younger generations was to
- [Mandating boardroom diversity can narrow the opportunity gap for women](https://www.imd.org/research-knowledge/board/articles/mandating-boardroom-diversity-can-narrow-the-opportunity-gap-for-women/) - Kudos to California, where the state governor, Jerry Brown, recently signed into law new requirements for companies headquartered in the state to include more women on their boards. The law will force heavyweights such as Apple, Facebook, Tesla, and Google (Alphabet) to revamp their boards to comply. Supporters believe increasing board diversity is important for
- [Why family businesses are better equipped to deal with a fractured world](https://www.imd.org/research-knowledge/family-business/articles/why-family-businesses-are-better-equipped-to-deal-with-a-fractured-world/) - For many years, there has been a perceived clash of values in business practice, between the quest for an ethical and sustainable business model, against the more conventional emphasis upon maximizing financial returns to shareholders. However, recent research reveals that some of the most sustainable and ethical approaches to business turn out to be successful
- [Hitching a ride on social or political movements can help firms profit, and change for the better](https://www.imd.org/research-knowledge/organizational-culture/articles/hitching-a-ride-on-social-or-political-movements-can-help-firms-profit/) - When African-American athletes Tommie Smith and John Carlos famously raised their fists from the medal-winners podium at the Olympic Games in Mexico City, October 1968, many saw this as a “black power” salute. Smith always said it was a “human rights salute”, but regardless, he and Carlos were expelled from Mexico City for failure to
- [Will the most competitive countries in 2018 rank highest in talent?](https://www.imd.org/research-knowledge/competitiveness/articles/will-the-most-competitive-countries-in-2018-rank-highest-in-talent/) - The IMD World Talent Ranking will be released on 19 November (20:00 CET). It assesses how the 63 economies studied by the IMD World Competitiveness Center, attract and retain highly-skilled professionals. Cultivating a skilled and educated workforce is crucial to strengthening competitiveness and achieving long-term prosperity. Here we look at the broad results of the
- [Sustainability and the art of doing less](https://www.imd.org/research-knowledge/sustainability/articles/sustainability-and-the-art-of-doing-less/) - Temperatures keep rising at an alarming pace. According to the UN weather agency, CO2 levels are at their highest in the last 650,000 years, and so are the average temperatures, with the world’s nine warmest years all having occurred since 2005. With the battle for sustainability heating up, banks such as ING and DBS are
- [Social disparities and competitiveness](https://www.imd.org/research-knowledge/competitiveness/articles/2016-com-apr/) - Data show that a structural transformation is a precondition for increasing competitiveness. Such transformation entails enabling all individual members of society to fully participate and contribute to economic activities. Moreover, competiveness, understood as the extent to which a country achieves long-term value creation, involves the improvement of the welfare of the community as a whole.
- [IMD Releases Its 2016 World Competitiveness Ranking](https://www.imd.org/research-knowledge/competitiveness/articles/2016-com-may/) - LAUSANNE - (May 30, 2016) - The USA has surrendered its status as the world’s most competitive economy after being overtaken by China Hong Kong and Switzerland, according to the IMD World Competitiveness Center. The sheer power of the economy of the USA is no longer sufficient to keep it at the top of the
- [Policy stability and government efficiency](https://www.imd.org/research-knowledge/competitiveness/articles/2016-com-june/) - There are certain particularities that underline the competitiveness of countries. We consider these characteristics as attractiveness indicators and asked respondents to our Executive Opinion Survey to select the top five indicators (from a list of 15) for their respective economies. Among these indicators we include cost competitiveness and the availability of skilled workforce. In the
- [Digital transformation: 5 ways organizations fail](https://www.imd.org/research-knowledge/digital/articles/digital-transformation-5-ways-organizations-fail/) - After years of work on digital transformation, executives face a grim reality: Just 5 percent of digital transformations achieve or exceed expectations, according to Bain research. What are they doing wrong? Based on our research, organizations fail on five fundamental factors: 1. You focus on disruptors rather than disruption Almost two decades ago, the music industry threw its considerable weight
- [How WeChat's unorthodox user data policy exploded creativity and made it the app for everything](https://www.imd.org/research-knowledge/china/articles/how-wechats-unorthodox-user-data-policy-exploded-creativity-and-made-it-the-app-for-everything/) - In Guangzhou, in southern China, the Canton Tower stands across the Pearl River from the city’s main business district. Built in 2005, the skyscraper consists of two elliptical shapes twisting around each other at 45-degree angles, like a DNA double helix. The iconic structure that punctuates the city’s skyline was China’s tallest building for a
- [IMD World Competitiveness Ranking: Survey and hard data](https://www.imd.org/research-knowledge/competitiveness/articles/com-september-2016/) - Following up on feedback from several readers, in this criterion of the month we explore the IMD World Competitiveness Ranking’s core components: its hard and survey data elements. We divide our overall ranking into these components and rank both sets of data individually for the years 2015 and 2016. The objective is to observe variations
- [The 2016 IMD World Talent Report](https://www.imd.org/research-knowledge/competitiveness/articles/com-november-2016/) - The IMD World Competitiveness Center is delighted to present its IMD World Talent Report 2016. The report includes a talent ranking for all countries that are part of the IMD World Competitiveness Yearbook (61 countries as of this year). A major global study has identified crisis-riddled Europe as home to nine of the 10 economies
- [Sustainability Resolution](https://www.imd.org/research-knowledge/competitiveness/articles/2019-com-january/) - We all strive for new beginnings and the start of a new year provides the best opportunity to align such deeds. It is manifested with the ancient tradition of making resolutions, promises that is, to align our behavior in such a way as to accomplish a positive target. Be it to eat healthier, exercise more,
- [What big consumer brands can do to compete in a digital economy](https://www.imd.org/research-knowledge/general-management/articles/what-big-consumer-brands-can-do-to-compete-in-a-digital-economy/) - This article was originally published on HBR.org No industry is failing faster than retail. Recently, the 125-year-old Sears—once the world’s largest retailer—filed for bankruptcy. The public has more or less come to expect the shuttering of stores such as Macy’s, Sears, Toys ‘R’ Us, Kmart, Kohl’s, J.C. Penney, and Barnes & Noble. The ones that manage to escape
- [What did we do once we knew?](https://www.imd.org/research-knowledge/decision-making/articles/what-did-we-do-once-we-knew/) - “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.” Margaret Mead Evidence that impact of human behavior on our planet is accelerating at unprecedented rates is raising pressure for business leaders to accept their role in stemming environmental destruction to reduce the
- [Google and Facebook: the real reason they should be broken up is China](https://www.imd.org/research-knowledge/agility/articles/google-and-facebook-the-real-reason-they-should-be-broken-up-is-china/) - There was a time when our internet resembled the American economy of the historic Western frontier: unregulated, vast in opportunities and untouched by large firms. The world wide web was new and cyberspace was, for the most part, overloaded with useless information. “Chances are if you search for an item even with a very good
- [From Singles Day to WeChat’s Red Envelopes – a protracted battle between the two titans of China’s internet](https://www.imd.org/research-knowledge/china/articles/from-singles-day-to-wechats-red-envelopes-a-protracted-battle-between-the-two-titans-of-chinas-internet/) - In the first minutes of 12 November 2018, the final tally of the ecommerce site Tmall’s Singles Day trading volume was in. At RMB 213.5 billion or approximately $USD 31 billion, it was a healthy 27% increase over the previous year. To give an idea of the sheer volume, the amount of money was equivalent
- [The IMD World Competitiveness Yearbook 2015: New Criteria](https://www.imd.org/research-knowledge/competitiveness/articles/com-april-2015/) - Competitiveness is dynamic. Such nature makes it necessary to constantly incorporate new indicators to ensure the continuous relevance of our research. In preparation for the upcoming Yearbook we have therefore initiated the review of the current criteria employed to assess competitiveness. Although our list of indicators provides a robust view of the competitiveness of countries,
- [How important is healthcare to preserve competitiveness?](https://www.imd.org/research-knowledge/competitiveness/articles/com-march-2014/) - Moreover, what has been the impact of the financial crisis on the attention that governments have given to medical care to the population? Since 2008, the average economy analyzed in the IMD World Competitiveness Yearbook has increased its total health expenditure per capita by 30%. This compares to an average GDP growth (not annualized) of
- [IMD releases its 2014 World Competitiveness Yearbook ranking](https://www.imd.org/research-knowledge/competitiveness/articles/com-may-2014/) - A country’s image abroad can also influence future competitiveness LAUSANNE, SWITZERLAND (May 2014): IMD, a top-ranked global business school based in Switzerland, today announced its annual world competitiveness ranking. As part of its ranking of 60 economies for 2014, the IMD World Competitiveness Center also looks at perceptions of each country as a place to
- [Country competitiveness and perceptions about the quality of life it offers](https://www.imd.org/research-knowledge/competitiveness/articles/com-september-2014/) - The executive survey employed in the development of the IMD world competitiveness ranking entices executives to reflect about the level (whether they consider it high or low) of their country’s quality of life. Intuitively one may conclude ex ante that the GDP of a particular country determines its quality of life. And yet, as we
- [From PhD to boardrooms – interview with Alex Osterwalder, inventor of the Business Model Canvas](https://www.imd.org/research-knowledge/articles/from-phd-to-boardrooms-interview-with-alex-osterwalder/) - IMD Professor of Innovation Management, Bill Fischer caught up with frequent IMD collaborator and CEO of Strategyzer, Alex Osterwalder, to discuss the Business Model Canvas, a tool Osterwalder invented to help companies innovate. In the interview, the experts discuss how the Business Model Canvas began as Osterwalder’s PhD dissertation with Yves Pigneur and grew into
- [How to thrive on the experiential luxury trend](https://www.imd.org/research-knowledge/luxury/articles/how-to-thrive-on-the-experiential-luxury-trend/) - In business, no one is immune to disruption. For the very wealthy, however, this isn’t always a bad thing. In the January 2019 issue of Harvard Business Review, Roger Martin, the director of the Martin Prosperity Institute, makes a remarkable analysis of how digital disruption and globalization make the wealthiest individuals and companies even stronger.
- [Please tell us: What makes your country appealing?](https://www.imd.org/research-knowledge/competitiveness/articles/com-march-2019/) - This is indeed what we ask the mid- and upper-level executives who receive our questionnaire around this time each year. You can imagine…The executives who decide to respond must reflect on what makes their economy attractive as a destination for capital, talent, as well as ideas. To impose some structure to this daunting question, we
- [Developing people in a time of digital disruption](https://www.imd.org/research-knowledge/agility/articles/developing-people-in-a-time-of-digital-disruption/) - At a Discovery Event on developing leaders amidst digital disruption, Professor Jennifer Jordan outlined the opportunities as well as the challenges that come with managing people in the digital age, as organizations seek to adopt agile and technology-driven approaches. What unique traits or skills do leaders need to be successful in the digital age? This
- [Is creating a separate digital organization to drive digital transformation a red herring?](https://www.imd.org/research-knowledge/digital/articles/is-creating-a-separate-digital-organization-to-drive-digital-transformation-a-red-herring/) - Virtually all firms are investing heavily in digital initiatives. One key question they grapple with is whether these digital initiatives should be housed in the current business or in a separate organization. Firms are often torn between the two extremes, and many have opted to have a separate unit to drive digital initiatives and innovation.
- [Organizations need two diversity & inclusion policies – one for people and one for the planet](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/organizations-need-two-diversity-and-inclusion-policies-one-for-people-and-one-for-the-planet/) - In recent years, many organizations have implemented Diversity & Inclusion policies. Sometimes this is done because everyone else is doing it and to ‘tick the box.’ Sometimes it is done because the company considers it the right thing to do. Sometimes it is done because it delivers better financial performance. Sometimes it is done to
- [Services measures in an integrated supply chain](https://www.imd.org/research-knowledge/supply-chain/articles/services-measures-in-an-integrated-supply-chain/) - Service level: it should be the clearest and most impactful KPI (key performance indicator) in any supply chain, capturing the ability of the supply chain to meet the company’s ability to satisfy their customers’ expectations. For many companies it is considered the ultimate performance measure and every other KPI – such as cost, inventory level
- [“Ground control to Major Tom”](https://www.imd.org/research-knowledge/competitiveness/articles/com-april-2019/) - Conquering space is a perennial aspiration of humans. From Daedalus and Icarus in the Greek mythology to “From the Earth to the Moon” and its sequel “Around the Moon” by Jules Verne in the mid-19th century, the narrative was always there: Capturing higher and higher distances from the earth and ultimately reaching to the moon.
- [Putting advanced analytics to work](https://www.imd.org/research-knowledge/data-analytics/articles/putting-advanced-analytics-to-work/) - Within the burgeoning field of Advanced Analytics, there is an application that holds particular potential: Predictive Maintenance (PM). The promise of PM is that, by using predictive analytics, companies can probabilistically anticipate which equipment is in need of repair, new parts or otherwise at risk of failure. This helps managers shift their upkeep programs from
- [Looking at digital technologies through the eyes of executives](https://www.imd.org/research-knowledge/technology-management/articles/looking-at-digital-technologies-through-the-eyes-of-executives/) - The business potential of new technologies such as artificial intelligence (AI), data analytics, intelligent robotics, the internet of things (IoT) and blockchain are on executives’ minds in most organizations. IMD recently had the chance to work with 81 participants from 15 countries to help them develop a better understanding of the practical use of these
- [Huawei: fears in the West are misplaced and could backfire in the long run](https://www.imd.org/research-knowledge/digital/articles/huawei-fears-in-the-west-are-misplaced-and-could-backfire-in-the-long-run/) - Western fears of Chinese telecoms giant Huawei infiltrating their technological infrastructure are rooted in fears of China’s rise. Three of the “Five Eyes Network” of English-speaking states that share intelligence – the US, Australia and New Zealand – have blocked their local firms from using Huawei tech in building their 5G networks. The UK and
- [TV streaming titans are locked into a real-life Game of Thrones – here’s a way around this fight to the death](https://www.imd.org/research-knowledge/digital/articles/tv-streaming-titans-are-locked-into-a-real-life-game-of-thrones-heres-a-way-around-this-fight-to-the-death/) - American retail giant Walmart is becoming the latest challenger to clamber into the ring and take on the reigning TV/movie streaming heavyweights with original material. At a press conference in New York, Walmart announced a slate of new commissions for its streaming contender, Vudu. Added to the 100,000-plus TV shows and movies already available on
- [In Anticipation of the 2019 IMD World Competitiveness Yearbook](https://www.imd.org/research-knowledge/competitiveness/articles/com-may-2019/) - At the end of the month, the IMD World Competitiveness Center will launch the 2019 competitiveness rankings. This is the time that all of us who work in the project look forward to finding out how world events, governmental policies, and private sector initiatives have been captured by hard data and executives’ perceptions. Competitiveness is
- [What is the competitiveness performance of the different regions in 2019?](https://www.imd.org/research-knowledge/competitiveness/articles/com-june-2019/) - On May 28, the IMD World Competitiveness Center launched the 2019 rankings. Singapore ranked as the world’s most competitive economy for the first time since 2010, Hong Kong remained in the second spot while the United States slipped from the top spot. The Press Release outlines the rankings for this year. In this edition of
- [China got AI right, but did we get China right?](https://www.imd.org/research-knowledge/china/articles/china-got-ai-right-but-did-we-get-china-right/) - Chinese President Xi is determined to bring the power of artificial intelligence into Chinese people’s daily lives and work to reap the full economic and social benefits of innovation. So far, so good. Chinese travellers smile to pay as well as to clear security at the airport with facial recognition. Cities such as Hangzhou are
- [Online shopping: why its unstoppable growth may be coming to an end](https://www.imd.org/research-knowledge/supply-chain/articles/online-shopping-why-its-unstoppable-growth-may-be-coming-to-an-end/) - Many people probably assume that online stores are making a fortune, without all the costly bricks and mortar. But the reality is rather different. Many ecommerce activities are, in fact, unprofitable; if people had to pay the true cost of what they bought online, they would probably buy less. In fact, we think there is
- [Building a fairer society requires a new kind of leadership](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/building-a-fairer-society-requires-a-new-kind-of-leadership/) - Today, hundreds of thousands of women and men will take to the streets in Switzerland, united in the call for an end to gender inequality. The Women’s Strike is a necessary wake up call for business leaders, policymakers and communities. The journey towards gender parity has been slow because inequality runs deep and complex within
- [Thrive as an LGBT+ executive or ally](https://www.imd.org/research-knowledge/organizational-culture/articles/thrive-as-an-lgbt-executive-or-ally/) - Discover the key strategies and actions for LGBTQ individuals to thrive in the workplace and for allies and organizations to support them in this process.
- [Institutions and social openness unlock competitiveness](https://www.imd.org/research-knowledge/competitiveness/articles/institutions-and-social-openness-unlock-competitiveness/) - The international economic system is being shaped by the rise of inward-looking governments, scepticism about globalization, the closing of borders, and the spectre of war, trade or otherwise. This political and economic uncertainty greatly affects competitiveness – a nation’s capacity to foster sustainable value creation, prosperity and wellbeing. The role of institutions and social openness
- [Getting diversity & inclusion right](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/articles/getting-diversity-inclusion-right/) - A good number of Fortune 500’s have been setting best practices and leading the way in the complicated field of Diversity and Inclusion, yet, others are still questioning the why’s and how’s of D&I. Many organizations face a new reality: a changing workforce, intensifying war for talent, and customer expectations are driving them to take
- ['HAVE' the right mindset for agile work](https://www.imd.org/research-knowledge/digital/articles/have-the-right-mindset-for-agile-work/) - The aspiration to lead long and healthy lives was given a boost with the recent completion of a $100M funding round by Juvenescence - a UK biotech company focused on extending longevity. We are already living longer than our grandparents. And children born in rich countries today have a 50-50 chance of living beyond 105
- [What teams don’t, can’t, daren’t or won’t discuss](https://www.imd.org/research-knowledge/team-dynamics/articles/what-teams-dont-cant-darent-or-wont-discuss/) - Being honest about taboo subjects and tackling them head on can address toxic workplace culture and revitalize ailing teams. We’ve all been there– the sarcastic answers from a disgruntled colleague and team meetings that feel more like a wake. Toxic office culture manifests in many forms and holds back team performance and learning, according to
- [Joining forces for the world we want](https://www.imd.org/research-knowledge/sustainability/articles/joining-forces-for-the-world-we-want/) - The United Nations Sustainable Development Goals (SDGs) represent the world we want to live in. It’s a world without poverty or hunger; where health, wellbeing and quality education are no longer the privilege of a few; and gender equality is not just a dream. It’s a world where we can live within our planetary boundaries,
- [Climate Crisis: Moving from promises to action](https://www.imd.org/research-knowledge/sustainability/articles/climate-crisis-moving-from-promises-to-action/) - As the United Nations just held its “Climate Action Summit,” it is clearer than ever that the climate crisis needs to be addressed by the concerted efforts of all sectors of society. Among these, the business sector has the potential to act fast and take the lead. There is an increasing recognition by business leaders
- [Have it your way](https://www.imd.org/research-knowledge/supply-chain/articles/have-it-your-way/) - Personalization of consumer goods, sometimes referred to as mass customization, has been on the margins of the mainstream for several years. Often associated with footwear thanks to efforts like NikeID and Converse, the track record of offering the consumer personal discretion to choose certain product attributes is mixed. P&G ended their personalization initiative called Reflect.com
- [Smart data, not big data, can unlock the potential of predictive maintenance](https://www.imd.org/research-knowledge/big-data/articles/smart-data-not-big-data-can-unlock-the-potential-of-predictive-maintenance/) - Predictive Maintenance (PM) brings together and represents the potential of Industry 4.0. By combining sensors, connectivity and machine learning, PM helps anticipate equipment failures before they happen. This prevents over-maintenance and unnecessary stoppages, resulting in better equipment uptimes, improved quality and lower maintenance costs. The appeal of PM as the ‘killer app’ of Industry 4.0
- [How NOT to define your Purpose](https://www.imd.org/research-knowledge/strategy/articles/how-not-to-define-your-purpose/) - When placed at the core of your strategy, Purpose can be a driver of future success. It can secure growth by redefining your playing field. It can drive profitability by reconfiguring your value proposition around long-term relationships, not short-term transactions. It can align and motivate stakeholders inside and outside the company. However, in most companies,
- [Building on firm foundations is the key to architectural and, increasingly, business success](https://www.imd.org/research-knowledge/growth/articles/building-on-firm-foundations-is-the-key-to-architectural-and-increasingly-business-success/) - The Pont du Gard is an inspiring bridge. Part of the 50km-long Roman aqueduct that brought water to the city of Nemausus (Nîmes) in the South of France and built almost 2,000 years ago, it took 15 years to build. It is a magnificent structure and a testament to sound engineering. My engineering background means
- [从阴影中崛起：志在取代阿里巴巴和腾讯的中国新巨头](https://www.imd.org/research-knowledge/china/articles/emerging-from-the-shadows-the-new-chinese-giants-aiming-to-unseat-alibaba-and-tencent-2/) - 如果不关注阿里巴巴或腾讯就谈论中国的数字化商业，那是空谈。不管是消费者、企业、投资者还是竞争对手，都离不开两位马总建立的商业生态系统。他们从不同的起点（分别是电子商务和社交）开始扩张，建立起大规模的多样化和强大商业帝国。移动支付的覆盖范围如此广泛，并渗透到不断扩张的市场领域：金融服务、游戏、娱乐、交通、零售、公共福利、医疗和教育。他们同时也是中国最大的科技投资者，收购了多家最有发展前景的初创企业。 鉴于阿里巴巴和腾讯强大的市场力量和影响力，很难想象能有竞争对手能够击败它们。事实上，经常提及的BAT（百度、阿里巴巴、腾讯）中的百度一直在努力赶超规模较大的竞争对手。除阿里巴巴和腾讯之外，还有其他有活力的创新型公司吗？新一代企业家能说服中国消费者使用新的服务和平台吗？ 答案是肯定的。我们认为，竞争对手的制胜关键是利用阿里巴巴和腾讯的规模来与之抗衡。这些巨头如今已是大公司，随着其规模的不断扩大，它们正逐渐失去两个构成其成功基础的关键因素。首先，它们的敏捷性有所降低：如今五万名员工的敏捷性倒不如曾经的五千名员工。其次，它们理解和响应利基消费者群体的能力随着规模的扩大反而下降。 再来看看阿里巴巴的电子商务方式。该公司有四个主要的交易平台，国内和跨境电子商务领域有5亿注册用户。阿里的确很强大，然而，他们正在和蘑菇街（一个专门关注年轻女性时尚的社交电子商务平台）激烈地争夺份额。该公司于2016年与竞争对手美丽说合并，现在是一家市值超过200亿美元的上市时装零售商。阿里的另一个竞争对手是社交电子商务平台小红书，其目标消费群是年龄段在18至35岁，且想要从海外寻找和购买奢侈品的中国城市女性。该平台的注册用户超过1.5亿，令人印象深刻的是该平台每月有5000万活跃用户。小红书吸引着外国品牌和大量资本投资，目前估值超过30亿美元。 除电商之外，我们还察觉，许多像美团这样的与基于地理定位为用户提供服务的公司也在竞争之列，其业务范围覆盖送餐、打车、电影票和旅游服务等。最新一轮投资结果显示，美团的估值超过500亿美元。美团很快就要成为一个新的“超级应用”。还有一个强大的竞争对手是字节跳动。其创始人张一鸣的第一款产品“今日头条”很快成为中国最大的新闻聚合服务产品，并在推出后的五年内超越了传统媒体和互联网巨头。字节跳动的另一项投资是抖音短视频（目前全球市值最高的初创企业，其5亿用户中有20%来自中国以外的国家和地区）。2018年字节跳动推出了多闪、gogoktd和悟空问答等服务，与阿里巴巴和腾讯直接竞争。字节跳动利用其行业领先的推荐算法，提供了无与伦比的个性化体验。
- [中国正确认识了AI，但我们正确认识了中国吗？](https://www.imd.org/research-knowledge/china/articles/china-got-al-right-but-did-we-get-china-right/) - 中国的习主席决心将人工智能应用于中国人民的日常生活，并努力实现由创新带来的全面可观的经济和社会效益。迄今为止，一切进展顺利。 通过面部识别系统，中国游客只需微笑就可以付款，这套系统还可以用来保障机场的安全。像杭州这样的城市由一个“城市大脑”管理，车险只需一张照片和一个电话就能解决。人工智能（AI）用于精简客流，并预测人们犯罪的可能性。这种系统覆盖了几乎100%的关键公共区域，同时也引出了公民权利和隐私方面的重要问题。但总的来说，中国社会已经接受了这些新技术。 这一进步也许是中国从模仿者向创新者进化的最明显的例子。AI正是中国将源于西方的创新发展壮大的光辉典范。阿里巴巴和华为等巨头不仅通过这一创新继续成长，许多年轻的中国企业家也准备带着自己的新想法进军全球市场。 去年十月，习主席在中共中央政治局的一次全体学习会议上专门讨论了AI，将AI视为一项核心政策。在这次会议上，习主席在行政命令中发布了三项重要公告： AI对确保下一次工业转型具有国家战略重要性 AI对于赢得全球科技竞赛至关重要 开发现有的应用程序已不再足够。中国必须进一步进行基础设施投资，从而占据AI科技制高点。 中国的AI雄心不足为奇。鉴于经济增长放缓和资源成本增加，确实有必要升级产业。此外，在当今两极分化的地缘政治环境下，越来越需要减少对其他国家核心技术的依赖。在百度、阿里巴巴、腾讯和中国平安的成功基础上，并在众多新兴科技企业（如码隆科技，该公司最近被Fast Company评为中国最具创新性的公司）的支持下，中国成为AI领头羊将巩固其作为科技强国的地位。 至关重要的是，Al淘金热将由企业家来推动，而中国不缺乏企业家。企业家可以利用中国的规模（对训练深度学习机器至关重要）、丰富的人才资源和对实验的热情，为AI技术寻找可行的商业模式。 尽管美国公司仍然在核心技术上占有优势，但这种优势可能会比预期消失得更快。中国的AI在2016年初腾飞发展。从提到“深度学习”并被引用至少一次的期刊文章上，即可见中国的AI已经超过了美国，并把欧洲、印度、日本和韩国远远甩在后面。 中国走在正确的AI道路上，但挑战依然存在。中国政府用政策鼓励了AI技术的实施，但也引发了机会主义企业家和投资者的激增，想要利用地方政府的信息不对称来获利。中国人也越来越意识到数据隐私的重要性，这可能会影响到AI从大规模可用数据中获得快速发展的机会。 AI的真正价值不在于零售和消费，而在于应用，如智能城市、工厂和其他产业。在中国，大多数基于应用的AI企业仍处于起步阶段，迫切需要引入AI技术的平台标准才能真正腾飞。 但毫无疑问，AI是中国未来经济发展的核心方向。AI无关乎政治，而是关乎建立一个有竞争力的经济体。 Mark Greeven教授、George Yip、Wei Wei是《先驱、隐形冠军、变革者和弱势者：从中国创新者身上吸取的经验教训》（麻省理工学院出版社，2019年）的作者。
- [Industry 4.0's unpredictable impacts: New data-powered business models](https://www.imd.org/research-knowledge/operations/articles/how-industry-4-0-is-transforming-the-aircraft-industry/) - Industry 4.0—the increasing use of automation and data exchange in manufacturing—is already having an impact on business models in numerous—and often surprising—ways. One illustrative example is how data in the aircraft maintenance space is creating new business models and fierce competition between industry rivals. Skywise: Data as a platform In 2017 Airbus introduced a new
- [The Gift of Longevity](https://www.imd.org/research-knowledge/competitiveness/articles/com-december-2019/) - With the Holiday Season around the corner, wellbeing wishes for the New Year are in order. Paramount among them is “good health.” In fact, promoting healthy living is a prerequisite to enhancing prosperity, a point that is the focus of the third UN Sustainable Development Goal (UNSDG): “good health and well-being.” Three of the targets
- [Dream small: The best path forward for AI in supply chains](https://www.imd.org/research-knowledge/supply-chain/articles/the-best-path-forward-for-ai-in-supply-chains/) - Artificial intelligence (AI) remains a controversial topic in the supply chain community, something that is fueled by huge aspirations but is hindered by data availability, employee training and actual business case validations. We have written before about the potential of AI in supply chain, specifically with regards to demand planning. Our thesis is that there are
- [Rethinking capitalism: An opportunity for Switzerland](https://www.imd.org/research-knowledge/sustainability/articles/rethinking-capitalism-an-opportunity-for-switzerland/) - The verdict is in: to avoid further disaster for our planet, we have to reform capitalism. And fast. At the top of the list is managing our natural resources more efficiently and equitably. To succeed, all sectors have to be on board: science and technology to find creative solutions; national and international governments to legislate;
- [8 sustainability trends to watch out for in 2020](https://www.imd.org/research-knowledge/sustainability/articles/sustainability-trends-to-watch-out-for-in-new-decade/) - The new decade has begun on a wave of activism, financial innovation, and government policies aimed at positive societal change. A growing number of CEOs, policymakers and consumers know that big social and environmental problems, particularly climate change, are accelerating beyond the boundaries of our current system. Under pressure to transform, companies recognize that embracing
- [7 Chinese business trends to watch out for in 2020](https://www.imd.org/research-knowledge/china/articles/7-chinese-business-trends-to-watch-out-for-in-2020/) - In the eyes of Chinese people, 2020 is the beginning of a new cycle. It marks the end of the country’s decade-long quest to double its GDP from its 2010 level. It is also the Year of the Rat, the first animal in the Chinese zodiac. This is also a year when we can expect
- [Will 2020 be the year China takes the lead on sustainability?](https://www.imd.org/research-knowledge/china/articles/will-2020-be-the-year-china-takes-the-lead-on-sustainability/) - The Chinese New Year is off to an inauspicious start. The spread of the coronavirus has paralyzed large parts of the country and caused chaos on one of the most important dates in the Chinese calendar. The Chinese government has moved swiftly and strictly to contain the outbreak, but the ongoing crisis is a reminder
- [2020 中国趋势](https://www.imd.org/research-knowledge/china/articles/7-chinese-business-trends-to-watch-out-for-in-2020-cn/) - 2020年是中国GDP比2010年翻一番十年计划的最后一年。2020年是中国鼠年，而鼠是十二生肖之首，在中国人眼里，2020是一个新轮回的开始。这也预示着2020的趋势，诸多变化发生在这个新旧交替之年。 超大规模： 2019年中国社会消费品零售总额将超40万亿人民币，或超过美国成为全球第一大消费市场。此外，中国拥有全世界最大最完整的供应链，GDP增长速度是美国的两倍多。 经济结构性调整：中国大规模的经济结构调整效果将从2020年开始显现，过去支持中国经济高速发展的三大产业：传统制造业、建筑业和房地产业，将被三大新的支柱产业代替，战略性新兴产业、服务业和现代制造业。从传统汽车行业的衰落和新能源汽车的崛起可以略见一斑。特斯拉在上海的工厂已经投产，这是上海有史以来最大的外资制造业项目，特斯拉在中国的销量也在逐年增长。 中国概念流行：2019年天猫彩妆品牌冠军是“完美日记”，一个成立只有两年的全新中国品牌。欧莱雅和雅诗兰黛屈居第二第三名。更多中国品牌使用中国概念，2019年李宁最潮的一款鞋，是纽约时装周上推出的“悟道”系列。华为的操作系统起名“鸿蒙”，非常中国。二十年前，这些品牌都努力让自己看起来像国外品牌。 硬科技领先：5G、人工智能、半导体、自动驾驶、云计算、IoT，区块链技术，中国硬科技经过几年的快速发展，全面登堂入室。例如中国公司拥有全球36%的5G标准必要专利，5G是扁平世界未来的基础设施，而美国不想让中国成为主导，这也是两国关于华为争端的原因之一。另外一个中国公司大疆占有全球无人机市场70%以上的份额。 制造业数字化转型加速：互联网在中国消费者端的渗透率已经非常高，开始向产业端渗透。因为美国和欧洲很早就把制造业外迁，作为全球最大的制造工厂，中国在工业互联网上有了天然优势，也在成为工业互联网世界的中心工厂。中国主要的制造业企业，徐工、三一等，都在进行数字化转型。 消费结构发生变化：2020年，中国人均GDP将超过1万美元，贫困线以下人口在2020年会全部脱贫，新中产会成为这个国家消费的主力。2019年前十个月，消费者零售指出增长率8%，高于收入的的增长率6%。90后借贷消费的热情远远高于70、80后人群，并且倾向于不买房维持高消费。 网红经济崛起：2019年网络红人们创造出了各种销售“神话”。公开数据显示，2019年，“口红一哥”李佳琦赚了2亿元，仅双十一就带货超过10个亿，“淘宝一姐”薇娅的收入甚至高于李佳琦。其他知名网红也不少。一些与网红相关的公司股票大涨，被称为“网红经济板块”。知名品牌纷纷寻找网红合作，流量入口正在从搜索引擎转向网红。 2020年对于在华经营的企业，仍然是充满挑战和机遇的一年，本土企业日益强大，竞争更激烈，消费者更挑剔。但中国的重要性仍不可小觑。根据麦肯锡全球研究院的报告，在贸易，技术和资本方面，中国对世界的依赖正在下降，而世界对中国的依赖正在增加。
- [Coronavirus: Should financial markets be so worried?](https://www.imd.org/research-knowledge/finance/articles/coronavirus-should-financial-markets-be-so-worried/) - Yesterday, after a week when markets have been closed because of the Chinese New Year, the Shanghai Composite Index opened with a negative return of -7.8%, the largest drop since August 2015. The yuan, meanwhile, traded at its weakest level in a year. Around the world, market reactions to the coronavirus outbreak has burned trillions
- [Chinese movie studio upturned its business model due to coronavirus – Western companies take note](https://www.imd.org/research-knowledge/agility/articles/chinese-movie-studio-upturned-its-business-model-due-to-coronavirus/) - Imagine that you have spent tens of millions of dollars to make a movie and you find out at the last minute that it cannot be released. This was the situation facing China’s Huanxi Media Group in January. During Chinese New Year, movie theatres are normally full of families enjoying the additional leisure time available
- [How to collaborate better with startups](https://www.imd.org/research-knowledge/strategy/articles/how-to-collaborate-better-with-startups/) - Innovation in large companies is often compared to steering an ocean liner. Understandably, established companies tend to rely on the practices that have enabled them to compete and thrive, and they are often slow to react and adapt to new opportunities. As a result, more companies are turning to open innovation tactics to accelerate their efforts:
- [How to develop the next generation of female digital leaders](https://www.imd.org/research-knowledge/digital/articles/how-to-develop-the-next-generation-of-female-digital-leaders/) - As it stands, the current reality for female digital leaders and tech entrepreneurs can be discouraging. Despite a healthy demand for digital talent, the lack of diversity in tech continues to be pervasive. A recent BCG article highlights that women constitute only 25 percent of the STEM (science, technology, engineering, and math) workforce, with just
- [What a pioneering nineteenth-century female consultant can teach us about the future of work](https://www.imd.org/research-knowledge/agility/articles/what-a-pioneering-nineteenth-century-female-consultant-can-teach-us-about-the-future-of-work/) - Today’s businesses operate in a world of continual change. Faced with the need to constantly adapt and future-proof themselves against disruption, organizations are wholeheartedly embracing agility and other concepts that emphasize small, self-organized teams, co-ordinated networks, mutual communication and people empowerment. These concepts offer radical alternatives to the traditional command-and-control-style management that has defined business
- [This is how we can close the workplace gender gap](https://www.imd.org/research-knowledge/competitiveness/articles/this-is-how-we-can-close-the-workplace-gender-gap/) - The world is unbalanced. Regardless of the reforms, quotas and protests or the record number of women running for office or breaking through glass ceilings, we still live in a male-centric world. This is especially true in the industries that will be most influential in the digital era, such as research and development and economics.
- [The problem with digital: zebras, horses and unicorns](https://www.imd.org/research-knowledge/digital/articles/the-problem-with-digital/) - Recently, a group of faculty was part of a delegation from IMD to visit a number of digital start-ups in Israel, a country at the center of high technology innovation. One of them was called Zebra Medical Vision, a company that develops technology for reading medical scans. When we asked about the rather unusual name,
- [Beyond algorithms: the impact of AI and ML on organizations](https://www.imd.org/research-knowledge/digital/articles/beyond-algorithms-the-impact-of-ai-and-ml-on-organizations/) - As companies are increasingly seduced by the siren call of data science, there is a strong need to understand what it does and what it does not contribute to business. There is definitely interesting work taking place in the areas of machine learning (ML) and artificial intelligence (AI) to bring effectiveness and efficiency improvements to
- [Psychology skills for leaders navigating through the waves of the corona crisis](https://www.imd.org/research-knowledge/leadership/articles/psychology-skills-leaders-navigating-waves-corona-crisis/) - COVID-19 is forcing world leaders to practice crisis management in its purest form. Initially, crisis responses tend to be constructive and characterized by decisiveness, effectiveness and maturity. People tend to switch into emergency mode and become laser-focused on the immediate situation. Yet as the initial acute phase of the crisis wanes, leaders will have to
- [Does the bullwhip still strike?](https://www.imd.org/research-knowledge/supply-chain/articles/does-the-bullwhip-still-strike/) - Most operations and supply chain managers have been confronted with the “bullwhip effect”. The term was first coined by Procter & Gamble (P&G) to describe an occurrence observed in baby diapers. While end-consumer demand for diapers was relatively stable, P&G noticed a large variability in the orders placed upstream in the supply chain (i.e. to
- [Coronavirus and the global economy: yes, there really is cause for optimism](https://www.imd.org/research-knowledge/finance/articles/coronavirus-and-the-global-economy-yes-there-really-is-cause-for-optimism/) - Stock markets are rebounding on the back of the newly agreed US$2 trillion American fiscal stimulus plan. It comes after a week that was the worst in history for the Dow and many others around the world. My impression is that the unfolding global recession has now been fully priced into stocks by investors. That
- [Trapped boards](https://www.imd.org/research-knowledge/articles/tc035-20/)
- [COVID-19: People and organizations under pressure](https://www.imd.org/research-knowledge/stress-management/articles/covid-19-under-pressure/) - As the global pandemic forces countries into continued lockdown and entire industries into crisis management, IMD’s survey reveals the range and scale of organizational and personal challenges it has unleashed across the workforce. The novel strain of coronavirus, COVID-19, has created a watershed moment in civic, economic, political and organizational terms. As governments strive to
- [Five ways businesses can contribute to a more balanced post-coronavirus future](https://www.imd.org/research-knowledge/sustainability/articles/five-ways-businesses-contribute-to-balanced-post-coronavirus-future/) - The coronavirus pandemic highlights the very real imperfections in coordination among global governments and international organisations, many of which were already suffering from low levels of public trust. Responsible leadership from the private sector is needed more than ever. The way that business leaders respond will have an important influence on the state of our post-coronavirus
- [In the Field with Scandic Hotels](https://www.imd.org/research-knowledge/organizational-culture/articles/in-the-field-scandic-hotels/) - At a Glance In the services industry, employees are often the customers’ first point of contact with a brand. Having well-trained, knowledgeable and proactive staff is critical to good customer service. As part of its employee empowerment journey, Scandic Hotels, the largest hotel chain in the Nordics, is looking to cultivate an employee-led learning culture.
- [Meeting the spread of coronavirus with a contagious resilience](https://www.imd.org/research-knowledge/leadership/articles/meeting-spread-coronavirus-contagious-resilience/) - Since COVID-19 became a pandemic, the concept of resilience has been widely discussed. It’s not always clear what it means, though. Resilience is the ability to absorb shocks, cope with change and improve performance going forward. As a multi-level idea, resilience is analyzed at the level of countries, individuals and companies. Resilience as doing good
- [Coronavirus: Digital contact tracing doesn’t have to sacrifice privacy](https://www.imd.org/research-knowledge/data-analytics/articles/coronavirus-digital-contact-tracing-doesnt-have-to-sacrifice-privacy/) - Pressure is building on governments around the world to reduce the lockdown measures used to stop the spread of COVID-19, and to prevent the disease re-emerging once it is under control. As a result, there are many proposals to use data from people’s smartphones to track their movements and contacts with potentially infected patients, in
- [When small is beautiful](https://www.imd.org/research-knowledge/digital/articles/when-small-is-beautiful/) - Today there is no doubt that advances in artificial intelligence (AI) are fuelled by an explosion of data. The general logic is that the more data a system is given, the more it learns and the more accurate it becomes. And data is indeed exploding: each year the amount of data we produce doubles and
- [COVID-19 is turning the tables on short-term shareholders](https://www.imd.org/research-knowledge/stakeholder-management/articles/covid-turning-tables-short-term-shareholders/) - In the presence of COVID-19, more companies are realizing that they have to take a longer-term view. They are turning away from short-term shareholders towards their value creators, ranging from employees, customers and suppliers to partners and venture capitalists; those who drive win-win initiatives creating value both for the company and themselves. To survive the
- [Once COVID-19 is beaten, let’s mobilize our efforts](https://www.imd.org/research-knowledge/competitiveness/articles/once-covid-19-is-beaten-lets-mobilize-our-efforts/) - The most devastating war in terms of casualties was WWII, with some official estimates reporting 85 million dead. (COVID-19 has so far killed almost 180,000 people worldwide with 2.6 million cases.) Yet, out of one of the darkest moments of modern history sprang momentous intellectual and political developments that resulted in the creation of powerful
- [How to govern investments during regime shifts](https://www.imd.org/research-knowledge/investment/articles/how-to-govern-investments-during-regime-shifts/) - We live in a world of regime shifts: a pandemic, trillions of dollars of debt and the climate crisis, as well as social, technological and political transformations. The future for our world and for the investments we make will look very different than what came before. Classic asset management strategies are becoming outdated, and organizations
- [Daughters in Charge: A Lesson for Enterprising Families](https://www.imd.org/research-knowledge/family-business/articles/daughters-in-charge-a-lesson-for-enterprising-families/) - Family business succession (both leadership and ownership) is a complex and typically once-in-a-lifetime event. A whole host of emotional, financial and material challenges come into play. Now, especially, is a crucial time for such operations as Baby Boomers look to retire and the expectation that their progeny (Millennials or Digital Natives) will step into their
- [How reskilling can soften the economic blow of COVID-19](https://www.imd.org/research-knowledge/strategy/articles/how-reskilling-can-soften-the-economic-blow-of-covid-19/) - COVID-19 has raised enormous challenges, particularly in terms of redeploying labour to sectors like healthcare and, to differing degrees, education and online retailing. While retraining is usually complex and time consuming, a unique experiment in Sweden suggests that, in special circumstances, speedier solutions are possible – with potentially far-reaching consequences for training long after the
- [Small is beautiful: how to nurture niche entrepreneurship](https://www.imd.org/research-knowledge/strategy/articles/small-is-beautiful-how-to-nurture-niche-entrepreneurship/) - Everyone knows the big-name Silicon Valley entrepreneurs that have set the global standard for startups, reshaped our lives and made billions – from Bill Gates to Jack Dorsey and Mark Zuckerberg. But the Silicon Valley entrepreneurship model – a product of the US’s liberal market economy – may not offer the best blueprint for nurturing
- [Society needs to have the right conversations about the COVID-19 crisis](https://www.imd.org/research-knowledge/leadership/articles/leading-during-covid-weighing-costs-and-benefits-right-now/) - COVID-19 has presented an unprecedented global challenge, which governments and societies have met with differing degrees of success. But with the epidemic now entering a second phase, the time has come to shift attention from single-mindedly fighting the spread of the disease to a broader debate about costs and benefits. Devoting massive global resources to
- [What Switzerland and Singapore have in common](https://www.imd.org/research-knowledge/competitiveness/articles/what-switzerland-and-singapore-have-in-common/) - The coronavirus pandemic has thrown into the spotlight the fact that countries have to seek the necessary balance between the preservation of public health and the proper functioning of the economy in their political choices. While the full extent of the economic impact of COVID-19 remains unclear, good governance and appropriate decisions remain as crucial
- [A revolution in adoption, but digital transformation challenges await](https://www.imd.org/research-knowledge/digital/articles/a-revolution-in-adoption-but-digital-transformation-challenges-await/) - Are we witnessing changes that will fizzle out when we go back to a more “normal” way of working or is this a more profound evolution? This is the million-dollar question. By now, you may have heard the joke circulating on social media. Who accelerated your digital transformation: your CEO, your CDO or COVID-19? There is a
- [How COVID-19 exposed the fault lines of product complexity](https://www.imd.org/research-knowledge/supply-chain/articles/how-covid-19-exposed-the-fault-lines-of-product-complexity/) - As supply chains rebalance and return to something like normal after digesting the shocks induced by the COVID-19 pandemic, discussions are shifting to lessons learned. Much of the focus has been on issues like global trade, near-sourcing, just-in time inventory management, and supply chain resiliency. This is both understandable and relevant. It takes two types
- [The Good Governance Crash Test: Covid 19](https://www.imd.org/research-knowledge/articles/good-governance-crash-test-covid-19/) - Well governed organizations have vastly overperformed poorly governed ones during the Covid-19 pandemic. Despite the vast difference in context, this is an exact repeat of the 2008 crisis. So why has governance become such a key differentiator? Defining good governance Governance is the art of decision making at the very top of an organization. It
- [Take your company from victim to victor](https://www.imd.org/research-knowledge/psychology/articles/take-your-company-from-victim-to-victor/) - Because the COVID-19 pandemic is highly complex, there is no one correct way forward for organizations. Professor of Strategy Arnaud Chevallier offers insight into the range of strategic measures that businesses can take to stay afloat in these murky times. Many organizations are paralyzed amid today’s extreme uncertainty. What is the first step to creating
- [Ensure your family business is fit for purpose in a post-COVID world](https://www.imd.org/research-knowledge/family-business/articles/ensure-your-family-business-is-fit-for-purpose-in-a-post-covid-world/) - From LEGO to Toyota, family businesses account for as many as two thirds of all companies worldwide. Some date back more than a thousand years, surviving pandemics, financial crises and waves of industrialization along the way. “There are two core principles of long-term success that we see in family businesses - resilience and adaptation,” said Peter Vogel,
- [Surviving and thriving through a crisis: leadership insights](https://www.imd.org/research-knowledge/leadership/articles/surviving-and-thriving-through-a-crisis-leadership-insights/) - Q: I am curious to know what your vision of the future looks like and how the pandemic has accelerated moving there? JFM: IMD’s vision of the future is that we are going to do a lot more through technology-mediated interactions. We always knew technology would be an effective and efficient tool for us; the crisis helped us to accelerate our investment and focus. We made
- [Digitize supply chains but don't expect a universal approach](https://www.imd.org/research-knowledge/operations/articles/digitize-supply-chains-but-dont-expect-a-universal-approach/) - Supply chains have been under the spotlight in recent months and the future will be no less demanding for them. While the COVID-19 crisis put supply chains under particular pressure, creating a “digichain” by digitizing them offers a plethora of benefits even in more stable times. For fast moving consumer goods (FMCG) companies, digichains have
- [The innovator’s edge: start with a problem and develop a passion](https://www.imd.org/research-knowledge/strategy/articles/the-innovators-edge-start-with-a-problem-and-develop-a-passion/) - Serial entrepreneur Ismael Ghalimi is no stranger to bold innovation. His responsiveness to the pandemic provides a timely study on how socially responsible entrepreneurship can operate with impressive agility even in a global crisis. Breathe Inc. intends to provide accessible oxygen to patients and clean energy solutions for the planet, by building vending machines that enable the
- [Blockchain could return us to travel: here’s what you need to know](https://www.imd.org/research-knowledge/digital/articles/how-blockchain-could-return-us-to-travel/) - Blockchain-related technologies are disrupting the current health and travel systems, said Arturo Bris, Professor of Finance at IMD, during a webinar on how governments can best deploy blockchain to mitigate the consequences of the pandemic. “We need to convince everyone that technology is going to come to the rescue, but this technology needs to change,” he said, speaking on a panel alongside other industry experts.
- [Diversity matters: the power of female leadership in impact investment](https://www.imd.org/research-knowledge/leadership/articles/diversity-matters-the-power-of-female-leadership-in-impact-investment/) - Can we make generalizations about women in impact investment? Women are under-represented in the impact investment sector, and women sometimes shy away from finance. However, we cannot blame everything on women themselves for this under-representation – there are also structural barriers. You need to get educated – but the research shows that we are as
- [Trying to hack COVID: my experience hyperlooping teams into the future of remote innovation](https://www.imd.org/research-knowledge/leadership/articles/trying-to-hack-covid-my-experience-hyperlooping-teams-into-the-future-of-remote-innovation/) - Marathons the world over are on pause, but fear not those of you who like to engage in a herculean effort to move forwards. Because in their place, COVID-19 has brought virtual hackathons to the masses, and they have become mainstream almost overnight. As an innovation professor, I always still have something to learn. But
- [The 9 steps businesses can take today to fight climate change, racism and poverty](https://www.imd.org/research-knowledge/sustainability/articles/the-9-steps-businesses-can-take-today-to-fight-climate-change-racism-and-poverty/) - The global pandemic has magnified the connections between business and society. If the world is to meet the UN SDGs by 2030, the health crisis as well racism, intolerance, inequality, climate change, poverty, hunger, and other interrelated global challenges will require cross-sector collaboration to chart a course for a sustainable future. The next ‘Decade of
- [Channel the diversity of ideas to navigate uncertainty](https://www.imd.org/research-knowledge/sustainability/articles/channel-the-diversity-of-ideas-to-navigate-uncertainty/) - The world’s challenges are growing in both complexity, speed and magnitude. Changing leadership mindsets to build innovative partnerships and adopt unusual ideas from diverse sources in fields such as science, the humanities and social innovation would help companies find effective solutions and capture new opportunities for future growth. While, in the past, some problems could
- [COVID has decelerated globalization, but not ended it](https://www.imd.org/research-knowledge/strategy/articles/covid-has-decelerated-globalization-but-not-ended-it/) - Will globalization survive in the COVID era? This question was the subject of debate at the UBS Reserve Management Seminar held on 28 September, in a session based on a white paper co-written with IMD. “There was a debate in the global economy about whether COVID-19 would be the final punch for globalization,” said Massimiliano
- [Three factors to consider before creating a family office](https://www.imd.org/research-knowledge/family-business/articles/three-factors-to-consider-before-creating-a-family-office/) - Over the last decades, the concept of family office has gained momentum around the world. While family offices have been around for more than a century, there is still considerably little understanding of (and even more importantly consent on) what a family office is or isn’t. In the world of family offices, it is often said: “If you have seen
- [Balancing reaction and innovation in a rapidly evolving crisis](https://www.imd.org/research-knowledge/agility/articles/balancing-reaction-and-innovation-in-a-rapidly-evolving-crisis/) - COVID-19 has tested even the strongest companies this year, demanding both decisive reaction and rapid innovation. The example of Atrium Health offers lessons on how to react to immediate threats, while not losing sight of opportunities to reposition the business to thrive after the crisis. This crisis requires an organization that can operate in two
- [The hidden impact of COVID-19](https://www.imd.org/research-knowledge/competitiveness/articles/com-october-2020/) - As the COVID-19 pandemic wreaks havoc around the world, concerns have largely been focussed on its immediate impact on economies and health-systems. Lockdowns have led to business bankruptcies, particularly in the micro-business sector, to reduction of salaries and high levels of unemployment. In addition, in several countries, they have resulted in a degree of social
- [Industry 4.0 and COVID-19: why the pandemic might have provided a clearing in the woods](https://www.imd.org/research-knowledge/supply-chain/articles/the-pandemic-might-have-provided-a-clearing-in-the-woods-for-industry-4/) - Choosing a path through the myriad technologies that Industry 4.0 offers is hard enough, but with uncertainties generated by the pandemic, perhaps the universe of viable options has become smaller and more manageable, and the business cases clearer. After the tumult of the spring and a rebalancing act in the summer, companies are now entering
- [Supercharge your organizational learning strategy for 2021](https://www.imd.org/research-knowledge/strategy/articles/supercharge-your-organizational-learning-strategy/) - If there is one thing 2020 has taught us all, it is the importance of adaptability in the face of unprecedented challenge. In business, while many of the past year’s strategic volte-faces have been a reaction to exceptional circumstances, a new year offers the opportunity to refine and realign our agendas on the basis of
- [How family businesses can inspire the next generation of philanthropists](https://www.imd.org/research-knowledge/family-business/articles/storytelling-how-family-businesses-can-inspire-and-engage-the-next-generation-in-philanthropy/) - Giving, even if very informal, is one of the core activities that successful, enterprising families engage in. But one major challenge that larger or multigenerational families often face is igniting passion in younger members for the causes traditionally supported by the family. How can you engage the younger generation? How can you preserve your philanthropic
- [5 ways brands can be successful in the new retail space of 2021](https://www.imd.org/research-knowledge/luxury/articles/selling-has-a-new-normal/) - Stéphane JG Girod, Professor of Strategy and Organizational Innovation at IMD, spoke to Emmanuel Fonteneau, Capgemini Invent’s Vice President of Global Consumer and Shopper Engagement and Christian Laurent, President of Global Travel Retail and Emerging Markets at Clarins to get a handle on best online retail practices going into 2021. Putting the entire customer journey
- [The new business models and tech that will make this an even better ‘roaring 20s’](https://www.imd.org/research-knowledge/leadership/articles/the-new-business-models-and-tech-that-will-make-this-an-even-better-roaring-20s/) - Here are 5 major shifts we are going to see in our social fabric: 1) Co-producing the economy, as opposed to feeding into it The manufacturing era created standardized products like cars. Today the major value creators are networks like Alibaba and Google, and platforms like Haier and Amazon. We find ourselves in an ‘information
- [Future shock: corporate learning must confront life beyond COVID to ensure businesses stay ahead of the curve](https://www.imd.org/research-knowledge/organizational-learning/articles/future-shock-corporate-learning-must-confront-life-beyond-covid-to-ensure-businesses-stay-ahead-of-the-curve/) - COVID-19 has undoubtedly been a stressor to the system, but in terms of corporate education, the writing was on the wall way before the pandemic struck. Learning & Development (L&D) is in desperate need of a 21st century makeover on two vital fronts. First, in order to shape and build competencies for an era of
- [How innovation is driving China’s solid economic growth even during the pandemic](https://www.imd.org/research-knowledge/economics/articles/lessons-from-chinese-innovation-during-the-pandemic/) - A year ago, China enjoyed muted celebrations as the New Year coincided with the rapid spread of a strange new virus. 2020 turned out to be a memorable and turbulent year for China and the rest of the world. 2021’s Year of the Ox appears to be living up to its name, at least in China. While many countries are scrambling to head off a new wave of COVID-19 infections, China appears headed for another
- [How can China tech giants survive regulators? Cash - From abroad](https://www.imd.org/research-knowledge/technology-management/articles/how-can-china-tech-giants-survive-regulators-cash-from-abroad/) - The Biden administration is set to root out some of the past U.S.-China tech deals that are deemed security sensitive. The Committee on Foreign Investment in the U.S., or Cfius, has already forced two divestments last year. The Wall Street Journal reported that Cfius is expanding, hiring professionals from venture-capital firms, investment banks and technology
- [The next crisis will have a Chinese name](https://www.imd.org/research-knowledge/finance/articles/the-next-crisis-will-have-a-chinese-name/) - In a recent letter to JPMorgan Chase JPM 1.69% shareholders, CEO Jamie Dimon issued a warning about the Chinese economy and the potential $4 billion loss that a recession there could bring to the bank, although the CEO said the firm could handle it in the unlikely chance that actually happens. Despite China’s potential and
- [Artificial intelligence: one area where startups can teach established firms](https://www.imd.org/research-knowledge/articles/tc023-20/) - During the last few years, immense hype has built up around artificial intelligence (AI) and machine learning. Thought leaders and industry captains alike have been hailing them as inventions that will transform humanity. As Andrew Ng, founder of the Google Brain Project and of Coursera famously stated, “AI is the new electricity.” For organizations around
- [Culture eats strategy for breakfast, again](https://www.imd.org/research-knowledge/strategy/articles/culture-eats-strategy-for-breakfast-again/) - As Uber bows out to Grab, we learn that even in the land of internet, personal culture still wins over global tech giants’ blanket global strategy. Does the American dream not work for Asia? In the understandably optimistic Silicon Valley, any startup has the potential to produce miracles, with promises of marvels and golden uplands.

## Books

- [Future-Ready Talent](https://www.imd.org/research-knowledge/books/future-ready-talent/) - In a world of AI and limitless knowledge, does expertise still matter? Can biohacking accelerate the talent development? And how can organizations build workforces that can work alongside new technology? Talent is the second biggest disruptor after technology, according to Accenture’s Pulse of Change Survey (2025). Future-Ready Talent: Building a Talent Pipeline for Sustained Business
- [World War Trade: Conflict, Containment, and the Emergent World Trading Order](https://www.imd.org/research-knowledge/books/world-war-trade-conflict-containment-and-the-emergent-world-trading-order/) - Globalization is not dying. It is being rebuilt. When the US and China weaponized trade in 2025, many feared the collapse of the global economy. Markets plunged, supply chains fractured, and policymakers spoke openly of economic warfare. But the collapse never came. In World War Trade, Richard Baldwin argues that the real story is not the
- [Clean Winners: Sustainability Strategy That Puts Customers First](https://www.imd.org/research-knowledge/books/clean-winners-sustainability-strategy-that-puts-customers-first/) - After years of environmentally friendly products taking over shelves, stakeholders demanding sustainability initiatives, and massive investment, the uncomfortable truth is many businesses still aren’t seeing a payoff – financially or in real environmental and social impact. So, what has gone wrong, and how can businesses solve the problem? Goutam Challagalla and Frédéric Dalsace argue that
- [SuperEurope: The Unexpected Hero of the 21st Century](https://www.imd.org/research-knowledge/books/supereurope/) - This book is a vindication of Europe. It challenges the view of Europe as a tired, overregulated continent, arguing instead that Europe has emerged from decades of crisis—financial turmoil, Brexit, COVID-19, war in Ukraine—as a resilient, reformed, and quietly successful model of governance and society. While the world often focuses on the rivalry between the U.S.
- [World Competitiveness: Rewriting the rules of global prosperity](https://www.imd.org/research-knowledge/books/world-competitiveness-rewriting-the-rules-of-global-prosperity/) - How did world competitiveness as a paradigm gain such importance in developing global prosperity? In World Competitiveness: Rewriting the rules of global prosperity, Stephane Garelli, Professor Emeritus of World Competitiveness and founder of the IMD World Competitiveness Center, explains what world competitiveness means and implies, and why it has become such a strategic priority for
- [GAIN: Demystifying GenAI for office and home](https://www.imd.org/research-knowledge/books/gain-demystifying-genai-for-office-and-home/) - Understand how GenAI is different from other tech innovations and what you can do to harness its power. This book argues that GenAI represents a genuine paradigm shift in technological innovation. The authors, the hosts of the popular podcast ‘Mike & Amit Talk Tech’, combine academic rigor with practical business insights, incorporating perspectives from diverse
- [The Confidence Myth: How Women Leaders can Break Free from Gendered Perceptions](https://www.imd.org/research-knowledge/organizational-behavior/books/the-confidence-myth/) - As more women take up corporate leadership positions, the idea that they lack confidence no longer holds up. And yet, as old stereotypes are challenged by new realities, some crucial misconceptions remain. Do women really lack confidence? Or are we more prone to think that others have less confidence in our abilities? Based on years of research
- [The Smart City Playbook: Lessons From Urban Pioneers](https://www.imd.org/research-knowledge/books/the-smart-city-playbook-lessons-from-urban-pioneers/) - This book explores a fascinating paradox about a collection of Middle Eastern cities: Madinah, Doha, Al Khobar, Manama, AlUla, and Muscat. As ancient as civilization itself, their smart city journeys are remarkably young. They’ve built from scratch, unencumbered by legacy infrastructure or outdated systems, meaning that understanding what citizens need is easier. That said, as
- [Family Office Navigator](https://www.imd.org/research-knowledge/family-business/books/family-office-navigator/) - Introduction to the Family Office Navigator by Peter Vogel A brief introduction to the Family Office Navigator about what it can do for you. https://imd.wistia.com/medias/ulj5mj1fo8 In today’s complex world, family offices play a pivotal role in safeguarding a family’s heritage and unity while preserving and growing generational wealth. As the world around us evolves, so
- [Strategy Execution Playbook](https://www.imd.org/research-knowledge/books/strategy-execution-playbook/) - If you are currently working on a strategic initiative and don't quite know what to do at this stage, this trusted companion provides you with a step by step guide for leading strategic initiatives by intertwining theoretical frameworks with practical tools. It provides you with guidance on which tools to use when. Embedded throughout the
- [Strategic Agility](https://www.imd.org/research-knowledge/agility/books/strategic-agility/) - In today’s increasingly volatile and uncertain environment, strategy execution is all about the speed of learning and making the right resource allocation decisions across a portfolio of business efficiency and growth initiatives. To learn quickly, piloting these initiatives is critical before scaling as early and quick learning enables successful execution. Pilot selection is one of
- [Solvable](https://www.imd.org/research-knowledge/process-management/books/solvable/) - Problem solving skills are in high demand, yet we’re not taught how to develop and apply these skills appropriately. Solvable offers a simple solution with a 3 -step process—Frame, Explore, Decide—and concrete tools that you can use to become a better problem solver and successfully engage relevant people, whatever the challenge you face. Discover a three-step process
- [The Future of Competitive Strategy](https://www.imd.org/research-knowledge/digital/books/the-future-of-competitive-strategy/) - Unleashing the Power of Data and Digital Ecosystems (Management on the Cutting Edge)
- [High Performance Boards](https://www.imd.org/research-knowledge/board/books/high-performance-boards/) - A comprehensive guide to transforming boards and achieving best-practice governance in any organisation. When practising good governance, the board is the vital driver of organizational success, while fostering positive social impact and economic value creation. At all levels, executives around the world are faced with complexities rising from disruptive business models, new technologies, socio-economic changes,
- [The Global Trends Fieldbook](https://www.imd.org/research-knowledge/strategy/books/global-trends-fieldbook/) - Game changing trends, including the increasing power of the crowd, disruptive technologies and demands for responsible capitalism, are redefining our work, lives, societies and planet. As Paul Polman, the CEO of Unilever said: "It's very clear that the parameters here are rapidly changing. I believe that it is essential for any business that is going
- [Strategic Thinking in Complex Problem Solving](https://www.imd.org/research-knowledge/psychology/books/strategic-thinking-in-complex-problem-solving/) - Whether you are a student or a working professional, you can benefit from being better at solving the complex problems that come up in your life. Strategic Thinking in Complex Problem Solving provides a general framework and the necessary tools to help you do so. Based on his groundbreaking course at Rice University, engineer and former strategy
- [Real Impact Marketing](https://www.imd.org/research-knowledge/marketing/books/real-impact-marketing/) - Failing to understand your customers can waste marketing resources and create a useless strategy, leaving your company with lackluster results. And social media content and digital initiatives aren't enough to create influence or growth. When done right, marketing has the ability to make a real impact. But it needs the fuel from customer insights, value communication,
- [The Future is Young](https://www.imd.org/research-knowledge/process-management/books/future-is-young/) - Amid this fast and disorienting pace of change, many are instinctively looking to political leaders and world-renowned experts for answers. As a result, important conversations that should be going on have been conspicuous by their absence. In particular, these are conversations that should involve young people. If new paradigms are emerging that will one day
- [High Performance Boards: A Practical Guide to Improving and Energizing Your Governance](https://www.imd.org/research-knowledge/books/high-performance-boards-a-practical-guide-to-improving-and-energizing-your-governance/) - In the newly revised second edition of High Performance Boards: A Practical Guide to Improving & Energizing your Governance, author Didier Cossin delivers an incisive and practical roadmap to board governance best-practices. Accessible to professionals from a variety of backgrounds, the book lays out the foundational and advanced concepts you'll need to understand to effectively govern a
- [Leadership OS](https://www.imd.org/research-knowledge/leadership/books/leadership-os/) - Based on years of original research, this book controversially counters almost every existing leadership model and approach. It shows how as leaders rise to senior levels, their roles become less about doing things that directly drive results and more about directing and supporting others to achieve objectives. Using case studies and research insights the authors
- [Left Brain, Right Stuff](https://www.imd.org/research-knowledge/books/left-brain-right-stuff/) - Dozens of books have been published recently on the errors and biases that affect our judgments and choices. Drawing on cognitive science, their lessons are excellent for many kinds of decisions - consumer choice and financial investments, for example - but stop short of addressing many of the most important decisions we face in management,
- [From Coal to Biotech](https://www.imd.org/research-knowledge/change-management/books/from-coal-to-biotech/) - This management book documents the remarkable transformation of DSM, first from a coal mining company to a commodity chemicals producer and then in the last two decades to the life sciences & materials sciences company it is today, with its strong focus on biotechnology. The book gives an inside view on the ‘strategic learning cycles’
- [Beyond the Triple Bottom Line](https://www.imd.org/research-knowledge/sustainability/books/beyond-the-triple-bottom-line/) - Many recent books make the case for businesses to become more sustainable, but few explain the specifics. In this book, Francisco Szekely and Zahir Dossa offer a pragmatic new business model for sustainability that extends beyond the traditional framework of the triple bottom line, describing eight steps that range from exploring a vision and establishing
- [Masterpieces of Swiss Entrepreneurship](https://www.imd.org/research-knowledge/entrepreneurship/books/masterpieces-of-swiss-entrepreneurship/) - Switzerland’s concentration of successful small and medium-sized enterprises (SMEs) is both remarkable and inspiring. From Caran d’Ache, the luxury writing instruments leader, to Ricola, many have achieved enviable niche positions in the global export marketplace. A new book by IMD Professor Emeritus Jean-Pierre Jeannet and co-authors Cornelia Amstutz, Thierry Volery and Heiko Bergmann, Masterpieces of Swiss Entrepreneurship, spotlights these successful SMEs. The authors explain in great detail how and why SMEs are a critical element of the Swiss
- [Your Strategy Needs a Strategy](https://www.imd.org/research-knowledge/strategy/books/your-strategy-needs-a-strategy/) - You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win--or forget about a
- [Hostage at the Table](https://www.imd.org/research-knowledge/negotiation/books/hostage-at-the-table/) - George Kohlrieser - an international leadership professor, consultant, and veteran hostage negotiator - explains that it is only by openly facing conflict that we can truly progress through the most difficult business challenges. In this provocative book, he reveals how the proven techniques and psychological insights used in hostage negotiation can be applied successfully to
- [Care, Dare, Share: The Secure Base Coach](https://www.imd.org/research-knowledge/books/care-dare-share-the-secure-base-coach/) - In response to the increasing demands of today's fast-paced, adverse environments, Care, Dare, Share: The Secure Base Coach was developed to help individuals, teams, and organizations thrive. This guide focuses on a transformative approach to coaching that emphasizes resilience, creativity, and adaptive thinking. The playbook provides practical tools for leaders and coaches to support personal and organizational
- [The Circular Business Revolution](https://www.imd.org/research-knowledge/books/the-circular-business-revolution/) - Organisations everywhere are being challenged to become more sustainable: to move from a linear ‘take-make-waste’ approach, towards one that is circular, resource productive, regenerative, and resilient in nature. But it’s hard to put into action without answers to the following questions: How do you overhaul your business while maintaining revenue and profits? How do you
- [Family Philanthropy Navigator](https://www.imd.org/research-knowledge/family-business/books/family-philanthropy-navigator/) - Visit the Family Philanthropy Navigator microsite For bulk orders (more than 100 copies), please contact familybusiness@imd.org Philanthropy is an important and highly rewarding way for individuals and families to make a difference in a rapidly changing world. Like the world around us, philanthropy is changing and transforming, and philanthropic families are seeking out new ways
- [Navigateur de Philanthropie Familiale](https://www.imd.org/research-knowledge/family-business/books/navigateur-de-philanthropie-familiale/) - La philanthropie est une excellente manière, pour des individus et des familles, d'avoir un impact positif dans un monde en évolution rapide. Le secteur philanthropique et les pratiques de générosité se transforment et se professionnalisent. Les familles veulent désormais s'assurer que leurs dons sont efficaces et atteignent leurs objectifs. Qu'elles soient novices ou déjà expérimentées,
- [Talent Intelligence](https://www.imd.org/research-knowledge/organizational-behavior/books/talent-intelligence/) - The challenge with most companies' talent intelligence is that it is just not that intelligent. Having good talent intelligence - an accurate understanding of the skills, expertise, and qualities of people - is essential for the people decisions that all businesses make. Yet despite its vital importance, most organizations appear to be failing at this
- [Changing Employee Behavior 2e](https://www.imd.org/research-knowledge/books/changing-employee-behavior-2e/) - An important part of every manager's job is changing people's behavior: improving someone’s performance, helping them better manage relationships with colleagues, or sometimes even stopping them doing something. Yet, despite the fact that changing people's behavior is such a fundamental skill for managers, there is little in the way of systematic support for them to
- [Strategies for e-Business - 4th ed.](https://www.imd.org/research-knowledge/marketing/books/strategies-for-e-business-4th/) - Presents an overview on developing e-business models, channel management and integration Demonstrates practical use of the concepts and methods using in-depth case studies from a variety of industries Provides tools and methods for implementation of e-business strategies This is the fourth edition of a unique textbook that provides extensive coverage of the evolution, the current
- [The Right Place](https://www.imd.org/research-knowledge/competitiveness/books/the-right-place/) - Why do similar firms succeed in one country but fail in another, irrespective of their strategic choices? Competition and macroeconomics expert, Prof. Arturo Bris, believes that a country’s economic success and national competitiveness is not unlike a cycling race. If you want to ride fast, you need three things: a good bike, to be in good shape, and
- [Wise Family Business](https://www.imd.org/research-knowledge/strategy/books/wise-family-business/) - Wise Family Business aims to help families in business to identify new and better ways of achieving longevity, sustainability and performance. The book presents ground-breaking new insights and practical examples from a range of growing family businesses in which the owning families are visible and, in most cases, have branded the business with their family name.
- [The Digital Supply Chain Challenge](https://www.imd.org/research-knowledge/supply-chain/books/digital-supply-chain-challenge/) - The challenges facing supply chain professionals are changing rapidly. Today, far from focusing on capital expenditures and logistics such as warehousing and distribution, supply chain executives are expected to understand all aspects of the business, appreciate the constraints and expectations of upstream and downstream partners, and possess sufficient technological savvy to navigate the bewildering array
- [Smarter Execution](https://www.imd.org/research-knowledge/strategy/books/smarter-execution/) - Two strategic initiatives out of three fail. They are actually a huge challenge for "more-of-the-same, better-and-better", companies. Indeed, their cross-organization scope violates all principles of silo efficiency. Strategic initiatives are precisely not "more of the same." Smarter Execution identifies seven key steps that managers need to get to grips with if they are to reap the
- [Managing Across Cultures - 3rd ed.](https://www.imd.org/research-knowledge/organizational-culture/books/managing-across-cultures/) - As more and more companies gain a global reach, managing cultural differences is an increasingly important part of every job. This book demonstrates how culture affects management practice, from organisational structure to strategy and human resource management. Drawing upon evidence from the authors’ research, it encourages managers to reconsider, explore and transfer alternative practices across
- [Rewriting Your Leadership Code](https://www.imd.org/research-knowledge/books/rewriting-your-leadership-code/) - Where do your leadership instincts come from and how can you improve them? Stretched by heavy workloads and facing ever more complex environments, leaders increasingly find themselves running on automatic and relying on their instincts. But depending on instincts is a bit like gambling, and as a result, stress levels, mistakes and failure rates are
- [Inspiring Stewardship](https://www.imd.org/research-knowledge/corporate-governance/books/inspiring-stewardship/) - Inspiring Stewardship helps leaders drive sustainable development and growth by balancing short- and long-term objectives amidst competing interests. By examining a range of exceptional individual and organisational stewards alongside insights from quantitative studies, this book unlocks the contributions you can make to enhance your influence and secure your legacy. Profiles of leaders from Ratan Tata
- [The Future of Global Retail](https://www.imd.org/research-knowledge/china/books/the-future-of-global-retail/) - China’s new retail revolution will completely transform how the world thinks about retail and digital innovation. But are we ready? In this book, we share an insider’s perspective on what is happening in China to reveal the future for global retail – and we provide a clear framework to help you prepare. Through a comparative analysis of a huge collection of cases, based on interviews and secondary sources and,
- [Sixteen Shades of Smart](https://www.imd.org/research-knowledge/competitiveness/books/sixteen-shades-of-smart/) - Smart cities are a fast-growing species, and a fascinating field for new experiments in a number of critical areas, ranging from urban planning, sustainable energy, and transport strategies to social integration and talent attraction, to name a few. As leaders and citizens around the world continue to assess, design, implement and improve on ways to
- [The Value Chain Shift](https://www.imd.org/research-knowledge/operations/books/the-value-chain-shift/) - Value chains today have a huge impact on multinational corporations’ right to exist and the way they compete. The future challenges associated with value chains are also huge and include new demands from society, emerging-market strategies, resource scarcity, risk proliferation and other issues. Anticipating and addressing these future challenges are crucial if companies are to
- [Winning Sustainability Strategies](https://www.imd.org/research-knowledge/sustainability/books/winning-sustainability-strategies/) - Despite recent optimism and global initiatives, the implementation of corporate sustainability programs has been slow at best, with less than a third of global companies having developed a clear business case for their approach to sustainability. Presenting numerous award-winning cases and examples from companies such as Unilever, Patagonia, Tumi, DSM and Umicore alongside original ideas
- [Digital Vortex](https://www.imd.org/research-knowledge/strategy/books/digital-vortex/) - Digital disruption sounds like another business buzzword - until it happens to your company. Seemingly out of nowhere, startups and other tech-savvy disruptors attack. Your customers bolt for the door and revenues stall. Senior executives ignore the problem, or turn to yesterday's management playbook. In months instead of years, you've gone from market leader to
- [The Halo Effect - Updated ed.](https://www.imd.org/research-knowledge/leadership/books/the-halo-effect/) - Too many of the most prominent management gurus today make steel-clad guarantees, based on claims of irrefutable research, promising to reveal the secrets of why one company fails and another succeeds, and how you can become the latter. Combining equal measures of solemn-faced hype and a whole body of delusions, statistical and otherwise, these self-styled
- [Created in China](https://www.imd.org/research-knowledge/strategy/books/created-in-china/) - Indisputably, China has become the world's manufacturing powerhouse, accounting for around half of all personal computers, digital cameras and kitchen appliances. However, the country is fast transitioning from low-cost manufacturing to a higher-value, innovation-led economy, a critical transformation that is at the heart of this new title. Companies are the essential engines of the wealth-creation
- [Leap](https://www.imd.org/research-knowledge/strategy/books/leap/) - In today's competitive environment where latecomers can replicate almost any product or service for less, and where expert intuition and market intelligence have been overtaken by machine algorithms, companies can no longer just be very good at what they do. They need to leap to new knowledge disciplines. The best leap repeatedly. And it's the
- [The Family Business Book](https://www.imd.org/research-knowledge/books/the-family-business-book/) - Families are the most prevalent type of business owners in any global economy. But succeeding across generations is tricky, and only a few continue to prosper across generations. The Family Business Book is your comprehensive guide to building a strategy for your entrepreneurial family to prosper now and thrive across generations into the future. With a
- [Hacking Digital](https://www.imd.org/research-knowledge/digital/books/hacking-digital/) - Since the start of the Covid-19 pandemic, digital adoption has accelerated rapidly and is showing no signs of slowing. What was once just desirable is now an essential part of any competitive business, and the phrase “Digital Transformation” has become a corporate mantra in boardrooms around the world. While most executives have moved past the
- [Where the Wild Things Were](https://www.imd.org/research-knowledge/sustainability/books/where-the-wild-things-were/) -  Imagine a planet without dolphins? Without elephants, without lions, without tigers, without whales? This book is written for both children and adults to entertain and educate. Join storytime as Grandma recounts her adventures with an alphabet of wild animals to her granddaughter, Little Dove. But with species loss accelerating at an alarming rate, will
- [ALIEN Thinking](https://www.imd.org/research-knowledge/digital/books/alien-thinking/) - The importance of innovative thinking has come to the forefront this year, as doctors and scientists race for medical treatments and vaccines and we all pivoted on every aspect of public, economic, and personal life in order to navigate the upheaval brought on by the pandemic. In business, conventional approaches to innovation – like design thinking
- [The Six Disciplines of Strategic Thinking](https://www.imd.org/research-knowledge/strategy/books/the-six-disciplines-of-strategic-thinking/) - How did John F. Kennedy put a man on the moon in just under 10 years? What can chess teach us about actionable insights? And why should you shake up a business at a time of great success? All of these questions have their answer in strategic thinking. But what is strategic thinking exactly? Are we born
- [Orchestrating Transformation](https://www.imd.org/research-knowledge/disruption/books/orchestrating-transformation/) - —Building on the global success of Digital Vortex, Orchestrating Transformation describes how to successfully execute your organization’s digital transformation. Company leaders feel the urgency to transform their organizations in the face of digital disruption. New rivals are digitizing whatever can be digitized to attack incumbents’ value chains, gaining market share, eroding margins, and wreaking havoc to the competitive
- [The First 90 Days – updated and expanded](https://www.imd.org/research-knowledge/leadership/books/first-90-days/) - The First 90 Days has been the bestselling globally acknowledged bible of leadership and career transitions since its release. In this updated and expanded 10th-anniversary edition, internationally known leadership transition expert Michael D Watkins gives you the keys to successfully negotiating your next move – whether you’re onboarding into a new company, being promoted internally,
- [Defining Moments](https://www.imd.org/research-knowledge/leadership/books/defining-moments/) - "Defining Moments is a deeply honest, personal and at times moving account of one man's voyage of self-discovery. Through a series of defining moments, Kees shows how personal crises and professional challenges can not only be overcome but can also be used to help give greater purpose and meaning to life - to help make the
- [Resetting Management](https://www.imd.org/research-knowledge/agility/books/resetting-management/) - Management has never been plain sailing. In every era, it faces a new set of challenges. The COVID-19 crisis has amplified and accelerated major shifts that were already underway, transforming the way businesses function. It has also highlighted how ignoring uncertainty is no longer an option for organizations. When faced with the extreme uncertainty brought
- [Master Your Next Move](https://www.imd.org/research-knowledge/transition/books/master-your-next-move/) - Your next professional move can make or break your career. Are you ready? In business, especially today, you are only as successful as your next career transition. Do well, and you'll be on the fast track to even more challenging roles. Fail, and you could irreparably harm your career - and your organization. In his
- [e-Negotiations](https://www.imd.org/research-knowledge/negotiation/books/e-negotiations/) - Practical negotiating skills, including those needed for cross-cultural negotiations have long been taught in classrooms, along with some of the theory that underpins them. Most of this has been based on the notion that negotiation will be interpersonal and face-to-face. In recent years, though, globalization, the telecommunications boom and the ever increasing need for today's
- [Blockchange!](https://www.imd.org/research-knowledge/finance/books/blockchange/) - Blockchain is the mysterious technology behind Bitcoin. It can be used for various purposes and could drastically change our current way of living. Think of a country without a central government or a more task-oriented economy without permanent employment. And what could blockchain mean to your work or your business? If we would like to
- [Wise Wealth](https://www.imd.org/research-knowledge/strategy/books/wise-wealth/) - Creating wealth is difficult. So is managing wealth effectively. Losing wealth is the easiest part. It takes an enlightened approach to understand the future issues and to prepare and plan for the benefit of the next generations. Wise Wealth provides the reader with broad and deep insights into relevant aspects of private wealth and, most importantly,
- [Strategic Supply Chain Management](https://www.imd.org/research-knowledge/operations/books/strategic-supply-chain-management/) - The supply chain is at the heart of every successful business organization's decision-making process. This textbook explains how to create a winning supply chain management strategy by spotlighting how senior executives in European and US companies have turned their supply chains into strategic weapons designed to convert threats, risks and outside pressures into competitive advantages.
- [New Realities](https://www.imd.org/research-knowledge/economics/books/new-realities/) - The book New Realities: Business Dynamics at the Frontiers of Globalization presents a series of assessments of where the global economy may be headed. It builds upon business cases from companies in: Brazil (operating in agribusiness); China (GVCs); India (education); South Africa (sustainable energy); Madagascar (textiles and clothing). The impact of geopolitics, diplomacy, and economic
- [The Digital Supply Chain Challenge 2nd Edition](https://www.imd.org/research-knowledge/supply-chain/books/the-digital-supply-chain-challenge-2nd-edition/) - The challenges facing supply chain professionals are changing rapidly. Today, far from focusing on capital expenditures and logistics such as warehousing and distribution, supply chain executives are expected to understand all aspects of the business, appreciate the constraints and expectations of upstream and downstream partners, and possess sufficient technological savvy to navigate the bewildering array
- [The elea Way](https://www.imd.org/research-knowledge/sustainability/books/the-elea-way/) - Impact investing has become mainstream. The desire to link investments to social goals is no longer a buzzword for do-gooders, but a daily reality for industrial companies, international banks, insurers and fund managers. Yet as globally active companies find themselves increasingly confronted by demands for greater probity and proof they are good corporate citizens, the
- [Care to Dare](https://www.imd.org/research-knowledge/leadership/books/care-to-dare/) - Have you ever been led by someone who cared for you like family, and dared you to achieve more than you ever thought possible for yourself, your organization, and even society? Award-winning author of Hostage at the Table, George Kohlrieser, along with his co-authors Susan Goldsworthy and Duncan Coombe, explain how becoming a secure base leader
- [The Customer Copernicus](https://www.imd.org/research-knowledge/customer-centricity/books/the-customer-copernicus/) - Customers not CEOs determine a company’s success. Yet being customer-led remains elusive for many. It’s why Tesco went from market trader to the third largest retailer in the world then had by a very public collapse, AO went from nothing to leadership of a hugely competitive sector and a £1 billion valuation in 15 years,
- [World Competitiveness Yearbook 2020](https://www.imd.org/research-knowledge/competitiveness/books/world-competitiveness-yearbook-2020/) - The IMD World Competitiveness Yearbook (WCY) is the leading annual report on the competitiveness of countries and has been published by IMD since 1989. It benchmarks the performance of 63 economies based on more than 330 criteria measuring different facets of competitiveness. There are three main sections in the World Competitiveness Yearbook: The Competitiveness Ranking is complemented by several
- [Quest](https://www.imd.org/research-knowledge/strategy/books/quest/) - This book identifies and addresses the seven transformation journeys that are reshaping corporations today. It integrates and builds on the collective experience and learning of IMD's professors, who work directly with many organizations around the world and observe their transformation struggles at close range. By taking a holistic and interdisciplinary view of how organizations are
- [Flex or Fail](https://www.imd.org/research-knowledge/disruption/books/flex-or-fail/) - Independent workers invoice clients but do not have employment contracts. 'Flex or Fail' explores how this number is likely to double in the next 10 years, what impact this will have on work & pay, and how all of us will need to adapt to a new way of working. The book looks at the
- [Pioneers, Hidden Champions, Changemakers, and Underdogs](https://www.imd.org/research-knowledge/china/books/pioneers-hidden-champions-changemakers-and-underdogs/) - Chinese innovators are making their mark globally. Not only do such giants as Alibaba and Huawei continue to thrive and grow through innovation, thousands of younger Chinese entrepreneurs are poised to enter the global marketplace. In this book, Mark Greeven, George Yip, and Wei Wei offer an insiders' view of China's under-the-radar, globally competitive innovators.
- [The Innovative Business School](https://www.imd.org/research-knowledge/leadership/books/the-innovative-business-school/) - Professor Sameh Abadir puts together a roadmap for reform to future-proof academic institutions Business schools are the breeding grounds for the world’s future leaders, who will be tasked with grappling several megatrends and parlaying them into economic development and shared prosperity for all. But how can academic institutions innovate to produce the type of
- [Changing Employee Behavior](https://www.imd.org/research-knowledge/organizational-behavior/books/changing-employee-behavior/) - An important part of every manager's job is changing people's behavior: to improve someone's performance, get them to better manage relationships with colleagues, or to stop them doing something. Yet, despite the fact that changing people's behavior is such an important skill for managers, too many are unsure how to actually go about it. This
- [The Idea Hunter](https://www.imd.org/research-knowledge/strategy/books/the-idea-hunter/) - A different way of discovering and developing the best business ideas. Jack Welch once said, 'Someone, somewhere has a better idea.' In this myth-busting book, the authors reveal that great business ideas do not spring from innate creativity, or necessarily from the brilliant minds of people. Rather, great ideas come to those who are in
- [Execution and Change Fieldbook](https://www.imd.org/research-knowledge/strategy/books/execution-and-change-fieldbook/) - The goal of this fieldbook is to provide you with support in executing and ensuring change around the initiative that you or your team is in charge of. Over the last couple of years of our work with individuals and teams responsible for implementing strategic change, these frameworks have been used successfully in the midst
- [Strategy is Digital](https://www.imd.org/research-knowledge/strategy/books/strategy-is-digital/) - This book presents strategies and practices to allow everyday companies to cope with the fundamentally changing landscape of business models and to take advantage of the huge business opportunities arising from the advent of big data. It develops several case studies from companies in traditional industries like LEGO, Yamato and Mediq, but also examines small
- [Are You a Tiger, a Cat or a Dinosaur?](https://www.imd.org/research-knowledge/leadership/books/are-you-a-tiger-a-cat-or-a-dinosaur/) - Competitiveness, like social networks, sustainable development or climate change, is a topic that has captured the world. Politicians, businessmen and media constantly refer to it. What does it mean? How does it influence our lives? The goal of this book is to move beyond academic analysis and illustrate the day-to-day realities of competitiveness. What are
- [Private Equity 4.0](https://www.imd.org/research-knowledge/finance/books/private-equity-4-0/) - Private Equity 4.0 provides an insider perspective on the private equity industry, and analyzes the fundamental evolution of the private equity asset class over the past 30 years, from alternative to mainstream. The book provides insightful interviews of key industry figures, and case studies of some of the success stories in the industry. It also
- [Thriving in the Future](https://www.imd.org/research-knowledge/sustainability/books/thriving-in-the-future/) - Sustainability and responsible leadership are more than hot boardroom topics. They are the key to a successful future for every company, large or small, across the globe. You have the power to change the world. Thriving in the future: A responsible leader's guide to sustainability will show you how. Morrison and Strebel offer responsible leader’s
- [A Social Strategy](https://www.imd.org/research-knowledge/strategy/books/a-social-strategy/) - Almost no one had heard of social media a decade ago, but today websites such as Facebook, Twitter, and LinkedIn have more than 1 billion users and account for almost 25 percent of Internet use. Practically overnight, social media seems indispensable to our lives--from friendship and dating to news and business. What makes social media
- [Innovation Governance](https://www.imd.org/research-knowledge/corporate-governance/books/innovation-governance/) - Innovation governance is a hot topic in the business world. In a fast-paced business environment, the ability of corporate leaders to build purpose, direction, and focus for innovation is more important than ever. In this book, the authors provide a framework for encouraging and focusing innovation by explaining what innovation governance is, the various models
- [Reinventing Giants](https://www.imd.org/research-knowledge/strategy/books/reinventing-giants/) - Chinese firms are reinventing their business models, their corporate cultures, and themselves, becoming global competitors who increasingly offer knowledge rather than cheap labour in their quest to join the ranks of the "world′s best" companies. This book offers a compelling profile of the most ambitious of these emerging Chinese competitors, the Haier Corporation (the world′s
- [Ready?](https://www.imd.org/research-knowledge/strategy/books/ready/) - What do Indian tractors and iconic America ice-cream companies have in common? Why are leaders of Unilever, Nestlé, and many other global companies redefining their futures? Why does this matter to you? The world is shifting and it’s fast and furious. The world is more connected every day. Global challenges are multiplying – and the
- [Governance in Family Enterprises](https://www.imd.org/research-knowledge/corporate-governance/books/governance-in-family-enterprises/) - Governance in Family Enterprises provides a highly comprehensive and global look at family business governance, incorporating financial, emotional, cultural, and family aspects, to achieve overall success. Featuring extensive interviews with renowned family enterprise owners and incorporating advice from family businesses all over the world, this expert book provides a range of practical ideas, tools, and
- [The Business of Corporate Learning](https://www.imd.org/research-knowledge/organizational-behavior/books/business-of-corporate-learning/) - Corporate learning functions are now an established part of many of the world’s leading multinational firms. In this book, Shlomo Ben-Hur demonstrates how corporate learning can and should have an integral, strategic, role in a company. Based on firsthand experience, Ben-Hur provides a practical guide to setting up or restructuring a corporate learning function within
- [Leading Culture Change in Global Organizations](https://www.imd.org/research-knowledge/leadership/books/leading-culture-change-in-global-organizations/) - Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter uses
- [In the Shadow of the Dragon](https://www.imd.org/research-knowledge/china/books/in-the-shadow-of-the-dragon/) - China’s vision of its place in the world is evolving fast. For the last fifty years, Western companies have dominated the international marketplace and have generally played by the same rules. But Chinese companies are increasingly determined to compete internationally with established Western multinationals. And while many of us may not have heard of these
- [Beyond the Familiar](https://www.imd.org/research-knowledge/marketing/books/beyond-the-familiar/) - Strong customer-focused companies have a clear, relevant promise which they obsessively deliver day-in, day-out. At the same time, they relentlessly drive the market by evolving the offer in the face of market developments and opportunities. Because they meet customer needs better than the competition, again and again, they are able to generate sustainable, profitable, market-leading
- [Generation Jobless?](https://www.imd.org/research-knowledge/entrepreneurship/books/generation-jobless/) - Generation Jobless? uniquely explores the characteristics of both today's and tomorrow's youth and the causes of the youth unemployment crisis. The book takes a global, multi-stakeholder perspective to showcase proven solutions to tackle the crisis. Featuring interviews and input from business leaders, policy makers, educators, entrepreneurs and the Next Generation itself, it offers a positive and constructive look
- [Choosing Change](https://www.imd.org/research-knowledge/strategy/books/choosing-change/) - If there's one certainty in business today, it's this: Change is coming your way. You have no choice in the matter. The choice you do have is either to embrace it or bury your head in the sand. In Choosing Change, ASTD Chairman Walter McFarland and leadership executive coach Susan Goldsworthy offer a proven new model
- [Leading a Surgical Revolution](https://www.imd.org/research-knowledge/entrepreneurship/books/leading-a-surgical-revolution/) - This book describes the 60-year history of the AO Foundation and its impact on the treatment of bone trauma. Originally founded by a group of Swiss surgeons, the AO has since established its osteosynthesis treatment approach to trauma, using surgery and implants, as the global standard. The AO successfully convinced the medical community that surgery
- [先驱、隐形冠军、变革者和弱势者](https://www.imd.org/research-knowledge/china/books/pioneers-hidden-champions-changemakers-and-underdogs-2/) - 中国创新企业正在全球范围内崭露头角。不仅阿里巴巴和华为等巨头通过创新继续茁壮成长，数以千计的年轻中国企业家也随时准备进军全球市场。 在这本书中，Mark Greeven、George S. Yip和Wei Wei提供了内部人士对中国低调的、具有全球竞争力的创新企业的看法。这些作者都是中国创新方面的专家，他们把中国的创新企业分为四类： 先驱，全球知名的大公司； 隐形冠军，在各自领域处于市场领先地位的中型企业； 弱势者，拥有重要知识产权的技术驱动型企业； 变革者，以数字化颠覆、指数增长和跨行业创新为特征的新公司。 作者通过调查这些公司创新类型（产品、流程或商业模式）、竞争战略，以及创新的关键驱动因素，确定了中国企业家进行创新的六种典型方式，包括群体创新（集体追求机会）和快速集中决策。最后，作者关注中国创新如何走向全球，无论是通过在国际上建立研发网络，还是输出颠覆性商业模式的方式。 本书包括了许多中国创新企业和创新的例子，这些例子来自各类从先驱到变革者的公司，包括阿里巴巴、海尔、海康威视、码隆科技、Weihu Solar、摩拜和猎豹移动。

## Centers

- [Digital and AI Transformation](https://www.imd.org/centers/digital-ai-transformation-center/) - The Global Center for Digital and AI Transformation provides world-leading research and analysis on digital transformation and prepares executives to take advantage of digital opportunities, especially AI. These insights also inform IMD’s digital and AI transformation programs for individuals and organizations. As artificial intelligence (AI) continues to reshape industries and revolutionize the way we work, the
- [IMD Family Business Expertise in Asia](https://www.imd.org/centers/gfbc/imd-family-business-center/asia-focus/) - As a global leader in executive education, IMD brings world-class expertise tailored to the unique opportunities and challenges faced by family businesses in Asia.
- [Luxury 2050 Initiative](https://www.imd.org/initiatives/lux/imd-luxury-2050-initiative/) - IMD’s Luxury 2050 initiative aims to help luxury brands navigate the heightened uncertainty and seismic shifts that will redefine luxury in the years to come.
- [Partner Institutes](https://www.imd.org/centers/wcc/world-competitiveness-center/partnerships/)
- [WCC Summit](https://www.imd.org/centers/wcc/world-competitiveness-center/summit/) - The IMD World Competitiveness Summit is an exclusive annual forum coinciding with the release of the 2026 IMD World Competitiveness Ranking.
- [2026 World Competitiveness Ranking](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-competitiveness-ranking/) - A word on "competitiveness" An economy’s competitiveness cannot be reduced to its GDP, productivity, or employment levels; it can be gauged only by considering a complex matrix of political, social, and cultural dimensions. Economic competitiveness is synonymous with people's quality of life, and governments play just as important a role as companies. How? Why? And
- [2026 WCR Methodology](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-competitiveness-ranking/methodology/)
- [Rankings](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/)
- [World Competitiveness Center](https://www.imd.org/centers/wcc/world-competitiveness-center/) - For over 35 years, the IMD World Competitiveness Center has pioneered research on how nations and enterprises compete to lay the foundations for future prosperity. We are dedicated to the advancement of knowledge on world competitiveness by offering benchmarking services for economies and companies using the latest and most relevant data on the subject.
- [World Talent Ranking 2025](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-talent-ranking/) - What do we mean when we talk about talent? Moving the cogs in an economy's productivity system requires the right kind of talent. Let's consider them the oil. The usefulness of this oil depends on all manner of inputs, such as the quality of the education system and the attractiveness of the economy to foreigners.
- [World Digital Competitiveness Ranking 2025](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-digital-competitiveness-ranking/) - 2025 Report Download PDF of full report
- [About](https://www.imd.org/centers/wcc/world-competitiveness-center/about/) - To keep pace with the dynamic reality of competitiveness, we are committed to furthering our research and to broadening our portfolio of activities.
- [Latin America and Caribbean Prosperity Rating](https://www.imd.org/centers/wcc-home/rankings/latam-prosperity-rating/) - Why a report on Latin America and the Caribbean in 2026? In the geopolitical climate of 2026, companies building resilient, quality-focused models close to home are making a wise investment in their long-term prosperity. At the same time, Latin America is increasingly recognized as home to a significant, diverse, and influential group of "middle powers"
- [Africa Prosperity Rating](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/africa-prosperity-rating/) - Why an Africa Prosperity Rating in 2025? The Africa Prosperity Rating is the first step in a planned journey of the World Competitiveness Center to deepen its understanding of prosperity dynamics in developing regions. For African economies, strengthening competitiveness is key to achieving sustainable growth, inclusivity, and global relevance. While competitiveness challenges are not the same the
- [SCI 2026 Methodology](https://www.imd.org/smart-city-observatory/home/methodology/)
- [Gen AI Wheel](https://www.imd.org/centers/digitalandai/gen-ai-wheel/) - Explore the GenAI Wheel, an interactive tool for discovering generative AI concepts, use cases, technologies and trends through a visual experience.
- [China Initiative](https://www.imd.org/initiatives/china/imd-china-initiative/) - The China Initiative provides insight and in-country practice into understanding and thriving in China.
- [Research & Insights Digital and AI](https://www.imd.org/centers/digital-ai-transformation-center/research-insights/) - AI
- [Wellbeing in the Workplace](https://www.imd.org/initiatives/imd-workplace-wellbeing-initiative/) - Well-being in the workplace is critical to creating a resilient, human-centric, organizational culture and promoting employee engagement to accelerate and sustain the performance of your business over time. Through our ground-breaking research and thought leadership, we deliver actionable insights and frameworks that empower people and organizations to thrive in our ambiguous and uncertain world.
- [Future Readiness Center](https://www.imd.org/centers/cfr/imd-center-for-future-readiness/) - Businesses are experiencing a series of seismic shifts as a result of global developments and must stay on top of industry trends to prosper. The Future Readiness Center assists leaders in navigating rapid and frequent changes, enabling them to overcome challenges, foster innovation, and prosper amidst uncertainty. We produce the Future Readiness Indicator, designed to
- [Venturing Ecosystem Initiative](https://www.imd.org/initiatives/ve/imd-venturing-ecosystem-innovation-initiative/) - The Venturing Ecosystem Initiative works with startups, scale-ups, and high-growth, high-impact initiatives to help them construct a resilient organizations.
- [Diversity, Equity & Inclusion](https://www.imd.org/initiatives/dei/imd-diversity-equity-inclusion-initiative/) - We help leaders work toward a more diverse, inclusive, and fair future through our research, thought leadership, programs, and practice-based know-how.
- [Center for Sustainable & Inclusive Business](https://www.imd.org/centers/sustainability/imd-sustainable-business-center/) - A complete business transformation journey Sustainability is now an essential element of business strategy
- [Global Board Center](https://www.imd.org/centers/board/imd-board-center/) - Discover the Global Board Center programs for board performance, board education, and corporate governance advisory at IMD Executive Education.
- [Enterprise for Society Center](https://www.imd.org/centers/e4s/imd-enterprise-for-society-center/) - The Enterprise for Society Center (E4S) is a research and action center created by three institutes of academic excellence: the University of Lausanne through its Faculty of Business and Economics (UNIL-HEC), the Institute for Management Development (IMD), and the Ecole Polytechnique Fédérale de Lausanne (EPFL) under the stewardship of its College of Management Technology. Our
- [Global Family Business Center](https://www.imd.org/centers/gfbc/imd-family-business-center/) - Established in 1988, we are a world-leading center of excellence in research, education, and outreach for family enterprises globally. We help family businesses, their boards, and executives become the best version of themselves to ensure family unity and multi-generational success. The IMD Global Family Business Center’s work informs a series of open educational programs in
- [Centers & Initiatives](https://www.imd.org/centers-initiatives/)
- [AI Safety Clock](https://www.imd.org/centers/digital-ai-transformation-center/aisafetyclock/) - The IMD AI Safety Clock is a tool designed to evaluate the risks of Uncontrolled Artificial General Intelligence (UAGI) – autonomous AI systems that operate without human oversight and could potentially cause significant harm. Our mission is to evaluate and communicate these risks to the public, policymakers, and business leaders, helping ensure the safe development
- [About](https://www.imd.org/initiatives/imd-workplace-wellbeing-initiative/about/) - Burnout, stress, anxiety and depression and absenteeism are among the most critical business problems of our time, with an estimated annual cost to the global economy of $1 billion. The Workplace Well-being Initiative sits at the frontier of research into employee mental health and well-being, creating new insights, new frameworks and actionable ideas to bolster
- [Center for Social Innovation](https://www.imd.org/centers/csi/imd-center-for-social-innovation/) - Social innovation creates novel solutions for the benefit of global society by addressing social and environmental needs more efficiently and effectively than current policies and businesses do. The Center for Social Innovation develops and shares cutting-edge research and pedagogical content that help leaders in business, government, and civil society navigate the challenges of initiating and implementing positive
- [Global Family Business Award](https://www.imd.org/centers/gfbc/imd-family-business-center/global-family-business-award/)
- [City Comparison](https://www.imd.org/smart-city-observatory/home/city-comparison/)
- [Smart City Index Results](https://www.imd.org/smart-city-observatory/home/rankings/)
- [Smart City Index 2026 - The Ranking](https://www.imd.org/smart-city-observatory/home/) - What are smart cities, as seen through the eyes of their people? The WCC defines a 'smart city' as one that strikes a good balance between its economic prowess (jobs and business activity included), applied technology, environmental concerns, and inclusiveness. The end goal? To facilitate a high quality of life for those living there.The Center
- [Smart City Index 2025 - The Ranking](https://www.imd.org/smart-city-observatory/home/) - Why measure cities' smartness? IMD produces a yearly Smart City Index offering a balanced focus on economic and technological aspects of smart cities on the one hand, and “humane dimensions” of smart cities (quality of life, environment, and inclusiveness) on the other. In this sixth edition, survey answers to the question “Is finding housing with
- [Women in business](https://www.imd.org/initiatives/leadership/women-in-business/) - Insights from leading female faculty, mentors, women in business, and alumni shaping the future of global business leadership.
- [Research & Insights](https://www.imd.org/centers/gfbc/imd-family-business-center/research-insights/) - Through our research and work with family businesses, we have gained extraordinary insights into the dynamics that can drive family business.
- [Global Family Business – About](https://www.imd.org/centers/gfbc/imd-family-business-center/about/) - Advisory We are devoted to helping families achieve multi-generational success for their families, ownership groups, enterprises, and financial wealth. We provide services that transform families and owners into more capable, better organized, and more united groups while supporting their enterprises, management teams, boards, and financial wealth to thrive over generations. We offer highly specialized advisory
- [Programs](https://www.imd.org/centers/board/imd-board-center/programs/) - IMD board programs: Research-based excellence The IMD Board Center works with boards around the world to understand what truly drives effective governance. Through research, advisory work, and close collaboration with leaders like you, we’ve seen the realities of today’s boardrooms – complex decisions, competing stakeholders, and a fast-changing governance landscape. This isn’t textbook theory. It’s practical expertise, shaped by real challenges and delivered in formats that fit your needs: A wide
- [Research & Insights](https://www.imd.org/initiatives/imd-workplace-wellbeing-initiative/research-insights/)
- [About](https://www.imd.org/centers/board/imd-board-center/about/) - Our legacy We have dedicated our thinking and resources to supporting boards for more than forty years.
- [About ](https://www.imd.org/centers/cfr/imd-center-for-future-readiness/about/)
- [KPI Project](https://www.imd.org/centers/digital-ai-transformation-center/kpiproject/) - Digital transformation is important but extremely challenging. Organizations invest funds, involve people, and spend significant amount of time and energy on digital transformation projects, but due to inadequate key performance indicators (KPIs), they often have only a vague sense of how their initiatives are going. Thus, it is no wonder that more than 80% of
- [About Digital and AI](https://www.imd.org/centers/digital-ai-transformation-center/about/) - Our programs Our research informs our rich portfolio of in-person, live, and online digital and AI transformation programs aimed at equipping you with the latest tools, knowledge, and skills to understand data, harness digital disruption, and prepare yourself for a digital future that is happening now. Explore our digital & AI programs
- [Hanne de Mora Board Excellence Award](https://www.imd.org/centers/board/imd-board-center/award/) - The Hanne de Mora Board Excellence Award honors outstanding IMD women graduates who exemplify excellence, leadership, and governance impact.
- [Programs](https://www.imd.org/centers/cfr/imd-center-for-future-readiness/programs/) - IMD future-readiness programs: Research-powered transformation Since 2020, the IMD Center for Future Readiness has been dedicated to helping organizations not just respond to change but actively shape it. Through in-depth research, executive education, and close collaboration with global leaders, we’ve uncovered what truly enables companies to thrive in uncertainty – and we’ve packaged these insights into actionable learning experiences to help you innovate, scale and redesign your
- [AI Maturity - Methodology](https://www.imd.org/artificial-intelligence-maturity-index/methodology/) - The 2025 AI Maturity Index is composed of the top 300 companies listed in the 2024 Forbes 2000 list. The scoring for each company is a summation of the resulting score in each of the three components below: 1. Content similarity analysis Machine learning algorithms were used to analyze the content similarity of corporate texts,
- [AI Maturity - Overview](https://www.imd.org/artificial-intelligence-maturity-index/) - The AI Maturity Index evaluates an organization’s AI maturity across five key dimensions to determine how effectively an organization leverages AI technologies to transform its business operations and strategies. 1. Strong executive support AI maturity starts with strong leadership commitment and executive involvement. This is demonstrated by a declared corporate AI strategy, the appointment of
- [AI Maturity Ranking 2025](https://www.imd.org/artificial-intelligence-maturity-index/results-2025/)
- [Methodology WDCR 2025](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-digital-competitiveness-ranking/methodology/)
- [WCR-Rankings](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-competitiveness-ranking/rankings/wcr-rankings/) - World Competitiveness Ranking
- [Sustainable Trade Index](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/sustainable-trade-index/) - This is a joint annual ranking and accompanying report of 30 global economies, carried out by the IMD World Competitiveness Center and the Hinrich Foundation. They share the belief that responsible government policy and farsighted corporate decision-making can harness the many positive elements of trade while mitigating the less desirable ones. Download the full methodology here Want
- [Research & Insights](https://www.imd.org/initiatives/ve/imd-venturing-ecosystem-innovation-initiative/research-insights/) - Interactions with entrepreneurs and learnings about what it takes for a new venture to succeed inform our extensive academic research and regular case studies.
- [Research & Insights](https://www.imd.org/initiatives/dei/imd-diversity-equity-inclusion-initiative/research-insights/) - IMD’s faculty and research teams regularly publish important research on diversity, equity and inclusion.
- [Research & Insights](https://www.imd.org/initiatives/lux/imd-luxury-2050-initiative/research-insights/) - IMD’s faculty and research teams regularly publish important research on the challenges and transformations luxury brands are experiencing.
- [Research & Insights](https://www.imd.org/initiatives/china/imd-china-initiative/research-insights/) - IMD develops cutting-edge research on Chinese companies and China’s role in the world.
- [Research & Insights](https://www.imd.org/centers/wcc/world-competitiveness-center/research-insights/) - Discover the latest research & insights from the IMD World Competitiveness Center.
- [Research & Insights](https://www.imd.org/centers/sustainability/imd-sustainable-business-center/research-insights/) - We produce world-class research with actionable insights on sustainable business, social innovation, and philanthropy.
- [Research & Insights](https://www.imd.org/centers/csi/imd-center-for-social-innovation/research-insights/)
- [Research & Insights](https://www.imd.org/centers/board/imd-board-center/research-insights/) - We address real-world issues in ways that can be used by boards to improve their performance and play a strategic role in their company’s success. We express aim of developing boards into the competitive advantage that the complexity of today’s world requires. Our research portfolio focuses on connecting theory to the real world of boards.
- [Research & Insights](https://www.imd.org/centers/cfr/imd-center-for-future-readiness/research-insights/) - Businesses are experiencing a series of seismic shifts as a result of global developments and must stay on top of industry trends to prosper.
- [Global Board Center – IMD Board Community](https://www.imd.org/centers/board/imd-board-center/imd-board-community/) - The Board Community is dedicated to fostering the sharing of experiences and the latest governance thinking to enhance the effectiveness of boards and board members worldwide. Through dynamic discussions focused on leading board practice, governance through leadership and the latest trends, and interactive events, members gain insights and build relationships to help them drive governance
- [About](https://www.imd.org/centers/sustainability/imd-sustainable-business-center/about/) - In 2023, we published two FT50 articles, 14 conference papers, 14 original cases, eight other practitioner articles, and 60 I by IMD articles. We also published or contributed to more than 100 pieces of philanthropy research content, including 11 FT50 articles. As part of our Diversity, Equity, and Inclusion initiative, we published two FT50 academic journals, 56 I
- [About](https://www.imd.org/centers/csi/imd-center-for-social-innovation/about/) - Our programs Driving Innovation Finance for Impact The Driving Innovative Finance for Humanitarian Impact program builds organizational capability to lead innovative finance initiatives in the humanitarian and development space. Participants identify an advanced high-impact humanitarian and/or development challenge and gain all the necessary tools and skills to further their project successfully and co-create an innovative
- [Research & Insights](https://www.imd.org/initiatives/vami/venture-asset-management-initiative/research-insights/) - Through our research, we aim to expand the general body of knowledge on venture investing and venture asset management.
- [China Indicator 2025](https://www.imd.org/initiatives/china/imd-china-initiative/china-indicator/) - To understand how well companies are faring in China, we did some research. The indicator analyzes resilience and future readiness of the Chinese Market.
- [Apparel ranking 2025](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/apparel-2025/) - What are the most competitive and innovative apparel companies in China? Here you will find a ranking of the top companies that are thriving in China.
- [Technology ranking 2025](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/technology-2025/) - What are the most competitive and innovative technology companies in China? Here you will find a ranking of the top companies that are thriving in China.
- [Pharmaceutical ranking 2025](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/pharmaceutical-2025/) - What are the most competitive and innovative pharmaceutical companies in China? Here you will find a ranking of the top companies that are thriving in China.
- [New Energy Vehicle](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/new-energy-vehicle-2024/) - How has China’s automotive sector made the journey to where it is today? What has driven this focus and dynamic growth and what are its prospects? Discover here
- [Automotive](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/automotive/) - How has China’s automotive sector made the journey to where it is today? What has driven this focus and dynamic growth and what are its prospects? Discover here
- [Smart City Observatory 2021](https://www.imd.org/smart-city-observatory/home/2021/) - Smart City Observatory In 2017, our two institutions, IMD and Singapore University of Technology and Design (SUTD), decided to join forces to produce a smart city index offering a balanced focus on economic and technological aspects of smart cities on the one hand, and “humane dimensions” of smart cities (quality of life, environment, inclusiveness) on
- [About](https://www.imd.org/initiatives/dei/imd-diversity-equity-inclusion-initiative/about/) - The value of creating a diverse and inclusive workforce has been proven many times over. However, it isn't only about the business case. It is also about doing the right thing. In our work with more than 11,000 senior executives each year, we actively challenge the biases – conscious or subconscious – that we encounter.
- [About](https://www.imd.org/initiatives/ve/imd-venturing-ecosystem-innovation-initiative/about/) - Since 1998, IMD EMBAs and MBAs have collaborated with over 500 Swiss startups and helped strengthen the entrepreneurial ecosystem.
- [About](https://www.imd.org/centers/e4s/imd-enterprise-for-society-center/about/) - Visit the E4S website Meet the team Our programs Master of Science in Sustainable Management and Technology (SMT) We are training the next generation of leaders through our SMT Master Program. It offers graduates with a bachelor’s degree in Economics, Management or Engineering who are passionate about sustainability the essential technical and economic skills needed
- [Sustainability Toolkits](https://www.imd.org/centers/sustainability/imd-sustainable-business-center/sustainability-toolkits/) - Future Back Companies are often held back in developing ambitious sustainability strategies due to other pressing priorities. Using our Future Back approach, we support organizations in shaping a sustainable future. This tool urges executives to temporarily disengage from daily concerns to envision an aspirational future where ambitious sustainability goals have been met. From there, we
- [Event](https://www.imd.org/event/2024-04-18/imd-social-entrepreneurship-conference/) - The Annual Social Entrepreneurship Conference, is the largest academic gathering of its kind globally, convening scholars, students, practitioners and keynote speakers from around the world.
- [Pharmaceutical](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/pharmaceutical-2024/) - In our 2024 China Company Transformation Indicator, the IMD team investigated the top pharmaceutical companies in China. Discover the pharmaceutical ranking.
- [Food & Beverage ranking](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/food-and-beverage/) - What are the most competitive and innovative food and beverage companies in China? Here you will find a ranking ofr 25 companies that are thriving in China.
- [New Materials](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/new-material-2024/)
- [Food and Beverage ranking 2024](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/food-and-beverage-2024/) - What are the most competitive and innovative food and beverage companies in China? Here you will find a ranking of the 25 companies are thriving in China.
- [Apparel](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/apparel-2024/) - IMD China Company Competitiveness Indicator in the Apparel Industry shows which companies are changing the game for the chinese retail, local and international.
- [Technology](https://www.imd.org/initiatives/china/imd-china-initiative/indicator/technology/) - Chinese tech sector companies are facing challenges, as many of them have been battered by strict regulatory oversight with data security concerns. Read more!
- [About](https://www.imd.org/initiatives/lux/imd-luxury-2050-initiative/about/) - Luxury 2050 Forum The IMD Luxury 2050 Forum is a respected community that supports its members development and continuous learning. The community is made up of several hundred IMD alumni, working across a wide range of luxury industries. This is an ideal networking space for those working in the luxury brand industry. Join the forum
- [About](https://www.imd.org/initiatives/vami/venture-asset-management-initiative/about/) - Our programs
- [About](https://www.imd.org/initiatives/china/imd-china-initiative/about/) - IMD's China Initiative provides global executives with practical resources on how to thrive in China and enables Chinese companies to succeed in a global world.
- [Social Entrepreneurship Initiative](https://www.imd.org/centers/csi/imd-center-for-social-innovation/social-entrepreneurship-initiative/) - Harnessing the power of entrepreneurship to drive positive societal change.
- [Partnerships](https://www.imd.org/centers/sustainability/imd-sustainable-business-center/partnerships/)
- [Programs](https://www.imd.org/centers/global-family-business-overview/programs/)
- [World Digital Comparison](https://www.imd.org/centers/world-digital-comparison/)
- [World Digital Ranking Results](https://www.imd.org/centers/world-digital-ranking/)
- [Compare Results-World Competitiveness Ranking](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-competitiveness-ranking/compare-results/)
- [Compare Results-World Digital Competitiveness Ranking](https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-digital-competitiveness-ranking/compare-results/)
- [Inclusive Future](https://www.imd.org/initiatives/dei/inclusive-future/) - IMD Research on Diversity, Equity & Inclusion

## Events

- [2026-07-09-Leadership Programs | Masterclass & information session ](https://www.imd.org/event/leadership/2026-07-09/masterclass-information-session/) - Join us for a taste of IMD programs on 9 July 2026. Don’t miss this stimulating and interactive masterclass on the theme of “The most unfair thing about leadership”.
- [2026-07-30- SEA Events- Service Innovation: Orchestrating Value Co-creation Across Multi-actor Ecosystems | OWP Masterclass](https://www.imd.org/event/value-creation/2026-07-30/sea-masterclass/) - Join Professor Yoshinori Fujikawa to explore the shift from firm-centric value creation to ecosystem orchestration and its implications for leaders.
- [2026-08-06- SEA Events- Leading Through Disruption: The Five Leadership Muscles | LHI Masterclass ](https://www.imd.org/event/leadership/2026-08-06/sea-masterclass/) - Join Professor Ben Bryant to unpack the five leadership muscles leaders need that underpin effective leadership amid disruption.
- [2026-08-18- EMBA- Online Masterclass](https://www.imd.org/event/emba/2026-08-18/masterclass-information-session/) - Join our live learning session for a taste of IMD with Professor Frédéric Dalsace on 18 August 2026.
- [2026-09-29-Board Programs | Masterclass & information session](https://www.imd.org/event/board/2026-09-29/masterclass-information-session/) - Don’t miss this engaging masterclass, “From executive to non-executive”. In addition, you’ll discover our complete portfolio of board programs.
- [2026-11-10-Sustainable business programs | Masterclass & information session ](https://www.imd.org/event/sustainability/2026-11-10/masterclass-information-session/) - Join us for this stimulating and interactive masterclass on how to turn resource risk and market disruption into strategic opportunity.
- [2026-11-12-General Management Programs | Masterclass & information session](https://www.imd.org/event/management/2026-11-12/masterclass-information-session/) - Join our masterclass for a taste of IMD programs with Professor José Parra Moyano on 12 November 2026.
- [2026-08-27-Coms-Book Club](https://www.imd.org/event/leadership/2026-08-27/book-club/) - Discover how to turn generational diversity into a competitive advantage, improving collaboration, decision-making, and team performance.
- [2026-08-18-IECC program information session](https://www.imd.org/event/coaching/2026-08-18/information-session/) - Find out everything you need about the IMD Executive Coaching Certificate program. Join us for this online session on 18 August 2026 to discuss your leadership aspirations with our Program Advisor and learn how IMD can support you in attaining your objectives.
- [2026-07-08-09-SEA Events- IMD HR Leaders Summit: The HR Mandate – Building Future-Ready Organizations ](https://www.imd.org/event/leadership/2026-07-08-09/roundtable/) - Join Professor Mark Greeven and Professor Arnaud Chevallier to explore the evolving role of HR in shaping enterprise leadership.
- [2026-09-03-Leadership Programs | IECC | Masterclass & information session ](https://www.imd.org/event/coaching/2026-09-03/masterclass-information-session/) - Join us for a taste of IMD Executive Coaching Certificate program on 3 September 2026. Don’t miss this stimulating and interactive masterclass on the theme of “From leader to coach: How to navigate coaching-driven career transitions" with Professor Séverine Jourdain
- [2026-09-08- Career progression programs information session](https://www.imd.org/event/management/2026-09-08/information-session/) - Find out which career progression programs is right for you during our info session on 8 September 2026. IMD’s career progression programs are designed to help you achieve your full potential and make a positive impact as you move forwards in your career.
- [2026-08-04- Career progression programs information session](https://www.imd.org/event/management/2026-08-04/information-session/) - Find out which career progression programs is right for you during our info session on 4 August 2026. IMD’s career progression programs are designed to help you achieve your full potential and make a positive impact as you move forwards in your career.
- [2026-07-21- Career progression programs information session](https://www.imd.org/event/management/2026-07-21/information-session/) - Find out which career progression programs is right for you during our info session on 21 July 2026. IMD’s career progression programs are designed to help you achieve your full potential and make a positive impact as you move forwards in your career.
- [2026-08-25- Career progression programs information session](https://www.imd.org/event/management/2026-08-25/information-session/) - Find out which career progression programs is right for you during our info session on 21 July 2026. IMD’s career progression programs are designed to help you achieve your full potential and make a positive impact as you move forwards in your career.
- [2026-10-20- Career progression programs information session](https://www.imd.org/event/management/2026-10-20/information-session/) - Find out which career progression programs is right for you during our info session on 20 October 2026. IMD’s career progression programs are designed to help you achieve your full potential and make a positive impact as you move forwards in your career.
- [2026-10-06- Career progression programs information session](https://www.imd.org/event/management/2026-10-06/information-session/) - Find out which career progression programs is right for you during our info session on 6 October 2026. IMD’s career progression programs are designed to help you achieve your full potential and make a positive impact as you move forwards in your career.
- [2026-07-22-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-07-22/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right for you during our session on 22 July 2026.
- [2026-10-07-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-10-07/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right during our session on 7 October 2026.
- [2026-11-25-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-11-25/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right during our session on 25 November 2026.
- [2026-11-04-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-11-04/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right during our session on 4 November 2026.
- [2026-10-21-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-10-21/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right during our session on 21 October 2026.
- [2026-09-09-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-09-09/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right during our session on 9 September 2026.
- [2026-08-26-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-08-26/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right for you during our session on 26 August 2026.
- [2026-08-05-  Top management programs information session](https://www.imd.org/event/topmanagement/2026-08-05/information-session/) - IMD’s programs are designed to help you achieve your full potential as a leader. Find out which top management program is right for you during our session on 5 August 2026.
- [2026-10-06- EMBA- Online Masterclass](https://www.imd.org/event/emba/2026-10-06/masterclass-information-session/) - Join our live learning session for a taste of IMD with Professor Amit Joshi on 6 October 2026.
- [2026-12-15-Online programs information session](https://www.imd.org/event/online/2026-12-15/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 15 December 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-11-24-Online programs information session](https://www.imd.org/event/online/2026-11-24/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 24 November 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-11-10-Online programs information session](https://www.imd.org/event/online/2026-11-10/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 10 November 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-10-27-Online programs information session](https://www.imd.org/event/online/2026-10-27/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 27 October 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-10-13-Online programs information session](https://www.imd.org/event/online/2026-10-13/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 13 October 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-09-29-Online programs information session](https://www.imd.org/event/online/2026-09-29/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 29 September 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-09-08-Online programs information session](https://www.imd.org/event/online/2026-09-08/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 8 September 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-08-25-Online programs information session](https://www.imd.org/event/online/2026-08-25/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 25 August 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-08-11-Online programs information session](https://www.imd.org/event/online/2026-08-11/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 11 August 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-07-28-Online programs information session](https://www.imd.org/event/online/2026-07-28/information-session/) - Find out which online program is right for you. Join our Program Advisor for this online session on 28 July 2026 to discuss your management aspirations and learn how IMD can support you in attaining your objectives.
- [2026-07-21-IMD MBA career information session](https://www.imd.org/event/mba/2026-07-21/information-session/) - Are you ready to take the next big step in your personal and professional development? Join our IMD MBA career information session on 21 July 2026.
- [2026-10-20-IMD MBA program information session](https://www.imd.org/event/mba/2026-10-20/information-session/) - Are you ready to take the next big step in your personal and professional development? Join our IIMD MBA program information session on 20 October 2026.
- [2026-09-01-IMD MBA admissions & scholarship](https://www.imd.org/event/mba/2026-09-01/admissions-scholarship-tips/) - Are you ready to take the next big step in your personal and professional development? Join our IIMD admissions & scholarship tips on 1 September 2026.
- [2026-08-10-MBA on campus visit](https://www.imd.org/event/degrees/2026-08-10/campus-visit/) - Are you ready to take the next big step in your personal and professional development? Join our on campus visit in Lausanne on 10 August 2026.
- [2026-12-15-IMD MBA program information session](https://www.imd.org/event/mba/2026-12-15/information-session/) - Are you ready to take the next big step in your personal and professional development? Join our IIMD MBA program information session on 15 December 2026.
- [2026-11-17-IMD MBA program information session](https://www.imd.org/event/mba/2026-11-17/information-session/) - Are you ready to take the next big step in your personal and professional development? Join our IIMD MBA program information session on 17 November 2026.
- [2026-11-03-IMD MBA career information session](https://www.imd.org/event/mba/2026-11-03/information-session/) - Are you ready to take the next big step in your personal and professional development? Join our IMD MBA career information session on 3 November 2026.
- [2026-10-09-MBA on campus visit](https://www.imd.org/event/degrees/2026-10-09/campus-visit/) - Are you ready to take the next big step in your personal and professional development? Join our on campus visit in Lausanne on 9 October 2026.
- [2026-12-08-EMBA program information session](https://www.imd.org/event/emba/2026-12-08/information-session/) - Whether you’re looking to excel in your current role or venture into new professional realms, our EMBA is ranked as a catalyst for career progression.
- [2026-10-29-EMBA program information session](https://www.imd.org/event/emba/2026-10-29/information-session/) - Whether you’re looking to excel in your current role or venture into new professional realms, our EMBA is ranked as a catalyst for career progression.
- [2026-09-17-EMBA program information session](https://www.imd.org/event/emba/2026-09-17/information-session/) - Whether you’re looking to excel in your current role or venture into new professional realms, our EMBA is ranked as a catalyst for career progression.
- [2026-08-06-EMBA program information session](https://www.imd.org/event/emba/2026-08-06/information-session/) - Whether you’re looking to excel in your current role or venture into new professional realms, our EMBA is ranked as a catalyst for career progression.
- [2026-07-16-EMBA program information session](https://www.imd.org/event/emba/2026-07-16/information-session/) - Whether you’re looking to excel in your current role or venture into new professional realms, our EMBA is ranked as a catalyst for career progression.
- [2026-07-07-08-SEA Events- IMD Discovery Event: Strategic Clarity in an Uncertain World](https://www.imd.org/event/strategy/2026-07-07-08/nexus-discovery-event/) - Join Professor Arnaud Chevallier to explore practical approaches to sharper thinking and smarter decisions in uncertain times.
- [2026-08-27-Board & Governance information session](https://www.imd.org/event/board-governance/2026-08-27/information-session/) - Find out everything you need about IMD's Board & Governance programs and diplomas. Join us for this online session on 27 August 2026 to discuss your leadership aspirations with our Program Advisor and learn how IMD can support you in attaining your objectives.
- [2026-07-16 B2B Digital| Masterclass & information session](https://www.imd.org/event/ai-transformation/2026-07-16/masterclass/) - Join our masterclass for a taste of IMD with Professor Amit Joshi on 16 July 2026.
- [2026-09-10-family business programs information session](https://www.imd.org/event/family-business/2026-09-10/information-session/) - Find out which family business program is right for you. Join us for this online session on 10 September 2026 to discuss your aspirations with our program advisors and learn how IMD can support you in attaining your objectives.
- [2026-11-26-IECC program information session](https://www.imd.org/event/coaching/2026-11-26/information-session/) - Find out everything you need about the IMD Executive Coaching Certificate program. Join us for this online session on 26 November 2026 to discuss your leadership aspirations with our Program Advisor and learn how IMD can support you in attaining your objectives.
- [2026-09-17-Sustainability programs information session](https://www.imd.org/event/sustainability/2026-09-17/information-session/) - Find out which sustainable business program is right for you during on 17 September 2026. Our programs are crafted to equip you with the knowledge and strategies to navigate the intricacies of sustainable transformation.
- [2026-12-01-Leadership programs information session](https://www.imd.org/event/leadership/2026-12-01/information-session/) - Find out which leadership program is right for you. Join us for this online session on 1 December to discuss your leadership aspirations with our Program Advisors and learn how IMD can support you in attaining your objectives.
- [2026-11-03-Leadership programs information session](https://www.imd.org/event/leadership/2026-11-03/information-session/) - Find out which leadership program is right for you. Join us for this online session on 3 November to discuss your leadership aspirations with our Program Advisors and learn how IMD can support you in attaining your objectives.
- [2026-09-01-Leadership programs information session](https://www.imd.org/event/leadership/2026-09-01/information-session/) - Find out which leadership program is right for you. Join us for this online session on 1 September to discuss your leadership aspirations with our Program Advisors and learn how IMD can support you in attaining your objectives.
- [2026-08-04-Leadership programs information session](https://www.imd.org/event/leadership/2026-08-04/information-session/) - Find out which leadership program is right for you. Join us for this online session on 4 August 2026 to discuss your leadership aspirations with our Program Advisors and learn how IMD can support you in attaining your objectives.
- [2026-12-08-Digital Transformation Programs information session](https://www.imd.org/event/digital-transformation/2026-12-08/information-session/) - Find out which AI and digital transformation program is right for you. Join us for this online session on 8 December 2026 to discuss your digital business aspirations and learn how IMD can support you in attaining your objectives.
- [2026-10-06-Digital Transformation Programs information session](https://www.imd.org/event/digital-transformation/2026-10-06/information-session/) - Find out which AI and digital transformation program is right for you. Join us for this online session on 6 October 2026 to discuss your digital business aspirations and learn how IMD can support you in attaining your objectives.
- [2026-09-08-Digital Transformation Programs information session](https://www.imd.org/event/digital-transformation/2026-09-08/information-session/) - Find out which AI and digital transformation program is right for you. Join us for this online session on 8 September 2026 to discuss your digital business aspirations and learn how IMD can support you in attaining your objectives.
- [Fairness for all: A dialogue on majority concerns in the wake of minority advancement | Discovery event](https://www.imd.org/event/fairness-for-all-discovery-event/) - Join us to discuss the most pressing DE&I opportunities and dilemmas that organizations face today.
- [Our future with AI  | Discovery event](https://www.imd.org/event/our-future-with-ai-discovery-event/) - Join us at our Discovery Event on May 16th to discuss AI and its business applications.
- [2022-08-26-Africa & Middle East Challenge](https://www.imd.org/event/mba/assessment-challenges/2022-08-26/africa-middle-east/) - As a citizen or resident of a country in Africa or the Middle East, we invite you to join this ‘Create our Future’ challenge for your chance to win a place in our MBA Class of 2023, plus a CHF 40,000 scholarship towards your tuition
- [2022-08-27-26-Americas Assessment Challenge](https://www.imd.org/event/mba/assessment-challenges/2022-08-26/americas/) - At IMD, we always want to support diversity and talent and are looking to award someone from the Americas a place in our MBA Class of 2023, plus a CHF 40,000 scholarship towards their tuition.
- [2022-03-26-25- Asia Assessment Challenge](https://www.imd.org/event/mba/assessment-challenges/2022-03-25/asia/) - The IMD MBA is ranked #1 by Forbes for ROI because it is the natural home for talented, experienced and ambitious women and men who are determined to make our world a better place. We invite you to join them on 25-26 March 2022
- [2023-03-15- AC- Women Leaders 1 Assessment Challenge](https://www.imd.org/event/2023-03-15-ac-women-leaders-1-assessment-challenge/) - IMD wants to celebrate, support, and raise the profile of women in business and strengthen the dynamic network of women across our programs. This year we will award a CHF 40,000 scholarship tuition and a place in our MBA Class of 2024 to an individual who showcases their potential to create sustainable impact.
- [Forté scholarships for women](https://www.imd.org/event/forte-scholarships-women/) - Forté and IMD unite to empower women in business, fostering educational access, career paths, and networking with thriving women. Proud to promote gender parity
- [2026-09-10- EMBA Masterclass - Zurich](https://www.imd.org/event/emba/2026-09-10/masterclass-information-session/) - Your opportunity to experience the IMD classroom learning. Join a complementary Masterclass in Zurich and get all your questions answered on 10 September 2026.

## News

- [From the stock exchange to social impact ](https://www.imd.org/news/from-the-stock-exchange-to-social-impact/) - Sara Flach Svedjedal (EMBA 2017) left Stockholm to help launch Dubai’s new stock exchange aged just 23. While navigating this fast-paced Gulf city, she formed a life-changing friendship with a Nepalese guest worker, inspiring her to start a charity after a devastating earthquake struck his homeland.
- [The IMD Board Director Diploma: A mindset shift](https://www.imd.org/news/board/the-imd-board-director-diploma-a-mindset-shift/) - Hans Peter Bär still recalls the moment he walked into one of his first sessions of the IMD Board Director Diploma. The room was empty. There were no chairs, no tables – just an open, empty space. It was an unconventional setup, but it set the tone for what would become a transformational journey. The Hans Peter Bär, a managing director and senior executive at a leading international financial services firm, shares how IMD's Board Director Diploma transformed his perspective on board leadership and instilled in him a desire to give back to aspiring directors.
- [IMD President David Bach named International Educator of the Year](https://www.imd.org/news/leadership/imd-president-david-bach-named-international-educator-of-the-year/) - This prestigious honor recognizes Professor Bach’s exceptional leadership and lasting contributions to international business education across continents. The AIB International Educator of the Year Award is presented annually to an educational leader who has advanced outstanding international business programs, championed faculty excellence, and created transformative learning experiences for students through innovative curricula, global partnerships, and
- [Rosemary Leith Berners-Lee and Marc Carena elected to the IMD Foundation Board](https://www.imd.org/news/board/rosemary-leith-berners-lee-and-marc-carena-elected-to-the-imd-foundation-board/) - Rosemary Leith Berners-Lee and Marc Carena were elected to the IMD Foundation Board at its meeting on 21 May 2026 and will formally assume their positions on 1 January 2027. Leith Berners-Lee is a board director and advisor with deep expertise in technological innovation and corporate governance. She currently serves as board director at Proton
- [The rest of the iceberg](https://www.imd.org/news/entrepreneurship/the-rest-of-the-iceberg/) - Every evening, after her children went to bed, Sandra Czich picked up her brushes. By day, she was Head of Legal, Compliance and Risk within the Crédit Agricole Group, a member of both the management and risk committees, responsible for teams and decisions that carried real weight. By night, she painted. To the outside world,
- [Fast Track: From banking to blockchain](https://www.imd.org/news/leadership/fast-track-from-banking-to-blockchain/) - Stephanie Hurry (MBA 2020) reflects on how the transformative lessons from IMD guided her pivot from a traditional banking career into the dynamic world of blockchain and reshaped her leadership approach.
- [IMD Boot Camp @NIKKEI 開催報告](https://www.imd.org/news/imd-boot-camp-nikkei-開催報告/) - 日本の競争力の本質を問い直す一日 日本の競争力の次なる章を形づくるものは何か。 この問いのもと、IMDは日本経済新聞社との共催により、2026年5月28日、東京にて初のプログラム「IMD Boot Camp @NIKKEI」を開催しました。 本プログラムは、IMD 世界競争力センター所長のアルトゥーロ・ブリス（Arturo Bris）教授、およびIMD 日本代表の宮林隆吉リードのもと、約40名の次世代リーダーを迎えて実施されました。テーマは「持続的な価値創造を実現するリーダーの戦略立案・意思決定」。国・企業・経営リーダーが直面する競争力の課題について、IMDのデータと実務経験に基づく洞察を軸に、対話を通じて深く掘り下げる一日となりました。 「変わること」ではなく「引き出すこと」 IMD 世界競争力センターの知見をもとに、ブリス教授は次のように指摘しました。 「日本は別の経済に生まれ変わる必要はない。すでに持っている資産の中にあるダイナミズムを解き放つことが重要である」 このメッセージは、参加者にとって大きな示唆となりました。競争力とは新しいものを創り出すことだけではなく、既存の強みや資産をいかに活かしきるかにあるという視点です。 鍵となるのは「アジリティ」 １日を通じて繰り返し浮かび上がったキーワードは「アジリティ（俊敏性）」でした。 宮林は、日本の課題は能力不足ではなく、その能力を競争力へと転換する力にあると強調しました。すなわち、すでに存在する高い技術力・人的資本・組織の蓄積を、より迅速に成果へと結びつけるための 意思決定のスピード グローバル視点でのリーダーシップ 組織の継続的な刷新 が、今後の競争力の鍵となるという指摘です。 参加者の声：マクロ視点と自己認識の重要性 参加者からは、多くの示唆に富むフィードバックが寄せられました。 「普段、自分たちの競争環境についてマクロな視点で考える機会がなかったので、大変刺激になった」 「自分たちを客観視することで、本来の強みの上に競争力を築くことの重要性に気づいた」 「世界の中の日本という視点を持ちながら、健全な危機意識を持つ必要性を感じた」 これらの声は、日本企業における「内向き志向」からの転換と、グローバルな文脈での自己認識の重要性を改めて示しています。 パネルディスカッション：日本ラグビーに学ぶ変革 プログラムのハイライトの一つは、パネルディスカッションでした。 ブリス教授に加え、日経新聞の奥村茂三郎氏、元ロート製薬CHROの高倉千春氏、そしてラグビー元日本代表キャプテンの菊谷崇氏を迎え、多角的な視点から活発な議論が展開されました。 中でも印象的だったのは、ここ10年で国際舞台において大きな飛躍を遂げた日本ラグビーの変革についての議論です。菊谷氏は、その成功の背景について次のように語りました。 「日本の強みを活かすことが成功につながった」 これは単なるスポーツの成功事例に留まらず、ビジネスにも通じる本質的な示唆を含んでいます。すなわち、競争力とは「自らを作り替えること」ではなく、「自らの強みを再定義し、最大限に引き出すこと」によって生まれるということです。 競争力再構築に向けて 本プログラムを通じて一貫して示されたメッセージは明確です。 競争力は外部から与えられるものではなく、自らの内側に存在する可能性を認識し、それを言語化し、実行に移すことによって築かれるものです。 日本が再びグローバル競争の中で存在感を高めていくためには、まず自らの強みを正しく理解すること。その出発点に立ち返る機会となりました。
- [The bridge between IT and other departments](https://www.imd.org/news/digital-transformation/the-bridge-between-it-and-other-departments/) - Sarah Merkes-Nielsen’s (EMBA, 2022) career spans transportation, energy, logistics, shipping, and manufacturing. The transformational thread connecting them hinges on listening – and bringing IT to the table at the beginning of a new process.
- [Innovation, trust, and resilience: The new formula for competitiveness in a fragmented world](https://www.imd.org/news/competitiveness/innovation-trust-and-resilience-the-new-formula-for-competitiveness-in-a-fragmented-world/) - What makes a country competitive in 2026? More capital? More talent? More computing power? More infrastructure? Those questions framed discussions at the inaugural IMD World Competitiveness Summit in Zurich. Yet across conversations spanning artificial intelligence, workforce skills, capital markets, and infrastructure, speakers arrived at a strikingly similar conclusion: competitive advantage increasingly depends on how effectively
- [Strong institutions are economies’ greatest buffer against economic shocks, IMD World Competitiveness Ranking finds](https://www.imd.org/news/strong-institutions-are-economies-greatest-buffer-against-economic-shocks-imd-world-competitiveness-ranking-finds/) - Economies boasting credible institutions are better positioned to tackle today’s volatile and fragmented world, the 2026 IMD World Competitiveness Ranking finds. This signals a shift in the drivers of competitiveness from the traditional emphasis on cost, scale, and output. “Geopolitical conditions are worsening, and global fragmentation is increasing,” said Arturo Bris, Director of the World Competitiveness Center. “Nations with their own tried and tested, credible institutions gain an advantage in this context because – as the
- [Purpose, people, and building something that lasts](https://www.imd.org/news/leadership/purpose-people-and-building-something-that-lasts/) - When Adriana Kiedzierska-Mencfeld first entered biotechnology more than two decades ago, Poland’s industrial biotechnology sector was still emerging, and building a domestic biologics industry remained a major challenge. Rather than leaving, she chose to stay and contribute to its development. “I played a key role in building the foundations of the industrial biotechnology industry in Adriana Kiedzierska-Mencfeld (EMBA 2026) on helping build Poland’s biotech industry, redefining resilience, and why leadership isn’t about doing it all alone.
- [A productivity map that updates itself: What nine months of GenAI churn looks like](https://www.imd.org/news/artificial-intelligence/a-productivity-map-that-updates-itself-what-a-year-of-genai-churn-looks-like/) - Discover IMD's self-updating GenAI wheel: 15 productivity categories, automated scoring, and dynamic insights for executives.
- [Learning a new dimension of yourself](https://www.imd.org/news/leadership/learning-a-new-dimension-of-yourself/) - Many of us carry the same belief: work hard enough, produce something good, and the right people will notice. For Annalisa Pawlosky, it took moving from academia into one of the world's largest technology companies to realize what that assumption was costing her. “I came in as an academically minded scientist,” she said. “You do Annalisa Pawlosky (EMBA 2026) on driving world-class science at Google – and why the biggest obstacles in her path turned out to be ones she had built herself.
- [IMD research reveals executives prioritize pay over quality of life and cultural fit when contemplating overseas offers](https://www.imd.org/news/competitiveness/imd-research-reveals-executives-are-deprioritizing-quality-of-life-and-cultural-fit-when-contemplating-overseas-offers/) - Results from the 2025 IMD World Talent Ranking (WTR) indicate that financial security and tangible benefits are the most frequently cited drivers for international relocation, contrasting with the pre-COVID-19 pandemic era, when quality of life, cultural fit, and language ranked higher. The results, obtained by crunching 31 pieces of data across 69 global economies, come
- [Switzerland leads 69 nations in digital competitiveness – but its position is threatened by trade fragmentation](https://www.imd.org/news/competitiveness/switzerland-leads-69-nations-in-digital-competitiveness-but-its-position-is-threatened-by-trade-fragmentation/) - Today’s trade fragmentation means economies and regions are in a race against time to find new strategic advantages in the digital sphere, says IMD’s 2025 Digital Competitiveness Ranking. Switzerland, the US, and Singapore are the most digitally savvy nations among an eclectic group of 69 global economies, according to the 2025 IMD World Competitiveness Center’s
- [World Competitiveness Ranking 2025: Government efficiency is key to fighting social divides and keeping economies afloat](https://www.imd.org/news/competitiveness/world-competitiveness-ranking-2025-government-efficiency-is-key-to-fighting-social-divides-and-keeping-economies-afloat/) - Switzerland, Singapore, and Hong Kong have been named the world’s most competitive economies in the latest IMD World Competitiveness Ranking (WCR), with Canada, Germany, and Luxembourg the most improved within the top 20. The results, report, and accompanying white paper for executives paint a picture of a shifting global landscape. Regional disparities persist, fresh momentum
- [The rise of agentic AI: A new era in workplace productivity](https://www.imd.org/news/artificial-intelligence/the-rise-of-agentic-ai-a-new-era-in-workplace-productivity/) - In December 2023, we launched our first “Gen AI for Better Productivity” framework with 12 categories. At the time, the conversation was dominated by familiar use cases: chatbots that could handle customer queries, tools that could generate content at scale, image generation, and systems capable of accelerating code development. Soon after, we added new categories
- [When every connection leads to another](https://www.imd.org/news/entrepreneurship/when-every-connection-leads-to-another/) - Juliette de Rivoire was not planning to launch a startup. But the instinct had always been there. She had grown up surrounded by a family of entrepreneurs. And in Geneva, where she worked in technology consulting for luxury clients including Rolex and Richemont, she found herself repeatedly drawn toward the idea of building. Over time,
- [The same problem is never the same problem](https://www.imd.org/news/leadership/the-same-problem-is-never-the-same-problem/) - As CEO of Leadzai, an AI-driven digital marketing platform, Luis Baptista-Coelho was facing a growing problem. Rising advertising costs meant the platform was no longer pricing its service high enough to bid competitively for ad space, and clients weren't getting the results they were paying for. The instinctive response would have been to search for
- [IMD and Novo Nordisk leadership program earns EFMD Gold award](https://www.imd.org/news/leadership/imd-and-novo-nordisk-leadership-program-earns-efmd-gold-award/) - IMD is delighted to have received a Gold Award in the 2026 EFMD Excellence in Practice (EiP) Awards, which honors outstanding collaboration in executive education learning and development. IMD Professor of Leadership and Organizational Behavior Martin Fellenz, Professor of Strategy and Marketing and dentsu Group Chair in Sustainable Strategy and Marketing Goutam Challagalla, Professor of
- [The serial intrapreneur](https://www.imd.org/news/leadership/the-serial-intrapreneur/) - Shanta Yocum had just finished an academic assignment. The brief was to develop a new commercial concept for a Nestlé business unit. She could have filed it away and moved on. Instead, she took it directly to a global executive. “What started as an exercise became a tangible way for me to contribute to the
- [In the boardroom, the questions matter most](https://www.imd.org/news/corporate-governance/the-questions-matter-most/) - Jacqueline Hess (Board Diploma 2021) on why the most important skill in the boardroom is asking questions that get you to the heart of an issue, and why this enables better board decisions.
- [IMD recognized among the world’s top business schools for executive education in FT rankings](https://www.imd.org/news/leadership/imd-ranks-third-for-custom-programs-and-seventh-for-open-programs-in-2026-ft-executive-education-rankings/) - IMD has been ranked third globally for custom programs and seventh for open programs in the 2026 Financial Times Executive Education Rankings – reinforcing its position as a leader in executive education that delivers measurable impact. The school has now placed in the global top three for custom programs for the third consecutive year, and has remained in the
- [Two IMD faculty honored on Poets&Quants Best 40 Under 40 Graduate Business Professors list](https://www.imd.org/news/leadership/two-imd-faculty-honored-on-poetsquants-best-40-under-40-graduate-business-professors-list/) - IMD Professors Julia Binder and José Parra Moyano have been named on Poets&Quants’ 2026 Best 40 Under 40 Graduate Business Professors list. The business education-focused publication has announced its Best 40 Under 40 professors for 2026, recognizing the best graduate business professors under the age of 40, who have been nominated by students, alumni, faculty,
- [IMD Future Readiness Indicator finds that in volatile markets, strategic breadth beats single track execution](https://www.imd.org/news/future-readiness/imd-future-readiness-indicator-finds-that-in-volatile-markets-strategic-breadth-beats-single-track-execution/) - IMD Future Readiness Indicator 2026 finds that in volatile markets, strategic breadth beats single track execution
- [Update on Canvas data security incident – IMD’s IT infrastructure unaffected](https://www.imd.org/news/cybersecurity/canvas-data-security-incident/) - Update on Canvas data security incident – IMD’s IT infrastructure unaffected
- [IMD celebrates case writing excellence during EMBA reunion](https://www.imd.org/news/leadership/imd-celebrates-case-writing-excellence-during-emba-reunion/) - IMD and The Case Centre celebrated IMD’s contributions and achievements at The Case Centre Awards and Competitions 2025.
- [The engineer who is helping power Europe's energy future](https://www.imd.org/news/leadership/the-engineer-who-is-helping-power-europe-s-energy-future/) - Torbjørn Folgerø never lost the curiosity he developed growing up on a Norwegian island. Now he is using it to lead Equinor's digital and AI transformation.
- [IMD launches Initiative on responsible reconstruction, starting with Ukraine](https://www.imd.org/news/start-up/imd-launches-initiative-on-responsible-reconstruction-starting-with-ukraine/) - IMD announces the Accelerating Responsible Reconstruction Initiative, supported by the Responsible Reconstruction Fund and established with support from the AHL Foundation.
- [IMD faculty welcomes Marissa King](https://www.imd.org/news/leadership/imd-faculty-welcomes-marissa-king/) - Through her research, teaching, and consulting, she helps executives understand and harness the power of human connection, providing leaders with practical relational tools for building stronger teams and more effective organizations. “When it comes to translating learning into real-world impact, IMD is unrivaled,” shares King. “I’ve spent my career helping leaders and organizations transform to
- [Not everything that counts in leadership can be counted](https://www.imd.org/news/leadership/not-everything-that-counts-in-leadership-can-be-counted/) - Pierre Wüst has never been drawn to easy targets. From an early age, he pursued goals most people would have walked away from. At sixteen, he decided he wanted to become a military pilot. In Switzerland, roughly 20,000 people are considered each year for a handful of places. His parents encouraged him to have a After almost two decades in financial markets, Pierre Wüst (EMBA 2025) had mastered analytical decision-making. At IMD, he deepened his understanding of the human side of leadership.
- [In complex systems, leadership starts with perception](https://www.imd.org/news/leadership/in-complex-systems-leadership-starts-with-perception/) - For more than 30 years, Keith Sellers has built his career around solving complex, high-stakes problems. From overseeing engineering and support operations for a cutting-edge drone system to volunteering on a local mountain rescue team, he has consistently gravitated toward situations where stakes are high and clarity is scarce. It’s a pattern colleagues and friends Keith Sellers (EMBA 2009) spent three decades at Boeing before joining Amazon’s drone delivery program. He reflects on leading at the intersection of engineering and operations, and why perception matters as much as precision.
- [藤川佳則教授がIMDに参画](https://www.imd.org/news/藤川佳則教授がimdに参画/) - このたびIMDは、2026年4月より藤川佳則教授を新たに迎えました。 藤川 佳則（Yoshi Fujikawa）教授 専門：戦略、マーケティング 略歴 研究・教育の主な関心領域は、戦略、マーケティング、サービス・マネジメントを横断する分野です。サービスを特定の産業セクターとしてではなく、あらゆる産業に共通する「価値創造・価値獲得の基本論理」として再定義する点に特徴があります。特に、デジタルプラットフォームやAIによって大きく変化しつつあるエコシステムにおいて、企業中心・一方向型の価値創造から、顧客やステークホルダーとの協働による価値共創に転換する際にリーダーに求められる世界観を、「リーダーシップのレンズ」として提唱しています。 また、教育機関、企業組織、そして社会全体における「学びの未来」に強い情熱を持ち、20年以上にわたりグローバルな経営幹部育成の現場に携わってきました。これまでに100社以上の企業と協働し、30を超えるエグゼクティブプログラムでディレクターを務めてきました。さらに、CEIBS、CKGSB、EHL、ESMT Berlin、北京大学、成均館大学、シンガポール経営大学、ソウル国立大学、清華大学、ブリティッシュコロンビア大学、イェール大学など、世界の主要ビジネススクール向けに、日本を舞台としたディスカバリー・イマージョン・プログラムを主導してきました。 研究成果は Journal of Service Research などの主要な学術誌に掲載されているほか、Harvard Business Review をはじめとする実務家向け媒体にも寄稿しています。また、これまでに執筆したハーバード・ビジネス・スクールおよび一橋ビジネススクール国際企業戦略専攻（一橋ICS）のケーススタディは30本以上にのぼり、The Case Centreを通じて広く活用されています。 2003年に一橋ICSに着任し、同校のグローバルMBAプログラムの立ち上げと発展に中心的な役割を果たしました。2006年から2020年までMBAプログラム・ディレクターを務め、在任中に同プログラムはQSグローバルMBAランキングで日本1位を獲得しました。2018年から2020年には副学長補佐（国際交流）として、国際提携ネットワークの拡大にも貢献しました。 これまでに、イェール大学経営大学院をはじめとする世界有数のビジネススクールで教鞭を執り、同校では2025-2026年度パートタイム・ファカルティ教育賞を受賞しています。また、日本サービス大賞、日米教育委員会（フルブライト・プログラム）、国際文化会館など、複数の理事会・委員会のメンバーとしても活動しています。さらに、2012年の設立当初からGNAM（Global Network for Advanced Management: 世界トップビジネススクール33校から成るネットワークで、IMDも協定校として参加）に関わり、経営教育の革新に貢献してきました。 学歴 学士（経済学）、一橋大学 修士（商学）、一橋大学大学院 MBA、ハーバード・ビジネス・スクール（米国・ボストン） Ph.D.（マーケティング）、ペンシルベニア州立大学（米国・ユニバーシティパーク） 藤川教授からのコメント： 「このたびIMDに加わり、実社会にインパクトをもたらすビジネスリーダーの育成という同校のミッションに貢献できることを大変うれしく思います。私の研究と教育の軸は、顧客、ステークホルダー、そしてエコシステム全体を巻き込むサービス・イノベーションと価値共創にあります。今後は、“Real Learning, Real Impact”の精神のもと、皆さまとともに、学びの未来を共創していくことを楽しみにしています。」
- [Managerial weakness is biggest brake on prosperity in Latin America and the Caribbean](https://www.imd.org/news/competitiveness/managerial-weakness-is-biggest-brake-on-prosperity-in-latin-america-and-the-caribbean/) - Weaknesses in “managerial dynamics” – an umbrella term encompassing productivity growth, financial depth, business dynamism, and innovation capacity – are holding back the competitiveness of economies in Latin America and the Caribbean (LAC), according to a data-driven report from the IMD World Competitiveness Center (WCC). The IMD Latin America and Caribbean Prosperity Index evaluates 34 LAC economies across
- [IMD and Absa’s application of ROI Methodology wins ROI Institute Award](https://www.imd.org/news/business-transformation/imd-and-absas-application-of-roi-methodology-wins-roi-institute-award/) - The ROI Institute recognizes people who successfully apply its robust ROI Methodology across all stages to demonstrate measurable impact. “This award is especially meaningful because it confirms that we are applying the world’s most widely used gold‑standard ROI methodology with rigor and credibility – and that the value of the work is recognized and championed Johanna Leppävirta, Head of Impact at IMD, and Nadia ten Cate, Senior Leadership Specialist, Absa Bank Limited have received the 2025 Best International Implementation Award from the ROI Institute for their work on Absa Group’s Leap Top Talent Accelerated Development Program.
- [Three IMD cases win 2025 EFMD Case Writing Competition awards](https://www.imd.org/news/leadership/three-imd-cases-win-2025-efmd-case-writing-competition-awards/) - #post_contentFaculty-authored cases recognized in responsible business, African business, and finance and banking categories.
- [AMJ paper development workshop at IMD](https://www.imd.org/news/general-management/call-for-submissions-amj-paper-development-workshop-at-imd-27-may-2026/) - IMD will host a Paper Development Workshop (PDW) in collaboration with the Academy of Management Journal (AMJ) on Wednesday, 27 May 2026, as part of the AMJ Editors’ Retreat. The workshop will be co-hosted by IMD's Murat Tarakci, Professor of Innovation Strategy, Tim Quigley, Professor of Strategic Leadership and Governance, and Quinetta Roberson, Professor of
- [IMD article named finalist for 2025 HBR Prize](https://www.imd.org/news/artificial-intelligence/imd-article-named-finalist-for-2025-hbr-prize/) - Finalist for the 2025 HBR Prize, this article reveals how organizations are leveraging generative AI within regulatory and cost limits for impactful innovation.
- [Yoshi Fujikawa joins IMD faculty](https://www.imd.org/news/strategy/yoshi-fujikawa-joins-imd-faculty/) - IMD is delighted to announce Yoshi Fujikawa as Affiliate Professor of Strategy and Marketing, effective 1 April. His research and teaching examine how strategy, marketing, and service management come together, positioning service as a core driver of value creation and capture, not as an industry sector. With a strong commitment to advancing executive education, he
- [How one leadership shift transformed EMDAD into Oman’s national talent Centre of Excellence](https://www.imd.org/news/general-management/how-one-leadership-shift-transformed-emdad-into-omans-national-talent-centre-of-excellence/) - When Nadir Al-Hinai first arrived at IMD, his goal was to learn how to expand an initiative within his organization. As the National Manpower Supply Manager at Petroleum Development Oman (PDO), he worked closely on developing talent programs designed to strengthen local skills and employment. What he didn’t anticipate was how profoundly that vision would
- [Transparency and public trust are key to urban success, IMD Smart City Index 2026 finds](https://www.imd.org/news/competitiveness/transparency-and-public-trust-key-to-urban-success/) - Residents in high-performing urban centers tend to perceive more transparency in their cities and be actively engaged in the processes that shape their quality of life, the IMD Smart City Index 2026 finds. The report, entitled The Quest for Trust and Transparency and published by the IMD World Competitiveness Center (WCC), found that smartness is not only about the latest technology. Higher overall
- [Amit Joshi elected as a Digital Shaper 2026 by BILANZ and Digital Switzerland](https://www.imd.org/news/artificial-intelligence/amit-joshi-elected-as-a-digital-shaper-2026-by-bilanz-and-digital-switzerland/) - Amit Joshi, Professor of AI and Strategy, has been named as one of the top 100 Digital Shapers in Switzerland in recognition of his contribution to advancing big data, analytics, and AI capabilities within organizations by BILANZ and Digital Switzerland. Joshi is featured in a special joint publication released by BILANZ, HandelsZeitung, and PME Magazine, Amit Joshi, Professor of AI and Strategy, has been named as one of the top 100 Digital Shapers in Switzerland.
- [Two IMD authored works recognized at business book awards](https://www.imd.org/news/geopolitics/two-imd-authored-works-recognized-at-business-book-awards/) - SuperEurope: The Unexpected Hero of the 21st Century by Arturo Bris, Douglas Geertz IMEDE 1988 Professor in Geopolitics and Business, Professor of Finance, and Director of the IMD World Competitiveness Center, has been awarded a silver medal in the International Business category at the 2026 Axiom Book Awards. The book is a vindication of Europe. It SuperEurope: The Unexpected Hero of the 21st Century, has been honored at the Axiom Book Awards in the International Business category, while The AI-Centred Enterprise was honored in the Emerging Trends /AI category.
- [IMD and Egon Zehnder join forces to boost board performance and leadership growth](https://www.imd.org/news/board/imd-and-egon-zehnder-join-forces-to-boost-board-performance-and-leadership-growth/) - The partnership between IMD and Egon Zehnder combines IMD's academic rigor and deep connections to global boards with Egon Zehnder's unparalleled expertise in leadership and board effectiveness. Together, they will co-create tailored development experiences that blend research, real-world diagnostics, and practical guidance to support directors navigating today's complex business environment. “This collaboration comes at a IMD and Egon Zehnder have announced a strategic partnership to support the development of board directors and elevate board performance.
- [Leading through transition: Christoph Heidler on the power of interim leadership](https://www.imd.org/news/digital/leading-through-transition-the-power-of-interim-leadership/) - Christoph Heidler’s career spans almost 30 years in executive IT management, including four CIO roles across Swiss SMI and German DAX-listed companies. He first encountered Swiss Interim Management in 2011 while leading digital initiatives at Schindler Elevators in Switzerland. Initially a client hiring interim leaders, he later began taking on consultancy mandates himself. “After almost Christoph Heidler’s career spans almost 30 years in executive IT management, including four CIO roles across Swiss SMI and German DAX-listed companies. He first encountered Swiss Interim Management in 2011 while leading digital initiatives at Schindler Elevators in Switzerland. Initially a client hiring interim leaders, he later began taking on consultancy mandates himself.
- [From factory floors to sustainability consulting: How one woman turned her dream into reality](https://www.imd.org/news/sustainability/from-factory-floors-to-sustainability-consulting-how-one-woman-turned-her-dream-into-reality/) - Satu Vorma stayed in what she calls her "safe zone" until her early 50s. That's when she finally began to seriously consider making a long-held dream come true: starting her own company.
- [IMD welcomes Naomi Haefner](https://www.imd.org/news/leadership/imd-welcomes-naomi-haefner/) - IMD has appointed Naomi Haefner as Professor of Artificial Intelligence and Innovation. Haefner connects rigorous academic research with practical business applications. She focuses on how artificial intelligence is influencing innovation strategies, altering organizational structures, and changing the way leaders make strategic decisions in increasingly complex environments. “We are delighted that Naomi Haefner is joining our Technological expert, researcher, educator, and advisor Naomi Haefner joins IMD faculty.
- [Leadership looks like rain, not a single ripple](https://www.imd.org/news/leadership/leadership-looks-like-rain-not-a-single-ripple/) - For Thomas Vellacott, leadership has never been about standing at the center. It is about creating the conditions for others to act, enabling ideas to emerge from across the organization, and measuring success not by personal recognition but by what the organization achieves together – often far beyond Switzerland’s borders. That perspective has shaped a Thomas Vellacott (EMBA 2013) on why the most powerful thing a leader can do is create the conditions for others to succeed – and why the ripples that matter most are rarely the ones you can trace back to yourself.
- [Faisal Hoque joins IMD as Executive Fellow](https://www.imd.org/news/leadership/faisal-hoque-joins-imd-as-executive-fellow/) - IMD is delighted to announce the appointment of Faisal Hoque as Executive Fellow at IMD. With more than three decades of experience in advising leading organizations, Hoque brings deep expertise in sustainable innovation, growth, and large-scale transformation. A serial entrepreneur and founder of multiple companies, he has worked closely with senior leaders across financial services,
- [Strategy is easy. Building the people and organization to deliver on it? That’s the hard part](https://www.imd.org/news/strategy/strategy-is-easy-building-the-people-and-organization-to-deliver-on-it-thats-the-hard-part/) - There’s plenty of talk about transformation – but what does it really mean? For Jens Christian Foged (MBA 2004), it’s about navigating unprecedented complexity.
- [Becoming the leader the moment demands](https://www.imd.org/news/leadership/becoming-the-leader-the-moment-demands/) - For more than three decades at Sweco, Åsa Bergman has grown alongside the organization she now leads. Progressing through roles of increasing responsibility before becoming President and CEO, she has steered the business through economic downturns, rapid technological change, and a global pandemic – each experience reshaping what leadership means to her. A key moment Sweco CEO Åsa Bergman reflects on how decades of leadership growth helped her continuously evolve to provide stability, clarity, and purpose in uncertain times.
- [IMD cases recognized in The Case Centre Awards and Competitions](https://www.imd.org/news/leadership/imd-cases-recognized-in-the-case-centre-awards-and-competitions/) - Three IMD-authored cases have been recognized at The Case Centre Awards and Competitions 2026. IMD elea Professor of Social Innovation Vanina Farber and IMD elea Center for Social Innovation senior fellow Maria Helena Jaén’s case, Finance for a sustainable society at Triodos Investment Management: An ESG portfolio investment decision, won in the Finance, Accounting and Faculty members were honored across finance, operations, and strategy categories, highlighting the global relevance and teaching impact of IMD’s case portfolio.
- [Message for IMD EMBAs: In a divided world, choose to be bridges](https://www.imd.org/news/leadership/in-a-divided-world-choose-to-be-bridges/) - In his address at Saturday’s celebration, David Bach, IMD President and Nestlé Professor of Strategy and Political Economy, congratulated the 51 graduates on their well-deserved degrees. He reminded them of the responsibility they carry as leaders as AI disrupts the world of work. Bach noted that they will be among the first generation of leaders
- [「モノの見方を変えに行く」組織開発のプロがOWPに通い続ける理由](https://www.imd.org/news/japan-2023-09-owp/) - IMDのグローバルリーダー育成プログラムOWP (Orchestrating Winning Performance) 。これまでに4回参加 してきた人がいます。組織人事コンサルタントの山本紳也さん。国内外のビジネス系カンファレンスの中から、なぜOWPに参加し続けているのでしょうか。2023年6月にスイス・ローザンヌで開かれたOWPのセッション（講義）の風景など、忌憚なく語っていただきました。 山本：OWPに通い続ける理由ですか？ 最先端のテーマをフォローして、自分の仕事に役立てたいというのもありますが、何より楽しく学べるからです。年1回は行かないと落ち着かない。コロナの間、参加がかなわず逆に不安だったくらいです。 5日間の日程に、リーダーシップ、地政学、AI、ウェルビーング、気候変動まで、様々なテーマの講義がギュッと詰まっていて、その中から仕事に役立ちそうなもの、新しい考え方が得られそうなものを選んで参加しています。これとは別に、早朝にヨガやマインドフルネスのセッションがあるし、夕方には基調講演も開かれます。 山本：ビジネススクールのお勉強の場というより、50もの国の参加者が、考えをぶつけ合うライブ感たっぷりな議論の場という方が、しっくりくる言い方です。 教授の担当領域だって、縦割りじゃないんですよ。例えばMichael Wade教授は、IT、マネージメント、リーダーシップという領域にまたがって、いろんな分野をしゃべってくれる。 山本：教授によって見方もいろいろです。生成AIだって、悲観的な見方をする教授もいれば、パートナーみたいに付き合えばいいよ、という教授もいる。いろいろあるのが、楽しいんですよ。 セッションでの教授の役割は、受講者に考えるきっかけを与え、思考をけしかけること。もちろん、最初はある程度の知識は提供してくれますよ、ディスカッションの入り口を作るために。 ただ受講者は一線で働くエグゼクティブばかりですから、教授の解説に「うちの会社はそうじゃない」「僕は違うと思う」と、どんどん指摘します。教授も教授で、思いっきり「ビジネス目線」で応酬する。「理論的にはこうであるべきだ」なんていう発言は、まず聞いたことがありません。 正しいか間違っているかを答え合わせする、なんてこともしません。正解は教えたり、与えたりするのではなく、自分で探したり、一緒に探したりするもの、というスタンスはIMDの教授たちに共通していると思います。 山本：こうしたスタイルの講義は、Teachingではなくて、Learningですよね。ハウツーを教えてくれるわけではありませんから、真面目に聞いてさえいれば何かが身に着くわけではありません。 答えを求めたところで、逆に教授から「君はどう思うんだ？」と問いかけられるでしょうね。答えはあなたが持っているでしょう？と。与えられる「正解」を求めにきた人、受け身の学びで来た人は、戸惑ってしまうんじゃないかなあ。 山本：人材育成や組織開発のコンサルティングで、日本のいろいろな企業を見てきましたが、「思考」や「探索」をしてこなかった人が、驚くほど多いな、と思うことがしばしばです。 例えば、管理職向けの研修で「自分の考えを好きに書いてください」と言うと、受講している管理職が「何を書けばいいんですか。もう少し詳しく説明してください」と質問してきます。「何を書くのが正解なのか」「この欄にはこういうことを書きなさい」と教わってきたから、「自分の想いや考えを書く」ことに慣れていないんです。 明確な「正解」をもらえないような研修だと、「学んだ気にならなかった」「持ち帰る『お土産』がない」という。本来は自分で答えを探すことが、楽しいのに。残念だけど、そこがなかなか分かってもらえません。きっかけと場さえあれば、楽しめるはずだと思うんですが。 僕がこの数年、OWPに参加を続けてきたのは、たぶん、そういう思考の探索をけしかけてくれるような場が、日本ではなかなか見つからないからだと思います。 常識にとらわれない世界に行って、モノの見方を変えたいんです。僕の場合は、それを外に求めるしかない。そう、モノの見方を変えたくて、OWPに通い続けているのでしょうね。 OWP Lausanne 2024 受付開始 2024年6月24～28日の5日間。詳しくは写真をクリック。
- [LeadiNNg to Scale-up program recognized with AACSB award](https://www.imd.org/news/innovation/leadinng-to-scale-up-program-recognized-with-aacsb-award/) - AACSB International, the world’s largest business education association, has awarded an Innovations That Inspire award to the LeadiNNg to Scale-up program offered by IMD and Innovaud. The program empowers startup founders to accelerate the transition of their enterprises from startups to scale-ups. Launched in 2022, the program was jointly developed by Innovaud, the innovation and IMD’s LeadiNNg to Scale-up program with Innovaud has been honored as an Innovation That Inspires by AACSB International.
- [IMD welcomes Georg Guttmann to its faculty](https://www.imd.org/news/corporate-governance/imd-welcomes-georg-guttmann-to-its-faculty/) - IMD is delighted to announce Georg Guttmann as Affiliate Professor of Corporate Governance and Strategy, as of 1 February. A recognized expert at the intersection of governance research and boardroom practice, Guttmann closely collaborates with chairs, non-executive directors, and executive committees of large Swiss and European companies. “I’m excited to join IMD at a time
- [AI bubble or real shift? How leaders can prepare for what’s next](https://www.imd.org/news/artificial-intelligence/ai-bubble-or-real-shift-how-leaders-can-prepare-for-whats-next/) - Leaders should focus not on the possible AI bubble but on whether the AI capabilities they are investing in today are built to align with business needs and to last
- [MIM Kyiv and IMD Women Leadership Program wins AMBA award](https://www.imd.org/news/leadership/mim-kyiv-and-imd-women-leadership-program-wins-amba-award/) - The IMD Women Leadership program earns recognition in the 2026 AMBA category for Best Culture, Diversity and Inclusion Initiative.
- [IMD opens 2026 Global Family Business Award nominations](https://www.imd.org/news/family-business/imd-opens-2026-global-family-business-award-nominations/) - The nominations for the 2026 IMD Global Family Business Award, in partnership with Chopard and the Family Business Network (FBN), are now open.
- [Companies must do more with AI, now](https://www.imd.org/news/artificial-intelligence/companies-must-do-more-with-ai-now/) - Business leaders must accelerate AI adoption to stay competitive, embracing innovation while data, ethics, and workforce change, says the IMD 2026 AI Update.
- [Marleen Dieleman named to 2026 Thinkers50 Radar List](https://www.imd.org/news/family-business/marleen-dieleman-named-to-2026-thinkers50-radar-list/) - IMD Peter Lorange Family Business Professor Marleen Dieleman has been selected for the 2026 Thinkers50 Radar List, which recognizes 30 experts expected to shape the future of management and business. An expert on emerging market enterprises, Dieleman’s research focuses on family business governance, strategy, innovation, and internalization, as well as state-owned enterprises and their relationship
- [IMD features in The Case Centre’s 2025 top-selling cases](https://www.imd.org/news/leadership/imd-features-in-the-case-centres-2025-top-selling-cases/) - Seven IMD cases written by current and former IMD faculty have been named on The Case Centre’s annual bestselling list in the subject areas of Ethics & Social Responsibility, Human Resource Management & Organizational Behavior, Marketing, and Strategy & General Management. The list includes cases written by elea Professor of Social Innovation Vanina Farber, Adjunct
- [IMD case wins first place in 2026 John Molson Case Writing Competition](https://www.imd.org/news/leadership/imd-case-wins-first-place-in-2026-john-molson-case-writing-competition/) - IMD case wins first place in 2026 John Molson Case Writing Competition
- [Second cohort of Ukrainian women complete joint MIM Kyiv and IMD Women Leadership Program](https://www.imd.org/news/leadership/second-cohort-of-ukrainian-women-complete-joint-mim-kyiv-and-imd-women-leadership-program/) - 106 Ukrainian female leaders graduated in December from the Women Leadership Program, a collaboration between MIM Kyiv and IMD
- [Cracking the code of board governance: how a mathematician paved her way to the boardroom](https://www.imd.org/news/corporate-governance/cracking-the-code-of-board-governance-how-a-mathematician-paved-her-way-to-the-boardroom/) - As a trained mathematician, Kathryn Hess Bellwald naturally approaches every challenge with a problem-solving mindset. While her background in academia may not be the typical route to a boardroom seat, she believes that board members from diverse backgrounds bring fresh perspectives – especially in an era where geopolitical uncertainties are forcing organizations to rethink their Professor at Ecole Polytechnique Fédérale de Lausanne and Member of the Academic Board of the Swiss National Science Foundation Kathryn Hess Bellwald explains how the IMD Board Readiness Diploma has given her a winning formula to transition to boardroom leadership.
- [Riyadh Discovery Days: IMD alumni explore multiple elements of Saudi’s Vision 2030 transformation](https://www.imd.org/news/leadership/riyadh-discovery-days-imd-alumni-explore-multiple-elements-of-saudis-vision-2030-transformation/) - More than 30 IMD alumni and alumni team members traveled to Riyadh for the latest IMD Alumni Association Discovery Days and took a deep dive into the workings of the multi-billion-dollar Saudi Arabia Vision 2030 transformation. The event was co-chaired by Hend Al Rumaithi, Senior Director at Emirates National Oil Company Group (ENOC), IMD EMBA,
- [Coaching as a way of giving back](https://www.imd.org/news/leadership/coaching-as-a-way-of-giving-back/) - After a successful career in the banking and management consulting sectors, Diego Piovan found new purpose in the IMD Executive Coaching Certificate program.
- [How a leadership program transformed a CEO and a corporate culture](https://www.imd.org/news/leadership/how-a-leadership-program-transformed-a-ceo-and-a-corporate-culture/) - Looking back at her early years as CEO, Julia Bicher says she was an “Ice Queen”. That was before IMD’s High Performance Leadership rewired her approach.
- [Alfredo De Massis leads the global family business researchers list for the third consecutive year](https://www.imd.org/news/family-business/alfredo-de-massis-leads-the-global-family-business-researchers-list/) - IMD professor Alfredo De Massis' research work has been recognized by the Texas State University Family Business Research Productivity Ranking
- [Tim Quigley joins IMD faculty](https://www.imd.org/news/leadership/tim-quigley-joins-imd-faculty/) - IMD is pleased to announce the appointment of Tim Quigley as Professor of Strategic Leadership and Governance. Quigley’s work focuses on corporate governance, particularly on strategic management, the role of CEOs, CEO succession, and how their impact is influenced by prior personal and organizational factors. “I’m honored to join IMD, a place where leadership research
- [The moment everything clicked: Ana Martin's journey with Driving Strategic Innovation](https://www.imd.org/news/innovation/ana-martin-driving-strategic-innovation/) - The assumption puzzle Martin recalls the moment with perfect clarity: she was hunched over a table strewn with oddly shaped puzzle pieces, surrounded by senior leaders and given a seemingly simple task. “We were instructed to make a rectangle. I jumped in like I always do – full of energy – but I’m not good
- [Thinking big: How Jens Quadbeck gained the tools to scale his investing in ventures](https://www.imd.org/news/finance/how-jens-quadbeck-gained-the-tools-to-scale-his-investing-in-ventures/) - Jens Quadbeck joined IMD’s Venture Capital Asset Management program to bring his investment approach to the next level and to become a fund builder.
- [From execution to oversight: An entrepreneurial journey to the boardroom](https://www.imd.org/news/corporate-governance/from-execution-to-oversight-an-entrepreneurial-journey-to-the-boardroom/) - For years, Sybille Buchwald-Werner thrived in the driver’s seat: co-founding a successful nutraceutical company, building global teams, and transforming cutting-edge science into real-world solutions. As a pharmaceutical scientist turned entrepreneur, she was known for execution: precise, purposeful, and high impact. But when her company was acquired after 14 years, Buchwald-Werner found herself in a new
- [The secret garden of the boardroom: Jelena Laketić’s journey with Women on Boards](https://www.imd.org/news/corporate-governance/the-secret-garden-of-the-boardroom/) - Peeking over the gate Jelena Laketić gravitated towards a career in technology from a young age – not because it was fashionable, but because it felt like where she belonged. "I was in tech before it was cool," she says. "I didn’t choose it because it was going somewhere." That sense of belonging evolved into
- [Making the cake bigger: How Kevin Gabriel learned to create and capture value in negotiation](https://www.imd.org/news/negotiation/making-the-cake-bigger-how-kevin-gabriel-learned-to-create-and-capture-value-in-negotiation/) - Discover how IMD's Negotiating for Value Creation program helped Kevin Gabriel learn how to create and capture value in every discussion that matters.
- [Bridging science, AI, and people for the future of healthcare](https://www.imd.org/news/digital-transformation/bridging-science-ai-and-people-for-the-future-of-healthcare/) - When Brazilian-born Thais Viviani began her career in healthcare 20 years ago, clinical trials looked very different. Long, paper-based processes and manual data collection have given way to decentralized studies, digital patient monitoring, and predictive analytics powered by artificial intelligence. These advances shape Viviani’s role in Switzerland today. As Therapeutic Strategy Lead at IQVIA, a
- [中国小売業 デジタルシフトを徹底分析『ニューリテール進化論』邦訳版発刊](https://www.imd.org/news/book_2024_2/) - 起業家たちの物語と分析の枠組みから、あなたに何が見えるだろう？──『ニューリテール進化論』監訳者・高津尚志による序文 英治出版書籍紹介はこちら IMDで教鞭を執る、ウィンター・ニー（Winter Nie）とマーク・グリーヴェン（Mark Greeven）の両教授らによる共著『ニューリテール進化論：中国デジタル小売革命の軌跡に学ぶ新たな価値のつくり方』（英治出版）が刊行されました。 本書のテーマは、中国における小売革命です。アリババの創業者である馬雲（ジャック・マー）が、「ニューリテール」という新しい概念を提唱したのは2016年のこと。以来、中国の小売業界は劇的な変化を遂げ、技術革新や消費者の行動変容、そして小売業者の経験値とともに現在も加速度的発展を遂げています。 その来し方と現在の活況ぶり、さらに未来への展望を、様々な成功者のエピソードや証言を交えて多角的に紹介。ニューリテールの発展、それを支えた主要企業を「進化論的な視点」（著者コメント）で検証します。 今や世界の小売業界に多大な影響力を及ぼすまでになった中国。その動向を長年にわたり詳細に調査・分析した本書は、小売業界の経営者のみならず、デジタルイノベーションや顧客中心主義を目指す経営者、起業家、さらには若手ビジネスマンから新興国の政策立案者に至るまで、幅広い分野の人々が学びやインスピレーションを得られる内容です。 内容は12の章から構成。最初の4章（パート1）では中国でニューリテールが出現し、発展するきっかけとなった4つの基盤を紹介。第5〜9章（パート2）では、ニューリテールの5つの段階について解説。そして第10・11章（パート3）では重要な学びを整理・要約します。 各章は独立した形で書かれ、最初の章から通して読むことはもちろん、章ごとでも、関心のあるテーマだけを拾って読んでも十分にご理解いただけます。また、「読み物として楽しめるよう配慮」（著者）されていることも出色です。 著者からのメッセージ 「（本書は）ニューリテールの進化の説明で終わりにしない。私たちの10年に及ぶ研究と個人的体験に裏打ちされた視点を提示する」 「中国ニューリテールのイノベーターたちを戦略・組織の面から解読する体系的アプローチが、私たちの視点を作っている」 「中国小売イノベーターがとった組織・戦略上の具体的な選択について理解を深めることに重きを置く」 （本書より抜粋） 著者について ウィンター・ニー：中国出身。長年米国で学び、サービスマネジメントの研究・教育に従事しました。2006年にIMDに参画、英・タビストック人間関係研究所やスイスのユング派分析家協会でも学び、「リーダーシップと組織変革」の教授に就任。成熟市場と成長市場の双方に精通しています。 マーク・グリーヴェン：オランダ出身。ロッテルダム大学で経営学の修士号と博士号を取得。中国語も習得し、中国で研究や教育、コンサルティングに従事。これまでアリババやハイアールといった革新的中国企業、バイエルやダイムラーといった多国籍企業双方との仕事を経験しました。企業イノベーションの加速やデジタルビジネスの変革で、不確実性の時代においても成功を導けるビジネスエコシステムの構築をテーマに掲げています。 IMDについて IMDは世界トップクラスのビジネススクールです。スイスとシンガポールのキャンパスを拠点に、独自の経営幹部教育を世界で展開。日本でも数多くの企業変革と経営幹部の成長を支え、信頼を築いてまいりました。競争力やデジタル変革、ガバナンス、持続可能性等々、経営判断を支える先進的な調査研究にも取り組んでいます。 IMD日本語サイトはこちら 本件に関するお問い合わせ先： IMD 北東アジア代表 高津尚志 電話：03-5219-1389 Eメール: japan@imd.org
- [Leadership with a clear moral compass](https://www.imd.org/news/leadership/leadership-with-a-clear-moral-compass/) - Litong Zhang reveals how an IMD scholarship transformed his concept of what being a leader in business today means in terms of social impact
- [Digital Transformation: how digital agility can help perfect the art of the possible](https://www.imd.org/news/digital/digital-transformation-how-digital-agility-can-help-perfect-the-art-of-the-possible/) - Rakesh Rathi has spent over three decades engaging with the C-suite globally to become more innovative and agile through digital transformation
- [Sustainability now: ‘CFOs must grab the chance to leave the world in a better place’](https://www.imd.org/news/sustainability/sustainability-now-cfos-must-grab-the-chance-to-leave-the-world-in-a-better-place/) - As CFO, Carla De Geyseleer has had a bird’s eye view of how the ESG agenda has become a core business strategy.
- [A family affair: three MBAs in class of 2021 follow in their fathers’ footsteps](https://www.imd.org/news/organizational-culture/a-family-affair-three-mbas-in-class-of-2021-follow-in-their-fathers-footsteps/) - Three MBA candidates in the class of 2021 bond over a shared legacy: their fathers all attended IMD’s predecessor institutions.
- [‘May you be the best version of yourself’: IMD celebrates the MBA class of 2025](https://www.imd.org/news/leadership/may-you-be-the-best-version-of-yourself-imd-celebrates-the-mba-class-of-2025/) - IMD MBA Class of 2025 celebrates a year of growth, strong relationships, and values-driven leadership, preparing to thrive amid uncertainty.
- [How business leaders are using LLMs to achieve structured prompting and predictable deliverables](https://www.imd.org/news/digital-transformation/how-business-leaders-are-using-llms-to-achieve-structured-prompting-and-predictable-deliverables/) - Learn how to deploy LLMs effectively: set context, manage privacy, use tools wisely, and turn AI into a practical daily partner.
- [How investors are using crypto to preserve wealth and navigate financial fragility](https://www.imd.org/news/innovation/how-investors-are-using-crypto/) - Explore how Bitcoin, Ethereum, and wider crypto innovation are reshaping wealth preservation amid inflation, financial fragility, and a shifting digital economy
- [IMD announces winners of its annual Startup Competition](https://www.imd.org/news/start-up/imd-announces-winners-of-its-annual-startup-competition/) - The IMD Startup Competition has selected 13 startups to collaborate with participants in the Executive MBA. The competition is an annual event that highlights high-potential Swiss ventures, giving them the opportunity to receive guidance and support from IMD’s EMBA for their entrepreneurial projects. “Since 1999, we’ve given ourselves the impossible task of choosing which Swiss
- [IMD wins gold at the QS Reimagine Education Awards](https://www.imd.org/news/leadership/imd-wins-gold-at-the-qs-reimagine-education-awards/) - IMD's AI-generated Transversal Skills Report initiative for the MBA Program has been recognized with gold in the Learning Assessment category at the QS Reimagine Education Awards. As part of the redesigned MBA launched in early 2025, IMD introduced AI-generated reports that track progress and provide personalized feedback to students. The award recognizes IMD’s commitment to
- [Pia Tischhauser wins the inaugural Hanne de Mora Board Excellence Award](https://www.imd.org/news/board/pia-tischhauser-wins-inaugural-hanne-de-mora-board-excellence-award/) - The jury praised Tischhauser’s strong academic credentials and proven record of board-level strategic thinking, notably at Swiss Re, where she is reinforcing operational rigor and risk management. They also highlighted her nuanced grasp of governance challenges, authentic and courageous leadership style, and her commitment to advancing diversity in leadership. “We had first class candidates and as a
- [Staying in the tension: Redefining leadership for a complex world](https://www.imd.org/news/general-management/staying-in-the-tension-redefining-leadership-for-a-complex-world/) - Gianrico Duriet is no stranger to high-pressure environments. But after more than two decades of leading across industries and markets, his biggest insight is deceptively simple: “It’s not necessarily me who has to solve the problem,” he said. “It’s about staying in the tension, energizing and mobilizing the team while holding that space long enough
- [At your service: How a reluctant consultant became a digital concierge pioneer](https://www.imd.org/news/strategy/at-your-service-how-a-reluctant-consultant-became-a-digital-concierge-pioneer/) - Drawing on years in strategy and a knack for timing, IMD alumnus Tuomas Marttila co-founded Albertine – a digital concierge built for modern travelers.
- [From recruiter to strategic leader: How Timo Gunia is redefining his global impact ](https://www.imd.org/news/digital-transformation/from-recruiter-to-strategic-leader-how-timo-gunia-is-redefining-his-global-impact/) - How Timo Gunia used IMD’s Digital and AI Accelerator to expand his global leadership perspective, scale his impact, and transform his approach to building value.
- [IMD Africa Prosperity Rating offers data-driven framework for assessing African economies’ progress toward greater prosperity  ](https://www.imd.org/news/competitiveness/rating-offers-data-driven-framework-for-assessing-african-economies/) - The 2025 report, published by a team of economists at the IMD World Competitiveness Center (WCC), explores the specificities and limitations that apply to the African continent when attempting to measure its competitiveness. It evaluates all 54 African economies across four pillars – economic challenges, governance and institutions, managerial dynamics, and societal empowerment – using 80 indicators. Countries are ranked in eight tiers from
- [The Intelligent Energy System: How AI Is Reshaping Power from Generation to Consumption](https://www.imd.org/news/artificial-intelligence/the-intelligent-energy-system/) - Explore how AI is transforming energy, from carbon tracking and smart grids to predictive maintenance and market optimization.
- [IMD Future Readiness Indicator finds execution across ecosystems trumps deep pockets](https://www.imd.org/news/strategy/imd-future-readiness-indicator-finds-execution-across-ecosystems-trumps-deep-pockets/) - Discover which tech, pharma, and fashion leaders top IMD’s 2025 Future Readiness Indicator, where ecosystem execution—not spending—defines future success.
- [The power behind intelligence growth](https://www.imd.org/news/artificial-intelligence/the-power-behind-intelligence-growth/) - When Daniel Kearney joined Firmus, the company was a high-performance computing firm specializing in advanced cooling and data center systems. Fourteen months later, it is considered a pioneer in energy-efficient AI infrastructure, rethinking how data centers are designed, powered, and scaled for the age of intelligent computing, with a valuation of $3.9bn. Under his leadership
- [Zamil Group wins 2025 IMD Global Family Business Award](https://www.imd.org/news/family-business/zamil-group-wins-2025-imd-global-family-business-award/) - Zamil Group, established in 1920 by Abdullah Hamad Al Zamil as a trading and services business in Bahrain, has been selected as the winner of the 2025 IMD Global Family Business Award. An independent award jury of family business experts and previous award winners praised the Group for its bold governance model and candid approach
- [Beyond the buzz: Introducing the IMD Tech Community](https://www.imd.org/news/technology-management/beyond-the-buzz-introducing-the-imd-tech-community/) - Join the IMD Tech Community: a global network of alumni exploring AI, blockchain, and emerging tech to drive innovation, learning, and impact.
- [Companies leading in AI adoption use it as a catalyst for reinvention](https://www.imd.org/news/artificial-intelligence/companies-leading-in-ai-adoption-are-using-it-as-a-catalyst-for-reinvention/) - IMD has released its 2025 AI Maturity Index, and a related white paper AI strategies that are working, naming NVIDIA as the global leader in AI-driven business transformation. Microsoft and Alphabet followed in second and third place, respectively, in a ranking that evaluates how effectively the world’s top 300 companies are leveraging AI to reshape
- [The Hanne de Mora Board Excellence Award: Celebrating excellence and impact in board leadership](https://www.imd.org/news/leadership/recognizing-outstanding-board-leadership-the-hanne-de-mora-board-excellence-award/) - Hanne de Mora served with exceptional dedication on IMD’s Foundation and Supervisory Boards from 2016 until her passing in June 2025. Hanne was a visionary leader who was passionate about mentoring and supporting the next generation of leaders, particularly women leaders, and strengthening the performance of boards. IMD has chosen to celebrate Hanne’s life and
- [In memoriam: Hanne de Mora](https://www.imd.org/news/in-memoriam-hanne-de-mora/) - Hanne served on the IMD Foundation and Supervisory Boards since 2016 and as Vice Chairperson since 2019, bringing exceptional leadership and strategic insight to guide the institution's mission. Her dedication to excellence in leadership, transformation, and governance was evident throughout her distinguished career. As co-founder of a-connect, which she created in 2002, she led a
- [Coaching in an age of change: What leaders need to learn next](https://www.imd.org/news/leadership/coaching-in-an-age-of-change/) - At ICF’s Future of Work Summit, experts explored how coaching helps leaders navigate AI, disruption, and human transformation.
- [IMD recognized for Women2Lead Strategic Talent program with Konica Minolta](https://www.imd.org/news/talent-management/imd-recognized-for-women2lead-strategic-talent-program-with-konica-minolta/) - IMD has been honored with a Gold Award for Excellence in Championing Women Leaders at the Human Resources Excellence Awards 2025 for its Women2Lead program, developed in collaboration with Konica Minolta Inc. Launched in 2023, the Women2Lead program engages top female leaders from the Japanese multinational technology company and has been recognized internally as Konica
- [IMD’s MBA curricular innovation earns Graduate Business Curriculum Roundtable Award](https://www.imd.org/news/innovation/mba/graduate/business/curriculum/roundtable/award/) - We are thrilled to announce that IMD has received the 2025 Graduate Business Curriculum Roundtable (GBCR) MBA Curricular Innovator Award for its AI-generated Transversal Skills Report initiative. The recognition highlights IMD’s leadership in reimagining MBA education for an AI-driven era and its commitment to developing leaders who transform organizations for a more prosperous, sustainable, and
- [IMD maintains 4th position in The Case Centre Impact Index 2025](https://www.imd.org/news/leadership/imd-maintains-4th-position-in-the-case-centre-impact-index-2025/) - For the third consecutive year, IMD has secured fourth place in The Case Centre Impact Index for 2024/2025 among 50 top schools. This annual ranking evaluates the global reach and impact of organizations’ case writing. “At IMD, every day we get to work with senior executives from leading global organizations. This gives us a front-row
- [Learning on the job, leading at the top](https://www.imd.org/news/strategy/learning-on-the-job-leading-at-the-top/) - From an unconventional education to global banking roles, Rasmus Figenschou (MBA 2009) brings a unique perspective as he steps into the CFO role at DNB.
- [An amazing night on Sydney Harbour – IMD Giving Day joyfully celebrated among alumni](https://www.imd.org/news/leadership/alumni/) - The MBA Class of ‘91 not only celebrated decades of friendship but was also joined by local alumni to mark IMD’s first-ever in-person Giving Day. Now in its fourth year, the event supports the IMD Scholarship Foundation, which funds scholarships with a focus this year on diversity, equity, and inclusion. The room buzzed with conversation
- [UK, New Zealand, and Australia have the most effective sustainable trade practices for today’s volatile world](https://www.imd.org/news/competitiveness/uk-new-zealand-and-australia-have-the-most-effective-sustainable-trade-practices-for-todays-volatile-world/) - The United Kingdom, New Zealand, and Australia have set the global benchmark for sustainable trade as leaders of the 2025 Hinrich-IMD Sustainable Trade Index. Protectionism has become the name of the game in a new rulebook for global trade, one underpinned by three clear strategic trade-offs, according to the annual ranking. “Business leaders in today’s fragmented
- [The right talent and policies can close the digital divide in an era of fast-moving emerging tech](https://www.imd.org/news/competitiveness/the-right-talent-and-policies-can-close-digital-divide-in-era-of-fast-moving-emerging-tech/) - The 2024 IMD World Digital Competitiveness Ranking shows how nations like Singapore, Switzerland, and Denmark lead through emerging tech and innovation.
- [IMD case writing recognized in The Case Centre’s Top 50 Bestselling Case Authors list](https://www.imd.org/news/leadership/25/) - Four IMD professors have been included in The Case Centre’s list of Top 50 Bestselling Case Authors for 2024/25. The list includes Professor Emeritus of Strategy Peter Killing (ninth), Professor Emeritus of Marketing and Global Strategy Kamran Kashani (10th), Professor of Management and Dean of Faculty and Research Stefan Michel (41st), and elea Professor of Social
- [From expert to executive: How one engineer is rethinking leadership to reshape global R&D](https://www.imd.org/news/general-management/leadership/rethinking/leadership/for/global/rd/) - Working in research and development, Matteo Spampatti is used to tackling complex challenges and finding creative solutions. Over more than a decade at Hilti, his career has been defined by steady growth: from hands-on technical roles to leading innovation teams across continents. But as his responsibilities grew, so did his awareness of the importance of
- [Playing the long game: How to apply the lessons of pro-athlete leadership into business](https://www.imd.org/news/general-management/playing-the-long-game-how-to-apply-the-lessons-of-pro-athlete-leadership-into-business/) - Earlier this year, when Cody Almond stepped in front of an audience to talk about how to remain competitive in the sports industry during challenging times, it marked the first time in nearly 20 years that he had done so in an academic environment. Drafted into the world of professional ice hockey at 17, Almond An IMD FBL helped professional athlete Cody Almond navigate the next strategic steps of his career
- [Beyond the hype: AI is becoming autonomous – but where’s the value?](https://www.imd.org/news/artificial-intelligence/beyond-the-hype-ai-is-becoming-autonomous-but-wheres-the-value/) - AI transformation insights from IMD Discovery Days: revenue growth, agentic systems, commoditization, governance, and culture driving competitive advantage.
- [Train your geopolitical muscle: Alumni symposium explores leading in a fractious world](https://www.imd.org/news/leadership/train-your-geopolitical-muscle/) - IMD President David Bach opened this year’s International Alumni Symposium – on the theme of “How to Thrive in a Fractious World” – by reflecting on how recent geopolitical upheavals have upended many of the long-standing assumptions underpinning the global economy. “Most of us have spent our careers in a more globalized world,” he noted,
- [Sustainable building design startup wins 2025 IMD MBA Venture Award](https://www.imd.org/news/start-up/sustainable-building-design-startup-wins-2025-imd-mba-venture-award/) - IMD has announced the winner of its 2025 MBA Venture Award, which supports students ready to launch new ventures after graduation. Somerset Jarvis will receive 100,000 CHF in funding, along with mentorship and strategic guidance from a panel of successful IMD entrepreneurs and industry experts. Now in its fourth year, the award provides funding and
- [未来を描き直す学び ～ IMDオンラインプログラム『Inspirational Leadership』受講体験談～](https://www.imd.org/news/未来を描き直す学び-imdオンラインプログラムinspirational-leadership受講体験談/) - IMDが提供する「Inspirational Leadership」は、ジョージ・コーリーザー教授がプログラムディレクターを務める8週間のオンラインプログラム。 ジョージ・コーリーザー教授（ George Kohlrieser ）は、数々の危機交渉に携わった元人質交渉人というユニークなバックグラウンドを持ち、その経験をもとに「Secure Base Leadership（セキュアベース・リーダーシップ）」という概念を提唱しています。このリーダーシップモデルは、「安全・信頼」を基盤としながらも、メンバーに挑戦を促すことで成長を支援するというものです。日本語でも『セキュアベース・リーダーシップ：＜思いやり＞と＜挑戦＞で限界を超えさせる』（プレジデント社）として出版され、多くのビジネスリーダーに影響を与えてきました。 プログラムの概要 自己認識の向上：360°フィードバックレポートを通じて、自身のリーダーシップスタイルや強み・弱みを把握。 コーチングスキルの習得：チームメンバーの潜在能力を引き出すための効果的なコーチング技術を学習。 対立のマネジメント：困難な会話や対立状況に対処するための実践的な戦略を習得。 レジリエンスの育成：ストレスや障害に対処するためのツールと戦略を獲得。 関係構築：チームとの強固な絆を築き、高いパフォーマンス文化を形成。 対象者：チーム管理経験のあるシニアエグゼクティブや、より大きなリーダーシップ責任を担う予定のミドルマネージャーに最適です。 ここからはQ&A形式で本プログラムの魅力について掘り下げていきます。 なぜこのプログラムに参加しましたか？ 「Inspirational Leadership」は、IMDのオンラインコースの中でも長い歴史を誇るフラッグシッププログラムです。私は自分自身のリーダーシップスタイルを深く内省する場とすると同時に、IMDと他社のオンラインプログラムの違いを実体験を通じて理解したいと考えました。そのうえで、得られた学びを自分の言葉でお客様に伝えられるようになることを目的に参加しました。 このプログラムを通じでどのような気づきや学びがありましたか？ 最も大きな学びは、セオリーを学ぶことと、それを実践に落とし込むことの両輪の重要性です。野心的なビジネスパーソンにとって、机上の知識だけでは十分ではありません。 例えばリーダーシップ開発においては、セルフアウェアネス（自己認識）を高めることが不可欠だとよく言われます。本プログラムでは、その実現のために理論的なフレームワークのインプットに加え、360度評価やチーム内でのフィードバックの収集といった具体的な行動指針が提示されます。 さらに、コーチが伴走することで内省の機会が与えられ、学びを「知識」で終わらせず「血肉化」できるように設計されています。これは一般的なオンラインプログラムでは得がたい、大きな価値だと感じています。 プログラム修了後、ご自身・目標・リーダーシップにどのような変化や気づきがありましたか？ プログラムを通じて、自分自身の長期的なビジョンの解像度が高まり、将来ありたい自己像を更新できたと感じています。今と未来とのギャップが明確になったことで、それを埋めようとする行動が自然と加速し、その過程で得られる学びを脳がフル回転で吸収していくような感覚がありました。 抽象的な表現になりますが、まず「自分がどうありたいか」を明確にすることが、行動の原動力となり、結果としてリーダーシップが最も発揮しやすい状態を生み出す——この点に大きな気づきを得られたことが、今回のプログラムの最大の成果だと考えています。 未来のリーダーに求められる資質は、これまでと大きく変わると思いますか？ リーダーシップとは本質的に「関係性の産物」だと考えています。つまり、周囲のフォロワーがどのようなリーダーを受け入れるかによって、その姿は形づくられていく。つまり未来が変化し続ける限り、リーダーに求められる資質もまた大きく変わっていくのは必然です。 例えば、複雑な状況に「正解」を提示することが価値を持っていた時代には、明快なビジョンを打ち出す力がリーダーの資質でした。しかし、不確実性が増し未来が予測できない時代においては、学習と変容をスピーディーに繰り返しながら「新しい問いを立てられる起業家的なリーダー」にこそ注目が集まるのではないでしょうか。 その意味で、未来のリーダーには自己像の変革を厭わない「起業家的リーダーシップ（Entrepreneurial Leadership）」が必要だと感じています。 最後に一言 本プログラムは、単に理論を学ぶ場ではなく、参加者一人ひとりが実際のリーダーシップのあり方を問い直し、未来に向けた変革を実感できる学びの場です。 自身のリーダーシップを次の段階に引き上げたいと考える方、あるいは組織の将来を担う人材育成を検討されている方にとって、有意義な機会となるはずです。 プログラムの詳細はこちらから
- [IMD recognized with additional Brandon Hall Group award](https://www.imd.org/news/leadership/imd-recognized-with-additional-brandon-hall-group-award/) - IMD was, once again, recognized with Gold at the Brandon Hall Group Awards.
- [A tradition of learning, exploration, and friendship](https://www.imd.org/news/a-tradition-of-learning-exploration-and-friendship/) - When Angela Wang joined her EMBA classmates in Nairobi this summer, it felt like stepping into both a new adventure and a familiar embrace. The new came in the form of Kenya itself, from the dynamism of local businesses to the awe of a safari in the Maasai Mara. The familiar was the humility, warmth,
- [IMD secures #2 spot in Bloomberg’s 2025-26 Best Business Schools Ranking](https://www.imd.org/news/leadership/imd-secures-2-spot-in-bloombergs-2025-26-best-business-schools-ranking/) - IMD ranks #2 in Bloomberg Businessweek’s 2025–2026 list, excelling in Learning Experience, Entrepreneurship, and Networking among top European schools.
- [Tools and truths: Shaping authentic, impactful leadership](https://www.imd.org/news/leadership/tools-and-truths-shaping-authentic-impactful-leadership/) - In 2023, Tarita Qveflander’s desire to understand who she was as a leader led her to Mobilizing People. She emerged more open, confident, and effective.
- [Connecting the dots – a transformational journey](https://www.imd.org/news/general-management/connecting-the-dots-a-transformational-journey/) - Early in her career, Barbara Vettorel grappled with self-doubt and uncertainty. “I struggled with the fear of failure for the longest time,” she shares. “There are a million reasons to become discouraged and give up in corporate environments, where getting a seat at the table is hard, particularly in the people function.” Without a formal Barbara Vettorel (GMF 2023/EMBA 2025) made a successful career pivot from operations to HR leadership, marked by her transformative growth in strategic vision and ability to see the bigger picture.
- [Conservation by design](https://www.imd.org/news/sustainability/conservation-by-design/) - When Dermot O’Gorman began his career, his chosen specialism of environmentalism could scarcely have been less fashionable in corporate circles. It was the late 1980s, and we were under the influence of Gordon Gekko and “greed is good”, based on the erroneous notion that a corporation can be treated separately from the environment and societies
- [The race to recharge giants](https://www.imd.org/news/business-transformation/the-race-to-recharge-giants/) - Marc-André Beck (EMBA 2021) and Grivix are revolutionizing mining with megawatt charging systems, enabling fossil-free heavy transport at scale.
- [“I felt like I went through a powerful transformation”](https://www.imd.org/news/i-felt-like-i-went-through-a-powerful-transformation/) - Before joining IMD, Shaima AlHusseini was an academic teaching in various undergraduate academic institutions. Drawn to IMD for its distinct focus on leadership development, with its intense coaching and training, she went on to build a diverse and impactful career across the Saudi Arabian public and sports sectors. The EMBA brings together participants from different backgrounds who
- [How reframing power led to more purposeful leadership](https://www.imd.org/news/general-management/how-reframing-power-led-to-more-purposeful-leadership/) - For Sonia Studer, culture isn’t just a corporate concept, it’s a deeply personal lens. Raised in Switzerland with a multicultural upbringing, she grew up navigating multiple identities and value systems. “That cultural mix, of religion, language, traditions, has always drawn me to elements linked to culture and human dynamics,” she reflected. “It’s why I was Sonia Studer reflects on why culture is her true lever of impact, and how IMD’s Program for Executive Development helped her reframe how she views power, purpose, and potential.
- [IMD TOGETHER, a community committed to building a sustainable future](https://www.imd.org/news/sustainability/imd-together-a-community-committed-to-building-a-sustainable-future/) - IMD TOGETHER unites global leaders to rethink corporate sustainability, driving innovation, customer value, circular economy, climate resilience, and long-term success.
- [Equal among firsts](https://www.imd.org/news/diversity-and-equity-and-inclusion/equal-among-firsts/) - Su-Mei Thompson is a high-flier who has always combined a ferocious work ethic with a passion for equality and inclusion. The first woman to be included in the IMD MBA Dean’s List, she laughs at the memory of how she would reach the end of the long reading lists and ask her professors for more.
- [Five IMD articles selected for HBR’s updated and expanded 10 Must Reads collections](https://www.imd.org/news/leadership/five-imd-articles-selected-for-hbr-10-must-reads-collections/) - Harvard Business Review Press’ 10 Must Reads updated and expanded collections bring together the most influential, enduring, and impactful articles on management topics. The newly released volumes dive into topics including disruptive innovation, emotional intelligence, strategy, and leadership. “The Art of Asking Smarter Questions” by Professor of Strategy Arnaud Chevallier, Professor of Marketing and Strategy
- [Graduating IMD EMBAs reminded to stay optimistic, present, and embrace humanity](https://www.imd.org/news/leadership/emba-graduation-september-2025/) - IMD EMBA graduation ceremony for Class of September 2025 highlights the importance of optimism, diversity, and using voice and skills to make a positive impact
- [IMD’s MBA and EMBA collaborations shine at the 2025 Top 100 Swiss Startup Awards](https://www.imd.org/news/innovation/2025/top/100/swiss/startup/awards/) - IMD is proud to announce that they have collaborated with several standout ventures that were recognized in this year’s Top 100 Swiss Startup Awards. Since 1999, IMD’s MBA and EMBA participants have been supporting entrepreneurs by providing strategic input and guidance to enhance their prospects for funding and long-term success. The Valais-based cleantech startup DePoly, This year’s awards demonstrate, once again, IMD’s significant impact on the Swiss startup ecosystem.
- [IMD programs recognized with Brandon Hall Group awards](https://www.imd.org/news/leadership/imd-custom-programs-recognized-with-brandon-hall-group-awards/) - IMD is thrilled that two programs were honored at the 33rd annual Brandon Hall Group Human Capital Management Excellence Awards. Gold award The IMD-Konica Minolta Inc. Women2Lead Program received a Gold Award in the Best Leadership Development for Women category. The talent development program, launched in 2023, engaged top female leaders from the Japanese multinational
- [“We are so proud”: IMD celebrates 50 years of its MBA program at “a pivotal moment” for leadership](https://www.imd.org/news/leadership/updates-imd-celebrates-50-years-of-its-mba-program-at-pivotal-moment-for-leadership/) - Fifty years ago, when IMD’s MBA program was launched, Richard Nixon was President of the United States, bands like ABBA were topping the charts and we were on the verge of an energy crisis. “In some cases, things might not have changed so much in the last 50 years,” said Professor Omar Toulan, the current
- [一條和生IMD教授、新著『16歳からのリーダーシップ』を出版](https://www.imd.org/news/一條和生imd教授新著16歳からのリーダーシップ/) - リーダーシップ研究の第一人者である一條和生IMD教授（一橋大学名誉教授）が、新著『16歳からのリーダーシップ』（日経BP 日本経済新聞出版、細田高広氏との共著）を刊行しました。 一條教授が提唱するリーダーシップの本質は組織のトップや肩書を持つ人だけの役割ではなく、誰もが発揮できる「素晴らしい生き方そのもの」です。近年注目される「オーセンティック・リーダーシップ」という概念にもあるように、自分らしさを大切にしながら周囲に良い影響を与える生き方こそが、社会課題の解決につながると強調します。 国民一人ひとりが「自分はどんなリーダーシップを発揮できるか」を考え、行動することが必要だと一條教授は説きます。 特にAI時代においては「問う力」が重要であり、正しい問いを立てる人こそが新しい価値を創造できるのです。 本書執筆の大きなきっかけとなったのは、高校生向けプログラム「日経エデュケーションチャレンジ」。真摯に学ぶ日本の高校生に触れ、彼らが早い段階から多様な生き方に気づき、自分らしくリーダーシップを発揮できるようになることを願い書かれています。 一條教授は「未来は若い世代がつくる」と語ります。高校生から社会人まで、すべての人にとって「自分らしいリーダーシップ」を考えるきっかけとなる一冊です。 著者、一條和生からの言葉 「この本は今、16歳の人に、そして昔、16歳だった人のための本です。本を通じて親子、祖父母とお孫さんとの間でリーダーシップについて語り合うきっかけにもなってほしいと考えています。」 NIKKEI BizGateインタビュー記事はこちらから: https://bizgate.nikkei.com/article/DGXZQOLM10521010072025000000?n_cid=TPRN0002&utm_source=NK&utm_medium=banner&utm_campaign=bg-osusume
- [TDK、IMDのOWPを活用し、未来を担うグローバルリーダーを育成](https://www.imd.org/news/tdkimdのowpを活用し未来を担うグローバルリーダー/) - 日本の大手エレクトロニクス企業であるTDKは、IMDの5日間プログラム「Orchestrating Winning Performance（OWP）」を、単なるリーダーシップ向上の研修として位置付けるのではなく、自社のグローバル・アドバンスト・マネジメント・プログラム（Global AMP）の中核に据えています。世界とつながり、未来志向で考え行動できる次世代のリーダーを継続的に育成し生み出す重要な戦略の一環となっています。 「私たちはOWPをグローバル・アドバンスト・マネジメント・プログラムの主要なモジュールとして組み込んでいます」と、TDKのグローバルリーダーシッププログラムを統括するカリーヌ・ル・エジェは語ります。「OWPは、最初の対面モジュールでまさに “触媒” のような存在です。参加者の成長を加速させ、視野を飛躍的に広げます」。 戦略を実行に移すための研修設計 TDKのGlobal AMPはグローバルに責任を担うゼネラルマネージャーやデピュティゼネラルマネージャー（副責任者）を対象に、能力を磨き、将来の課題に備える実践的なプログラムです。 2019年以降、TDKは毎年グローバルで活躍している幹部社員をOWPに派遣しており、2025年は26名が参加しました。参加者は、TDK の中期経営計画の達成に貢献する「インパクト プロジェクト」にて取り組んでいる事業上の課題と、参加者自身の成長ニーズの両方にマッチした最適なOWPのストリーム（専門テーマ）を選びます。 プログラム終了後には、リーダーシップ・組織変革が専門で、TDKのGlobal AMPプログラムのディレクターでもある ウィンター・ニー教授による、振り返りセッションを実施。ここで学びを整理し、具体的な事業課題に結びつけていきます。 ル・エジェはこう語ります。 「参加者は個人として学ぶだけでなく、一日の終わりに他の参加者と常に学びを共有し、それがTDKにとってどのような価値をもたらすのかを振り返ります。こうしたやり取りから集合知が生まれ、アイデアを具体化したり具現化するといった実践レベルの活動が加速するのです。」 理論だけでなく、行動を変える学び OWPは、単なるアイデアの習得にとどまりません。参加者の思考やリーダーシップのあり方そのものを変えるきっかけとなります。 アルミニウム・フィルムコンデンサBG（Business Group）のCOO、フィオナ・オウにとって、OWPは 視野を大きく広げると同時に、考えを深めるきっかけとなった体験でした。特に印象に残ったのは、「対立を建設的に扱うこと。複雑な課題には体系的な解決策が必要であり、唯一の正解はない」という気づきです。 同BGのグローバルプロダクトマーケティングの責任者、シャオ・チャンは、OWPが変革期の混乱に立ち向かう助けになったと語ります。 「このプログラムを通じ、変化に適応し、組織の中で効果的にマネジメントする方法を学びました。最大の収穫のひとつは“俊敏性(アジリティ)”の重要性です。迅速に動くことで、不確実性に対応できるという学びです。」 TDKラムダのEMEA地域のマネージングダイレクターであるマット・コットンは、OWPからすぐに活用できる実践的なツールを得ました。 「顧客は私たちほどTDKの製品に愛着を持っているわけではなく、あくまで課題解決の手段として見ている、この気づきは衝撃的でした。価格ではなく、ソリューションの本当の価値を見極めることに焦点を当てるべきだと考え方を変えることができました。」 圧電・保護デバイスBGのEVP兼COO、フレデリコ・ノールも、鮮明な洞察を得たひとりです。 「ハワード・ユー教授（戦略・イノベーション専門）の『Get Ready to Leap』の授業で、漸進的な変化だけでは十分でなく、必要なのは “破壊的（ディスラプティブ）な変革”であることに気づかされました。」 ノールはその学びをもとにチームを再編しました。「製品開発と生産の連携不足という本質的な課題がありましたが、OWPで得た知見を生かして組織を再編し、そのギャップを埋める責任者を配置しました。この変化が、BGの新しいアプローチの基礎となりました。」 CEOも共に学ぶ、リアルタイムの対話 TDKの社長執行役員CEO、齋藤昇はプログラムを支援するだけでなく、毎年自ら参加しています。 「彼は毎年すべてのプロジェクトチームと時間を共有します」とル・エジェは語ります。「これは社長としての強いメッセージです。つまり、彼は参加者のアイデアを理解し、自らのビジョンを直接伝えたいという思いの表れなのです。」 TDKのCHRO、アンドレアス・ケラーもこう強調します。 「OWPでの交流は、参加するチームメンバーにエネルギーと自信を与えます。彼らは新たな視点と、すぐに実行できる戦略を持ち帰ることができます。」 また、ある参加者はIMDのフレデリック・ダルザス教授（マーケティング・戦略専門）によるサステナビリティのセッションに感銘を受け、社内イベントでの講演を依頼しました。 世界とともに進化する学び OWPのコンテンツは固定されたものではなく、毎年常に新しいテーマや最新の知見が加わります。 TDKの生産本部副本部長、フィリップ・アーヴィングは2024年にOWPに参加しました。特に印象に残ったのは、カタリーナ・ランゲ教授（リーダーシップ専門）と、ホセ・パラ・モヤノ教授（デジタル戦略専門）による「AIとコーチング」のセッションでした。 「AIがマネージャーのコーチング能力を高め、従業員のサポートができるとは思いもしませんでした。」 アーヴィング氏はOWPを「ミニMBA」と表現します。 「濃密かつ精緻に設計され、常に最新の知見を取り入れています。自身の知識に自信を持ち、ビジネスの方向性を定め、確信を持って実行に移す力を与えてくれました。」 一過性ではない、長期的なインパクト CHROのケラーはこう語ります。 「OWPはチェックリストを埋めるための演習ではありません。参加者に自信、新たな視点、そして変革と成長を促すより実践的な戦略を与えてくれます。」 ル・エジェも続けます。 「必要なものをすべて手に入れ、学び、視野を広げ、リーダーやマネージャーとして成長できる、欲しいものがすべてかなうようなキャンディショップのような場所です。そして同時に“鏡”でもあります。自分の現在の立ち位置と進むべき方向を映し出してくれるのです。」 TDKは、単に人材をOWPに送り出すのではなく、その学びを組織全体に還元し、未来を見据えたリーダーシップ文化を着実に築き上げています。 IMDの「Orchestrating Winning Performance（OWP）」とは
- [‘Am I where I should be?’](https://www.imd.org/news/general-management/am-i-where-i-should-be/) - From law to corporate leadership, Annette Schüller’s career is defined by reinvention, resilience, and finding purpose through challenge.
- [IMD Lausanne Alumni Club creates new MBA scholarship](https://www.imd.org/news/leadership/updates-imd-lausanne-alumni-club-creates-new-mba-scholarship/) - The IMD Alumni Club of Lausanne committed to creating a new, merit based, scholarship for future participants in IMD’s leadership-centric MBA program. The first scholarship (CHF 50,000) will be awarded to the best all around MBA candidate accepted from the first of the program’s four application deadlines, on February 1st 2019. “The club opted to
- [IMD donors fund scholarships for Ukrainians affected by the war](https://www.imd.org/news/leadership/updates-imd-donors-fund-scholarships-for-ukrainians-affected-by-the-war/) - In May of this year, the first three recipients of the IMD Ukrainian Scholarships completed their Executive Education programs in Lausanne. This milestone of academic success is even more significant as these scholarship recipients accomplished it less than three months after the outbreak of the war in Ukraine. Nine scholarships have been awarded so far
- [IMD MBA scholarship program: A commitment to diversity and impact](https://www.imd.org/news/leadership/updates-imd-mba-scholarship-program-a-commitment-to-diversity-and-impact/) - “We are absolutely committed to ensure the IMD MBA program attracts the best young men and women with an appetite to strengthen their leadership capabilities and move towards achieving their impact potential. To do this we know scholarships play a key role. They allow us to attract increasingly outstanding participants and to make our class
- [IMD appoints Alyson Meister to new role of Dean of Degree Programs](https://www.imd.org/news/imd-appoints-alyson-meister-to-new-role-of-dean-of-degree-programs/) - IMD has selected Alyson Meister as its first Dean of Degree Programs, effective 1 September 2025, bringing the leadership of its MBA, EMBA, and new Executive Master's programs together at the highest level as she joins the institute’s Leadership Team. Working closely with IMD President David Bach, Meister will set the strategy for IMD’s degree
- [IMD President joins GMAC Board amid strategic transformation](https://www.imd.org/news/general-management/gmac/) - IMD President and Nestlé Professor of Strategy and Political Economy David Bach has been appointed to the Graduate Management Admission Council (GMAC) Board of Directors. The appointment comes at a pivotal moment, as GMAC – a global non-profit association of leading graduate business schools that brings together future business leaders worldwide with educational opportunities –
- [IMD Professor Amit Joshi publishes The AI-Centered Enterprise](https://www.imd.org/news/artificial-intelligence/imd-professor-amit-joshi-publishes-the-ai-centered-enterprise/) - IMD Professor of AI, Analytics, and Marketing Strategy Amit Joshi, alongside renowned AI pioneers Ram Bala, Associate Professor of AI & Analytics at Santa Clara University's Leavey School of Business, and Natarajan Balasubramanian, Albert & Betty Hill Endowed Professor at the Whitman School of Management at Syracuse University, introduce The AI-Centered Enterprise. Based on real-world
- [Scaling up](https://www.imd.org/news/leadership/scaling-up/) - While the personal development is frequently cited as exceptionally valuable from one’s time at the EMBA, the rigorous learning on business systems and strategy are, of course, comparable. Gilbert Achermann had a background in banking, but after overseeing mergers and acquisitions and other transactional duties, he wanted an in-house strategic role. After handling the IPO Gilbert Achermann (EMBA 2000), shares his career evolution from being a banker to an enterprising executive in a specialist device industry, with the intense and eclectc EMBA at IMD as the catalyst.
- [Future-ready organizations navigate extreme uncertainty through agility](https://www.imd.org/news/future-readiness/future-ready-organizations-navigate-extreme-uncertainty-through-agility/) - IMD’s 2025 Future Readiness Indicator ranks top firms in auto, CPG, and finance, revealing agility and tech patience as keys to thriving in uncertainty.
- [New IMD index helps leaders better understand the ‘massive trade offs between globalization and sustainability’](https://www.imd.org/news/sustainability/sustainable-trade-index-helps-leaders-understand-globalization-and-sustainability/) - The Sustainable Trade Index (STI): how global economies are harnessing the positive elements of trade while preserving global ESG objectives
- [5 pieces of career advice from Nestlé CEO Paul Bulcke](https://www.imd.org/news/organizational-behavior/updates-5-pieces-of-career-advice-from-nestle-ceo-paul-bulcke/) - Head of the world’s leading nutrition, health and wellness company addresses IMD’s MBA class Celebrating 150 years, and continuing to grow despite downturns in both Europe and emerging markets, Nestlé sells over 1 billion products per day. But for Mr. Bulcke, the company’s continuing success isn’t one to be overly satisfied with. “Success is a
- [Hilti blends IMD online and on-campus learning to develop young execs](https://www.imd.org/news/strategy/testimonials-hilti-blends-imd-online-and-on-campus-learning-to-develop-up-and-coming-execs/) - Modularity, using components that can be separated and recombined, has been a game-changing development in many industries from rail to automotive and computing, and thus the subject of many a lesson at IMD business school. But now IMD has taken those lessons to heart and has begun to experiment with what modularity might mean for
- [You will get hacked – you need a proactive cybersecurity plan in place](https://www.imd.org/news/technology-management/updates-you-will-get-hacked-you-need-a-proactive-cybersecurity-plan-in-place/) - In the past several years, digital transformation initiatives have been on the menu for many organizations. But since the pandemic swept shut many countries, cities and companies in March 2020, this digitalization of our workforce and processes has become a rush order. What effect does the rapid digitalization have on vulnerability? With employees working from
- [Fabric of success](https://www.imd.org/news/leadership/fabric-of-success/) - When Awais Noorani and his EMBA colleagues pitched to Silicon Valley investors, as part of their Discovery Expedition, on behalf of the Swiss firm HeiQ, a specialist in textile technologies, they were turned down. A narrow view was to consider this a failure. A different take is to see it as a foundational phase in Awais Noorani (EMBA 2006), talks about the importance of long-lasting business relationships and entrepreneurial ingenuity.
- [書籍出版のお知らせ](https://www.imd.org/news/書籍出版のお知らせ/) - IMD北東アジア代表・高津尚志による新刊 『世界の経営幹部はなぜ日本に感化されるのか 伝統文化の叡智に学ぶビジネスの未来』（日本経済新聞出版）が発売されました。 本書は、IMDのEMBA参加者を対象に東京で実施した「Global Immersion Japan」プログラムにおける文化セッションの内容をもとにまとめられたものです。禅、華道、合気道、酒造りといった日本の伝統文化が、どのように世界のビジネスリーダーにインスピレーションを与えているのか。その様子が臨場感をもって再現されています。 4月末の発売からわずか1か月で増刷が決定するなど、多くの読者の方々から高い評価をいただいています。たとえば、以下のような声が寄せられています： IMDの「Learning Journey（学びの旅路）」の考え方、アプローチを体感できる。 日本企業にとって、「グローバルに通用するアプローチ」と「日本企業ならではの強み」をどう止揚していくかは大切なテーマ。そのヒントになる部分が多い。 ぜひご一読ください。 ▼書籍の詳細はこちら 日本経済新聞出版サイト ▼篠田真貴子さんによる書評はこちら https://bookplus.nikkei.com/atcl/column/070600261/051600015/ ▼IMD EMBA “Global Immersion Japan” 紹介動画（4分）はこちら YouTubeで視聴する
- [IMDが「世界競争力ランキング」2025年版を発表](https://www.imd.org/news/imdが世界競争力ランキング2025年版を発表/) - IMDは2025年の「世界競争力ランキング（WCR）」を発表、日本は2024年より3ポイント順位を上げて、35位に回復しました。 世界競争力ランキングは、「企業が持続的な価値創造を行う環境」を各国・地域がどの程度提供できているかを測定する指標として、世界で高い評価を得ているものです。今年は世界69カ国・地域を評価対象としました。 社会的・政治的な分断が世界的に進む中でも、経済の繁栄を保つには、優れたガバナンスと制度の強さが不可欠であることがわかりました。 主な結果： スイスが1位に返り咲き、シンガポール（1位から2位へ）、香港特別行政区（2ランクアップ）が続きます。 カナダ、ドイツ、ルクセンブルクがトップ20内で最も大きな改善を見せた一方、オーストラリアとアイルランドは大きく順位を落としました。 社会的・経済的・政治的分断の少ない国々（例：スイス、デンマーク、スウェーデン）は、競争力スコアが高い傾向にあります。 「世界競争力ランキング（WCR）」は、69カ国・地域を対象に、以下4つの要素で評価をしています： 経済パフォーマンス 政府の効率性 ビジネスの効率性 インフラ 従来の競争力の要素であるマクロ経済の安定性、ビジネス環境、インフラの質に加えて、現在ではデジタル対応力やグリーン・トランジション（脱炭素への移行）のマネジメント、さらには高いレジリエンスを備えた戦略が求められています。 今年追加された6つの新指標： 自由選挙政府（民主主義の成熟度） パスポートの自由度（国際的な移動のしやすさ） メディアの偏向度 AI関連特許出願数 食品廃棄量 環境パフォーマンス指数 日本の４つの主要素の順位は、以下の通りです。 経済パフォーマンス：23位（2024年は21位） 政府の効率性：38位（同42位） ビジネスの効率性：51位（同51位） インフラ：19位（同23位） IMD世界競争力センターのディレクター、アルトゥーロ・ブリス教授は、日本に関して、以下の見方を共有しました。 「私たちは数年前から、日本が過去の低迷から徐々に回復しつつあることを指摘してきました。そして実際に、今年の結果にその傾向が見て取れます。日本のランキングは着実に改善しています。ここで重要な点が2つあります。 1つ目は、輸出依存型の経済構造により、日本が今後、関税政策の変動や保護主義台頭の影響を大きく受ける可能性があることです。また、観光、金融、IT、コンテンツ を含むサービス輸出の分野では、為替のボラティリティ（変動性）が大きなリスク要因となっています。 2つ目は、ビジネス効率性のランキングが依然として低く、日本経済全体の強さとの間にギャップが見られることです。その背景には、企業が変化に柔軟かつ迅速に対応する柔軟性や俊敏性を十分に備えていないという構造的な課題があります。こうした点で、日本は台湾やシンガポールのように、イノベーションを実現している国々に後れを取っているのが現状です。」 IMD北東アジア代表、高津尚志は、こう分析しています。 「日本の順位は4年ぶりに回復、35位となりました。政府効率性の改善やインフラ面での強み維持・向上が奏功しました。不確実性が高まる世界で、日本が一定の安定感を維持していることは強みです。 一方、日本は依然、「外部依存」と「内部硬直」という二重の課題に直面しています。経済は国際通商環境や為替変動に左右されやすく、企業現場ではアジリティ、イノベーション創出、国際人材の活用、デジタル活用の深化などビジネス効率性の面で改善の余地が大きく残ります。 日本の強みを再発見・活用しつつ、企業の柔軟性・アジリティを高める本格的な投資と改革が必要です。今回の順位改善は、日本が変化への準備を進めつつあることを示しましたが、さらなる経営の変革力が不可欠です」。 詳細はこちらから： https://www.imd.org/centers/wcc/world-competitiveness-center/rankings/world-competitiveness-ranking/
- [IMD recognized for work with OCP and Africa Business School](https://www.imd.org/news/leadership/imd-recognized-for-work-with-ocp-and-africa-business-school-2/) - IMD’s custom program, co-created with Moroccan state-owned mining and fertilizer firm OCP and Africa Business School, has won a 2022 EFMD Gold award
- [Les résultats du « IMD World Talent Ranking 2020 »](https://www.imd.org/news/leadership/updates-les-resultats-imd-world-talent-ranking-2020/) - Le classement mondial des talents de l'IMD évalue les pays en fonction de trois facteurs : investissement et développement, attrait et disponibilité. La Suisse est en tête pour la septième année consécutive, le Danemark est 2ème et le Luxembourg 3ème au classement mondial des talents 2020 de l'IMD. L'impact du Brexit sur la compétitivité des
- [The ‘tempered radical’: How one healthcare executive is driving sustainable business transformation from within the system](https://www.imd.org/news/sustainability/alumnistories/) - Working in healthcare, Núria Ibáñez Garcia is acutely aware of the sustainability paradox that defines her industry. On the one hand, the work is critical – focused on saving and improving lives. On the other hand, it’s resource-intensive, with many products designed to be single-use for patient safety, and strict regulatory requirements often limit the In a sector where safety leaves little room for compromise, Núria Ibáñez Garcia explains how she is using her leadership to drive sustainable transformation – one decision, one conversation, and one product at a time.
- [30 Years of OWP: Why Shinya Yamamoto keeps coming back](https://www.imd.org/news/coaching/30-years-of-owp-why-shinya-yamamoto-pays-to-come-back/) - Shinya Yamamoto is an executive coach and learning manager who helps Japanese companies cut through corporate inertia. And yet, year after year, he keeps coming back to Lausanne for OWP, IMD’s signature program. On his own dime. Why? “First of all, it’s fun,” he says. “Where else do you get this kind of diversity? I’ve Shinya Yamamoto, an executive coach, returns to Lausanne annually for IMD's OWP program. Discover why he keeps coming back.
- [In memory of Professor Emeritus Jean-Philippe Deschamps](https://www.imd.org/news/in-memory-of-professor-emeritus-jean-philippe-deschamps/) - In memory of Prof. Jean-Philippe Deschamps, a pioneer in innovation management and cherished IMD faculty member whose legacy will inspire generations.
- [Using metaphors and switching between opposing leadership behaviors – OWP Day One](https://www.imd.org/news/leadership/using-metaphors-and-switching-between-opposing-leadership-behaviors-owp-day-one/) - The risk of sustained stagflation, using metaphor in your leadership, and switching between opposing behaviors to become an ambidextrous leader were among the latest ideas shared on day one of IMD’s Orchestrating Winning Performance liVe program. The risk of sustained stagflation The economic volatility of 2022 has underscored that making predictions about the future macro-economic The risk of sustained stagflation, using metaphor in your leadership, and switching between opposing behaviors to become an ambidextrous leader were among the latest ideas shared on day one of IMD’s Orchestrating Winning Performance liVe program.
- [The business of health innovation](https://www.imd.org/news/leadership/the-business-of-health-innovation/) - At the age of 13, Sibongile Gumbi began her secondary education in a different country, indeed on a different continent; the young South African girl attended a boarding school near the coast of north Wales, United Kingdom. This formal British setting, with old stone walls, school uniforms and team sports, was in a very different Sibongile Gumbi, EMBA 2014, shares how her personal and professional experiences reinforced her aspirations for social change and innovation.
- [30 years of innovation: Why leaders keep returning to OWP](https://www.imd.org/news/leadership/30-years-of-innovation-why-leaders-keep-returning-to-owp/) - For 30 years, IMD’s Orchestrating Winning Performance (OWP) has been where global leaders go to challenge their thinking, sharpen their strategies, and stay ahead in an unpredictable world. Year after year, dozens of executives return – not just for fresh insights, but for an experience that reinvents itself with every iteration. Flavia Sebastiani, Vice President Flavia Sebastiani, shares her experience of OWP, having attended multiple times. First in 2019, then again in 2022 and 2023, she finds that each visit brings new perspectives, challenges, and solutions.
- [Navigating new heights](https://www.imd.org/news/leadership/navigating-new-heights/) - For Soniya Soniya, pursuing an EMBA at IMD was a major milestone in her leadership journey. What made her experience unique was that she embarked on the program while also navigating pregnancy and early motherhood. Rather than seeing these two commitments as conflicting, she saw them as complementary – each teaching her invaluable lessons in Soniya Soniya (EMBA 2025) shares how she navigated the demands of an EMBA whilst becoming a new mother, balancing her career, studies, and family with discipline, prioritization, and the support of her personal and professional networks.
- [Connecting a continent](https://www.imd.org/news/leadership/connecting-a-continent/) - Some of the countries with the highest use of digital currencies using mobile phones are African – just one example of how mobile connectivity is helping economic development and transforming lives. One of the leading enablers is MTN, the South Africa-based, and Africa’s largest mobile network operator, with nearly 300 million subscribers in 18 countries.
- [Business must overcome the crisis of trust](https://www.imd.org/news/leadership/business-must-overcome-the-crisis-of-trust/) - One day after the interview for this profile, the CrowdStrike computer outage led to the grounding of hundreds of flights, cancellation of rail services and delays in payroll processing, among other disruptions around the world. It was caused by a single error in an antivirus software update to commercial Microsoft systems. The incident simultaneously illustrated Doug Lowther (EMBA 2003), shares insights from his EMBA at IMD, how it nurtured his leadership skills and the role of trust in a world where conflict is multiplying.
- [The continual journey](https://www.imd.org/news/leadership/the-continual-journey/) - At the age of just 16, Soren Toft departed his native country of Denmark towards the end of his secondary education, spending a year at a high school in the USA. This bold decision, self-funded through summer jobs, reveals much about an outward focus and high motivation that he has maintained throughout a stellar career Soren Toft (EMBA 2009), shares insights from his time at Maersk and how coaching and the EMBA helped him develop a more mature and effective leadership style.
- [Evergreen manifesto](https://www.imd.org/news/leadership/evergreen-manifesto/) - If a community and the local environment benefit from a business project, the investment returns can be handsome, potentially superior to an approach focused on profits only. The economic logic of enlightened capitalism, or “doing well by doing good” is well established, but not commonly practiced. One of its exponents in Italy is EMBA alumnus Marco Dall'Orso (EMBA 2008) reflects on his career, from real estate finance to active management in urban redevelopment, and shares takeaways from his EMBA at IMD.
- [Murat Tarakci joins IMD faculty](https://www.imd.org/news/murat-tarakci-joins-imd-faculty/) - IMD is pleased to announce the appointment of Murat Tarakci as Professor of Innovation Strategy. Tarakci’s research explores how organizations adapt to and shape their environments. He believes that innovation for the greater good is a collective endeavor – one that requires a deep understanding of behavioral dynamics and mechanisms to better address societal challenges.
- [30 years of OWP: How TDK builds global leaders](https://www.imd.org/news/30-years-of-owp-how-tdk-builds-global-leaders/) - TDK integrates IMD’s OWP into its leadership program to build global-ready leaders, spark fresh thinking, and drive real impact across the business. For TDK, the Japanese electronics giant, partnering with IMD's five-day Orchestrating Winning Performance (OWP) program isn’t just about leadership development; it’s part of a larger strategy to build a globally connected, forward-thinking leadership
- [Celebrating IMD’s case writing excellence with The Case Centre](https://www.imd.org/news/celebrating-imds-case-writing-excellence-with-the-case-centre/) - Hosted by Stefan Michel, Professor of Marketing and Dean of Faculty and Research, the event honored faculty, researchers, editors, and all those whose contributions bring award-winning cases to the classroom. “We are thrilled to be back in Lausanne to celebrate IMD's success,” said Vicky Lester, CEO of The Case Centre, who presented the awards. “IMD’s
- [IMD ranked #1 for custom programs by the Financial Times](https://www.imd.org/news/imd-ranked-1-for-custom-programs-by-the-financial-times/) - The Financial Times has positioned IMD among the world's best business schools in its Executive Education Rankings – recognition grounded in direct feedback from the organizations and leaders who work with us. Our custom programs achieved the #1 global ranking, advancing from the third position among 95 schools. For open programs, we sustained our top
- [Two IMD cases recognized in the 2024 EFMD Case Writing Competition](https://www.imd.org/news/two-imd-cases-recognized-in-the-2024-efmd-case-writing-competition/) - IMD is pleased to announce that elea Professor of Social Innovation Vanina Farber, senior researcher Shih-Han Huang, Stephan Schmidheiny Professor of Entrepreneurship and Finance Benoit Leleux, and Adjunct Professor of Entrepreneurship and Management Jim Pulcrano have been recognized at the 2024 EFMD Case Writing Competition. Vanina Farber and Shih-Han Huang’s case Not so black and Cases written by IMD faculty have been celebrated at this year’s EFMD Case Writing Competition.
- [The Age of AI in Healthcare](https://www.imd.org/news/artificial-intelligence/the-age-of-ai-in-healthcare/) - Discover how AI in healthcare is quietly revolutionizing the field—from diagnostics to drug discovery—enhancing care, reducing errors, and empowering clinicians.
- [IMD launches two highly flexible master's degrees to address leadership talent gap](https://www.imd.org/news/artificial-intelligence/imd-launches-two-highly-flexible-masters-degrees-to-address-leadership-talent-gap/) - Business is undergoing major transformations, as AI and digital innovations reshape industries rapidly, while environmental challenges require a shift to more sustainable business models. But leaders who possess both deep technical know-how and the ability to drive enterprise-wide transformation are in scarce supply. Flexible future-proofing To meet this need, and in recognition of the fact
- [IMD教授陣が一斉来日：日本とのつながりを深めた一週間](https://www.imd.org/news/戦略を行動にimd-pivot東京で開催された戦略ブートキャンプの舞台裏/) - 4月21日の週、IMDの教授6名が一斉に東京に集結。イースター休暇後で欧州の活動が比較的落ち着く時期とはいえ、これだけ多くの教授が同時に訪日するのは極めて稀なことであり、IMDにとっての日本の重要性、そして日本におけるIMDの存在感の高まりを象徴する出来事となりました。 まず、ある大手素材メーカーのグローバルな部長クラスを対象としたカスタマイズプログラムの開催のため、リーダーシップ領域を専門としプログラム全体を統括するヘザー・リー＝ケアンズ教授と、国際戦略を専門とするニッコロ・ピッサーニ教授が来日。プログラムを通じて、参加者だけでなく同社経営トップ層とも実践的かつ深い対話を重ね、同社の今後の成長に向けた新たな視座を提供しました。 サステナビリティを企業戦略の中核に据える研究を推進するゴータム・チャラガラ教授とフレデリック・ダルサス教授は、その活動を支援する電通グループとの協議のために来日。3日間連続で行われた対話を通じて、両者の連携の意義が一層明確になりました。両教授による共著書は、2026年初頭にハーバード・ビジネス・スクール・パブリッシングより世界発売予定ですが、電通との連携はその知見を現実社会に実装していく上での重要な土台となりそうです。 経営幹部にとってのキャリアの大きな転機である「CXOへの昇進」というテーマを軸に、日本企業との率直な意見交換を目的として、リック・ロイ教授も来日。多くの企業との間で、リーダー育成のあり方や直面する課題について、現場感覚に基づいた実践的な議論が行われました。 また今回、リーダーシップ研究と教育の世界的第一人者のひとりであるマイケル・ワトキンス教授も、家族と共に長年の夢であった日本訪問を果たしました。子どもの頃に柔道を学んでいた同教授には、弓道や禅といった伝統文化を体験してもらいました。こうした体験をきっかけに、彼は生成AI時代における「道（どう）」の意義について考察を深めており、日本文化からの学びをグローバルな知に昇華しようとしています。 こうした教授陣の訪日が、様々なステークホルダーにとって最も実りあるものとなるよう、IMD北東アジア代表の高津尚志と、カントリー・アソシエイト・ディレクター（日本）の宮林隆吉が企画・調整を担いました。 4月21日（月）夜には、IMD Alumni Club of Japan主催のもと、教授陣を含む約60名が屋形船に集い、東京湾の夜景と和食を楽しみながら、和やかでカジュアルな交流の時間を過ごしました。こうしたインフォーマルな場だからこそ生まれる深い会話や新たなつながりに、IMDが育んできた「生涯学習の共同体（Lifelong Learning Community）」としての絆の強さを改めて実感するひとときとなりました。 この週には他にも、産官学のリーダー約70名が参加した「Strategy Boot Camp」も開催されました（詳細は別記事にてご紹介いたします）。単なる知見の提供にとどまらず、参加者同士が立場を越えて意見を交わし、学び合う場として大きな意味を持ちました。懇親会では活発な交流が続き、時間切れを惜しむ声も多く聞かれました。 今後は、スイスを拠点とする佐々木千夏も含め、IMD Team Japanとして今回生まれたご縁を大切に育んでまいります。日本の産官学のリーダーが互いに深くつながり、世界とも結びつくことで、より持続可能で包摂的、そして豊かな社会の実現に向けて歩んでいく――その歩みに、私たちIMD Team Japanも微力ながら貢献してまいります。
- [戦略を行動に：IMD × PIVOT、東京で開催された「戦略ブートキャンプ」の舞台裏](https://www.imd.org/news/戦略を行動にimd-x-pivot東京で開催された戦略ブ/) - 2025年4月23日、IMDは、日本のオンラインビジネスメディア・PIVOTとともに、「IMD × PIVOT Strategy Boot Camp（戦略ブートキャンプ）」を東京で開催しました。産官学の幅広い分野から70名以上のリーダーたちが一堂に会し、不確実性の時代において変革を牽引するための「考え方」と「ツール」を身につける、参加型・有料の1日集中型プログラムです。 この体験型ワークショップを牽引したのは、IMDのゴータム・チャラガラ教授とニコロ・ピサーニ教授。両教授による理論と実践の融合を軸に、参加者は実際の企業事例やグループワークを通じて、「現在の事業を回しながら、いかに未来を創るか」というリーダーとしての本質的な問いに向き合いました。 Sカーブで捉える、次のイノベーションの形 午前中のセッションでは、チャラガラ教授が「漸進的なイノベーションの発想を超えること」を参加者に投げかけました。 「イノベーションはSカーブを描きます」と教授。「成功している企業は、今のSカーブがフラットになる前に、それに気づき、自らを再構築するのです。」 自動車、テクノロジー、消費財などの業界を例に、参加者は次の3つの視点でイノベーションをどうリードするかを学びました： エンジン（中核となる製品・サービス） ソフトウェア（組織や人材の能力） ビジネスモデル（価値の生み出し方・収益の仕組み） セッションでは日立、ソニーや資生堂といった日本の代表的企業の経営幹部や幹部候補からも、KPIのずれ、予算配分の競合、人材配置の難しさといったリアルな課題が率直に語られました。 議論を通じて導き出された変革のカギは、以下の3点です： 成長領域には、早い段階からトップ人材を投入すること 既存事業と新規事業のKPIは明確に分けること 製品開発だけでなく、体験価値や構造面でのイノベーションに注力すること 分断の時代における「再定義されたグローバリゼーション」 午後のセッションでは、ピサーニ教授がグローバリゼーションをテーマに講義を行いました。従来の常識が覆る、目から鱗のセッションとなりました。 「グローバリゼーションは終わっていません。ただ、形を変えたのです」と教授。「今は『どこにでも行く』時代ではなく、『意味のある場所を選んで行く』時代です。」 最新の外国直接投資（FDI）や貿易データをもとに、地政学やデジタルサービスがどのようにグローバルな価値の流れを変えているのかが示されました。参加者は、日本が1980年代にアメリカと経験した貿易摩擦も振り返りながら、今後の地域分散戦略やインフラ整備、新興国市場への投資判断のヒントを探りました。 後半の「ストラテジー・スプリント」では、参加者それぞれが自社のグローバル戦略を再設計する実践ワークに取り組みました。「どの市場を優先すべきか」「どう優位性を築くか」「拡大の前提をどう見直すか」といった問いに向き合いながら、戦略的な思考力を鍛える時間となりました。 「火消し型」から「未来志向型」へ この日を通して何度も浮かび上がったのは、「既存の事業を回しながら、未来をどう創るか」という二重の課題です。 ある参加者はこう語りました。 「目の前の課題に追われるだけではなく、未来を見据えた取り組みをどう進めるかという視点を得られました。」 別の参加者もこう振り返ります。 「これまでグローバリゼーションは『速く、広く行く』ことだと思っていました。でも今は、『意味のある場所に、正しい理由で行く』ことが重要だと気づきました。」 このブートキャンプを通して明らかになったのは、「必要なのは新しい戦略だけでなく、新しい考え方そのもの」だということです。 もはやイノベーションは研究開発だけの話ではありません。グローバリゼーションも、単なる規模拡大の話ではありません。 次の時代を形づくるのは、「前提を疑い、インセンティブを再設計し、不確実性を変革の起点として受け入れる」ことができるリーダーたちです。 ある経営幹部は、こんな印象的な言葉で締めくくってくれました。 「今回の学びを、経営層だけでなく組織全体に浸透させていく必要があります。でなければ、古い思考に戻ってしまいますから。」
- [IMD recognized with EFMD Gold Award for work with NatWest Group](https://www.imd.org/news/imd-recognized-with-efmd-gold-award-for-work-with-natwest-group/) - IMD is delighted to have once again earned a Gold Award in the 2025 EFMD Excellence in Practice Awards, which celebrates outstanding and impactful learning and development partnerships in the field of executive education. Professor of Leadership and Organizational Behavior Martin Fellenz, Professor of Strategy and Marketing and dentsu Group Chair in Sustainable Strategy and IMD has once again been honored in the executive education market, earning a Gold Award in the 2025 EFMD Excellence in Practice Awards.
- [Future-ready organizations navigate extreme uncertainty through agility](https://www.imd.org/news/future-readiness/future-readiness-indicator-2025/) - Two characteristics consistently emerge across future-ready companies: the ability to balance agility with technological patience. This is a key finding of IMD’s Future Readiness Indicator, published today. The latest ranking of the world’s top automotive, consumer packaged goods (CPG), and financial services companies from IMD’s Center for Future Readiness has revealed what it takes for
- [Future-ready travel companies balance tech with touch](https://www.imd.org/news/future-readiness/future-ready-travel-companies-balance-tech-with-touch/) - The IMD Travel Future Readiness Indicator ranks 33 of the world’s largest travel companies in terms of their future readiness.
- [The Intelligent Highway: How AI is Revolutionizing Transportation](https://www.imd.org/news/artificial-intelligence/how-ai-is-revolutionizing-transportation/) - AI is transforming transportation: from autonomous vehicles to predictive maintenance, learn how AI enhances safety, efficiency, and sustainability across fleets and cities.
- [Retail's AI Revolution](https://www.imd.org/news/artificial-intelligence/retails-ai-revolution/) - Discover how AI is transforming retail—from fraud detection and supply chain optimization to personalization, pricing, and visual search.
- [The Age of AI in Financial Services: Transforming the Industry One Algorithm at a Time](https://www.imd.org/news/artificial-intelligence/the-age-of-ai-in-financial-services-transforming-the-industry-one-algorithm-at-a-time/) - Artificial intelligence (AI) is no longer a futuristic concept in financial services—it’s here, and it’s redefining how the industry operates. From streamlining customer interactions to enhancing fraud detection and optimizing investment strategies, AI is driving innovation across every corner of the sector. As depicted in the infographic, five key areas are at the forefront of AI in Financial Services
- [The Age of AI in Education: Transforming the Learning Landscape](https://www.imd.org/news/the-age-of-ai-in-education-transforming-the-learning-landscape/) - Explore how AI is transforming education with personalized learning, smart tutoring, automated grading, and tools that boost engagement and efficiency.
- [The AI Renaissance: Transforming Media and Entertainment](https://www.imd.org/news/artificial-intelligence/the-ai-renaissance-transforming-media-and-entertainment/) - Over the last few years, artificial intelligence—particularly generative AI—has advanced into a transformative force for creative industries. From generating hyper-realistic visuals to composing music and automating video production, AI is empowering creators, streamlining workflows, and redefining audience engagement. This article explores the four key areas where AI is making waves: Image Generation & Editing, 2D/3D Animation
- [30 years of OWP: Torsten Fels on why he returns to IMD when it matters](https://www.imd.org/news/leadership/30-years-of-owp-torsten-fels-on-why-he-returns-to-imd-when-it-matters/) - Some leaders go to executive programs to pick up shiny new tools. Torsten Fels isn’t one of them. As CEO of PenSam, a Danish labor market pension fund, he’s after something harder to find: clarity. The kind of clarity that comes from stepping outside the noise, zooming out, and seeing the bigger picture. That’s what Some leaders go to executive programs to pick up shiny new tools. Torsten Fels isn’t one of them. Discover why he keeps on returning to IMD for OWP.
- [IMDのエグゼクティブMBA（EMBA）が新しく生まれ変わります。](https://www.imd.org/news/imdのエグゼクティブmbaembaが新しく生まれ変わります/) - IMDのエグゼクティブMBA（EMBA）プログラムは、25年前に開設されました。 EMBAプログラムのディーン（統括責任者）であるヴァニナ・ファーバーIMD教授は、次のように述べています。 「今日のビジネス環境では、分断や混乱をチャンスに変えられるリーダーが求められています。再設計された本プログラムは、エグゼクティブがより大きな影響力を発揮し、キャリアを前進させるために必要な戦略的スキルとグローバルネットワークを提供します。受講者は、柔軟なペース設定や学習形式の選択、そしてキャリア目標に合った専門分野を選ぶことで、自分に最適な学びの道を歩むことができます。変わらないのは、個人の成長がチーム全体の力を高めるという、変革的な学習コミュニティの力です。」 Modular-Flex形式では、学びのペースや開始時期を自由に選ぶことができ、18か月から最長4年の間で学位を取得することが可能です。Elective-Flexでは、18か月の期間内に、豊富な選択科目や「グローバル・イマージョン・ウィーク」＊の中から、自分に最適な学習内容をカスタマイズできます。 ＊グローバル・イマージョン・ウィーク：参加者が世界各地に赴き、多様なビジネス環境を体験。各地域の企業と直接関わりながら、実際の課題に取り組むことで視野を広げます。 新たに刷新されたEMBAプログラムは、革新的な教育手法と最先端テクノロジーを融合しています。IMDのアダプティブ・ラーニング・エコシステムでは、「IMD AI+」のようなデジタルツールと、対面での没入型体験を組み合わせ、深い学びを実現します。グローバル・イマージョン・ウィークや企業内プロジェクトは、習得したスキルを実践的に試すリアルな“実験の場”として機能します。また、統合されたエグゼクティブ・コーチングにより、参加者は内省的なリーダーシップを育み、キャリアの転機を戦略的に乗り越える力を身につけます。 このプログラム設計は、現在のエグゼクティブが直面するニーズに応えると同時に、未来のビジネス課題に備えるための確かな準備となるものです。 IMDのエグゼクティブMBA（EMBA）プログラムの詳細についてはこちらから： https://www.imd.org/emba/executive-mba/
- [2つの新しい学位プログラム（Executive Master）を開始](https://www.imd.org/news/2つの新しい学位プログラムexecutive-masterを開始/) - ビジネスの在り方は今、根本的に変わりつつあります。人工知能やデジタル・イノベーションが急速に産業構造を塗り替える一方で、環境問題への対応も、より持続可能なビジネスモデルへの移行を求めています。こうした変革の時代にあって、多くの組織が深刻な人材不足に直面しています。求められているのは、先端技術に関する深い専門知識を持ち、企業全体の変革を牽引できるリーダーです。 IMDは、こうしたニーズに応えるべく、2つの新しいエグゼクティブ・マスタープログラムを立ち上げます。参加者は、最新の技術知識を習得するとともに、組織に即戦力として影響を与える変革型リーダーシップを身につけることができます。 AI&デジタル ビジネス トランスフォーメーション エグゼクティブマスター（Executive Master in AI & Digital Business Transformation）と サステナビリティ ビジネストランスフォーメーション エグゼクティブマスター（Executive Master in Sustainable Business Transformation）が新たな学位プログラムに追加されます。 柔軟でパーソナライズされた学習の旅を提供 参加者は、IMDの主要なエグゼクティブ教育プログラムの中から、コアコースと選択科目を自由に組み合わせることで、自身の個人的・職業的なニーズに応じた学びの旅をカスタマイズできます。学位は18か月から最長5年の期間内で取得可能です。学位取得の過程では、学術的な評価を受けるだけでなく、教員の指導のもとでキャップストーンプロジェクトに取り組み、実際のビジネス課題に対する解決策を構築します。こうした実践的なプロジェクトを通じて、組織に対して具体的かつ持続的な価値をもたらします。 強化されたピアツーピア学習とネットワーキング 本プログラムでは、固定の単一コホートに属するのではなく、各モジュールごとにさまざまな業界のリーダーたちと共に学びます。この柔軟な構成により、多様な視点からの学びが深まり、異なる業界や地域の専門家との幅広いネットワークを築くことができます。その結果、グローバルなキャリアの可能性が大きく広がります。 新しいエグゼクティブマスターについて詳細はこちらから： Executive Master in AI & Digital Business Transformation https://imd.org/digital-transformation/executive-master/ai-digital-business-transformation/ Executive Master in Sustainable Business Transformation https://www.imd.org/sustainability/executive-master/sustainable-business-transformation/
- [The Dawn of Public Sector AI: Transforming Government from Within](https://www.imd.org/news/artificial-intelligence/the-dawn-of-public-sector-ai-transforming-government-from-within/) - Discover how AI is transforming public sector operations - from citizen services to public health, safety, and smart cities - driving efficiency and better outcomes.
- [Future Readiness Indicator 2024](https://www.imd.org/news/future-readiness-indicator-2024-2/) - Future-ready companies are those that demonstrate cultural readiness, latest results show. The IMD 2024 Future Readiness Indicator report ranks 93 of the world’s largest fashion, pharmaceutical, and technology companies in terms of their future readiness. "The results reveal surprising shifts in what drives success. Market size is no longer enough, what is needed across all
- [In memoriam: Professor Bettina Büchel](https://www.imd.org/news/in-memoriam-to-professor-bettina/) - It is with deep sadness that we share that Bettina Büchel, Professor of Strategy and Organization and cherished member of the IMD community, passed away on 9 April. Professor Büchel joined IMD in 2000 as one of the first female faculty members. Over the past 25 years, she consistently pushed boundaries and personified the school’s
- [Releasing the authentic self](https://www.imd.org/news/leadership/releasing-the-authentic-self/) - Caroline Ulbrich can recall overhearing her father calling her “dumb”. She did not thrive academically in school, and some of her teachers suggested she might do better at a different establishment with a less demanding curriculum. It transpired that she had undiagnosed dyslexia. As a child, she displayed a vivid imagination, and led her friends Caroline Ulbrich (EMBA 2009), shares how her creativity and imaginative mind drew her towards entrepreneurial roles without having to change her true self.
- [The energy to adapt](https://www.imd.org/news/leadership/the-energy-to-adapt/) - As a young student, Barbara Frei had ambitions to become an energy-saving consultant. Due to the oil crises of the 1970s and ‘80s, the topic of high energy costs - and how energy can be saved - was highly relevant, even at school. During her studies, however, the oil price fell from just below $40 Barbara Frei (EMBA 2007), shares insights from her journey as an engineering and business leader.
- [Leadership under siege](https://www.imd.org/news/leadership/leadership-under-siege/) - The interview for this profile was different from the other 24 undertaken for this book. Our interviewee is in a bomb shelter. At one point we hear the signal for the “all clear” from the Ukrainian air defence. Taras Panasenko is in the head office of the highly profitable and expanding discount retail chain Avrora, Taras Panasenko (EMBA 2023), explains how the conflict in Ukraine impacted his business and how his leadership style changed after completing the EMBA.
- [Education is key to life](https://www.imd.org/news/leadership/education-is-key-to-life/) - The impact that an individual teacher can have on a student can be life-altering, and lifelong, Carla De Geyseleer observes in an eloquent testimony to the faculty at IMD, where she studied for the EMBA in the early 2000s. “I don't think that people who are involved in education really realize how important they are Carla de Gyeseleer (EMBA 2005), shares how much her professors and her time at IMD impacted her subsequent career progression.
- [The accidental entrepreneur](https://www.imd.org/news/leadership/the-accidental-entrepreneur/) - One of the most memorable learning experiences for Daniel Ohr during his time at IMD derived from being in a “disaster team”, in which faculty on the Program for Executive Development (PED, at the time the preliminary module of the EMBA) cleverly put together a small team for a group session comprising personalities of sharply Daniel Ohr (EMBA 2010), shares stories from his EMBA at IMD and how he became a serial entrepreneur.
- [‘2010 was the best year of my life in many ways’ ](https://www.imd.org/news/2010-was-the-best-year-of-my-life-in-many-ways/) - Lars-Fredrik Forberg (MBA 2010) shares how his time at IMD gave him a new perspective on life and taught him to work more efficiently.
- [Authenticity in action](https://www.imd.org/news/leadership/authenticity-in-action/) - Understanding human behavior has always been a fascinating topic for Yaelle Candolfi, which as it turns out has been one of the defining purposes in a career that has enabled her to work in lots of different functions across a multitude of companies, ranging from multinationals to start-ups. By her own admission, her professional journey Yaelle Candolfi (MBA 2014) shares how her deep curiosity about human behavior and experience across multinationals and startups have shaped her approach to leadership and people strategy at Explore Learning.
- [IMD publishes 2020 Annual and Sustainability Reports](https://www.imd.org/news/sustainability/updates-imd-publishes-2020-annual-and-sustainability-reports/) - With the joint publication of its Annual and Sustainability Reports, IMD offers an in-depth look into its activities throughout 2020 – a year heavily disrupted by the COVID-19 pandemic. The reports, published as part of its commitment to good governance, provide a detailed overview of IMD’s programs, research and outreach, and an insight into its
- [Résumé exécutif : Mind the Gap : Adressing the risk of bias in Generative AI](https://www.imd.org/news/artificial-intelligence/resume-executif-mind-the-gap-adressing-the-risk-of-bias-in-generative-ai/) - L'intégration et le déploiement de l'IA générative (GenAI) dans les entreprises et la société devraient connaître une forte augmentation au cours des 12 prochains mois, libérant des gains de productivité qui pourraient ajouter des milliards de dollars à l'économie mondiale. Pourtant, même si les organisations adoptent la promesse de cette technologie transformative, l'accent est de Le livre blanc "Mind the Gap: Addressing the risk of bias in Generative AI [Attention aux inégalités: Aborder le risque de biais dans l'IA générative]" est une collaboration entre l’IMD, Microsoft et EqualVoice
- ['The mind is the most powerful tool of all'](https://www.imd.org/news/leadership/the-mind-is-the-most-powerful-tool-of-all/) - Luis Checa has a guiding principle throughout his career: "You need to stay uncomfortable to grow as a person." This mindset has also been the driving force behind his ability to straddle multiple roles—father, entrepreneur, and pharmaceutical professional—and is central to his success in balancing these competing demands. A native of Peru, Checa began his Luis Checa (EMBA 2021) learned to embrace discomfort to enhance his professional and personal development.
- [Briser les barrières ou régresser ? L'avenir de l'équité dans le monde du travail](https://www.imd.org/news/diversity-and-equity-and-inclusion/briser-les-barrieres-ou-regresser-lavenir-de-lequite-dans-le-monde-du-travail/) - Alors que les entreprises sont confrontées à une polarisation croissante sur la diversité, l'équité et l'inclusion, la voie à suivre est claire : les entreprises doivent intégrer l'inclusion dans leur stratégie de base, donner aux dirigeants les moyens de conduire le changement et s'assurer que les progrès réalisés jusqu'à présent ne soient pas discrètement éliminés. La discussion de groupe organisée par l'IMD et BPW Lake Geneva a abordé les tensions entre la polarisation et le progrès dans les politiques de diversité, d'équité et d'inclusion (DE&I) au travail. Les panélistes ont souligné l'importance d'intégrer l'inclusion dans les stratégies commerciales de base pour maintenir les progrès réalisés.
- [World’s smartest cities strike very different balances to satisfy citizen needs](https://www.imd.org/news/competitiveness/worlds-smartest-cities-strike-very-different-balances-to-satisfy-citizen-needs-but-a-lack-of-affordable-housing-is-a-struggle-they-share/) - Making housing more affordable is the top priority for most of the respondents of the survey generating the 2025 IMD Smart City Index. Released today, the Index, now in its sixth year, is the tool that the World Competitiveness Center (WCC) – IMD’s competitiveness powerhouse – uses to assess how cities balance various dimensions. These
- [L’IMD génère un impact économique de 440 millions de CHF dans le canton de Vaud](https://www.imd.org/news/economics/limd-genere-un-impact-economique-de-440-millions-de-chf-dans-le-canton-de-vaud/) - Un nouveau rapport révèle que la contribution de l'IMD à l'économie locale a augmenté de 22 % au cours des cinq dernières années, grâce à une augmentation des emplois. Plus de 28’000 cadres du monde entier ont suivi les programmes de formation de l'IMD en 2023, selon le rapport d’impact « Dans le canton de Vaud et Un nouveau rapport révèle que la contribution de l'IMD à l'économie locale a augmenté de 22 % au cours des cinq dernières années, grâce à une augmentation des emplois.
- [Empowering patients to take ownership of their health data using blockchain](https://www.imd.org/news/start-up/empowering-patients-to-take-ownership-of-their-health-data-using-blockchain/) - A chance conversation between Iris Depaz and Bjørn Leth Erichsen over drinks sparked an idea for a new health tech business model
- [COVID-19’s blow to airlines: “Travel will recover if countries and governments let it”](https://www.imd.org/news/strategy/updates-covid-19s-blow-to-airlines/) - “Business travel will never be the same, and nor will tourism. More because of the impact of the sustainability movement than COVID though,” says Caroline Ulbrich, EMBA 2008–2009, founder and CEO of Versilia Solutions, which provides airlines with full retail support. “Ultimately, the non-vaccinated will need to continue to do extra tests until COVID calms
- ['It was the catalyst for making a corporate executive become a successful entrepreneur and investor'](https://www.imd.org/news/growth/want-to-pivot-into-entrepreneurship-and-biotech-private-equity-investments-do-an-emba-in-your-early-50s/) - Andreas Wallnoefer was 52, with a long and successful career as an R&D scientist and pharma executive behind him, when he took his EMBA at IMD. The course launched him on a new career as a private equity investor and biotech entrepreneur.
- [From ‘the fixer’ to a cross-cultural leader](https://www.imd.org/news/influence/from-the-fixer-to-a-cross-cultural-leader/) - An engineer by training, Anis Mungapen soon found himself veering off the set career path typically followed by civil engineers. After working as a project engineer in Israel, he moved to the United States in 2009, at the height of the global recession. In this uncertain economic and employment landscape, he reimagined himself more times
- [Enabling talent to thrive](https://www.imd.org/news/entrepreneurship/enabling-talent-to-thrive/) - IMD EMBA graduate Yoann Pelé had a clear vision of the workplace environment he wanted to create when he founded Ivy Partners in 2020.
- [Connecting the unconnected: building partnerships to accelerate digital inclusion](https://www.imd.org/news/communication/connecting-the-unconnected-building-partnerships-to-accelerate-digital-inclusion/) - "If you want to go fast, go alone; if you want to go far, go together." So goes the African proverb, which has been a critical mantra for Vikas Menon as he leads Meta's efforts to build strategic partnerships with telecoms companies and infrastructure providers to advance both digital inclusion and connectivity in Africa and
- [Making her mark on health outcomes in Africa](https://www.imd.org/news/leadership/making-her-mark-on-health-outcomes-in-africa/) - Elena Olivi moved to Africa to work on the frontline of malaria control. Her IMD MBA skills revealed she could also change lives by being a business-minded humanitarian.
- [“Never be afraid to stand up and speak out”](https://www.imd.org/news/leadership/never-be-afraid-to-stand-up-and-speak-out/) - Former AkzoNobel and Sulzer boss, Ton Büchner, stresses the importance of core values
- [Going the distance – multiple times](https://www.imd.org/news/workplace-well-being/going-the-distance-multiple-times/) - From being a PwC consultant in the UK to heading up New Zealand’s pay commission, Grainne Moss’s career has spanned the public and private sectors at oppos
- [Love in a time of transformation](https://www.imd.org/news/transition/love-in-a-time-of-transformation/) - Rafael Altavini, MBA 2006, and his wife Carolina, run a workshop to help MBA students and their partners gain the awareness and discussion tools to grow to
- [With courage and authenticity on the menu, female leaders can shine](https://www.imd.org/news/leadership/with-courage-and-authenticity-on-the-menu-female-leaders-can-shine/) - Getting comfortable with taking risks and bringing your true self to your team is a vital developmental step for female leaders, says Carolina Berti.
- [Back to school: how one MBA changed career to help others succeed](https://www.imd.org/news/coaching/back-to-school-how-one-mba-changed-career-to-help-others-succeed/) - Moving jobs to an educational NGO that helps people in China’s rural communities access higher education and training gave Shalom Tang purpose
- [When the going gets tough, the empowered team gets going](https://www.imd.org/news/leadership/when-the-going-gets-tough-the-empowered-team-gets-going/) - In a turbulent business world, a commitment to building high-performance teams can make all the difference, says Henry Low from Amazon
- [Capacity building is crucial to the global pandemic response](https://www.imd.org/news/operations/capacity-building-is-crucial-to-the-global-pandemic-response/) - As the COVID-19 pandemic continues to disrupt, the focus must shift to creating necessary infrastructure, says Bertrand Landel, MBA 2012.
- [The art of taking risks: how venture capitalism can accelerate innovation](https://www.imd.org/news/start-up/the-art-of-taking-risks-how-venture-capitalism-can-accelerate-innovation/) - Olivier Laplace, MBA 2014 on how venture capital can accelerate innovation
- [Engineering a career with purpose in the construction industry](https://www.imd.org/news/leadership/engineering-a-career-with-purpose-in-the-construction-industry/) - Hani Dakhil, IMD MBA 2016, has relied on his strong sense of purpose to build a career in the construction industry across the Middle East
- [When searching to lead means leading search](https://www.imd.org/news/leadership/updates-when-searching-to-lead-means-leading-search/) - In dreams begins responsibility That saying, first published as an epigram by Irish poet W.B. Yeats in 1916, seems particularly apt for Jonas Jafari, MBA 2017, these days. The Norwegian tech entrepreneur who, as a teen, fantasized about working for one of the most influential digital companies in the world, began 2022 as Google’s Global
- [Sense and sustainability](https://www.imd.org/news/change-management/sense-and-sustainability/) - Denise Weger has been an environmental crusader and advocate for social equality for as long as she can remember. "I was brought up in a family where we have always tried to be sustainable, including the way we eat, and making sure that we're not impacting the environment too much. It's been 'laid in my
- [Using a Swiss army knife of learning for the greater good](https://www.imd.org/news/leadership/using-a-swiss-army-knife-of-learning-for-the-greater-good/) - In early 2020, Rathan Kinhal was on a bus in Geneva on his way to his first day in a new job at the International Committee of the Red Cross (ICRC) when texts started pinging into his phone. “It was some of my friends letting me know that we had gone into lockdown,” he says.
- [All systems change](https://www.imd.org/news/sustainability/all-systems-change/) - Climate advocacy may be a lengthy and tedious cause, but it also holds an ironic appeal for sustainability advocate Stefanie Held. “Sustainability is fascinating intellectually,” she said. "We’re seeing global population growth and an ever-increasing appetite for energy to power our lives coupled with the urgent need to reduce carbon emissions and improve our environmental
- [“You need to adapt very quickly – otherwise you won’t survive.”](https://www.imd.org/news/corporate-governance/you-need-to-adapt-very-fast-otherwise-you-wont-survive/) - A trained production engineer, Kongkiti Liwcharoenchai (MBA 2017) pivoted after his MBA into corporate development before taking the leap to launch his own venture supported by his employers’ in-house incubator.
- [Peeling the onion and finding a taste for leadership](https://www.imd.org/news/leadership/peeling-the-onion-and-finding-a-taste-for-leadership/) - András Incze explains how IMD leadership programs have helped him to uncover the issues that were holding him back.
- [Pay it forward](https://www.imd.org/news/influence/pay-it-forward/) - Management consulting might be known for high levels of stress and long hours, but it hasn’t stopped Mohammad Barghouthy (MBA 2021) from switching careers and breaking into the profession. “I think I can handle the pressure for now," he said. “[Management] consulting allows you to solve problems in different industries and different functions while being
- [Pivoting from philanthropy to social innovation at scale](https://www.imd.org/news/growth/pivoting-from-philanthropy-to-social-innovation-at-scale/) - Smita Suchde Gruetter explains how she is transforming her social innovation project into a sustainable social enterprise, helping girls from India’s lower socio-economic backgrounds complete higher education.
- [Delivering results beyond expectations](https://www.imd.org/news/leadership/delivering-results-beyond-expectations/) - Pim Van Wesel (MBA 2002) speaks with the candid honesty of a seasoned leader. “I would have loved to have become a successful startup founder,” he said. “But I’ve not had a great idea and I’m not hung up over whether I become a founder or not. That’s not something that motivates me.” His
- [AI-Enabled HR: taking talent management to the next level](https://www.imd.org/news/human-resources/ai-enabled-hr-taking-talent-management-to-the-next-level/) - Over the past decade, Mohammad Abu Al-Rob has established one of the Middle East's leading human resource consulting firms. His next goal – using AI and machine learning to revolutionize his industry.
- [Braving the new world](https://www.imd.org/news/finance/braving-the-new-world/) - Diego Barreto's career journey is an eclectic one. Despite graduating with a law degree from The Pontifical Catholic University of São Paulo in 2007, he spent most of his career working in finance and investor relations in Brazil. In 2014, after taking up an MBA program at IMD, his career took an unexpected turn –
- [Powering the renewable energy transition](https://www.imd.org/news/leadership/mba-alumni-stories-meet-kunal-chandra/) - Over a decade ago, Kunal Chandra was a regular oil and gas man. He was a strategic advisor at international oil giant Shell early in his career, and at one point he was managing production operations at the world’s second-largest liquefied natural gas (LNG) plant. “When I first started out, energy sounded like a reasonable
- ["I am mission-driven and profit-orientated"](https://www.imd.org/news/i-am-mission-driven-and-profit-orientated/) - Ulrich Frei isn’t inherently opposed to philanthropy; rather, he views it as a somewhat blunt instrument for alleviating poverty. Instead, he advocates for a more effective strategy: empower local entrepreneurs with the skills and knowledge necessary to develop their businesses and create shared value. This is the mission of FUNDES, founded in 1984, by Swiss Ulrich Frei (MBA 1986) explains how developing the for-profit potential of micro-, small-, and medium-sized businesses across Latin America can build self-sustaining social impact.
- [You will not be successful alone](https://www.imd.org/news/leadership/you-will-not-be-successful-alone/) - Julien le Goff used to wear what he called a “bulletproof vest” at the workplace. “I was one of those guys who had triple layers of defense. Few people at my workplace knew the real me, my personal life, or my family,” he said, referring to his default approach during his 23-year career as a
- [Great expectations](https://www.imd.org/news/leadership/great-expectations/) - Jonathan Scott is a diagnostician in the truest sense. As a seasoned management consultant, he spends most of his time diagnosing and solving problems for business organizations. “A lot of the work that I'm doing right now is helping my clients to be more agile and adjust to external shocks in terms of supply chain
- [“I used to be an oil engineer, now I’m an engineer in emotions”](https://www.imd.org/news/i-used-to-be-an-oil-engineer-now-im-an-engineer-in-emotions/) - From oil to chocolate – how Norwegian Alumni Club President Sigmund Festøy (MBA 1992) transitioned to the food industry and learned about the importance of emotions in B2C.
- [Alan Kallir steps down after 20 years as IMD Alumni Association of Australia President](https://www.imd.org/news/alan-kallir-steps-down-after-20-years-as-imd-alumni-association-of-australia-president/) - The outgoing President reflects on the highlights and challenges.
- [The learning leader](https://www.imd.org/news/leadership/the-learning-leader/) - It is a common experience for an educated individual to be prepared to criticize their home country, yet feel uncomfortable when someone of another nationality makes similarly sharp observations. On the EMBA discovery expedition in Shanghai, as the only Chinese national from the class, Lucy experienced a complex mix of emotions when her classmates raised Lucy Han, EMBA 2016, shares how applying her engineering mindset to tackle challenges helped her turn a business segment into a fast-growing profitable business and how she developed her unique leadership style.
- [Blending authenticity with purpose](https://www.imd.org/news/leadership/blending-authenticity-with-purpose/) - Some of the most effective leaders are understated in manner, and patient. Theirs is the pointillist approach, not the broad brush strokes – but the masterpiece still fills the canvas. For Susanne Hundsbaek-Pedersen, the concepts of the authentic leader and the brave organization are valid and necessary, and may need to be applied with nuance, Discover how Susanne Hundsbaek-Pedersen, EMBA 2016, took her EMBA experiences and used them to build a sophisticated approach to her leadership role.
- [Bridging different worlds](https://www.imd.org/news/digital/bridging-different-worlds/) - Learning to slow down and take people along with me was really helpful
- [Polymath values cooperation](https://www.imd.org/news/leadership/polymaths-need-partners/) - Bea Knecht (MBA 1995) talks about becoming an expert in multiple disciplines and why even polymaths need partners.
- [Reinvention out of a crisis](https://www.imd.org/news/strategy/reinvention-out-of-a-crisis/) - Being plunged into crisis in the first days of his role as CEO of LATAM airlines taught Roberto Alvo (MBA 2000) how to adapt businesses for survival in times of uncertainty.
- [The human factor in technology](https://www.imd.org/news/technology-management/the-human-factor-in-technology/) - When he was young, Håkan Agnevall was fascinated by technology, keen to understand how it worked. As he grew older, he became equally intrigued by how people function – individually, in teams, and in society. Central to his approach is the core principle that technology needs to serve people and society, and not be pursued as
- [Changing the rules of the game](https://www.imd.org/news/changing-the-rules-of-the-game/) - All course participants at the MBA in IMD are taken to the mountains at some point for an exercise. When Barbara Scheel Agersnap and her cohort arrived, one of her colleagues had some useful intelligence: the exercise was the same as the year before, and the group could use this information to put together a solution, good enough to present to faculty, relatively
- [When a project becomes a career](https://www.imd.org/news/entrepreneurship/when-a-project-becomes-a-career/) - Adam Craker (MBA '96) blends digital tech and social impact in South Africa. Now, he leverages this expertise to fuel IMD's Business Innovation Hub in Cape Town
- [Empowered by the challenge](https://www.imd.org/news/sustainability/empowered-by-the-challenge/) - On a study trip to Kenya, at the mid-point of his MBA course, Jesper Hörnberg began entertaining an idea that was to become one of his most impactful business ventures.
- [Venturing abroad](https://www.imd.org/news/leadership/venturing-abroad/) - Eva Hubsman (MBA 2009) describes how her year at IMD gave her the confidence to take on new challenges and view disruption as an opportunity.
- [Versatile executive leads with flair](https://www.imd.org/news/growth/versatile-executive-leads-with-flair/) - For a manager with an impeccable resumé as an executive, Ley Hoon Quah (MBA 2010) has been influenced to a significant degree by her training and project work at IMD that included working with entrepreneurs.
- [MBA Alumni stories - meet Eva Skira](https://www.imd.org/news/leadership/mba-alumni-stories-meet-eva-skira/) - It is an illustration of how the introduction of technology often lags behind scientific discoveries, as it takes a while for the engineering capability and hardware to deliver applications reliably or cost-effectively. “We worked with eight banks – asking what they wanted [on] artificial intelligence. What does it look like in banking, what are the possible
- [I realized I could use the skills I learned to make a global impact](https://www.imd.org/news/sustainability/i-realized-i-could-use-the-skills-i-learned-to-make-a-global-impact/) - Jasper Schakel had always wanted to be an engineer in the water sector and was attracted to the idea of “building something with your hands and having a social impact.” After all, he says, “Water is a beautiful product. We all need it, and it connects us all.” So, when the opportunity arose to go
- [Master of reinvention](https://www.imd.org/news/leadership/master-of-reinvention/) - While working as a development executive for a grain farm in Mozambique, with the business needing additional investment, Chishamiso Mawoyo reached out to contacts in the Norwegian development finance firm Norfund. It so happened that the CEO of the fund was in Africa, and was aware of one of their investee farming entities nearby with Chishamiso Mawoyo (EMBA 2014) shares his journey from a finance specialist to a business development executive and then to an investment professional, reflecting on the valuable lessons he has learned along the way.
- [The business of better medicines](https://www.imd.org/news/the-business-of-better-medicines/) - Startup mythology commonly features a young maverick beginning outside the corporate world, developing an innovation from the proverbial garage. This is not the only way in which entrepreneurialism works. After working for more than two decades in Roche, rising to become Head of Clinical Research and member of the global R&D leadership, Andreas Wallnoefer became Andreas Wallnoefer (EMBA 2015) shares how IMD'S Executive MBA transformed his perspectives of business and helped him become a serial entrepreneur and investor in biotech.
- [Un appel à la vigilance : l'horloge de l'IA tourne](https://www.imd.org/news/artificial-intelligence/un-appel-a-la-vigilance-lhorloge-de-lia-tourne/) - Les préoccupations concernant l'évolution rapide de l'IA ont déclenché une crise de confiance, allant des craintes de pertes d'emplois aux questions philosophiques sur l'avenir de l'humanité. En réponse, Michael Wade et l'équipe du TONOMOUS Global Center for Digital and AI Transformation à Lausanne ont créé l'"Horloge de Sécurité de l'IA de l'IMD" pour offrir de L’horloge de sécurité de l’IA de l’IMD soutient le développement sécurisé et l’utilisation responsable de l’intelligence artificielle en évaluant et illustrant les risques.
- [IMD’s newest Alumni Community of Interest holds the line on DEI principles in the workplace](https://www.imd.org/news/diversity-and-equity-and-inclusion/imds-newest-alumni-community-of-interest-holds-the-line-on-dei-principles-in-the-workplace/) - Yulia Voronina (EMBA 2023), Martina Mantovan (EMBA 2023), Luis Ornelas (MBA 2023​), and Junqi Tan (MBA 2023), representing the Leadership Team of the new alumni Inclusive Leadership Community, organized a panel of diverse and powerful business leaders in honor of its launch. Alumni in attendance included board members of European universities, investment bank strategists, diversity IMD’s newest interest-based alumni group, the Inclusive Leadership Community, held its inaugural event on 24 March with subject matter experts and IMD faculty to unpack the debate around diversity, equity, and inclusion policies, or DEI in business.
- [Big AI’s dirty secret: The environmental cost of generative AI](https://www.imd.org/news/artificial-intelligence/big-ais-dirty-secret-the-environmental-cost-of-generative-ai/) - "Big AI’s Dirty Secret" exposes the environmental impact of AI, highlighting its massive energy and water use. Can tech giants make AI more sustainable for the planet?
- [David Bach: The first 90 days as IMD President](https://www.imd.org/news/leadership/david-bach-the-first-90-days-as-imd-president/) - “I take seriously this idea of team one. We're running the whole institution, and we bring to it different perspectives that are partially rooted in the area that we're responsible for, but it's got to start with us as a team." David Bach The first 90 days in a new leadership role are a
- [Charting new horizons](https://www.imd.org/news/leadership/charting-new-horizons/) - When Nico Oosterman joined the shipping industry at 19, he didn't imagine it would become a lifelong passion – nor did he expect to find himself, a decade later, at one of Europe’s top business schools, reflecting deeply on his identity as a leader. But that’s precisely what happened after Oosterman completed IMD’s Future Leaders With over a decade of experience in shipping and a fast-moving career, Nico Oosterman wasn’t actively looking for change – but IMD’s Future Leaders program opened the door to a deeper kind of growth and reflection.
- [The IMD Scholarship: Unique in its life-changing generosity](https://www.imd.org/news/leadership/the-imd-scholarship-unique-in-its-life-changing-generosity/) - Signing up for an IMD MBA was the start of a learning journey that led Maria Tokarska from her native New York to her dream job in Los Angeles – via Lausanne
- [With the Stewart Hamilton Scholarship, a respected professor’s memory lives on](https://www.imd.org/news/finance/updates-stewart-hamilton-scholarship/) - Iona Hamilton is no stranger to IMD. As one of the daughters of Stewart Hamilton – Professor of Accounting and Finance at IMD from 1981 to 2014 – this Communications Manager in the European Commission has remained close to the institution since his unexpected passing. Every year since the scholarship was founded in 2015, an
- [IMD class commemorates 50th anniversary with generous MBA scholarship fund](https://www.imd.org/news/imd-class-commemorates-50th-anniversary-with-generous-mba-scholarship-fund/) - "We extend our heartfelt thanks for this remarkable display of goodwill and partnership by the alumni community." David Bach, IMD President The MBA5 Scholarship – named for the fifth MBA
- [Source of energy](https://www.imd.org/news/leadership/source-of-energy/) - Shortly after Antje Kanngiesser took up her role as CEO of the Swiss energy group Alpiq, it was hit with a near-existential crisis. A surge in energy prices in 2021-22 exposed a flawed business practice. To reduce exposure to market risk, energy is sold (hedged) mainly on energy exchanges three years in advance, at market Antje Kanngiesser (EMBA 2018), explains how her EMBA prepared her to overcome the surge in energy prices in 2021-22.
- [Leading beyond the company](https://www.imd.org/news/leadership/leading-beyond-the-company/) - Susanne Wille is a familiar face to many Swiss citizens, having been political anchor and a journalist for the German language TV broadcast channel SRF. She has become less visible, but more influential, having been named as the first female Director-General of the Swiss Broadcasting Corporation. She has overall responsibility for broadcasting for the whole Susanne Willie, EMBA 2023, explains how she left her role as a political anchor and journalist to become the first female Director-General of the Swiss Broadcasting Corporation.
- [Better health by analysis](https://www.imd.org/news/asia/better-health-by-analysis/) - As the COVID-19 pandemic swept through the world’s population in 2020–21, some jurisdictions responded more effectively than others. A better performing nation, registering just over 200 deaths per million population, compared with 2–3,000 in other nations, was Singapore, where the Health Minister has been Ong Ye Kung, an IMD alumnus. He notes that East Asian Ong Ye Kung (MBA 1999) explains how he managed to get Singapore through the COVID-19 pandemic effectively as well as his journey to becoming the country's Health Minister in 2021.
- [More than equal to the challenge](https://www.imd.org/news/leadership/more-than-equal-to-the-challenge/) - In terms of growth measured by shareholder returns, few executives surpass the record of Manel Adell. As CEO of Desigual between 2002 and 2012 he oversaw a transformation from a small Spanish fashion outlet, with 50 employees and a turnover of around €10 million, into a global business and iconic brand, with revenues topping €1 Manel Adell, MBA 1994, shares how he managed to expand Desigual internationally, from a small Spanish fashion outlet into a global business and iconic brand.
- [The serious benefits of play](https://www.imd.org/news/leadership/the-serious-benefits-of-play/) - #post_contentKjeld Kirk Kristiansen, IMEDE MBA 1972, shares his leadership journey as CEO of The LEGO Group and explains how creative play can be an effective tool for innovation.
- [A progressive career](https://www.imd.org/news/leadership/a-progressive-career/) - Edilson Camara loves to listen to progressive rock. A genre of music that features multiple changes of time signature, instruments, tone and key, all within the same song, is complex and keeps you guessing. Perhaps this is good preparation for executive life. One of his favorite quotes is from Neil Peart, drummer with the band
- [Chronicle of a rebirth foretold](https://www.imd.org/news/chronicle-of-a-rebirth-foretold/) - A pivotal moment in Diego Molano’s career came during his year studying for an MBA at IMD. It wasn’t strategy, finance, or marketing, nor was it teamwork or organizational behavior. It involved reading a poem. “There was a theater class, and it really transformed me because [before] I was pretty bad in terms of public Diego Molano, Consultant on digital transformation, former Minister of IT and Communications, MBA 2001
- [Innovator in cybersecurity](https://www.imd.org/news/leadership/innovator-in-cybersecurity/) - Early in her career, Galina Antova aspired to be the chief executive of a Fortune 500 company.
- [Bringing special situations private equity to Latin America](https://www.imd.org/news/bringing-special-situations-private-equity-to-latin-america/) - Gustavo Buffara (MBA 2010) explains why he set up a private equity fund focused on business turnaround at the height of the crisis in Brazil.
- [Playing a winning game](https://www.imd.org/news/workplace-well-being/playing-a-winning-game/) - Aya Hirota Weissman (MBA 1983) defied expectations to become a housewife to become a top portfolio manager and non-executive board director.
- [Former sportsman tackles life’s challenges](https://www.imd.org/news/entrepreneurship/former-sportsman-tackles-lifes-challenges/) - “Charity is not the privilege of the wealthy, it is the obligation of the wealthy”
- [US leader with a Euro touch](https://www.imd.org/news/leadership/us-leader-with-a-euro-touch/) - Steve Dispensa began his EMBA around the time that Microsoft acquired PhoneFactor, the IT security company he had co-founded five years before. This doesn’t look like a coincidence – it appears to be a well-timed preparation for an executive role in a much larger firm. Remarkably, however, it was. “I had been a co-founder of Steve Dispensa (EMBA 2013) explains how being in a multicultural and diverse environment during his EMBA shaped his leadership style in the tech industry.
- [Switching on smart cities](https://www.imd.org/news/leadership/switching-on-smart-cities/) - Abdulrahman Ibrahim had an unusual take on his experience visiting Silicon Valley: that the model wasn’t for him, or the region for which he has responsibility. This was owing to the high level of homelessness, with a large number of people “living in caravans, and we see them on the main roads. They cannot afford Abdulrahman Ibrahim (EMBA 2021) shares how his EMBA journey inspired him to embark on a smart-city project, all while maintaining his values and commitment to have a positive social impact.
- [Insuring economic development](https://www.imd.org/news/insuring-economic-development/) - What is the real problem you need to solve? Addressing this question is a core discipline at the heart of IMD teaching. The theme recurs in interviews with alumni. It is beguiling: seemingly elementary, yet fundamental. Amid the continual noise that confronts the executive, she or he has to constantly evaluate: what is the real
- [Taking leadership to a new level](https://www.imd.org/news/taking-leadership-to-a-new-level/) - Jimmy Scavenius can recall, with lucidity, the moment at which he decided to embark on a radical pivot in his career and his life. It was while walking to accept his EMBA at IMD, in November 2013, an achievement for which he had been striving for years, and which he had financed himself. “And there Jimmy Scavenius (EMBA 2013) shares the inspiring journey of how he made a bold career shift from corporate law to social entrepreneurship. A transformative idea that grew during his EMBA.
- [Turning stress into strength](https://www.imd.org/news/family-business/turning-stress-into-strength/) - How Andrew Maguire (EMBA 2022) applies banking expertise to excel in logistics.
- [Four countries, five industries: the Finnish Alumni Club President’s career of constant reinvention](https://www.imd.org/news/four-countries-five-industries-the-finnish-alumni-club-presidents-career-of-constant-reinvention/) - Fernando Trolia Slamic (MBA 2010) hasn't just relocated from Argentina to Canada and from Switzerland to Finland, which has been his home for the last 12 years, but he has also skillfully navigated his career through various industries.
- [“It boils down to leading with authenticity”](https://www.imd.org/news/leadership/it-boils-down-to-leading-with-authenticity/) - As general manager of Amazon Web Services for Switzerland and Austria (AWS Alps), Pasha Pourfallah knows first-hand the impact of cutting-edge technologies on leadership. Leading in the digital age comes with a unique set of challenges, which range from driving new growth to fostering an innovative culture, and even tech anxiety. He recalled the time
- [Beating the odds](https://www.imd.org/news/business-transformation/beating-the-odds/) - In South Africa, where women leaders are few and far between, Jeanette Marais has defied the odds to scale the heights of leadership. Last year, she was appointed the first female group CEO of Momentum Metropolitan Holdings (MMH), the third largest life insurer in South Africa, listed on the Johannesburg Stock Exchange. This appointment also
- [‘I’m a disruptor, not a terrorist’: How one MBA found her purpose in conservation](https://www.imd.org/news/leadership/mba-alumni-stories-meet-cristianne-close/) - Cristianne Close gave up a corporate career to follow her purpose. At WWF, she explains how her business acumen is helping her tackle reversing nature loss.
- [Medicine is in her blood and in her heart](https://www.imd.org/news/organizational-change/medicine-is-in-her-blood-and-in-her-heart/) - Graduating from high school two years early at the age of 16, Cosima Suter (MBA 2019) was influenced by her family and surroundings when choosing medicine as a career. “Almost everyone in our family is a physician; my dad’s practice was in our house and our family is involved in a medical laboratory business. Medicine
- [Being called into the CFO role during a global pandemic](https://www.imd.org/news/finance-leadership/being-called-into-the-cfo-during-the-global-pandemic/) - Alfonso Piccirillo talks about how he led MSC's finance team as CFO during the global pandemic.
- [Breaking the traditional accounting career path](https://www.imd.org/news/finance-leadership/48639/) - Growing up in the small inland city of Bloemfontein in South Africa, Carla Venter (MBA 2021) didn’t have many professional female role models. “I can distinctly remember being on a plane as an 18-year-old and being so impressed with the lady sitting next to me working on her laptop. She told me she ran her
- [Sailing through the supply chain crunch](https://www.imd.org/news/start-up/sailing-through-the-supply-chain-crunch/) - Voyager Portal, a tech start-up that evolved from an IMD MBA summer research project, has raised nearly $10 million in investment.
- [Finding your ‘karma bhumi’ ](https://www.imd.org/news/influence/finding-your-karma-bhumi/) - Having worked for consumer food companies, Darshana Joshi (MBA 2014) quickly realized that finding purpose in her work would mean working at the forefront of nutrition and innovation, to impact the lives of the most vulnerable.
- [Founder and CEO of 'unicorn' Oyster sees distributed work as the future](https://www.imd.org/news/human-resources/founder-and-ceo-of-unicorn-oyster-sees-distributed-work-as-the-future/) - Helping organizations hire talent from anywhere will give new opportunities to workers living outside of the world’s wealthiest cities.
- [Searching for the perfect job involves self-reflection and instinct ](https://www.imd.org/news/leadership/testimonials-searching-for-the-perfect-job-involves-self-reflection-and-instinct/) - Alarico Allegri does not believe in following a conventional career path. His career journey so far has spanned continents working in both advisory and executive roles, all of which have shaped his ambitions and interests. “I was not the same 10 years ago, and I won’t be the same 10 years from now; I expect
- [MBA Alumni stories - Meet Marie-France Tschudin](https://www.imd.org/news/leadership/top-novartis-executive-says-companies-must-take-deliberate-measures-to-promote-inclusivity/) - Inclusive hiring and promotion practices need to be nurtured like a relationship, says Marie-France Tschudin, IMD MBA 2000 and President of Innovative Medicines International and Chief Commercial Officer at Novartis. When Marie-France Tschudin first started her career as a sales rep for pharmaceutical company Janssen-Cilag in Portugal, she never really imagined staying in the pharmaceutical
- [Bettina Büchel honored as the first recipient of the IMD Impact Through Innovation Award](https://www.imd.org/news/innovation/bettina-buchel-honored-as-the-first-recipient-of-the-imd-impact-through-innovation-award/) - IMD has recognized Bettina Büchel, Professor of Strategy and Organization, as the inaugural recipient of the Impact Through Innovation Award. This award celebrates individuals who spur innovation by embodying IMD’s core values, demonstrating a pioneering spirit and a commitment to challenging what is and inspiring what could be. Büchel joined IMD in 2000 and has
- [Survival of the fattest](https://www.imd.org/news/survival-of-the-fattest/) - A turtle struggles to escape from a six-pack ring tangled around its neck; other sea life nibble away at plastic bags, thinking they are jellyfish. While images like these lay bare the impact of plastic pollution on wildlife, there’s also a much less visible threat: microplastics. Measuring less than 5mm, these tiny plastic pieces result
- [‘You don’t need to be a superhero to be an executive’](https://www.imd.org/news/leadership/you-dont-need-to-be-a-superhero-to-be-an-executive/) - Sofie Irgens knew from an early age that she wanted to work in business. The child of a teacher and school psychologist, she shocked her parents when, aged eight, she announced her plans to become a trader and buy a sportscar after watching the 1987 movie Wall Street. As she grew older, her interest shifted
- [Inaugural Staton Scholar shares his key to lifelong success](https://www.imd.org/news/leadership/inaugural-staton-scholar-shares-his-key-to-lifelong-success/) - Occasionally a wave bucks the phone over. “Sorry about that,” says Marcelo Miniati. “I’m on the boat right now as we speak.” He smiles with his whole face. “This was the idea, you know. To work hard so that one day we can live the dream. That’s why my wife Estefi and I named our
- [IMD’s 2023 MBA Venture winner selected for FT award](https://www.imd.org/news/imds-2023-mba-venture-winner-selected-for-financial-times-responsible-business-education-award/) - Chemical Innovations in Water Industries (CIWI), co-founded by IMD MBA graduate Jasper Schakel and his business partner Erik Kraaijeveld, has been recognized with a prestigious Financial Times Responsible Business Education Award. This distinction comes after winning the 2023 IMD MBA Venture Award, which supports promising entrepreneurs with their innovative business ideas. “The recognition shows us,
- [Breaking Boundaries: The remarkable Bola Bamidele](https://www.imd.org/news/leadership/breaking-boundaries-the-remarkable-bola-bamidele/) - “I worked right through December. Then I just threw everything into a storage unit, jumped on a plane, and flew to Switzerland to start my MBA.” “But what were you doing before you arrived?” She laughs, “Oh, sorry. Let me back up. I was up in the North Sea, working as an engineer on an Bola Bamidele (MBA 1997 and Inaugural Nestlé Scholar), shares her stories of agency and agility and explains why, for her, leadership is a never-ending journey.
- [BackPack Foundation’s IMD MBA scholarship to support women leaders of the future](https://www.imd.org/news/leadership/backpack-foundations-imd-mba-scholarship-to-support-women-leaders-of-the-future/) - Launched in 2022, the BackPack-Excellence Scholarship for Women, the Swiss foundation helps talented and driven women who have faced obstacles that made an MBA feel out of reach. The aim of the scholarship is to support highly talented women in their pursuit to make a difference. “Nurturing women who against the odds dare to make
- [【三井住友信託銀行】OWPで変わった「リーダー像」。シニア幹部の内省](https://www.imd.org/news/202308_sumitrust/) - IMDが年2回開催する5日間のグローバルリーダー育成プログラムOWP（Orchestrating Winning Performance）。 三井住友信託銀行では、2021年からIMDと連携し、シニア幹部向け「カスタマイズプログラム」を開始。同プログラムの一部として、世界の様々な企業の経営幹部と学ぶOWPも2022年から活用しています。 今年6月にローザンヌで開かれたOWPにも約10人の幹部を派遣。IMD教授陣や各国の参加者と対話を重ねたシニア幹部たちは、何をつかんだのでしょうか。参加者と人材育成の担当者に伺いました。 OWP（Orchestrating Winning Performance） IMDが開く5日間のエグゼクティブ向け短期集中プログラム。毎年6月にスイス・ローザンヌ、11月にシンガポールで開催。5日間で100を超す講義や講演が開かれる。テーマはAI、デジタル、サスティナビリティ、リーダーシップ、人材育成など様々な領域に及ぶ。2023年6月のOWPには47カ国から約450人が参加した。 「突然言い渡された」プログラムへの参加 プライベートバンキング業務を日本で展開する部署で、管理職を務める五條為展さん(2023年当時)。カスタマイズプログラムの受講者としてOWPに参加しました。 OWPの講義で受講者と討論する五條為展さんプライベートバンキング企画推進部副部長 (2023年当時) 五條：カスタマイズプログラムへの参加を言い渡されたのは突然でした（笑）。数カ月間の長期研修への参加は初めてでしたが、自分の成長に関わるのだから前向きに捉えようと思い、参加しました。 海外の金融機関と連携する部署で働いていたものの、それまで英語を使う機会は正直あまりなく、業務の95%以上は日本語で済んでいたくらいです。とはいえ、もともと海外には憧れがありましたし、英語を使えたほうが仕事も視野も広がるだろうという気持ちもありました。 当初、IMDは名前くらいしか知りませんでした。でも社外の知り合いや同僚に話すと、かなり羨ましがられたのを覚えています。そんな場所に行けるのかと誇りに思いましたし、きちんと臨まないと、という気持ちになっていきました。 「1週間でどこまで学べるんだ」。戸惑いが確信に 五條：MBAだって1年、1年半をかけますよね。でも、OWPは1週間だけ。一体どこまで学べるんだろう。そんな戸惑いは、正直ありました。でも、実際に参加してよく分かりました。 ここは何かを教えてもらう場というより、受講者自身が何かインスパイアされる場なのだ、と。 五條：特に印象に残ったのは、Howard Yu先生の講義です。具体的なビジネスケースから抽象的な概念を引き出すことを繰り返しながら、インタラクティブに講義を展開されていました。 この講義で身に着けたことを、今すぐに具体的なアクションにつなげられるかはこれからの課題ですが、いくつかヒントを得ることができました。 問いとネットワーキング。「終わってからが勝負」 五條：先生方が私たちに投げかけてくる質問も、とても上手でした。すごくクリエイティブで、相手に考えさせる質問なんです。質問にはテクニックがあり、それが実はカギを握っているのだと感じました。講義に参加して終わり、ではなく、終わってからが勝負なのだと思いました。 五條：それから、参加者同士のネットワーキングを重視した講義になっているとも思いました。人と人がつながることでモノの見方が広がることを、とても意識したものになっていると感じました。 「リーダー像」の変容 OWPでは主に、リーダーシップをテーマに据えた講義に参加したといいます。 五條：というのも、海外の金融機関と共同でビジネスをすすめるなかで、一部で衝突が起きたり、組織を引っ張っていくのが難しいと感じたりすることが何度かあったからです。そうしたことへのヒントを、講義で得られたらと思ったのもあります。 それから最近話題の「AI」「アジャイル」というキーワードを、もう少し深掘りしようと関連の講義も選びました。 講義に参加する中で、五條さんは、普段のマネジメントを顧みるようになったといいます。 五條：日々の業務では、限られた時間のなかで結果を求められることが多いのですが、振り返ってみると、自分から部下に答えを言ってしまう「コマンド・アンド・コントロール」（指示を出してその通りに動くよう求めるマネジメント）に注力することが多かったと思います。 手の届く範囲での業務に関する情報は自分が詳しいですし、答えを知っている立場でもあります。ですが、よりハイレベルの役職に就いたら、自分では答えが分からないけれども、組織を率いていかなければならないことも出てくると思います。 そうなると「コマンド・アンド・コントロール」というより、部下のやる気を引き出す方に切り替えなければならない。その意味で、もう1段階レイヤーを上げたマネジメント、リーダーシップが必要だと感じました。 どうすればみんなの意見を引き出せるのか。どうすれば「やりたい」という気持ちを高めてもらえるのか。OWPの講義から、そのヒントをもらったと思っています。 人材育成担当「業務問わず、グローバルな視座を」 シニア幹部のカスタマイズプログラムのパートナーに、IMDを選ぶ理由は。同社人材育成担当は「グローバルな視座」を挙げます。 人材育成担当：当社では「フューチャーレディネス」（未来適合力）で必要なものとして、グローバル、デジタル、ESGの3つを掲げています。 このプログラムが始まる2021年より前は、海外業務に従事する方以外は、グローバルな環境に触れる機会は、それほど多くはありませんでした。 ただ、世界がシームレスになり、スピードも求められるようになる中、これからの経営陣は、担当業務を問わず、グローバルな視座が重要になってくると考えています。その醸成のために、IMDと連携し、当社にあったカスタマイズプログラムを作りました。 三井住友信託銀行のカスタマイズプログラムは、英語のブラッシュアップから始まり、足掛け1年間の長期プログラムです。 人材育成担当：研修当初の3カ月間は英語を自習して、TOEICを受験するなど基礎力を高めた後、さらに5カ月～6カ月間の、ネイティブスピーカーとのディスカッションやワークショップを設け、OWPのセッションを聴講、議論に参加できるだけのスキルを身に着けてもらいます。 プログラムの初めのころは、この研修は英語の勉強のためなのだと認識している方が非常に多かったと思います。ただプログラムの全体像を知るうちに、経営に生かせる感覚の醸成が求められているのだと理解してくださいました。 英語の基礎力を上げた後は、IMDの一條和生教授がコーディネートしてくださる当社向けカスタマイズプログラムのモジュールに移ります。 OWP開催1カ月前に、OWPで実際に講義をする教授から遠隔講義をしていただき、OWPとはどんな感じなのか、どんな話が聞けるのかを事前に経験していただきます。 また、参加中のディスカッションや交流がより深いものになるよう、演劇のテクニックをビジネスでのコミュニケーションに応用した体験型研修も受けます。 そして6月のOWPに臨みました。参加者は自分で設定したテーマに沿って講義を選び、受講します。OWPの前後にも、現地で一條和生教授を含むIMD教授陣から、当社の参加者向けに講義をしていただきました。 人材育成担当：OWPで得た成果は、帰国して約3カ月後に開かれる Must-Win Battleという社内プレゼンテーションで披露します。グループ単位で新しい戦略や課題解決のためのアイデアを、英語で20分間、役員に提案するというものです。 OWPに参加した当社の幹部は、各国の様々な企業の参加者から様々な「気づき」を得ながら、世界のリーダー達に日本のことも積極的に伝えて下さっているのだろうと思います。弊社の経営陣になっていっていただく上で、目線を国内にとどめず、グローバルな視座を持っていただき、会社を動かしていってほしいと思っています。 OWP2023 Lausanneの開催各日の様子はこちら 三井住友信託銀行では、2021年からIMDと連携し、シニア幹部向け「カスタマイズプログラム」を開始。 今年6月、様々な企業の経営幹部と学ぶ短期集中プログラムOWPにも約10人の幹部を派遣しました。IMD教授陣や各国の参加者と対話を重ねた幹部たちは、何をつかんだのでしょうか。
- [IMD generates CHF 440m economic impact in Canton Vaud](https://www.imd.org/news/imd-generates-chf-440m-economic-impact-in-canton-vaud/) - More than 28,000 global executives completed IMD learning programs in 2023, according to the Impact in Vaud and Beyond 2024 report, with the institute’s activities generating an economic impact of CHF 440 million, alongside considerable other contributions. Read the full Impact Report in French. IMD President and Nestlé Professor of Strategy and Political Economy
- [IMD appoints Nancy Felix to lead alumni and ​​development](https://www.imd.org/news/imd-appoints-nancy-felix-to-lead-alumni-and-development/) - Seasoned advancement leader Nancy Felix will join IMD as its Chief Alumni and Development Officer, effective 14 April 2025. Felix joins IMD from Carnegie Mellon University in the US where she has most recently served as Associate Dean for Advancement and Strategic Initiatives at the Mellon College of Science. She will be a member of Philanthropy expert, Nancy Felix, joins IMD to strengthen the alumni relations and fundraising efforts.
- [Creating a fairer future one exceptional woman at a time](https://www.imd.org/news/leadership/creating-a-fairer-future-one-exceptional-woman-at-a-time/) - The BackPack-Excellence Scholarship for Women has enabled two exceptional women, Sorelle Djankou Djeuga and Nadia Osman, to pursue their dream of experiencing a transformational MBA at IMD.
- [Message for EMBAs: Don’t forget inclusion, connection, and joy](https://www.imd.org/news/leadership/message-for-embas-dont-forget-inclusion-connection-and-joy/) - In his address on Saturday at a celebratory EMBA Graduation Ceremony in Lausanne, IMD President David Bach told the gathered graduates that although there are many challenges in the world, it is the human connection and their leadership that can help guide the world forward. "Challenging what is and inspiring what could be" “Recognizing that
- [Four IMD cases recognized in The Case Centre Awards and Competitions 2025](https://www.imd.org/news/five-imd-cases-recognized-in-the-case-centre-awards-and-competitions-2025/) - IMD Professor Emeritus of Marketing and Global Strategy Kamran Kashani and IMD Professor of Strategy and Marketing Goutam Challagalla’s case Nespresso: Strategy reset for growth: The youth market has won the Overall Award at The Case Centre Awards and Competitions 2025. The case describes how Nespresso faces an existential threat as its aging customer base Cases written by IMD faculty have been celebrated at this year’s Case Centre Awards and Competitions.
- [IMD-connected startups raise CHF 350m in 2024](https://www.imd.org/news/start-up/imd-connected-startups-raise-chf-350m-in-2024/) - In 2024, Swiss startups saw considerable growth, with a record CHF 2.37bn invested across 357 financing rounds. A total of CHF 350m was raised by 36 IMD-affiliated startups, showcasing the lasting impact of IMD’s MBAs, Executive MBAs, LeadiNNg to Scale-Up program, and Venture Capital Asset Management (VCAM) program. Each year, IMD selects promising Swiss ventures IMD’s programs continue to contribute significantly to the growth and success of Swiss startups.
- [ピスコルスキー教授のインタビュー、日経新聞に掲](https://www.imd.org/news/ピスコルスキー教授のインタビュー日経新聞に/) - デジタル戦略が専門のミシェック・ピスコルスキー教授のインタビュー記事が、日本経済新聞に掲載された。ビジネスリーダーはAIとどう対峙するべきなのか。社会実装は進んでも、AIの活用法についてはいまだ手探りという経営者や企業は少なくない。 「経営者は機械学習の仕組みについて理解を深めるべき」と唱える同教授。まず、AIの進化によって変化したリーダーの役割について語った。 「AIは専門家のみの領域ではなく、経営判断の対象となった」 「AIは結果の確認→修正、といった動作を反復して学習する。人の役割は、機械学習に最適な環境を用意すること。大規模で、迅速に学習できる環境をつくることが重要」 「環境整備への投資を決めるのは経営者。経営者はAIの学習過程を理解し、専門家と連携して導入するべき」 また、「経営者の役割は、AIに速いスピードで繰り返し失敗できる環境を提供すること」と喝破。AIの学習に関する企業の失敗例を挙げ、「機械学習の性質とビジネスニーズの両方に配慮する必要がある」と語る（具体的な事例、詳細は日経インタビュー全文をご参照ください）。 では、経営者が学ぶべきことは何か。 「デジタルトランスフォーメーション（DX）へのAIの関与を大局的に理解すべき。企業のDXは、組織運営から提供するサービスまで事業全体に関わる。部門横断でAIの活用環境を整えないと、一気通貫したDXは不可能」 最後に、注目を集める生成AIについて、「技術の導入は目的ではなく、手段」であると強調。「まず解決すべき問題を的確に把握すべき。生成AIが最善策とは限らない」 「生成AIを苦労して導入しても、すぐに時代遅れになる可能性がある。まだ導入していなくても、決して気にすることはない」と締め括った。 インタビューの全文はこちらから（有料記事） https://www.nikkei.com/article/DGXZQOUC219A50R21C24A1000000/
- [How to make it through a midlife career crisis](https://www.imd.org/news/coaching/updates-how-to-make-it-through-a-midlife-career-crisis/) - At about the time of their 40th birthdays, many executives start getting nervous. They typically ask themselves these questions: Am I on the right track for career success in the coming years? How far have I come and where exactly do I want to go? What can I still achieve? What options are open to
- [Jørgen Vig Knudstorp to become IMD’s new Board Chair in 2026](https://www.imd.org/news/jorgen-vig-knudstorp-to-become-imds-new-board-chair-in-2026/) - The institute’s Foundation Board unanimously approved Knudstorp’s appointment following a recommendation by its Supervisory Board. Gilbert Achermann, designated Chair of Sonova, Chairman of Unilabs and Ypsomed, will serve as Vice-Chair. Knudstorp and Achermann will succeed current Chair Michel Demaré and Vice-Chair Hanne de Mora, who step down at the end of 2025 after completing four IMD has appointed former LEGO CEO and Executive Chair Jørgen Vig Knudstorp as the new Chair of its governing Supervisory and Foundation Boards, effective 1 January 2026.
- [Leadership Insights of a Hostage Negotiator](https://www.imd.org/news/leadership/updates-leadership-insights-of-a-hostage-negotiator/) - Imagine you are a hostage negotiator sent into a hospital to speak with a man named Sam who is holding a pair of scissors to the throat of a nurse. You know from your briefing that Sam had been seriously injured from a stab wound inflicted by his wife during an argument over the custody
- [New book on sustainability](https://www.imd.org/news/sustainability/updates-new-book-on-sustainability/) - Many recent books make the case for businesses to become more sustainable, but few explain the specifics. In a new book titled “Beyond the Triple Bottom Line Eight Steps Toward a Sustainable Business Model”, IMD Adjunct Professor Francisco Szekely and Zahir Dossa offer a pragmatic new business model for sustainability that extends beyond the traditional
- [The IMD Stewart Hamilton Scholarship to benefit outstanding women](https://www.imd.org/news/leadership/updates-the-imd-stewart-hamilton-scholarship-to-benefit-outstanding-women/) - On International Women’s Day, we are delighted announce that the IMD Stewart Hamilton Scholarship will in the future be awarded to an outstanding female candidate in the IMD MBA Program. The Scholarship was initiated with the support of his family to pay tribute to Professor Stewart Hamilton, who died unexpectedly on 5th May 2014. We
- [AI could threaten high-income economies’ attractiveness to talent, finds 2024 IMD World Talent Ranking](https://www.imd.org/news/ai-could-threaten-high-income-economies-attractiveness-to-talent-finds-2024-imd-world-talent-ranking/) - The 2024 IMD World Talent Ranking (WTR) report has signaled how policymakers should start streamlining regulation to minimize the impact of the potential exclusion arising from the widespread adoption of AI. Recommendations in the report, produced by the IMD World Competitiveness Center (WCC), include a focus on educational and labor market policies and a heavy emphasis
- [Women in business: IMD MBA fellows are striving to use their careers to help others](https://www.imd.org/news/leadership/updates-imd-mba-forte-fellows-are-striving-to-use-their-careers-to-help-others/) - “I have mixed feelings about international women’s day,” says Ruchi Senthil, one of two recipients of the Forté Foundation scholarship currently working towards their MBA at IMD. “I feel like it’s a disservice to all the women who work for the remaining 364 days,” she continues. “We should celebrate women all year. Society moves forward
- [‘Tech is just the enabler’  ](https://www.imd.org/news/finance/tech-is-just-the-enabler/) - For more than 20 years, banking industry veteran Pere Nebot has held key roles in the information technology department at Spain’s leading bank. He said that hypervigilance is critical to remaining relevant in a sector that has been massively transformed by digital and this is no different at CaixaBank, Spain’s leading bank in digital customers.
- [IMD reaccredited by world’s largest business school association AACSB](https://www.imd.org/news/leadership/updates-imd-reaccredited-by-aacsb/) - IMD Business School has been reaccredited by AACSB International - The Association to Advance Collegiate Schools of Business for the maximum possible 5-year term, confirming its status in an elite worldwide group. IMD is the only business school in Switzerland and one of less than a hundred worldwide to hold the coveted “triple crown” of
- [‘An intellectual love affair’ – IMD celebrates 25 years of its EMBA](https://www.imd.org/news/leadership/an-intellectual-love-affair-imd-celebrates-25-years-of-emba/) - When IMD launched its EMBA program a quarter of a century ago, the world was on the cusp of transformation. The euro had just been introduced, Bill Clinton was serving as President of the United States, and the fears of the Y2K bug dominated the collective consciousness as the millennium approached. In the 25 years
- [‘Invest in the team — not the idea’: Founding partner of Cherry Ventures explains his investment philosophy](https://www.imd.org/news/leadership/invest-in-the-team-not-the-idea-founding-partner-of-cherry-ventures-explains-his-investment-philosophy/) - Filip Dames, shares his insights on how to find and team up with winning founders.
- [Navigating the paradox of dual transformation: Lessons from three organizations](https://www.imd.org/news/organizational-change/navigating-the-paradox-of-dual-transformation/) - Dual transformation lessons from three leading organizations that have mastered the art of juggling the demands of today while innovating for tomorrow.
- [New report mapping the Humanitarian Impact Finance (HIP) landscape highlights optimal approaches to funding ongoing relief efforts in fragile areas](https://www.imd.org/news/finance/humanitarian-impact-finance/) - In-depth research from IMD, published in conjunction with Foundation Lombard Odier, the Humanitarian Innovative Finance Hub (HIFHUB) hosted by the Danish Red Cross, and the ”la Caixa” Foundation, highlights how innovative finance models can fund humanitarian projects in areas of protracted conflict and instability. Humanitarian impact finance (HIF) refers to new types of partnerships across sectors, New research introduces an innovative approach to addressing the growing humanitarian crises worldwide.
- [Real learning for real leaders in a changed world – IMD launches new future-oriented MBA curriculum ](https://www.imd.org/news/leadership/real-learning-for-real-leaders-in-a-changed-world-imd-launches-new-future-oriented-mba-curriculum/) - Our world has changed in fundamental ways. It has become data-intensive, AI is ubiquitous, markets are volatile, customer needs change rapidly, and competition is ever-increasing. All these challenges require a new kind of business leader equipped with the skills and tools to navigate this new environment, adapt, solve real-world problems, and shape the future of
- [IMD to share business insights from companies all over the world](https://www.imd.org/news/operations/updates-imd-to-share-business-insights-from-companies-all-over-the-world/) - Great research isn’t created in a vacuum. That's why faculty and researchers from IMD have long spent a great deal of time working with companies "in the field". While this research has always served to help IMD’s clients improve aspects of their businesses through executive programs, it also has value beyond our campus. In launching
- [Tomorrow’s business leaders must learn to reflect as generous winners and graceful losers](https://www.imd.org/news/leadership/updates-tomorrows-business-leaders-must-learn-to-reflect-as-generous-winners-and-graceful-losers/) - Determination, flexibility and perseverance are the hallmark attributes of IMD’s EMBA Class of December 2020.Thrust into a world of uncertainty when the pandemic hit, the graduates made the move to technology-mediated learning literally overnight, allowing much of the class to graduate as planned. The ability to reflect IMD President and Nestlé Chaired Professor Jean-François Manzoni
- [IMD online-based leadership program recognized for excellence](https://www.imd.org/news/leadership/updates-imd-online-based-leadership-program-recognized-for-excellence/) - In 2015 IMD’s Learning Leadership program was awarded a Gold Medal, by Brandon Hall consulting, for achieving the best advance in unique learning technology. Learning Leadership is one of IMD’s Global Leadership in the Cloud programs which provide a blend of online, and in-person learning. The program is led by George Kohlrieser, a global leadership expert and an
- [Why leaders should learn to channel their inner Taylor Swift](https://www.imd.org/news/why-leaders-should-learn-to-channel-their-inner-taylor-swift/) - Twenty years after the launch of IMD’s Strategies for Leadership program, a critical question looms: does a women-only leadership program still make sense in today’s world? For Sarah Varley, a coach who’s worked on the program since its inception in 2004, the answer is a resounding yes. “Women get down to ‘real conversation’ much quicker Sarah Varley, an executive coach on IMD’s Strategies for Leadership program for the past 20 years, shares why all women leaders should learn to embrace their true authentic selves.
- [Get to know: Didier Cossin, IMD Professor of Governance](https://www.imd.org/news/board/updates-get-to-know-didier-cossin-imd-professor-of-governance/) - 1. What are you working on at the moment? Governance has become so central these days that I am exploring its many dimensions with my wonderful team. We are intrigued by how governance relates to performance: better governed companies have clearly outperformed during the crisis – but how will they perform during the post-COVID rebound? We are perfecting
- [IMD and Capgemini Consulting research unveils new opportunities and challenges for Pharmaceutical companies](https://www.imd.org/news/economics/updates-imd-and-capgemini-consulting-research-unveils-new-opportunities-and-challenges-for-pharmaceutical-companies/) - A new report - Digital Patient Engagement: Insights for the Pharmaceutical Industry – published by the IMD Global Center for Digital Business Transformation and Capgemini Consulting presents an analysis of the current state of digital patient engagement Recommendations provided on how Pharmaceutical companies can overcome barriers and build successful digital patient engagement strategies to thrive
- [IMD authored works recognized at two business book awards](https://www.imd.org/news/digital/updates-imd-authored-works-recognized-at-two-business-book-awards/) - Hacking Digital: Best Practices to Implement and Accelerate Your Business Transformation by Michael Wade, Professor of Innovation and Strategy, Didier Bonnet, Professor of Strategy and Digital Transformation and IMD researcher Tomoko Yokoi has been awarded a bronze medal at the 2022 Axiom Business Books Awards in the Networking category. The book draws on insights from
- [Top Novartis executive says companies must take deliberate measures to promote inclusivity](https://www.imd.org/news/diversity-and-equity-and-inclusion/updates-top-novartis-exec-says-companies-must-take-deliberate-measures-to-promote-inclusivity/) - When Marie-France Tschudin first started her career as a sales rep for pharmaceutical company Janssen-Cilag in Portugal, she never really imagined staying in the pharmaceutical industry and thought she would work in the sector for just a few years. “It was more about getting experience learning sales,” she explained. “But I fell in love with
- [Which companies will survive the next crisis?](https://www.imd.org/news/finance/updates-which-automotive-and-financial-companies-will-survive-the-next-crisis/) - Retail banks trump fintech companies this year in contrast to last year, with J.P Morgan, ING climbing ten spots, Block lands in 6th place behind stalwart banks Tesla and Toyota dominate the auto industry rankings, Chinese BYD surges up beating industry stalwarts, Volkswagen enters the top 5 in the global ranking Harley-Davidson and Ford lead in gender diversity
- [SEF.Academy explores how to future-proof your team](https://www.imd.org/news/future-readiness/sef-academy-explores-how-to-future-proof-your-team/) - Professor of Leadership and Organizational Change Ina Toegel explored the tools that can help you move from a dysfunctional group and create the conditions for a high-performing team at the fifth annual gathering of the SEF.Academy powered by IMD.
- [IMD steers Luc Gerard into successful private equity career path](https://www.imd.org/news/strategy/testimonials-imd-steers-luc-gerard-into-successful-private-equity-career-path/) - When Luc Gerard did his IMD EMBA at the age of 34, he already had several years of experience with two top international corporations. Born in Boende to a Congolese mother and a Belgian agronomist father, he was able to pursue higher studies, first in Kinshasa and then in Brussels, thanks to the encouragements of
- [Renewal, not return: leadership in times of COVID-19](https://www.imd.org/news/leadership/updates-renewal-not-return-leadership-times-of-covid-19/) - Rather than to return to how things were before, companies must leap ahead into a better future, says Jim Hagemann Snabe. The COVID-19 crisis has posed unprecedented challenges for business leaders and reframed the discussion around globalization, climate change and digitalization. But “concerned optimist” Jim Hagemann Snabe – Chairman at Siemens AG, Chairman at A.
- [IMD recognized with EcoVadis Gold Sustainability Rating](https://www.imd.org/news/sustainability/imd-recognized-with-ecovadis-gold-sustainability-rating/) - IMD has been awarded a Gold Sustainability Rating by the globally trusted provider of sustainability evaluations EcoVadis. Achieving an overall score of 73 – an increase of six points from 2023 – IMD has cemented its position among the top 5% of organizations evaluated and confirms the institution’s continuous improvement towards greater sustainability. The
- [Alfredo De Massis named on Highly Cited Researchers 2024 List](https://www.imd.org/news/alfredo-de-massis-named-on-highly-cited-researchers-2024-list/) - IMD Professor of Entrepreneurship and Family Business Alfredo De Massis has been named on the Highly Cited Researchers 2024 List by Clarivate, a provider of global transformative intelligence. Through their Highly Cited Researchers™ program, the panel of experts identifies and celebrates research scientists and social scientists who have demonstrated significant academic contributions. Selected researchers have The IMD professor's work was recognized, once again, by analysts at Clarivate's Institute for Scientific Information (ISI))™.
- [Trial-and-error approach to solve COVID problems will avert paralysis](https://www.imd.org/news/leadership/updates-a-trial-and-error-approach-to-solving-covid-problems-will-avert-paralysis-in-these-uncertain-times/) - “In these times of uncertainty, we absolutely must allow for trial and error and see mistakes as learnings. Otherwise, we risk paralysis,” Maria Schmitt, IMD EMBA Cohort Director, has said. Leaders are facing ever-increasing volatility, complexity and interconnectivity in times of unprecedented change. The current context calls for reflective, agile, visionary leaders who are willing
- [IMD partners with the Global Shapers Community](https://www.imd.org/news/sustainability/updates-imd-partners-with-the-global-shapers-community/) - The partnership will allow IMD and the Global Shapers Community Lausanne to collaborate on events and support innovative initiatives with a strong social impact. IMD will contribute by sharing its expertise and facilities and will benefit from a group of highly motivated young professionals who will participate actively in projects, research, or events. “At IMD
- [IMD appoints political economy expert David Bach as next Dean of Innovation and Programs](https://www.imd.org/news/team-dynamics/updates-imd-appoints-political-economy-expert-david-bach-as-next-dean-of-innovation-and-programs/) - IMD is pleased to announce the appointment of award-winning Yale School of Management political economy expert David Bach as Professor of Strategy and Political Economy and IMD’s next Dean of Innovation and Programs, effective from 1 July 2020. As Yale School of Management’s (SOM) Deputy Dean for Executive Programs and member of the senior leadership
- [Running a business 'like a war-time general': Bohdana Pavlychko's story](https://www.imd.org/news/strategy/updates-running-a-business-like-a-war-time-general/) - Bohdana Pavlychko is no stranger to a crisis. Since taking over the reins of her family’s publishing house in 2010, she has seen the business through the 2014 Maidan Revolution, the war in the east of Ukraine, the COVID-19 pandemic, and now a fully-fledged Russian invasion. “When the times are so difficult and the challenges
- [IMD recognized with multiple Brandon Hall Tech Awards](https://www.imd.org/news/digital/imd-recognized-with-multiple-brandon-hall-tech-awards/) - IMD receives recognition for the development and implementation of innovative technology in its education portfolio.
- [IMD launches Luxury 2050 Forum to shape the future of all luxury sectors](https://www.imd.org/news/alliance/imd-launches-luxury-2050-forum-to-shape-the-future-of-all-luxury-sectors/) - Luxury 2050 Forum to shape the future of all luxury sectors
- [IMD accredited as a Swiss university institute](https://www.imd.org/news/global-business/imd-accredited-as-a-swiss-university-institute/) - The Swiss Accreditation Council (SAC) has granted IMD institutional accreditation as a university institute, a major achievement which will enhance the institute’s academic stature in Switzerland and abroad. In the accreditation report, the experts praised IMD for its agility, participatory quality culture, investment in human resources and infrastructure, development of the E4S Master in Sustainable
- [Lessons from LEGO Group: assembling the bricks to grow in a crisis](https://www.imd.org/news/leadership/updates-lessons-from-lego-assembling-the-bricks-to-grow-in-a-crisis/) - In this exclusive video interview with IMD President Jean-François Manzoni, former LEGO Group CEO Jørgen Vig Knudstorp offered valuable insights for executives and companies seeking ways to prepare for and successfully navigate future crises, based on principles that inspired the Group’s turnaround 15 years ago. Knudstorp said the Danish group’s ingrained capacity to deal with
- [IMD celebrates success at Top 100 Swiss Startups Awards 2024](https://www.imd.org/news/start-up/imd-celebrates-success-at-2024-top-100-swiss-startups-awards/) - Following this year's Top 100 Swiss Startup Awards, IMD is especially thrilled to announce that four of the top 10 startups, including the highest-ranked company, DePoly, have collaborated with the institute. The Valais-based cleantech startup rose from 10th place in 2023 to claim the top spot with its innovative plastic recycling technologies aimed at creating IMD is proud to play a pivotal role in the Swiss startup ecosystem. Four of the top 10 startups in this year's Top 100 Swiss Startup Award are companies that our students have collaborated with – including #1.
- [‘Let us build bridges’: IMD celebrates the MBA Class of 2024](https://www.imd.org/news/let-us-build-bridges-imd-celebrates-the-mba-class-of-2024/) - “It’s not about summits or accolades. It’s about someone who has crossed life’s challenges and then turns back to help others. That’s the kind of legacy I want to leave, one that empowers others." Class speaker and MBA 2024 graduate Lauren Holding The MBA Class of 2024 marked their graduation with a clear message from
- [IMD Global Family Business Center wins the Family Firm Institute International Award](https://www.imd.org/news/leadership/updates-imd-global-family-business-center-wins-family-firm-institutes-international-award/) - The IMD Global Family Business Center (GFBC) has been bestowed with the distinguished International Award from the Family Firm Institute (FFI). The FFI Committee unanimously agreed on the choice of IMD. This prestigious award is conferred upon one individual organization that has made major contributions to understanding the special challenges that families and their businesses must address when they establish international activities and
- [Asian and European citizens see their cities as the ‘smartest’, finds 2023 IMD Smart City Index](https://www.imd.org/news/competitiveness/asian-and-european-citizens-see-their-cities-as-the-smartest-finds-2023-imd-smart-city-index/) - The study, produced by The Smart City Observatory (SCO), part of the IMD World Competitiveness Center (WCC), combines hard data and survey responses to show the extent to which technology is enabling cities to address the challenges they face to achieve a higher quality of life for their inhabitants. “We are delighted to be able The Index looked into city living in 141 cities
- [War in Ukraine: Many Western firms continue to operate in Russia](https://www.imd.org/news/geopolitics/war-in-ukraine-many-western-firms-continue-to-operate-in-russia/) - Extensive data demonstrates that a vast number of firms headquartered in the European Union (EU) and G7 continue to operate and invest in Russia.
- [IMD partners with Strategyzer to drive business innovation](https://www.imd.org/news/innovation/imd-partners-with-strategyzer-to-drive-business-innovation/) - The new Growth Accelerator Program will give executives tools and frameworks to turn innovative ideas into concrete business opportunities
- [Exploring new fields](https://www.imd.org/news/strategy/testimonials-exploring-new-fields/) - Participants in IMD’s Breakthrough Program for Senior Executives (BPSE) normally work on one strategic breakthrough idea during the program. Marcelo Magalhaes, the CEO of Brazilian oil and gas company PetroRecôncavo, had to wrestle with two. Marcelo came into BPSE in November 2014 with a single goal. He wanted to continue generating value for PetroRecôncavo after
- [Welcome to Brazil](https://www.imd.org/news/strategy/updates-welcome-to-brazil/) - IMD’s EMBA participants recently headed to Brazil to meet with both domestic and multinational companies, academics and government officials to learn about the internationalization strategies of Brazilian companies and the main constraints for Brazil to reach its growth potential. With the insights gained locally, the EMBA participants carried out competitive analysis to identify binding constraints
- [Singapore, Helsinki and Zurich triumph in global smart city index](https://www.imd.org/news/competitiveness/updates-singapore-helsinki-zurich-triumph-global-smart-city-index/) - Singapore, Helsinki and Zurich have taken the podium positions in the 2020 IMD-SUTD Smart City Index Report, a collaboration between IMD and Singapore University of Technology and Design (SUTD). The 2020 Index ranked 109 cities, 7 more than in last year’s inaugural edition, by using both economic and technological data, taken together with citizens’ perceptions
- [Colombia’s Carvajal wins 2022 IMD Global Family Business Award](https://www.imd.org/news/family-business/updates-colombia-s-carvajal-wins-2022-imd-global-family-business-award/) - Carvajal, a leading diversified, family-owned Colombia-based company, has been selected as the winner of the 2022 IMD Global Family Business Award. Established in 1904 by Manuel Carvajal Valencia and his sons Alberto and Hernando in Cali, Colombia, Carvajal has grown from a printing business into a complex and successful Latin American holding company with a
- [LEGO® and IMD keep building the blocks of a colorful future for research](https://www.imd.org/news/leadership/updates-the-lego-brand-and-imd-continue-to-build-the-blocks-of-a-colorful-future-for-research/) - The Center for Future Readiness will produce the LEAP Readiness Index, which measures how prepared industry incumbents are for coming challenges. Backed by a multi-million-dollar grant from the LEGO Brand Group, the center will be led by IMD’s Professor Howard Yu, who has held the LEGO® Professorship of Management and Innovation post for two years.
- [When the purest form of business is doing something on your own](https://www.imd.org/news/strategy/testimonials-when-the-purest-form-of-business-is-doing-something-on-your-own/) - Oliver Freiland always remembers a pivotal moment in his career when, dissatisfied with his consultancy work, he sat down and had a discussion with himself. "I decided there and then to start my own business," he recalls. Oliver asked himself what was stopping him from becoming an entrepreneur, and gradually developed solutions to each barrier
- [European economies take 8 out of top 10 spots in 2020 World Talent Ranking](https://www.imd.org/news/competitiveness/updates-european-economies-take-top-spots-world-talent-ranking/) - In order, from first to fifth were: Switzerland, Denmark, Luxembourg, Iceland, and Sweden. This year’s results — which use hard data from 2019 and survey answers from January to April 2020 — underline the importance of education and mobility to foster and attract talent, and therefore throw into question the future of talent-dependent economies when
- [Giving people space to be creative and understanding why humans play – the building blocks of LEGO Group's success](https://www.imd.org/news/leadership/updates-interview-with-howard-yu-and-jorgen-vig-knudstorp-of-lego/) - LEGO Group is one of the most iconic and beloved brands in the world, with an appeal that inspires creative freedom in children and nostalgia in adults. But the Danish company is not just a powerful brand – it’s an increasingly diverse one, too. What started in 1932 as a series of wooden toys –
- [IMD MBA class of 2017 completes their journey of leadership and self-discovery](https://www.imd.org/news/leadership/updates-imd-mba-class-of-2017-completes-their-journey-of-leadership-and-self-discovery/) - The IMD MBA class of 2017 has just graduated, wrapping up an intense year-long learning journey. The inspiring ceremony was opened by IMD Professor and Program Director, Ralf Boscheck who warmly thanked everyone involved in making the IMD MBA an experience-of-a-lifetime from faculty to all support staff. Following your moral compass Completing his final year
- [Pentland Group plc awarded the 2017 IMD Global Family Business Award](https://www.imd.org/news/family-business/updates-british-house-of-brands-pentland-group-plc-awarded-the-2017-imd-global-family-business-award/) - Awarded by IMD, a top-ranked global business school, this prize is regarded as the most prestigious for successful global family businesses. The award recognizes firms that are exemplary in uniting family interests with those of the business and in combining tradition and innovation while demonstrating clear corporate social responsibility. “Pentland Group plc is an outstanding
- [J.M. Huber Corporation wins 2020 IMD-Pictet Sustainability in Family Business Award](https://www.imd.org/news/communication/updates-j-m-huber-corporation-wins-2020-imd-pictet-sustainability-in-family-business-award/) - With sustainability rapidly becoming business critical as a licence to operate, the IMD-Pictet Sustainability in Family Business Award acknowledges and motivates family-owned enterprises that strive to excel in corporate sustainability and impact. The independent jury highlighted the Huber family’s commitment to sustainability and the company’s clear demonstration of a will to transform itself, including the
- [IMD can help business navigate change - new Chairman Demaré](https://www.imd.org/news/leadership/updates-interview-new-chairman-michel-demare/) - “The business world is going through a profound transformation. A transformation that, if not dealt with in the right way, could be life-threatening for some companies.” These are the words of new IMD Supervisory Board Chairman Michel Demaré, during an interview at IMD’s campus in Lausanne. “Digitalization, the power of data, sustainability, social impact …
- [Insight through diversity](https://www.imd.org/news/leadership/insight-through-diversity/) - Shaima Saleh AlHusseini, a graduate in English literature, is a fan of the works of the English 19th-century author Charles Dickens. “People see his books as very gloomy, but he was a visionary as well. He depicted society and saw it from a different lens that always gave hope.” Both as a student and as Shaima Saleh AlHusseini (EMBA 2022), explains how her internationally diverse upbringing and her love of literature helped her build essential leadership skills.
- [IMD reveals 2025 Startup Competition winners](https://www.imd.org/news/start-up/imd-reveals-2025-startup-competition-winners/) - Now in its 27th year, the IMD Startup Competition will offer 13 startups the chance to work with IMD’s full-time MBA students, while a further nine were selected to collaborate with the Executive MBA participants. The Startup Competition is an annual IMD event that highlights promising Swiss ventures offering them the opportunity to get support
- [Dance shoe startup wins 2024 IMD MBA Venture Award](https://www.imd.org/news/innovation/dance-shoe-startup-wins-2024-imd-mba-venture-award/) - Ananya Bala has been announced as the winner of IMD’s 2024 MBA Venture Award. The MBA candidate will receive 100,000 CHF in funding, as well as mentorship and strategic guidance from a panel of successful IMD entrepreneurs and industry experts. This award aims to support promising entrepreneurs in bringing innovative business ideas to market. The Ananya Bala, founder of dancing shoes startup marleys, has been selected as the 2024 winner for her vision to encourage more people to feel comfortable while dancing.
- [Harnessing the power of transformation](https://www.imd.org/news/digital/updates-harnessing-the-power-of-transformation-guillermo-diaz-jr-of-cisco-at-owp/) - With 95% of businesses failing at their digital transformation, it's crucial to zero in on the importance of why they need transformation? Guillermo Diaz Jr., SVP Customer Transformation at Cisco, was a Keynote speaker at OWP Lausanne 2019. His focus has been driving the business acceleration critical to the agile, digital transformation of Cisco, its
- [The top seven priorities for boards](https://www.imd.org/news/corporate-governance/updates-the-top-seven-priorities-for-boards/) - In the third episode of “High Performance Boards”, IMD Professor of Governance Didier Cossin explores the topic of stewardship and how organizations can create true value with Chairman of Nestlé, Vice-Chairman of L’Oréal and Board Member of Roche Paul Bulcke. With Nestlé’s “Creating shared value” program, the world’s largest food company has put stakeholders and
- [Peter Vogel features in Poets & Quants Best 40 Under 40 MBA professors list](https://www.imd.org/news/family-business/updates-peter-vogel-features-in-poets-and-quants-best-40-under-40-mba-professors-list/) - Poets & Quants has named Peter Vogel, IMD Professor of Family Business and Entrepreneurship, as one of the Best 40 Under 40 MBA professors worldwide in its 10th annual list. Professor Vogel, who serves as Director of IMD’s Global Family Business Center, is the holder of the Debiopharm Chair for Family Philanthropy and directs the
- [“The EMBA was like running a marathon, but very, very enriching”](https://www.imd.org/news/leadership/testimonials-the-emba-was-like-running-a-marathon-but-very-very-enriching/) - Sheer determination and a taste for innovation have been the main motors of Manish Kapoor’s career. For over years, he has successfully turned markets around for American Express India, where he has risen to the level of Vice-president as Director of Middle-Market Sales. A few years ago, he paused to attend IMD’s Foundations for Business Leadership (FBL),
- [OWP: a chance to push your limits and learn beyond your area of expertise](https://www.imd.org/news/leadership/testimonials-owp-a-chance-to-push-your-boundaries-and-learn-beyond-your-area-of-expertise/) - Twice a year, IMD welcomes participants from all over the world to its Orchestrating Winning Performance (OWP) programs. In 2019, the first will take place in June in Lausanne, while the second is to take place in Dubai in November. OWP provides sessions that address a whole range of hot topics affecting business leadership today.
- [IMD receives generous gift from alumnus Douglas Geertz to fund research at the nexus of business and global affairs](https://www.imd.org/news/imd-receives-generous-gift-from-alum-douglas-geertz-to-fund-research-at-the-nexus-of-business-and-global-affairs/) - IMD has been honored with a CHF 5m donation from alumnus Douglas Geertz to support research on enhancing economic prosperity in developing countries and maximizing the impact of international development aid. The gift will be used to endow the Douglas Geertz IMEDE 1988 Chair in Geopolitics and Business. The inaugural holder of the Chair will
- [How to become a great leader and break bad habits](https://www.imd.org/news/leadership/updates-leaders-edge-how-to-be-a-skillful-intentional-role-model-john-weeks-at-owp-dubai-2019/) - How do leaders shape the culture of an organization? The first step is to acknowledge that your company has a culture, and it can be defined as ‘what people say and do when they think you are not looking’, said Professor John Weeks at Orchestrating Winning Performance in Dubai. “Your organization has a culture whether
- [IMD celebrates case writing contributions with The Case Centre](https://www.imd.org/news/sustainability/imd-celebrates-case-writing-contributions-with-the-case-centre/) - IMD and The Case Centre have celebrated Julia Binder, Professor of Sustainable Innovation and Business Transformation, and Heather Cairns-Lee, Affiliate Professor of Leadership and Communication for their recent recognition at The Case Centre Awards and Competitions 2024. The event, which also recognized faculty and researchers for their contributions to various case awards, was held at
- [Profile of outstanding EMBA participant: Satakarni Makkapati](https://www.imd.org/news/leadership/testimonials-profile-of-outstanding-emba-participant-satakarni-makkapati/) - Satakarni Makkapati completed IMD’s executive MBA in 2015. Armed with a Ph.D. in chemical engineering, Satakarni is President at Aurobindo Pharma. Respected for being a classmate whose input increases the value of discussions, Makkapati is driven to bring more effective and affordable medicines to the market. He was recently listed as one of the Eight
- [Julia Binder Joins IMD Faculty](https://www.imd.org/news/team-dynamics/updates-julia-binder-joins-imd-faculty/) - IMD Business School is pleased to announce that Julia Binder will join the school’s campus in Lausanne, Switzerland on September 1st, 2021 as Professor of Sustainable Innovation and Business Transformation. Julia’s expertise includes teaching and researching sustainability in organizations, with a focus on sustainable innovation, entrepreneurship, and marketing. She enjoys exploring the processes, strategies, and
- [Celebrating 25 years of High Performance Leadership](https://www.imd.org/news/leadership/celebrating-25-years-of-high-performance-leadership/) - Unlike the traditional case-study-driven approach of most business school programs, IMD’s High Performance Leadership program – celebrating its 25th anniversary this month – centers on a single, profound case: the participants themselves. “It starts with a very powerful question: What has happened to you to become the leader you are?” explains George Kohlrieser, Program Director
- [Trade to rebound and digitisation to accelerate, predicts Maersk CEO](https://www.imd.org/news/leadership/updates-trade-to-rebound-and-digitisation-to-accelerate-predicts-maersk-ceo/) - The leader of the world’s largest container shipping group predicts that trade will recover quickly to pre-pandemic levels and grow slowly but steadily thereafter. Søren Skou, an IMD alumnus (MBA 1997) who now runs AP Moller-Maersk, said: “Our expectations on the other side of the pandemic continue to be that we will see global trade growing more or less in line with global GDP on average.” Although that is below
- [Professor Peter Vogel chosen as holder of the new Debiopharm Chair for Family Philanthropy at IMD](https://www.imd.org/news/family-business/updates-professor-peter-vogel-chosen-as-holder-of-the-new-debiopharm-chair-for-family-philanthropy-at-imd/) - IMD is pleased to announce the nomination of Professor Peter Vogel from the 1st of September 2017 as the holder of the new Debiopharm Chair for Family Philanthropy, created thanks to a donation of several million Swiss francs by the biopharmaceutical company Debiopharm Group, based in Vaud, Switzerland. Professor Vogel will work in close collaboration
- [Hilti-sponsored IMD MBA scholars visit Hilti HQ in Liechtenstein](https://www.imd.org/news/strategy/hilti-sponsored-imd-mba-scholars-visit-hilti-hq-in-liechtenstein/) - With the first six Hilti MBA scholars starting their IMD program in January 2024, Hilti and IMD have taken another tangible step forward in their collaboration with the scholars’ visit to the Hilti Group headquarters in Liechtenstein where they learned more about the company’s strategy and innovation. The group participated in an immersive program and
- [Team first, ego second: Manchester United legend Peter Schmeichel reveals his recipe for success](https://www.imd.org/news/leadership/updates-team-first-ego-second-manchester-united-legend-schmeichel-reveals-his-recipe-for-success/) - From victory with Denmark in the UEFA Euro 1992 to five Premier League titles under Alex Ferguson, Peter Schmeichel etched a career into the history of football as one the greatest players to have graced the game. His remarkable achievements between the sticks – and his experiences as a key member of one of the
- [IMD and FBN renew partnership to strengthen family enterprise sector](https://www.imd.org/news/family-business/imd-and-fbm-renew-partnership-to-strengthen-family-enterprise-sector/) - IMD and FBN (Family Business Network) have signed a new partnership agreement reaffirming their longstanding collaboration to advance knowledge, tools, and practices for global family enterprises. The agreement, which extends from 2025 to 2027, was signed by IMD President David Bach, Director of the IMD Global Family Business Center Peter Vogel, FBN Board Chair Alfonso IMD and the Family Business Network have reinforced their collaboration in the family enterprise sector through a new partnership agreement.
- [IMD and MIM Kyiv join forces for Women Leadership Program to empower Ukrainian Women](https://www.imd.org/news/leadership/imd-and-mim-kyiv-join-forces-for-women-leadership-program-to-empower-ukrainian-women/) - In a powerful demonstration of resilience and commitment, 40 Ukrainian women participated in the Women Leadership Program, a collaboration between MIM Kyiv and IMD. Supported by the Lundin Foundation, this joint program is designed to equip women with the advanced leadership skills needed to run organizations and companies in Ukraine, especially considering the ongoing war. Demonstrating commitment and resilience, 40 Ukrainian women participated in the Women Leadership Program, a collaboration between MIM Kyiv and IMD.
- [‘Mobilize the fire within’: Wartime leaders required for an era of upheaval](https://www.imd.org/news/leadership/mobilize-the-fire-within-wartime-leaders-required-for-an-era-of-upheaval/) - Balancing ‘leadership polarities’ is key to navigating an increasingly uncertain world The effects of soaring inflation, financial market turmoil and the war in Ukraine have thrust the world into an era of fresh turmoil. To overcome these mounting challenges, it’s clear that strong leadership is going to be critical in increasingly turbulent times. In his
- ['Sustainability first Denmark' tops economic competitiveness ranking](https://www.imd.org/news/competitiveness/updates-denmark-tops-economic-competitiveness-ranking/) - Denmark has reached the number one spot in the IMD World Competitiveness Ranking (WCR) for the first time in the ranking’s 34-year history. “Denmark has played extremely aggressively on the sustainability front and benefits from being a small country in the European market,” Professor Arturo Bris, Director of the IMD World Competitiveness Center (WCC), which
- [Training the ranks of business diplomats to take on tomorrow’s crises](https://www.imd.org/news/strategy-implementation/updates-training-the-ranks-of-business-diplomats-to-take-on-tomorrow-s-crises/) - From the COVID-19 pandemic to the war in Ukraine and the climate emergency, executives today are facing an unrelenting barrage of crises. To equip leaders from both the public and private sector with the cross-disciplinary skills needed to overcome paralyzing political divides and tackle complex challenges, IMD and the Geneva Graduate Institute have announced a
- [How the right mindset can unleash innovation and catalyze growth](https://www.imd.org/news/leadership/updates-how-the-right-mindset-can-unleash-innovation-and-catalyze-growth/) - Swiss watchmaking’s lessons on managing in a crisis The luxury goods industry is about to be transformed: the leading brands need to shift away from the competitive rivalry that has driven growth in recent decades, and go back to their roots of customer centricity, according to one industry leader. François-Henry Bennahmias, chief executive of the
- [Embracing the leader you are](https://www.imd.org/news/leadership/embracing-the-leader-you-are/) - Yuko Adachi (SL 2019) overcame gender bias and embraced her femininity to come into her own as an authentic leader.
- [Gender equality isn’t a women’s issue — it’s a human one](https://www.imd.org/news/leadership/testimonials-gender-equality-isnt-a-womens-issue-its-a-human-one/) - Galina is the co-founder and Chief Business Development Officer of Claroty, a cybersecurity company protecting critical infrastructure networks. Her company employs over 120 people world-wide and has raised over $93 million in venture capital. Claroty has customers in 11 different industries including oil and gas, energy, manufacturing, mining, food & beverage pharmaceuticals. What is the
- [Shifting from shareholder to stakeholder capitalism](https://www.imd.org/news/business-ethics/updates-shifting-from-shareholder-to-stakeholder-capitalism/) - In a landmark 1970 essay in the New York Times, the late Chicago economist, Milton Friedman, declared that “the only social responsibility of business is to increase its profits”. It was a compelling idea: it became the doctrine underpinning western business practices for decades. Half a century later, times are changing. Now, most businesses recognize
- [Annabelle Gawer honored at the Vienna Strategy Summit](https://www.imd.org/news/strategy/annabelle-gawer-honored-at-the-vienna-strategy-summit/) - We are delighted to share that IMD Visiting Professor Annabelle Gawer is the recipient of the 2024 Theory-to-Practice Strategy Award at the Vienna Strategy Summit. “I am absolutely delighted to have won this prestigious award,” said Gawer. “This recognition from industry is especially gratifying because my ambition has always been to develop ideas that resonate with
- [Driving India's digital transformation](https://www.imd.org/news/digital/driving-indias-digital-transformation/) - With its rich tapestry of cultures and traditions, India is not merely keeping pace; it is becoming a global leader in the realm of digital evolution.
- [José de Mello Group wins 2024 IMD Global Family Business Award](https://www.imd.org/news/family-business/jose-de-mello-group-wins-2024-imd-global-family-business-award/) - José de Mello Group, one of Portugal’s oldest and most successful family-run firms, has been selected as the winner of the 2024 IMD Global Family Business Award. An independent award jury of family business experts and previous award winners praised the Group for its resilient family, business, and ownership. “The IMD Global Family Business Award
- [A valuable platform for alumni takes shape in IMD’s Singapore hub](https://www.imd.org/news/economics/updates-a-valuable-platform-for-alumni-takes-shape-in-imds-singapore-hub/) - Expanding in Asia continues to be a proud focal point for IMD. Since officially opening the IMD Southeast Asia Executive Learning Center in May of 2015, the Asian hub has brought the institute’s world-class, high-impact learning to executives across the region for custom and open programs. Beyond delivering executive education, the Singapore office is now
- [IMD among the top 5 in The Case Centre Impact Index 2024](https://www.imd.org/news/imd-among-the-top-5-in-the-case-centre-impact-index-2024/) - IMD has been recognized among the top five case study producers in The Case Centre Impact Index for 2023/2024. For the second consecutive year, the business school has achieved fourth place in the index, which annually evaluates the global reach and impact of organizations’ case writing. Enabling learners to grow as managers and leaders “At
- [IMD’s Entrepreneurship Community continues to gain momentum](https://www.imd.org/news/entrepreneurship/updates-imds-entrepreneurship-community-continues-to-gain-momentum/) - Since last year a new initiative, the Alumni Community for Entrepreneurship (ACE), has been making waves at IMD and in the wider Lausanne area. Other regions in Switzerland and beyond will also soon see the creation of similar groups. In cooperation with its Alumni community, IMD has been facilitating a forum where participants interested in
- [Whoever leads the AI race will lead the future, UAE minister says at our signature programme in Dubai](https://www.imd.org/news/digital/updates-whoever-leads-the-ai-race-will-lead-the-future-uae-minister-says-at-our-signature-programme-in-dubai/) - The United Arab Emirates has been an early and advanced operator of Artificial Intelligence (AI) because it has been willing to learn from the mistakes of its past, the country’s Minister of State for AI said during a keynote speech at Orchestrating Winning Performance in Dubai. From the year 813 to the year 1455, he
- [IMD recognized with seven Brandon Hall Group awards](https://www.imd.org/news/stress-management/imd-recognized-with-seven-brandon-hall-group-awards/) - The quality of IMD’s management education has received astounding recognition at the 2023 edition of the Brandon Hall Group Awards, with a total of seven awards
- [IMD appoints gamification expert Sarah Toms as Chief Learning Innovation Officer](https://www.imd.org/news/innovation/imd-appoints-gamification-expert-sarah-toms-as-chief-learning-innovation-officer/) - In this new role, Toms will help IMD’s leadership and faculty identify and develop innovative pedagogical tools to further transform how the institute delivers programs and engages learners.
- [The rise of Bangalore – startups and beyond](https://www.imd.org/news/strategy/updates-the-rise-of-bangalore-startups-and-beyond/) - Buckle-up tight, wait for landing, de-board the plane, collect your luggage, and walk out into Bangalore’s contemporary-looking Kempegowda International Airport. One of the things you may notice are loads of advertisements for high-rise, luxury condos – which may come as a surprise for a few; not quite the Mumbai slums of the Slumdog Millionaire. Next
- [IMD appoints Christian Dummett as Assistant Dean and Director of Career Development](https://www.imd.org/news/imd-appoints-christian-dummett-as-assistant-dean-and-director-of-career-development/) - IMD is pleased to announce the appointment of Christian Dummett as Assistant Dean and Director of Career Development.
- [Don’t be a bottleneck to change; CEOs must trust the next generation](https://www.imd.org/news/leadership/owp-dont-be-a-bottleneck-to-change-ceos-must-trust-the-next-generation/) - Organizations have no choice but to embrace megatrends such as digitalization, diversity, and sustainability to earn their place in the future.
- [Healthcare businesses would benefit from a more holistic perspective, says former McKinsey & Company executive and IMD alumnus](https://www.imd.org/news/leadership/updates-healthcare-businesses-would-benefit-from-a-more-holistic-perspective-says-former-mckinsey-and-company-executive-and-imd-alumnus/) - The healthcare business needs more doctors. So says Jonas Schnider, a trained surgeon who successfully extended his skills into the medtech industry. Schnider believes there is an urgent need for clinically trained professionals to act as translators in the business of healthcare. “I believe it is crucial we have a certain amount of medical doctors
- [New global partnership to study mental health and implications on business families](https://www.imd.org/news/family-business/new-global-partnership-to-study-mental-health-and-implications-on-business-families/) - The Global Family Business Center (GFBC) at IMD in Lausanne, Switzerland and the Family Enterprise Legacy Institute (FELI) at the Telfer School of Management, University of Ottawa, Canada – in collaboration with Family Business Network (FBN) – are pleased to announce a new research partnership focused on the implications of enterprising families’ mental health on
- [IMD EMBAs visit frontier market Vietnam](https://www.imd.org/news/asia/updates-imd-embas-visit-frontier-market-vietnam/) - Each year IMD Executive MBA participants get to visit exciting, vibrant economies across the world as part of the Discovery Expedition series. This year the EMBA participants will visit Vietnam. The program aims to provide an education on the globalizing world, by discovering Vietnam through a variety of different learning approaches, such as expert speakers,
- [Europe dominates, China rises, and the US remains stable in 2021 World Competitiveness Ranking](https://www.imd.org/news/communication/updates-2021-world-competitiveness-ranking/) - Switzerland has come top for the first time in the 33-year history of IMD’s World Competitiveness Ranking, in a year that reflected the impact of the COVID-19 pandemic on economic competitiveness. Sweden came second (up from 6th last year) with Denmark in third spot (2nd in 2020) in a shakeup that saw European economies weather
- [How to mobilize people for impact in sustainability and purpose](https://www.imd.org/news/strategy/updates-how-to-mobilize-people-for-impact-in-sustainability-and-purpose/) - How to lead real social and environmental change Amid global concerns about climate change, food security and supply chains, sustainability is on the agendas of leadership teams and in board rooms. Beyond a moral imperative, it offers a convincing business strategy that can grow a company’s top line by boosting brands, reputation and product differentiation.
- [Digital transformation in healthcare](https://www.imd.org/news/digital/updates-digital-transformation-in-healthcare/) - IMD recently organized a discovery event which brought together a number of executives from the health sector to focus on digital transformation in healthcare. The healthcare sector is experiencing a huge number of digital innovations both from start-ups and existing players. It is witnessing initiatives like pharmaceutical companies going “beyond the pill”, wearable companies, including
- [Brown-Forman wins 25th IMD Global Family Business Award, sponsored by Pictet](https://www.imd.org/news/family-business/updates-brown-forman-wins-25th-imd-global-family-business-award/) - Brown-Forman, one of the largest American family-owned companies in the spirits and wine industry, has won the 2020 IMD Global Family Business Award, sponsored by Pictet. The winner was revealed during a special session at the Family Business Network Global Family Gathering on Thursday, November 12. “On behalf of our board, company and shareholders, I couldn’t
- [IMD’s EMBA: “A huge challenge, but amazing”](https://www.imd.org/news/leadership/testimonials-imds-emba-a-huge-challenge-but-amazing/) - Dominic Liechti is no stranger to innovative learning and international education. He completed a teaching degree and after that his qualifications in education have continued to accumulate. He later graduated with a Master in School and Education Management from the Zurich University of Teacher Education. Simultaneously, he founded a non-profit educational organization called learn4life with
- [Marleen Dieleman recognized with an Ivey Publishing Best Seller Award](https://www.imd.org/news/marleen-dieleman-recognized-with-an-ivey-publishing-best-seller-award/) - Peter Lorange Family Business Professor Marleen Dieleman has received a 2023-2024 Ivey Publishing Best Seller Award for her case “National Payments Corporation of India: Cutting-Edge Fintech Ecosystem Innovation in India.” This case, written by Dieleman with Ishtiaq Mahmood, Professor at the National University of Singapore (NUS) Business School, and Sadat Reza, Associate Professor of Marketing
- [South Africa remains a beacon of hope, with business leaders inspired and motivated to build a prosperous, sustainable, and inclusive future](https://www.imd.org/news/global-business/south-africa-remains-a-beacon-of-hope-with-business-leaders-inspired-and-motivated-to-build-a-prosperous-sustainable-and-inclusive-future/) - “South Africa is the lighthouse of Africa.” This was the strong message at an upbeat and energetic IMD Business Forum in Johannesburg this week, attended by alumni and business leaders from across the African continent, on the topic of ‘How responsible leadership can create new dynamics between business and society’. It has many undeniable challenges, but the
- [IMD reaccredited by the Association of MBAs](https://www.imd.org/news/leadership/updates-imd-reaccredited-by-the-association-of-mbas/) - IMD has officially received re-accreditation from the Association of MBAs (AMBA), one of the world’s leading authorities on post-graduate business education, demonstrating its ongoing commitment to delivering the highest levels of excellence in MBA and EMBA management education. The re-accreditation means IMD has sustained its premier “triple-crown” of AMBA, European Foundation for Management Development (EFMD)
- [The IMD Executive MBA: An adventure you will never regret](https://www.imd.org/news/leadership/the-imd-executive-mba-an-adventure-you-will-never-regret/) - Shifting gears at different inflection points in your career is critical to your learning and your growth as a leader, says IMD EMBA Selmona Walder
- [The role of leadership in navigating Indonesia's transformation journey](https://www.imd.org/news/leadership/the-role-of-leadership-in-navigating-indonesias-transformation-journey/) - The pace of digital transformation is poised to accelerate. As businesses and the economy continue to expand, executives in Indonesia need to harness the potential of digital technologies, data insights, and artificial intelligence (AI). Through this relentless quest, Indonesian businesses have witnessed remarkable enhancements in efficiency, productivity, and customer experience. The spotlight then falls on
- [IMD accelerates cutting-edge research and innovation in digital and AI transformation with funding from TONOMUS](https://www.imd.org/news/artificial-intelligence/imd-accelerates-cutting-edge-research-and-innovation-in-digital-and-ai-transformation-with-backing-from-tonomus/) - IMD’s expertise and renown in the field of digital and AI transformation has been further strengthened with the launch of the TONOMUS Global Center for Digital and AI Transformation. IMD was awarded a grant from TONOMUS, NEOM’s cognitive technology and digital infrastructure subsidiary. This grant will foster innovation by funding new independent research, building on
- [MBA Alumni stories - Meet Schuyler Weiss](https://www.imd.org/news/leadership/alumni-stories-schuyler-weiss/) - For the fifth edition of Fintech Chain Mail, we spoke to MBA 2017 alumnus Schuyler Weiss (CEO at +alpian) about building a fully licensed digital bank in Switzerland. +alpian is incubated by REYL & Cie, and aims to provide banking, wealth management and investment products to mass affluent customers via its app. How did the
- ["Offering our customers compelling value from the beginning"](https://www.imd.org/news/technology-management/updates-amazon-experts-speak-at-imd-lausanne-alumni-club-event/) - Amazon is a company with reach and a vision like few others – and one of the most valuable companies in the world. IMD Alumni got to learn what makes it tick at the latest Lausanne Club Event yesterday evening. To understand how Amazon ‘innovates for the future’ – the theme of the event –
- [Zhike Lei appointed Associate Editor for the Academy of Management Discoveries](https://www.imd.org/news/talent-management/zhike-lei-appointed-associate-editor-for-the-academy-of-management-discoveries/) - Zhike Lei designated as one of the 10 associate editors of the premier journal of the Academy of Management, a leader in empirical management research.
- [‘Inspiration centers’ and ‘productive resignation’ will feature in the workplace of the future](https://www.imd.org/news/sustainability/updates-inspiration-centers-and-productive-resignation-will-feature-in-the-workplace-of-the-future/) - Future companies will not only have a board room, but an inspiration center, an expert said on the second day of the WIN conference hosted virtually at IMD. Citing COVID-19 and increased environmental and social concerns, the second day’s speakers shared personal and professional perspectives on how to create a company that would succeed. Creating
- [Five social innovation and sustainability leaders feature at IMD’s All MBA Alumni Event](https://www.imd.org/news/sustainability/updates-five-social-innovation-and-sustainability-leaders-feature-at-imds-all-mba-alumni-event/) - The elea Center for Social Innovation announced the three winners of the second annual IMD–elea Social Impact Recognition at the IMD All MBA Alumni Event today. Alumni, judges and nominees gathered to learn about the IMD alumni changemakers who are driving sustainability and social entrepreneurship projects. “This year’s IMD–elea recognition awardees all embody the mindset needed
- [IMD MBAs join forces with EPFL and ECAL to innovate healthcare](https://www.imd.org/news/strategy/updates-imd-mba-innovation-week-ecal-epfl/) - This week is innovation week for IMD’s MBAs. IMD Professor Cyril Bouquet and a team of experts are leading the MBAs on visits to local hospitals, innovation hubs, creation labs and more to go through a real world process of innovation, because as Cyril says: “You can’t learn innovation in a classroom”. There are 111
- [Building a new leadership model for a more sustainable world](https://www.imd.org/news/sustainability/building-a-new-leadership-model-for-a-more-sustainable-world/) - Faced with stakeholder pressure and environmental and social challenges it’s time for a leadership model that empowers executives to have impact on the planet.
- [L’IMD et le World Business Council for Sustainable Development (WBCSD) annoncent leur collaboration pour former les futurs leaders en vue d'une transformation durable des entreprises.](https://www.imd.org/news/sustainability/updates-collaboration-imd-wbcsd/) - Le 1er novembre 2021, l’IMD et le World Business Council for Sustainable Development (WBCSD), deux leaders dans leurs domaines respectifs, ont annoncé la signature d’une lettre d'intention visant à développer un partenariat stratégique. Ce dernier a pour but de doter les dirigeants d'entreprise des compétences nécessaires pour accélérer le rythme de leur transformation durable. Les
- [More than meets the eyes](https://www.imd.org/news/start-up/updates-more-than-meets-the-eyes/) - Lausanne, IMD’s home base in the Canton of Vaud often conjure a scene of tranquil beauty with the Alps surrounding Lake Léman. Lesser known about that scene is that it is also home to a thriving ecosystem of startups and their later stage versions, scaleups. For over 20 years, IMD has played a role in
- [IMD supports 42 Swiss startups to take their business to the next level](https://www.imd.org/news/start-up/updates-imd-startup-competition-winners-2020/) - Switzerland has in recent years cemented its reputation as a hotbed of innovation and entrepreneurship, something that is reflected in the fact that the European nation was recently ranked as the world’s most innovative country – for the ninth year in a row. Already famous for its financial and tourism sectors, Switzerland is now also
- [IMD selects 37 winners in its annual Startup Competition](https://www.imd.org/news/start-up/updates-imd-selects-37-winners-in-its-annual-startup-competition/) - Now in its 24th year, the IMD Startup Competition offers 20 young companies the chance to work with IMD’s full-time MBA students. In addition, 17 promising start-ups will collaborate with the three EMBA cohorts. “We started this competition in 1998, with the goal of helping our EMBA, and eventually MBA, students better understand the mindset
- [IMD Professor George Kohlrieser's best-selling "Hostage at the Table" released on audio book](https://www.imd.org/news/leadership/updates-imd-professor-george-kohlriesers-best-selling-hostage-at-the-table-released-on-audio-book/) - June 2016 - Talking Book has just released the audio version of IMD Professor George Kohlrieser's award-winning book "Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others, and Raise Performance". The title is available digitally and on CD via Talking Book’s website, as well as over 16 other retail and library outlets. Talking
- [How to make the Swiss economy more responsible without slowing it down](https://www.imd.org/news/leadership/updates-making-swiss-economy-more-responsible-without-slowing-it-down/) - In the run-up to the popular vote on Swiss corporate responsibility in November, Enterprise for Society (E4S) – the competence hub which brings together IMD, EPFL and the HEC faculty of the University of Lausanne – has been the driving force behind a roundtable on the subject. The event, in collaboration with Swiss newspaper Le
- [The essence of leadership across contexts](https://www.imd.org/news/leadership/updates-the-essence-of-leadership-across-contexts/) - With a wealth of leadership experiences spanning across military, public service and corporate sectors, Desmond Kuek, who is currently the Chief Executive Officer of SMRT Corporation, shared his thoughts on what it is to be a leader in each organization, the responsibilities and challenges it entails and the characteristics of great leadership. Speaking at IMD’s
- [29 ventures stood out at IMD’s annual Startup Competition](https://www.imd.org/news/start-up/29-ventures-stood-out-at-imds-annual-startup-competition/) - In 2024, 29 startups will have the chance to collaborate with IMD’s MBA and EMBA classes.
- [IMD-supported startups celebrated at annual Swiss awards](https://www.imd.org/news/start-up/imd-supported-startups-celebrated-at-annual-swiss-awards/) - Almost one third of the Top 100 Swiss startups have collaborated in some way with IMD.
- [Crafting your purpose: SEF Academy explores new ways to lead](https://www.imd.org/news/leadership/crafting-your-purpose-sef-academy-explores-new-ways-to-lead/) - “Purpose is something you craft; it’s a process of reflection and taking the time to think about what is meaningful to you, and how you can bring this meaning to work,” said Binder during the fourth annual gathering of the SEF Academy, a day-long event organized by IMD as part of the Swiss Economic Forum’s
- ["IMD broadened my vision"](https://www.imd.org/news/leadership/testimonials-smita-suchde-gruetter-imd-emba/) - Learn more about IMD's Season's Greetings campaign with Hemlata EMBA graduate Smita Suchde Gruetter is working to improve the lives of young women in India through Hemlata, a social innovation and education project named after her mother. IMD recently caught up with Smita to talk about her project. What is Hemlata 100? Hemlata 100 is
- [Framing messages, female leadership in impact investment, and how to prepare for the next global crisis on the final day of OWP liVe](https://www.imd.org/news/leadership/updates-framing-messages-female-leadership-impact-investment-next-global-crisis-final-day-owp-live/) - Powering your inclusive, diverse teams to greatness Innovation starts with focusing on the data, and a diverse team must include cognitive variety, said Harriet Green in her OWP live keynote address. “We [leaders] are the center of this vortex of change. How we are, what we exude, what we put into ourselves, and our wellbeing will affect others. That is not ego, it’s about our ability to lead and inspire,” she said. In her talk, “Supercharging innovation-led growth – powering your
- [How can your organization become more purpose-driven?](https://www.imd.org/news/leadership/updates-how-can-your-organization-become-more-purpose-driven/) - Afdhel Aziz is the author of Good is the New Cool : Market Like You Give a Damn, and has started a movement towards building the purpose of businesses, and increasing how people can feel good about their work in the 21st century. For the closing session of OWP, he shares his thoughts on how
- [Creating something from nothing: 27 new winners](https://www.imd.org/news/entrepreneurship/updates-startup-competition/) - Every year since 1998, IMD has searched for a group of promising early-stage ventures to work with the experienced managers in our fulltime MBA, and EMBA cohorts. The idea for the competition was sparked by a Silicon Valley Venture Capitalist. IMD’s Dr. Jim Pulcrano, who helped create the EMBA, had explained to the high-powered VC,
- [EMBA startup ideas put to the test in on-campus Startup Accelerator Day](https://www.imd.org/news/entrepreneurship/emba-startup-ideas-put-to-the-test-in-on-campus-startup-accelerator-day/) - Executive MBA participants in the Class of April 2022, the self-named ‘NewHorizons’ cohort, came together earlier this month for a Startup Accelerator Day to coach and mentor each other on their startup ideas. “Inspired by the entrepreneurship and innovation discovery expeditions in the EMBA program, we decided to come together for a day of ‘enabling
- [Swisscom and IMD business school to make cities smarter](https://www.imd.org/news/economics/updates-swisscom-and-imd-business-school-to-make-cities-smarter/) - Swisscom announces a study in collaboration with IMD business school aimed at helping public authorities join the digital world. The study, entitled “Smart City: Essentials for City Leaders”, summarises the experiences of 25 cities, companies and start-ups that have all been leading the way in this field. The methodology presented contains specific tools that cities
- [Focus on customer-centricity first, not technology](https://www.imd.org/news/digital/updates-focus-on-customer-centricity-not-technology/) - “Digital technology is only an enabler. To win in today’s digital world, companies have to be more customer-centric than their competitors” says Professor Dominique Turpin - the Dentsu Chaired Professor of Marketing and the Dean of External Relations at IMD. With people spending more of their lives at home this year and shifting from offline
- ["As a change agent, you will be scrutinized for authenticity"](https://www.imd.org/news/as-a-change-agent-you-will-be-scrutinized-for-authenticity/) - Kathy Teoh is not a fan of performative diversity. “I'm not here to sit pretty. I'm here to make a change and it's going to be uncomfortable,” she declares. “I always tell my bosses: If I don't succeed at making change, you can fire me.” Change calls for courage. Teoh said her “bravest” achievement was Diversity, equity, and inclusion (DE&I) leader Kathy Teoh (SL2018) embraced advocacy as a second career to foster diverse representation and build a culture of inclusivity in the workplace.
- [IMD publishes premier edition of The IMD Edge, the institute's first alumni community impact report](https://www.imd.org/news/leadership/imd-publishes-premier-edition-of-the-imd-edge-the-institutes-first-alumni-community-impact-report/) - The IMD Edge: Celebrating Connection and Legacy at IMD is a work of recognition and gratitude to the cumulative efforts of our alumni and supporters, whom IMD sees as its key differentiator, or “edge,” in executive education. The report, published as part of IMD's stewardship commitment, features stories from the very first Nestlé and Staton
- [Purpose-driven water tech firm Grundfos wins 2021 IMD Global Family Business Award, sponsored by Pictet](https://www.imd.org/news/family-business/updates-grundfos-wins-2021-imd-global-family-business-award/) - Grundfos is the world’s largest manufacturer of water pumps and technology, employing more than 19,000 people in 59 countries around the globe. Established in 1945, the 3rd generation of the Due Jensen family is currently at the helm in the CEO position, and remains committed to the founder’s legacy to “pioneer solutions to the world’s
- [Ashish Singh hones his skills for future leadership roles](https://www.imd.org/news/leadership/testimonials-ashish-singh-hones-his-skills-for-future-leadership-roles/) - Ashish Singh comes to IMD from a highly technical background and intends to leverage his expertise within the oil and gas sector to pursue a role in corporate business strategy. Originally from Vindhyanagar, Madhya Pradesh in India, Ashish Singh obtained his Bachelor of Technologyat the Indian Institute of Technology in Roorkee. Over the next ten
- [IMD recognized with EFMD Gold Award for work with the LEGO Group](https://www.imd.org/news/organizational-change/imd-recognized-with-efmd-gold-award-for-work-with-the-lego-group/) - Custom program with the LEGO Group led by Professor John Weeks earns Gold in the Organizational Development category.
- [International Equestrian Federation (FEI) holds 8th Sports Forum at IMD](https://www.imd.org/news/leadership/updates-fei-holds-sports-forum-at-imd/) - Over 250 of the equestrian world’s top decision makers gathered in Lausanne at IMD business school this week to shape the future of their sport at the 8th edition of the International Equestrian Federation’s (FEI) Sports Forum. In his opening remarks FEI President Ingmar De Vos thanked IMD for hosting the event. He pointed out
- [How to develop a holistic approach to business strategy](https://www.imd.org/news/leadership/testimonials-how-to-develop-a-holistic-approach-to-business-strategy/) - “Devising a great strategy will only take you so far. The ability to execute and lead a strategy is the key differentiator. A great strategist also takes the time to teach strategy in the organization. It requires a holistic approach.” These are the words of Denise Beachy, president of Hemlock Semiconductor Group (a subsidiary owned in
- [Two IMD experts star in Top 100 family business influencers list](https://www.imd.org/news/family-business/updates-two-imd-experts-star-in-top-100-family-business-influencers-list/) - Leading family enterprise platform Family Capital has named Professor of Family Business and Entrepreneurship Peter Vogel and Lise Møller, Director of Family Business Engagement, among the top 100 influencers in the sector. Family Capital cited nominations describing Vogel, also the Debiopharm Chair for Family Philanthropy and the Director of IMD’s Global Family Business Center, as
- [Switzerland must be bolder in innovation and investment to keep pace with the digital revolution](https://www.imd.org/news/digital/updates-switzerland-must-be-bolder-in-innovation-and-investment-to-keep-pace-with-the-digital-revolution/) - Switzerland is “well positioned” to challenge the global leaders the digital revolution, according to Director of the IMD World Competitiveness Center Arturo Bris, but there are signs that a lack of ambition in investment and innovation is stifling its digital economy. Switzerland fell one place to 6th out of 63 nations in this year’s IMD
- [Metaco: Why you should stop hiding your crypto under the mattress ](https://www.imd.org/news/finance/updates-metaco-stop-hiding-your-crypto-under-the-matress/) - Digital assets come in many forms - payment tokens, securities tokens, utility tokens and smart contracts, for example. How is the ecosystem around digital assets evolving? The hype and suspicion around cryptocurrencies have changed dramatically in the last four years. The perception that cryptocurrencies are only used for buying drugs and hiring hitmen is changing. Bitcoin, ether and cryptos used to
- ["The world needs kind leaders, not nice leaders."](https://www.imd.org/news/the-world-needs-kind-leaders-not-nice-leaders/) - The classic text for business leaders wishing to take their understanding of themselves to the next level and lead authentically and effectively has been updated and enhanced for today’s rapidly changing and often bewildering environment. In the second edition of Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others and Raise Performance, George New edition of George Kohlrieiser’s Hostage at the Table brings transformative leadership journey for today’s context to your bookshelf
- [IMD Startup News: Cognex acquires ViDi Systems](https://www.imd.org/news/strategy/updates-imd-startup-news-cognex-acquires-vidi-systems/) - Cognex Corporation announced today that it has acquired ViDi Systems SA, a maker of deep learning software for industrial machine vision. ViDi's deep learning software uses artificial intelligence techniques to improve image analysis in applications where it is difficult to predict the full range of image variations that might be encountered. Using feedback, ViDi's software trains
- [Micheline Calmy-Rey highlights Switzerland’s place in the world at IMD](https://www.imd.org/news/corporate-governance/updates-micheline-calmy-rey-highlights-switzerlands-place-in-the-world-at-imd/) - IMD recently welcomed former Swiss Federal Councilor and President Micheline Calmy-Rey to an event organized by the IMD Lausanne Alumni Club. She shared insights on Switzerland’s current challenges, her career and vision of the future of Swiss foreign policy as well as Swiss/EU relations. Some highlights from her career: She began her term as Federal
- [Entrepreneurship through acquisition offers a fast path to business leadership](https://www.imd.org/news/entrepreneurship/updates-enterprise-through-acquisition-offers-a-fast-path-to-business-leadership/) - Thousands of well-managed small and medium-sized enterprises (SMEs) worldwide, with strong growth potential, have no succession plan. This is a problem for their founders, who have often put in decades of hard work to build them up. But it is an opportunity for the next generation of entrepreneurs and for investors looking for ways to
- [European economies best at recruiting and retaining top talent, says IMD study](https://www.imd.org/news/economics/updates-european-economies-best-at-recruiting-and-retaining-top-talent-says-imd-study/) - European economies are superior when it comes to attracting, developing and retaining top talent, according to a major new study by the World Competitiveness Center at IMD, the leading global business school. The prestigious annual IMD World Talent Ranking assesses the methods countries use to attract and retain the talent their businesses need to thrive.
- [IMD case recognized at The Case Centre Awards and Competitions 2024](https://www.imd.org/news/leadership/imd-case-recognized-at-the-case-centre-awards-and-competitions-2024/) - IMD is pleased to announce that Julia Binder, Professor of Sustainable Innovation and Business Transformation, and Heather Cairns-Lee, Affiliate Professor of Leadership and Communication, have won the Outstanding Case Writer Hot Topic – Taking Action on the Environment – at The Case Centre Awards and Competitions 2024 for their case on Logitech’s carbon impact. Carbon
- [A builder of spaces](https://www.imd.org/news/leadership/a-builder-of-spaces/) - Feena May has spent her professional career understanding the importance of holding space to create safety and connection for others.
- [How an EMBA took one alumnus’ sustainability thinking to the next level](https://www.imd.org/news/sustainability/updates-how-an-emba-took-one-alumnus-sustainability-thinking-to-the-next-level/) - In 1996, sustainability was not high on the world agenda. “Sustainability and other environmental fields were really fields of the future, not the present,” said Dall’Orso, remembering back to the year that would take his life in a very different direction. A civil engineer by training, Genoa-born Dall’Orso spent time in the Italian Navy and
- [Making an impact through giving back](https://www.imd.org/news/innovation/making-an-impact-through-giving-back/) - As part of the MBA Class of 1993’s commitment to making a difference in the world, alumni and their next generation visited Alma Clinics in South Africa.
- ['Supporting your people is the only way to unlock true value' - OCP's Terrab](https://www.imd.org/news/transition/updates-supporting-your-people-is-the-only-way-to-unlock-true-value-ocps-terrab/) - What has been the key enabler in driving OCP’s transformation, and why? Honest clarity. As we defined our vision to feed the planet to feed the world, we knew that this had to be sustainable and inclusive. It also had to fit our unapologetically North African values, which include looking at ourselves openly and honestly.
- [A courageous leadership team needs an awakened organizational heart](https://www.imd.org/news/leadership/updates-tania-singer-at-orchestrating-winning-performance-2020/) - Ahead of her keynote address on 25th June 2020 at IMD’s inaugural OWP liVe - an innovative virtual learning experience - neuroscientist Tania Singer outlines some of her research insights on building resilient and collaborative organizational teams. “Being a global business leader comes with huge responsibilities,” says neuroscientist Professor Tania Singer. “Especially in multinationals which
- [How your DNA dictates your leadership style](https://www.imd.org/news/leadership/updates-how-your-dna-dictates-your-leadership-style/) - Before asking yourself who you are and who you want to be as a leader, every manager needs to understand how their natural personality traits influence the way they approach leadership, said Professor Toegel. What is personality? The five personality traits described by theory are extraversion, agreeableness, openness, conscientiousness, and emotionality. Each of these elements
- [Healthy produce gets a fresh start(up) for cold climates](https://www.imd.org/news/economics/testimonials-healthy-produce-gets-a-fresh-startup-for-cold-climates/) - It was in 2011 while staring at a lettuce head in a small Canadian village called Resolute Bay that Dan Perpich’s idea began to grow. Based in Alaska as an infantry officer in the US army after graduating from West Point, Dan was shocked at how much vegetables cost in Northern Canada and Alaska –
- [‘Singapore is economically competitive. To maintain its position, it needs to invest more in developing transformational leaders’](https://www.imd.org/news/leadership/updates-singapore-is-economically-competitive/) - ‘Singapore is economically competitive. To maintain its position, it needs to invest more in developing transformational leaders’ Singapore’s senior executives are well-positioned to adapt to today’s changing competitiveness climate which requires much more than a good education system to feed firms’ talent pipelines, says expert panel. “Competitive countries improve the competitiveness of companies. But, at
- [‘People will work and consume where, when and how they want’ – Zoom CIO Advisor](https://www.imd.org/news/leadership/updates-people-will-work-consume-where-when-how-they-want/) - Companies must now learn how to overcome the twin challenges of managing a hybrid workforce and the needs of remote consumers, according to Zoom CIO Advisor Magnus Falk. The lightning fast adoption of digital technology during the pandemic has triggered a once-in-a-generation, seismic shift to a world where people will work and consume when, where
- [From the hospital to the boardroom – the journey of two women entrepreneurs](https://www.imd.org/news/entrepreneurship/updates-from-the-hospital-to-the-boardroom-the-journey-of-two-women-entrepreneurs/) - Neither Semira Gonseth Nusslé nor Nayeli Schmutz had ever planned to become entrepreneurs. Both medical doctors by training, their passions led them to found startups that could revolutionize their respective fields. Gonseth Nusslé was a researcher investigating the links between chronic diseases and lifestyle factors at the University of California San Francisco and Berkeley when
- [IMD Alumni Community for Entrepreneurship is paving the way for entrepreneurial science](https://www.imd.org/news/start-up/updates-imd-alumni-community-for-entrepreneurship-is-paving-the-way-for-entrepreneurial-science/) - From the first spark of a new idea to carefully developing the details of a market launch, running a successful start-up takes much more than just luck. No one knows this better than EMBA alumnus Alain Dargham, who left the high-profile world of investment banking with the ambitious goal of transforming entrepreneurship. His vision is
- [IMD Professor Öykü Işık named to 2022 Thinkers50 Radar list](https://www.imd.org/news/business-ethics/updates-imd-professor-oyku-isik-named-to-2022-thinkers50-radar-list/) - The COVID-19 pandemic has accelerated the pace of digitalization, making more areas of our personal and professional lives vulnerable to cyberattacks. According to Cybersecurity Ventures, the costs from global cybercrime are expected to reach $10.5 trillion annually by 2025, up from $3 trillion in 2015. Executives are not able to ignore this threat. Öykü Işık,
- [IMD named 2024 Learning in Practice winner for transformative custom Sprint program](https://www.imd.org/news/imd-named-2024-learning-in-practice-winner-for-transformative-custom-sprint-program/) - We’re thrilled to announce that IMD has been recognized at the 2024 Chief Learning Officer Learning in Practice (LIP) Awards. Professor of Leadership and Organizational Behavior Jennifer Jordan, Professor of Strategy and Leadership Michael Yaziji, and IMD’s Director of Programs and Learning Design Paul Hunter received a Gold Award in the Excellence in Executive Education IMD affirms its excellence in executive education with Gold at the 2024 Learning in Practice Awards.
- [Absa and IMD celebrate powerful partnership linking the African banking giant’s purpose with performance](https://www.imd.org/news/leadership/absa-and-imd-celebrate-powerful-partnership-linking-the-african-banking-giants-purpose-with-performance/) - IMD’s Absa Alumni Forum gathered in Johannesburg to assess the impact of the partnership which has become the benchmark for corporate human capital development
- [Innovation pioneer Bill Fischer enters Thinkers50 hall of fame](https://www.imd.org/news/disruption/updates-innovation-pioneer-bill-fischer-enters-thinkers50-hall-of-fame/) - A pillar of IMD’s faculty, Bill Fischer, has been inducted into the Thinkers50 Hall of Fame. “A humane and people-focused global idea hunter.” That’s how Stuart Crainer & Des Dearlove of Thinkers50, described Bill Fischer, IMD Professor of Innovation, on the occasion of his induction into the distinguished group. Fischer was inducted alongside Clay Christensen
- [IMD’s MBA ranks among the best](https://www.imd.org/news/leadership/updates-imds-mba-ranks-among-the-best/) - Forbes has ranked IMD's MBA #2 among one-year MBA programs outside the US. Testament to the program's strength and effectiveness in continuously shaping business leaders, this is the third consecutive time that the IMD MBA ranks among the Forbes top. In both 2013 and in 2011 the IMD MBA was ranked #1 The Forbes ranking
- [Leaders: pay attention to what really motivates your workers](https://www.imd.org/news/competitiveness/updates-wcc-leaders-pay-attention-to-what-really-motivates-your-workers/) - Workers today are increasingly motivated by high quality of life, flexible working, and opportunities to train on the job, whereas previously, remuneration was the driving force behind their desire to stick at their jobs. This is a major finding in 2021’s IMD World Talent Ranking, which each year measures worker motivation, quality of life, and
- [Career crisis? What you need now is a plan](https://www.imd.org/news/coaching/updates-career-crisis-what-you-need-now-is-a-plan/) - From lockdowns to layoffs, the COVID-19 crisis has deeply impacted the professional lives of many alumni around the world. Here are five simple proactive steps to succeed – whether that’s securing well-paid, stable employment or your dream job. 1. Define clear objectives based on your motivations, aptitudes and qualifications You should take time to reflect on past experiences, your current situation and where you
- [IMD Affiliate Professor Heather Cairns-Lee joins The Case Centre's Board of Trustees](https://www.imd.org/news/imd-affiliate-professor-heather-cairns-lee-joins-the-case-centres-board-of-trustees/) - We are delighted to share that Heather Cairns-Lee, Affiliate Professor of Leadership and Communication at IMD, has been appointed to The Case Centre’s Board of Trustees. The Case Centre is recognized as the world’s largest repository of management cases, articles, book chapters, and teaching materials, making it a premier go-to source for business students. Its IMD Affiliate Professor Heather Cairns-Lee has been nominated to The Case Centre Board of Trustees, following Shell Professor and Dean of Research, Anand Narasimhan.
- [Technology will keep creating jobs, but quantity doesn't mean quality](https://www.imd.org/news/emerging-economy/updates-mit-economist-david-autor-on-the-future-of-work-at-e4s-event-at-imd/) - In an age of rapidly advancing technology, where will new jobs come from? What will happen to the old ones? Will machines replace us, make us more productive, or augment our skills? These key questions, and the trends that are driving them, were tackled head on by David Autor, Ford Professor at MIT’s Department of
- [Aligning our interests to breathe life into “exasperated, fragile systems”](https://www.imd.org/news/leadership/updates-lets-align-our-interests-to-breathe-new-life-into-exasperated-fragile-systems/) - In a world blighted by the COVID-19 crisis, “for-benefit” companies are emerging to disrupt the age-old non-profit versus for-profit tussle, says IMD Professor Katharina Lange. “Exasperated, fragile systems – this is what we are seeing at the moment,” said IMD Professor of Leadership Katharina Lange during a session she moderated, “Leading collective genius – Collaborative
- [IMD team selected as winners in the John Molson Case Competition](https://www.imd.org/news/leadership/updates-imd-team-selected-as-winners-in-the-john-molson-case-competition/) - The IMD Case study Growing Pains: Mahindra First Choice by IMD Professors Charles Dhanaraj, Thomas Malnight, and Ivy Buche, Business Transformation Project Manager at IMD, recently won in the 2018 John Molson MBA International Case competition. The case focuses on the business and leadership challenges at the intersection of corporate ownership and entrepreneurship. Mahindra and
- [Fintech Chain Mail: open banking with Sven Siat, Head of Connectivity at SIX Banking Services](https://www.imd.org/news/finance/updates-fintech-chain-mail-open-banking-with-sven-siat-head-of-connectivity-at-six-banking-services/) - Open banking is often associated with third-party providers (‘TPPs’) benefiting from access to data that was traditionally been held by banks, do you see banks benefitting from TPP data as well? Yes, definitely. Accounting tools, for example, capture forward-looking information such as open invoices and pending costs. Banks only have a rear-view mirror – they
- [VELUX Group wins 2021 IMD-Pictet Sustainability in Family Business Award](https://www.imd.org/news/family-business/updates-velux-group-wins-2021-imd-pictet-sustainability-in-family-business-award/) - The IMD-Pictet Sustainability in Family Business Award recognizes excellence in sustainability in the sphere of family-owned enterprises, helping to inspire positive impact in areas such as climate change, decarbonization and circularity, stewardship, positive impact, innovation, and diversity and inclusion. The independent jury panel, featuring past award winners and sustainability experts, was impressed by the forward-looking
- [How global skin care company Beiersdorf onboards new managers](https://www.imd.org/news/talent-management/testimonials-how-global-skin-care-company-beiersdorf-onboards-new-managers/) - Beiersdorf AG is a German skin care company based in Hamburg, Germany. Its brands include Labello, La Prairie, Nivea and more. Founded in 1882, the company has over 18,000 employees and has a market cap of $26.3 billion. In order to reinforce its leadership capabilities, Beiersdorf works with IMD both on custom leadership development programs
- [2017 Best EMBAs: Andreu Torregrosa Martinez, IMD](https://www.imd.org/news/leadership/updates-2017-best-embas-andreu-torregrosa-martinez-imd/) - “An enthusiastic and energetic visionary that loves the journey, especially when surrounded by amazing people.” Age: 35 Hometown: Not sure anymore! I currently live in Uruguay, just having relocated from Switzerland and I am a Spanish national from Valencia. I have also lived in the US and China and my kids and wife are Greek.
- [IMD joins forces with the IDGs Foundation](https://www.imd.org/news/sustainability/imd-joins-forces-with-the-idgs-foundation/) - As it looks to enhance leadership development for a more sustainable future, IMD becomes a co-founding partner of the Inner Development Goals initiative.
- [IMD’s influential books of the year](https://www.imd.org/news/leadership/updates-imds-influential-books-of-the-year/) - As the end of the year approaches, IMD highlights some of the major works of thought leadership published this year: Leap: How to Thrive in a World Where Everything Can Be Copied, by IMD Professor Howard Yu This deeply researched mix of strategy guide and business history is a strike against complacency. Competitive advantage comes and
- [Digital Strategy and Analytics – executives go beyond the buzzwords](https://www.imd.org/news/data-analytics/updates-digital-strategy-and-analytics/) - The most valuable companies in the world have developed digital platforms or engage with organizations that offer a platform ecosystem. Think Amazon, Apple, Uber, or Alibaba. Not all businesses have moved to a platform system, but the majority of executives now should understand how the platform way of doing business sets it apart. To succeed, today’s leaders
- [IMD launches Digital Transformation KPI project](https://www.imd.org/news/innovation/imd-launches-digital-transformation-kpi-project/) - A new online tool is designed to measure the progress of a digital transformation KPI project and improve the chances of success.
- [MBA Alumni stories - Meet John F. Gallagher](https://www.imd.org/news/leadership/alumni-stories-john-f-gallagher/) - 1976 MBA Alum on why IMD is special, his daughter following in his footsteps, and why he’s giving back John F. Gallagher is Vice President at Buckman, Buckman and Reid Inc., leading investment banking and capital placement firm. His career has taken him from prestigious finance firms in Geneva and London to Singapore and Hong
- [Eco-friendly chemicals company wins 2023 MBA Venture Award](https://www.imd.org/news/innovation/eco-friendly-chemicals-company-wins-2023-mba-venture-award/) - A company that aims to provide access to clean water through scalable and affordable technologies has been selected as the winner of the 2024 IMD Venture Award.
- [IMD MBA Venture Award to support entrepreneurs of the future](https://www.imd.org/news/entrepreneurship/updates-mba-venture-fund-to-support-entrepreneurs-of-the-future/) - With the 2022 launch of the MBA Venture Award, IMD alumnus and serial entrepreneur Thierry Maupilé intends to help MBA candidates embrace entrepreneurship in a new way, by providing the financial support and mentorship to grow a business idea that will bring benefit to society. Having completed his MBA at IMD’s predecessor institution IMEDE in
- [Social innovation enterprise founded by IMD alumna is Top 3 finalist at Swiss venture awards](https://www.imd.org/news/social-innovation/social-innovation-enterprise-founded-by-imd-alumna-is-top-3-finalist-at-swiss-venture-awards/) - HEMLATA, which aims to help young women from India’s underserved populations complete higher education at accredited colleges in India as well as equip them with vital life skills, was selected as a Top 3 finalist out of 336 organizations that entered the competition. Following a day of final pitches to jurors, HEMLATA was awarded second
- [How diversification, purpose and stakeholder power turned OCP around](https://www.imd.org/news/leadership/updates-how-diversification-purpose-stakeholder-power-turned-ocp-around/) - Making money and doing good are often portrayed as antitheses. But Mostafa Terrab, chairman and chief executive officer of Morocco’s OCP Group, says such apparent opposites can be reconciled. OCP was a lossmaker until a transformation started in 2006 by Terrab, who holds a master’s degree and a doctorate from MIT, and his team. Crucial
- [How IMD inspired innovation at Stora Enso](https://www.imd.org/news/strategy/testimonials-how-imd-inspired-innovation-at-stora-enso/) - IMD has long worked with Stora Enso, the Finnish provider of renewable solutions in packaging, biomaterials, wood and paper, on custom executive development programs. The Pathbreakers program, which was born out of the IMD/Stora Enso collaboration, has been running since May 2015 and is coming to an end. The Pathbreakers are a group within Stora
- [Meaningful differentiation: what it is and why your business needs it](https://www.imd.org/news/marketing/updates-to-stay-relevant-and-keep-customers-engaged-businesses-need-to-establish-a-clear-meaningful-identity-and-innovate-proactively/) - The topic of branding isn’t new, but in an ever-competitive landscape where innovation is getting harder and harder to sustain, how can companies set themselves apart from their rivals? To really stand apart, said Dominique Turpin, IMD's Dentsu Chaired Professor of Marketing and Dean of External Relations, companies need to focus on two keywords: ‘meaningful
- [How to make Switzerland a digital powerhouse?](https://www.imd.org/news/digital/updates-how-to-make-switzerland-a-digital-powerhouse/) - Leaders from government, some of the top schools in French-speaking Switzerland, and bright minds from academia gathered to discuss how to boost Switzerland’s digital readiness following its ranking as 5th in the recently-released World Digital Competitiveness Ranking. At the event co-organized by IMD and digitalswitzerland, leaders agreed that investment in education, R&D, and openness to
- [IMD and the Agricultural Bank of China hold event to celebrate ground-breaking IMD case study of ABC’s business model](https://www.imd.org/news/finance/updates-imd-and-the-agricultural-bank-of-china-celebrate-case-study/) - IMD recently held an event with executives from the Agricultural Bank of China (ABC), following close collaboration which resulted in a case study about the bank’s activities to finance farming in China. The event was led by IMD President Jean-François Manzoni and ABC Director Zhao Zhongshi, head of the Sannong (farming) finance. In late 2016,
- [IMD faculty member Jennifer Jordan recognized among top global 40 business school professors under 40](https://www.imd.org/news/leadership/updates-jennifer-jordan-top-40-under-40/) - IMD Professor of Leadership and Organizational Behavior Jennifer Jordan has been named as one of the top 40 international business school professors under 40 years old. Poets&Quants, a leading business-education focused publication, has announced its annual Best 40 Under 40 Professors for 2019, in which they give recognition to the best business school master program
- [Tough negotiations, AI-informed decisions, the secrets of agile leadership and the rising demand for sustainable strategies at OWP liVe](https://www.imd.org/news/leadership/updates-tough-negotiations-ai-informed-decisions-agile-leadership-sustainable-strategies-owp-live/) - The opening of the second OWP liVe virtual program revealed the tricks of effective negotiation techniques, how to debias your decision making with technology, and why sustainability and agility are proving increasingly vital in turbulent times. ‘Enter a negotiation with a smile on your face and a gun in your pocket’ Sameh Abadir, Professor of Leadership and
- [Virtuosity in leadership](https://www.imd.org/news/leadership/mba-alumni-stories-meet-felipe-gomez/) - Felipe Gomez could easily be mistaken for a rock star when he’s deep in action on stage. His piano performances and keynote presentations invariably elicit thunderous applause and standing ovations from audiences. Success, however, didn’t come easy. Few know that Gomez’s musical keynote speeches are a distillation of his rocky entrepreneurial journey spanning more than
- [Asian and European cities inspire action for improving urban quality of life](https://www.imd.org/news/competitiveness/asian-and-european-cities-inspirational-for-improving-urban-quality-of-life/) - Summary of findings in the 2024 IMD Smart City Index, with reference to strong performance of Asia and Europe, weak performance of the US.
- [Singapore tops new ‘citizen-centric’ global smart city index](https://www.imd.org/news/competitiveness/updates-singapore-tops-new-citizen-centric-global-smart-city-index/) - Out of 102 cities in the world, Singapore is officially ranked the smartest city in 2019 by the very-first edition of the IMD Smart City Index 2019 (SCI). The SCI is presented by the IMD World Competitiveness Center’s Smart City Observatory on 3 October 2019, in partnership with Singapore University of Technology and Design (SUTD).
- [IMD recognized again for OCP custom program in CLO Learning in Practice Awards, following EFMD and Brandon Hall success](https://www.imd.org/news/talent-management/updates-imd-wins-silver-in-clo-learning-in-practice-awards/) - Bettina Büchel, Professor of Strategy and Organization, and her team were recognized at the annual Chief Learning Officer magazine awards for their work co-creating a talent development program with Moroccan state-owned mining and fertilizer firm OCP and Africa Business School. This is the third recognition for the OCP custom program, following on from two Gold
- [From Auschwitz to a life of kindness and forgiveness: lessons for leadership](https://www.imd.org/news/leadership/updates-from-auschwitz-to-a-life-of-kindness-and-forgiveness-lessons-for-leadership/) - “We all have a story, but I refuse to be my story. I was victimized, but I am not a victim.” On Wednesday 8 May, IMD was honored to host a truly inspiring woman, Dr Edith Eva Eger, who addressed the school’s community with lessons drawn from her journey from one of the most traumatic
- [Vaccine developer AchilleS wins €11mil in funding, in COVID hope](https://www.imd.org/news/investment/updates-vaccine-developer-achilles-wins-millions-in-funding-in-covid-hope/) - AchilleS Vaccines has just been awarded €11mil in funding by the EU Malaria Fund (EUMF). This initial amount will grow to €46mil in the next five years if certain milestones are met. The investment fosters the development, among others, of a novel malaria vaccine on a versatile technology platform that could transform the fight against
- [IMD’s Julia Binder shortlisted for Thinkers50 Innovation Award ](https://www.imd.org/news/sustainability/imds-julia-binder-shortlisted-for-thinkers50-innovation-award/) - IMD Professor Julia Binder is the latest faculty member to have been shortlisted for the 2023 Thinkers50 awards. Binder, who is Director of IMD’s Center for Sustainable and Inclusive Business, was shortlisted for the Innovation Award, which recognizes the thinker who has contributed the most to our understanding of innovation over the last two years.
- [Rising to the challenge ](https://www.imd.org/news/leadership/rising-to-the-challenge/) - Akané Lièvre was an unlikely candidate for the IMD Women’s Challenge Scholarship for many reasons. Of French and Japanese heritage, she elected to do her medical training in the UK as she admired the idea of free healthcare embodied by the UK National Health Service (NHS) and was greatly attracted to the idea of living
- [News literacy is critical as trust in media plummets, TIME CEO tells IMD alumni at annual event](https://www.imd.org/news/leadership/news-literacy-is-critical-as-trust-in-media-plummets-time-ceo-tells-imd-alumni-at-annual-event/) - Since becoming CEO of TIME in November 2022, one of the most prominent decisions Sibley has made is to remove the paywall on TIME.com and make its entire archive from the past 100 years accessible to readers around the world. “I felt strongly that TIME should be accessible to everyone in the world for free,”
- [IMD reaccredited by EFMD EQUIS](https://www.imd.org/news/organizational-change/imd-reaccredited-by-efmd-equis/) - The premier EFMD EQUIS reaccreditation affirms the outstanding quality of IMD’s management education programs.
- [IMD joins the Forté Foundation as part of the school’s commitment towards women in business](https://www.imd.org/news/leadership/updates-imd-joins-forte-foundation/) - IMD joins forward thinking international business schools, corporations and non-profit organizations to increase the number of women in business leadership roles As part of this partnership, IMD will offer at least two Forté Fellowships a year Learn more about the IMD MBA Program here Lausanne, Switzerland, 1st November 2018 – IMD is the latest institution
- [The truly global executive must actively embrace diversity – and lose the ego](https://www.imd.org/news/diversity-and-equity-and-inclusion/updates-the-truly-global-executive-must-actively-embrace-diversity-and-lose-the-ego/) - “I do not think you have anything to lose by embracing diversity,” says Thierry Cairus, regional treasurer for Japan Tobacco International. “I am a strong believer in the idea that diversity increases the value of the sum so I really believe that people with a global mindset and the ability to leverage on diversity have
- [Be open and authentic about your mental health struggles, One Mind Executive Vice President tells IMD alumni at annual event](https://www.imd.org/news/leadership/updates-be-open-and-authentic/) - Dare to share the stories of your mental health struggles at work, Daryl Tol, Executive Vice President of One Mind, a brain health non-profit organisation, urged alumni gathered on the IMD campus in Lausanne for the Annual International Alumni Event 2021. “No one is going to risk opening up unless leaders tell their stories,” he
- [Former Naval officer says IMD MBA forges leadership and business impact](https://www.imd.org/news/leadership/testimonials-thibault-acolas-remodelling-the-value-chain-of-defence-spending/) - Corporate experience is not a requirement to get into the IMD MBA program, as Thibault Acolas discovered. A graduate of the French Naval Academy, he has been a naval officer for 10 years, and worked on strategy and operations on destroyers and maritime patrol aircraft in various environments, from the Libya-crisis in 2011, to fighting off
- [“Only when you stretch out of your comfort zone and challenge yourself can you grow”](https://www.imd.org/news/general-management/only-when-you-stretch-out-of-your-comfort-zone-and-challenge-yourself-can-you-grow/) - When Corinne Baffou started her leadership program, she felt she didn’t fit the typical student profile. “I was 52 and much older than most of the other students. I am also not a particularly outgoing person, and I haven’t had, and don’t aim to have, an international career.” Unlike many aspiring leaders who mull a
- [MBA Alumni stories - Remembering the first IMD MBA class](https://www.imd.org/news/leadership/alumni-stories-remembering-first-mba-class/) - Finnish entrepreneur, Jan M Koivurinta and Australian Private Equity guru, Greg Minton, took a trip down memory lane together, visiting friends around the world and catching up with IMD where the friendships all started in 1990 – during the first IMD MBA program after the merger of IMI and IMEDE. Jan, who actually played a
- [OWP Singapore: Day 1 Highlights](https://www.imd.org/news/future-readiness/owp-singapore-day-1-highlights/) - Mastering future readiness at OWP Singapore 2024 IMD Singapore welcomes 220+ participants to its Singapore campus this week, 18-22 November, for five inspiring days of keynotes and immersive learning sessions. One of the participants, Maria Riolo, offers her insights in a blog post from Day One. Zooming out to see things from a different perspective,
- [MBAs stage COP simulation to experience the challenges of climate leadership](https://www.imd.org/news/sustainability/updates-mbas-stage-cop-simulation/) - What’s it like to take part in negotiations at the UN’s climate conference? Over two intense days, the MBA class simulated a COP on IMD’s campus in Lausanne, assuming the roles of delegates, activists and journalists to understand the complexities and trade-offs involved in multilateral negotiations to prevent further global temperature rises. The exercise aimed
- [Thermax, from India, is the winner of the 2023 IMD Global Family Business Award](https://www.imd.org/news/family-business/thermax-from-india-is-the-winner-of-the-2023-imd-global-family-business-award/) - Thermax, an engineering company headquartered in Pune, India, has been voted as the winner of the 2023 IMD Global Family Business Award.
- [FBL as part of a longer journey towards leadership](https://www.imd.org/news/leadership/testimonials-fbl-as-part-of-a-longer-journey-towards-leadership/) - Anne-Sophie, Elvis and Stefano have all attended IMD's FBL program, which prepares participants for successful general management. The program essentially addresses the transition of moving to an executive position and tackles the challenges this can involve. Looking back at their time on FBL, the alumni remember the learning experience, the friendships they made while in
- [COVID-19 could be the wakeup call the climate crisis needed, says chemicals company CEO](https://www.imd.org/news/industry-analysis/updates-covid-19-could-be-the-wakeup-call-the-climate-crisis-needed-says-solvay-ceo/) - “We are the last generation that still has the luxury to choose” to respond to climate change, said Ilham Kadri, chief executive of Belgian chemicals multinational Solvay. She issued this stark warning at IMD’s annual flagship CEO Roundtable. Kadri said that time was running out to reverse course and keep global warming below catastrophic levels, in a subsequent interview with Jean-François Manzoni, the President of IMD, as part of his CEO Interview Series. Coronavirus “has
- [IOC Executive Board concludes meetings with governance report from IMD](https://www.imd.org/news/corporate-governance/updates-ioc-executive-board-concludes-meetings-with-governance-report-from-imd-business-school/) - LAUSANNE, SWITZERLAND, (11 June 2017) - The International Olympic Committee (IOC) Executive Board wrapped up two days of meetings, ahead of the 2024 Candidate City Briefing and 130th Session, with a review of the IOC’s governance structures and processes. Given the continuing evolution of good governance practice, the IOC officially contracted IMD in Lausanne, Switzerland,
- [MBA Alumni stories – Meet Søren Skou](https://www.imd.org/news/strategy/alumni-stories-soren-skou/) - The leader of the world’s largest container shipping group predicts that trade will recover quickly to pre-pandemic levels and grow slowly but steadily
- [How a customized online program is embedding digital thinking at UniCredit](https://www.imd.org/news/finance/testimonials-how-a-customized-online-program-is-embedding-digital-thinking-at-unicredit/) - CHALLENGE How can learning be harnessed to change the mindset of an organization which will have to face a new reality? UniCredit Group is an Italian-based global banking and financial services company with a network that spans 50 markets and 17 countries, with more than 8,500 branches and over 147,000 employees. Banking is not fully
- [IMD makes learning more accessible via Coursera to accelerate sustainability transformation](https://www.imd.org/news/sustainability/imd-makes-learning-more-accessible-via-coursera-to-accelerate-sustainability-transformation/) - IMD has launched an online program with Coursera that allows participants anywhere in the world to access its world-renowned learning on a subject that’s vital for humanity, free of charge. Sustainability for Business: ESG Fundamentals is a six-part online program that participants can join whenever they like, studying at their own pace and rhythm and IMD’s new ESG fundamentals course delivers self-paced online learning at scale to global participants.
- [IMD recognized for work with OCP and Africa Business School](https://www.imd.org/news/talent-management/imd-recognized-for-work-with-ocp-and-africa-business-school/) - IMD recognized for work with OCP and Africa Business School IMD’s custom program, co-created with Moroccan state-owned mining and fertilizer firm OCP and Africa Business School, has won a 2022 EFMD Excellence in Practice Gold Award in the talent development category. Case summary: The challenge In 2018, Morocco’s OCP was a decade into a far-reaching
- [Chief Happiness Officer transforms organizations by identifying internal barriers](https://www.imd.org/news/process-management/updates-chief-happiness-officer-transforms-organizations-by-identifying-internal-barriers/) - “You’re allowed to do anything that you allow yourself to do,” said Céline Relecom with a professional coach’s precision in identifying the needless internal barriers that we sometimes erect for ourselves. From helping senior medics looking for ways to balance their work with their family life, to doctors who, having reached the comfortable pinnacle of
- [Vanina Farber honored as AACSB Influential Leader](https://www.imd.org/news/social-innovation/vanina-farber-honored-as-aacsb-influential-leader/) - IMD Professor Vanina Farber was recognized among AACSB’s 2024 Class of Influential Leaders
- [How jumping to the right S-curve can mean the difference between life and death for your organization](https://www.imd.org/news/strategy/updates-jumping-to-right-s-curve-can-mean-difference-between-life-and-death-for-your-organization/) - No one claims that the key to organizational buoyancy is to remain stagnant. But for companies operating in the face of today’s economic fallout, the ability to determine where and how to leap in the right direction is essential. This entails jumping from one “S–curve” – a graph that illustrates the cumulative data for a
- [What can the rest of the world learn from China’s business ambition?](https://www.imd.org/news/china/updates-what-can-the-rest-of-the-world-learn-from-chinas-business-ambition/) - For many people, when asked to name the biggest players in the tech space, it’s the so-called 'big five’ - Apple, Alphabet, Microsoft, Facebook and Amazon – that immediately spring to mind. But an explosion of digital ecosystems in China means the world’s second largest economy is increasingly becoming an unstoppable force, with homegrown tech
- [David Bach assumes office as IMD President](https://www.imd.org/news/leadership/david-bach-assumes-office-as-imd-president/) - David Bach officially took office as IMD President on 1 September 2024, four months after being unanimously appointed by the IMD Supervisory Board, based on the recommendation of a search committee. He said: "I am incredibly excited to assume the IMD presidency at this time because we always have been, and – under my leadership
- [Debiopharm Group™ donates to IMD to promote best practice in family business philanthropy](https://www.imd.org/news/economics/updates-debiopharm-group-donates-to-imd-to-promote-best-practice-in-family-business-philanthropy/) - Family businesses comprise upwards of 70% of companies worldwide and contribute extensively to the global economy and philanthropy today. However many of these families could benefit from more structure and strategy in their philanthropy and could provide support to a wider community of beneficiaries. Family philanthropy also serves to bring together family members and business
- [IMD mourns Max Daetwyler](https://www.imd.org/news/leadership/updates-imd-mourns-max-daetwyler/) - IMD is saddened to announce the death of Professor Max Daetwyler in his mid-90s. Born in 1928, Max was an expert in strategy. Among many roles, he sat on the Board of the International Red Cross, in Geneva. In the 1970s, he initiated an early study on multinational firms. Max served as an administrative director
- [‘Be guided by your value compass’](https://www.imd.org/news/be-guided-by-your-value-compass/) - Twenty years after his own EMBA graduation, Peter Bodmer, Chairman and CEO of BEKA Group, told the 58 graduates of the “Embarkers of Change” class that having a strong sense of moral integrity was their most important currency, especially during times of crisis and uncertainty. “Decide what you stand for and stand for it all
- [IMD sustainability research wins Axiom Book Award](https://www.imd.org/news/sustainability/updates-imd-sustainability-research-wins-axiom-book-award/) - Beyond the Triple Bottom Line received a Bronze Medal in the 2018 Axiom Business Books Awards in the Philanthropy/Nonprofit/Sustainability category. The book by IMD Adjunct Professor Francisco Szekely was based on research by the IMD Global Centre for Sustainability Leadership. The book makes the case for businesses to become more sustainable, drawing on the experiences
- [IMD co-curates World Economic Forum Transformation Maps](https://www.imd.org/news/family-business/updates-imd-co-curates-world-economic-forum-transformation-maps/) - Peter Vogel, IMD professor of family business and entrepreneurship, is closely collaborating with the World Economic Forum around their newly released Transformation Maps. He co-curates the recently published transformation map on Switzerland as well as the map focusing on family businesses, which is soon to be released. According to Professor Vogel: “The WEF transformation maps
- [Sophie Bacq named to 2024 Thinkers50 Radar List](https://www.imd.org/news/entrepreneurship/sophie-bacq-named-to-2024-thinkers50-radar-list/) - Professor of Social Entrepreneurship Sophie Bacq has been named on the 2024 Thinkers50 Radar List for her research on how to strengthen communities through collective action and entrepreneurship. “I’m thrilled to receive this recognition from Thinkers50,” she said. “I’m honored and grateful for the opportunity to share my research-based insights on social entrepreneurship with organizations
- [Singapore topples United States as world’s most competitive economy](https://www.imd.org/news/competitiveness/updates-singapore-topples-united-states-as-worlds-most-competitive-economy/) - Singapore rises from 3rd to top spot, switching places with USA Hong Kong remains 2nd, UAE enters top five for the first time Global factors: political and economic uncertainty Regional watch: Europe softens, Southern Asia/Pacific outperforms Lausanne, Switzerland May 28, 2019 - Singapore has ranked as the world’s most competitive economy for the first time since
- [Digital health venture wins inaugural IMD Venture Award](https://www.imd.org/news/innovation/digital-health-venture-wins-inaugural-imd-venture-award/) - InStep, a digital health venture that aims to transform consumers’ movement data into personalized health analytics, has been selected as the inaugural win
- [Transformative leadership for tomorrow: Inside Bank Mandiri's journey with IMD](https://www.imd.org/news/organizational-change/transformative-leadership-for-tomorrow-inside-bank-mandiris-journey-with-imd/) - Ric Roi, Professor of Leadership and Organization explains how IMD is helping Bank Mandiri forge future-ready leaders in a dynamic global market.
- [IMD unveils 360-degree augmented reality experience at OWP Singapore](https://www.imd.org/news/technology-management/imd-unveils-360-degree-augmented-reality-experience-at-owp-singapore/) - Led by Sarah Toms, IMD delivers a cutting-edge gaming experience that brings leadership, teams, situational judgment, and critical thinking lessons to life.
- [IMD recognized for its excellence in Executive Education by EFMD and FT](https://www.imd.org/news/leadership/imd-recognized-with-efmd-gold-awards-for-work-with-bayer-group-and-securitas/) - Two of the most prestigious industry awards bodies have recognized IMD’s excellence and impact as a global leader in executive education. The institute received two Gold Awards in the EFMD Excellence in Practice Awards for its transformative collaboration with pharmaceutical and biotech multinational Bayer and safety and security group Securitas AB. In addition, IMD has
- [IMD and ECAL expand partnership with MoU and new executive program](https://www.imd.org/news/alliance/updates-imd-and-ecal-expand-partnership-with-mou-and-new-executive-program/) - IMD and ECAL/University of Art and Design Lausanne, one of the world’s top design schools, will develop a new design-oriented executive education program as part of an expanded partnership which positions both institutions for the interdisciplinary evolution of business and design in a rapidly-changing world. The Vaud-based schools, which already work together on a range
- [The IMD MBA – a springboard to success – ranked #1 by Forbes once again](https://www.imd.org/news/leadership/updates-imd-mba-ranked-number-one-by-forbes-2019/) - Once again, Forbes has ranked IMD’s MBA #1 among one-year international MBA programs in its 2019 ranking. Testament to the program’s strength and effectiveness in continuously shaping business leaders, IMD has held top spots in the ranking since 2001. IMD has been also ranked #1 in 2017, 2013, 2011, 2007 and 2001. The rankings are
- [IMD receives two awards at the QS Reimagine Education Conference in Abu Dhabi](https://www.imd.org/news/digital/imd-receives-two-awards-at-the-qs-reimagine-education-conference-in-abu-dhabi/) - International education event recognizes IMD for its innovative use of technology in management education through the OWP+GPT project and the IMD Sprints
- [A once in a life-time experience for TUI’s Alexander Majarek](https://www.imd.org/news/strategy/testimonials-a-once-in-a-life-time-experience-for-tuis-alexander-majarek/) - When Alexander (aka Sascha) Majarek enrolled in one of the ten IMD Global Leadership in the Cloud programs, he says that his expectations were high. “But the learning experience outperformed my expectations.” Challenge A recent promotion to an expanded role at TUI Group, the largest leisure, travel and tourism company in the world, brought Sascha
- [OWP: Disrupting ideas about organizational behavior and demystifying corporate culture](https://www.imd.org/news/leadership/updates-singapore-edition-of-owp-2018/) - There are 120+ executives representing more than 20 countries at the Capella Hotel in Sentosa, Singapore, where a new group of faculty experts arrived this morning armed with the mission to stretch, expand and challenge executives’ thinking on their fourth day at OWP. John Weeks invites us to take a deeper look at organizational behavior, something we are
- [IMD recognized for helping Norway’s DNB build a culture of collaboration](https://www.imd.org/news/organizational-culture/imd-recognized-for-helping-norways-dnb-build-a-culture-of-collaboration/) - IMD recognized for helping Norway’s DNB build a culture of collaboration IMD’s customized learning program for Norwegian financial services group DNB awarded a 2022 EFMD Excellence in Practice Silver Award
- [Blockchain isn’t a technology of the future. It’s already arrived](https://www.imd.org/news/technology-management/updates-blockchain-arturo-bris-owp-dubai/) - Despite the buzz around blockchain - the technology that underpins cryptocurrencies - the word still evokes skepticism for many people But is the technology overhyped, or does it represent a fresh hope for the way banking and business are conducted around the world? The answer for Arturo Bris, Professor of Finance and Director of the
- [‘Social entrepreneurship is at a point of convergence’](https://www.imd.org/news/social-innovation/social-entrepreneurship-is-at-a-point-of-convergence/) - The Annual Social Entrepreneurship Conference celebrated its 20th anniversary on 18 – 20 April at IMD in Lausanne with paper sessions, panels, and keynote speeches focused on the most exciting and emerging research in social entrepreneurship, social enterprise, innovation, sustainability, and impact. Sponsored by IMD and the Marshall School of Business, University of Southern California,
- [New Accenture/IMD World Competitiveness center study shows that top Swiss companies are becoming digital disruptors](https://www.imd.org/news/strategy/updates-new-accenture-imd-world-competitiveness-center-study-shows-that-top-swiss-companies-are-becoming-digital-disruptors/) - Recognizing and then capturing the opportunities offered by digitization is at the heart of growth in Switzerland’s ‘Top500’ leading companies, according to the latest annual Top500 study conducted by Accenture (NYSE: ACN) in collaboration with the IMD World Competitiveness Center. This year’s study identifies 44 Swiss ‘Growth Champions’ that have grown faster than the other
- [The fourth industrial revolution will demand speed and leadership](https://www.imd.org/news/leadership/updates-the-fourth-industrial-revolution-will-demand-speed-and-leadership/) - Ahead of his keynote address 23rd June 2020 at IMD’s inaugural OWP liVe – an innovative virtual learning experience – Jim Hagemann Snabe, Chairman of Siemens and A.P. Moller - Maersk, considers critical trends that businesses cannot afford to ignore. Jim Hagemann Snabe has been at the frontlines of the digital transformation ever since he
- [‘We must be cognizant of the challenges that global trade is facing if we want to continue enjoying its huge accelerative benefits’](https://www.imd.org/news/sustainability/we-must-be-cognizant-of-the-challenges-that-global-trade-is-facing-if-we-want-to-continue-enjoying-its-huge-accelerative-benefits/) - The 30 economies studied in the 2023 Hinrich-IMD Sustainable Trade Index, released today together with a publicly available report – Advancing trade sustainability in a fragmenting world – represent approximately 67% of global GDP and account for about 63% of the total global population. “While the Index has a clear Southeast Asia and Oceania focus
- [Howard Yu recognized with 2023 Thinkers50 Strategy Award](https://www.imd.org/news/innovation/howard-yu-is-recognized-with-the-2023-thinkers50-strategy-award/) - The brightest minds of management thinking gathered in London on 5 and 6 November for the 2023 edition of the biennial Thinkers50 Gala, which honored the work of LEGO® Professor of Management and Innovation Howard Yu with the Thinkers50 Strategy Award, a recognition for his insights and research on future readiness. "It is an incredible
- [Bringing impactful executive learning to the humanitarian sector](https://www.imd.org/news/leadership/updates-bringing-impactful-executive-learning-to-the-humanitarian-sector/) - CHALLENGE How can a global humanitarian organization provide top quality executive learning and development to managers located in some of the world’s most challenging regions in terms of access, infrastructure and conflict? The International Committee of the Red Cross (ICRC) shares many of the organizational and leadership challenges of big companies. They have to build management
- [IMD MBAs go on impactful Discovery Expedition to the UAE](https://www.imd.org/news/strategy/updates-imd-mbas-go-on-impactful-discovery-expedition-to-the-uae/) - IMD’s current class of MBAs just returned from a series of trips to discover the business contexts and specialized industries in a number of regions around the world. One of these trips was to Dubai and Abu Dhabi in the United Arab Emirates where participants were able to explore a country in the midst of
- [Leadership and company culture: How can we reconcile performance and benevolence?](https://www.imd.org/news/organizational-behavior/updates-performance-and-benevolence/) - The Association for Global Health and Work recently held Module 4 of their conference series on Health and Companies at IMD. The daylong event focused on mental health, ethics, and values from a managerial point of view. Participants ranged from business leaders and HR professionals to health professionals, and aimed to create a dialogue and
- [Man vs Machine has evolved into Man + Machine](https://www.imd.org/news/big-data/updates-man-vs-machine-has-evolved/) - AI has begun to perform lie detection, play complex games like “Go”, diagnose diseases and even create art. But IMD Professor of Leadership and Organizational Behavior, Jennifer Jordan, and industry experts agree that it isn’t time for us to pack up just yet. Here are the top five things that executives must consider when implementing
- [‘The biggest concentration camp is in your own mind and the key is in your pocket’ ](https://www.imd.org/news/leadership/updates-the-biggest-concentration-camp-is-in-your-own-mind-and-the-key-is-in-your-pocket/) - “Everything can be taken away from us except what we put in our own mind.” These were among the last words Dr Edith Eva Eger remembers her mother saying to her as they rode in a cattle cart to the Nazi death camp. The 93-year-old American psychologist and bestselling author has drawn from her experience
- [Leaders told to bond with their teams like a hostage negotiator on a job](https://www.imd.org/news/leadership/updates-leaders-told-to-bond-with-their-teams-like-a-hostage-negotiator-on-a-job/) - Understanding, timing, delivery and respect are four areas that both hostage negotiators and leaders can focus on to improve their ability to bond and therefore their influence. Whilst the two lines of work are very different, the skills used overlap. The detail on how was given by police officer Scott Tillema as part of the Global HPL Alumni Event, Tillema being a
- [Transformation to sustainability requires listening from leaders](https://www.imd.org/news/communication/updates-transformation-to-sustainability-will-require-listening-from-leaders/) - After years of scepticism and resistance, the sustainability message now permeates corporate boardrooms and leadership teams, amid global concerns about climate change, food security and countless other worries. But sustainability is not just a moral matter, linked to protecting scare and increasingly threatened natural resources, like water and forests. It is also a convincing business
- [Mega diving into a grand finale](https://www.imd.org/news/strategy/updates-mega-diving-into-a-grand-finale/) - After undergoing an intensive week-long executive program, how does one retain the newly acquired knowledge? And, more than just retention, how does one apply it back at the office? IMD’s Orchestrating Winning Performance (OWP) program in Singapore takes a unique approach to learning that incorporates a Mega Dive to activate program insights. The Mega Dive
- [“If you don’t know how to fix it, please stop breaking it”](https://www.imd.org/news/sustainability/updates-if-you-dont-know-how-to-fix-it-please-stop-breaking-it/) - This was the message 12-year-old Severn Cullis-Suzuki delivered to world leaders at the Earth Summit in Rio de Janeiro in 1992. Almost three decades later, many of the world’s environmental and social challenges remain unsolved (and in many cases have exacerbated) and we are witnessing a new generation of activists - led by 16-year-old Greta
- [IMD and the World Business Council for Sustainable Development (WBCSD) join forces to equip future leaders for sustainable business transformation](https://www.imd.org/news/sustainability/updates-imd-and-wbcsd-join-forces-to-equip-future-leaders-for-sustainable-business-transformation/) - The two organizations will work closely together with the ambition of creating the most sustainability-centered MBA program in the world, by integrating key sustainability management tools and frameworks developed by WBSCD into the core of the MBA program. Together with WBCSD, IMD will also explore ways to further expand Vision 2050 - WBCSD’s vision of a world in which 9+ billion
- [What makes a motivating leader?](https://www.imd.org/news/leadership/updates-what-makes-a-motivating-leader/) - On Monday IMD President Jean-François Manzoni kicked off the first evening keynote of IMD’s signature program Orchestrating Winning Performance. In his opening remarks, he said leadership development has evolved in recent years and has begun taking into account that a number of factors outside of the workplace affect performance. “We know that we have to
- [The world is his oyster](https://www.imd.org/news/organizational-culture/updates-the-world-is-his-oyster-parminder-kohli/) - Parminder Kohli is not a man with a plan. When it comes to his personal and professional life, this senior executive doesn’t write the rules in advance. His philosophy of opening himself up to unexpected opportunity has served Kohli well – evident in his climb to the top at Shell, the world’s largest energy company.
- [IMD once again ranked #1 in open programs by the Financial Times](https://www.imd.org/news/leadership/updates-imd-once-again-ranked-1-in-open-programs-by-the-financial-times/) - IMD continues to be recognized as one of the best business schools in the world by the Financial Times in its 2018 Executive Education Rankings. Our combined ranking remains #2 world-wide, making it seven years in a row that we are ranked in the TOP 3 schools overall On the Custom Program side, we are
- [IMD ranked as Europe’s top business school by Bloomberg Businessweek](https://www.imd.org/news/leadership/updates-imd-ranked-as-europe-s-top-business-school-by-bloomberg/) - IMD has maintained the #1 spot in the Bloomberg Businessweek 2022-2023 MBA ranking for European business schools. “IMD’s commitment to excellence is reflected in its sustained top performance across rankings from influential business publications, and we are delighted to maintain our #1 ranking by Bloomberg Businessweek,” said Professor Omar Toulan, Dean of the MBA program.
- [Insights into developing and nurturing Strategic Partnerships](https://www.imd.org/news/strategy/testimonials-insights-into-developing-and-nurturing-strategic-partnerships/) - Georgios Sioutis was preparing for a new career challenge and was therefore looking for a focused program in Strategic Partnerships. "The IMD program clearly stood out in terms of content, structure and caliber of instructors/fellow participants," he says. "Moreover, the online format suited me perfectly by providing flexibility with the prospect to apply the learnings
- [Alibaba posts weaker than expected results – but new IMD research shows company strategy is still delivering value](https://www.imd.org/news/china/alibaba-posts-weaker-than-expected-results-but-new-imd-research-shows-company-strategy-is-still-delivering-value/) - Alibaba is one of the companies analyzed in the IMD China Company Transformation Indicator (CCTI), covering the tech industry in China, which is published today. The CCTI takes a deep dive into the top companies in the sector, using a variety of metrics, to better understand these companies’ strategies and longer-term priorities. Alibaba’s revenues, which
- [TUI cultivates innovation at IMD](https://www.imd.org/news/economics/testimonials-tui-cultivates-innovation-at-imd/) - TUI is a German-based tourism giant. Founded in 1923, the now multinational company is active in over 130 countries, operating 300 hotels and resorts, 6 airlines, and nearly 2000 travel agencies. Since 2012, TUI has been part of a custom Global Leadership Program with IMD that has served as an innovation lab for the company.
- [De Agostini Group wins the 2018 IMD Global Family Business Award](https://www.imd.org/news/family-business/updates-de-agostini-group-wins-the-2018-imd-global-family-business-award/) - IMD recognized De Agostini Group for its ability to evolve from its traditional cartography business into a diversified, leading-edge conglomerate with a global reach Award is regarded as the most prestigious for successful global family businesses Learn more about the IMD Global Family Business Center here and De Agostini Group here Lausanne, Switzerland 11 October
- [How the ‘blues brothers’ fixed Serco](https://www.imd.org/news/leadership/testimonials-how-the-blues-brothers-fixed-serco/) - Serco is a vast corporation about which most of us know very little. Globally, the public services company operates across four regions – the UK and Europe, ASPAC, North America and the Middle East. It protects borders, operates prisons, manages refuse and waste collection and runs Dubai’s metro system to name but a few of
- [Data shows effects of COVID-19 and climate change on citizens’ perceptions of how ‘smart’ their cities are](https://www.imd.org/news/digital/updates-data-shows-effects-of-covid-and-climate-change-on-citizens-perceptions-of-how-smart-their-cities-are/) - The third edition of the annual IMD-SUTD Smart City Index (SCI) released today has revealed that city-dwellers’ perceptions of how technology is helping to address urban challenges has been highly affected by the pandemic and its acceleration of digital transformation. “This year’s findings shed light on the tectonic shifts that have disrupted logistical chains and
- [IMD appoints David Bach as its next President](https://www.imd.org/news/leadership/imd-appoints-david-bach-as-its-next-president/) - A former deputy Dean at the Yale School of Management and one of the main architects of the Global Network for Advanced Management, Bach was selected after a global search to replace current President, Jean-François Manzoni, who is stepping down this year. The search for candidates, which began in October 2023 after IMD announced its
- [Goutam Challagalla appointed as dentsu Group Chair in Sustainable Strategy and Marketing](https://www.imd.org/news/sustainability/goutam-challagalla-appointed-as-dentsu-group-chair-in-sustainable-strategy-and-marketing/) - Professor Challagalla IMD Center for Sustainable and Inclusive Business to lead research to look into the correlation between sustainability and business growth
- [Looking beyond bias with Yassmin Abdel-Magied](https://www.imd.org/news/leadership/updates-looking-beyond-bias-with-yassmin-abdel-magied/) - It isn’t often that a 25 year-old gets a standing ovation from leading executives while on the stage of IMD. Yassmin Abdel-Magied, a keynote speaker at the Orchestrating Winning Performance (OWP) program gave a talk on “Beating your bias.” And as a young woman, a Muslim and a mechanical engineer working in a man’s world,
- [10 great stories of leadership, strategy and hope in the face of disruption in 2020](https://www.imd.org/news/agility/updates-10-great-stories-of-leadership-strategy-and-hope-in-the-face-of-disruption-in-2020/) - Every leader needs to navigate these seven tensions Professor of Leadership and Organizational Change Jennifer Jordan, Professor of Innovation and Strategy Michael Wade and Elizabeth Teracino. Leaders must balance traditional “old style” methods of leadership like positional authority with emerging methods that include adjusting for new information and sudden changes. Here the experts unpack the tensions that arise,
- [Twelve fast-growing startup founders join the second edition of the LeadiNNg to Scale Up program](https://www.imd.org/news/start-up/twelve-fast-growing-startup-founders-join-the-second-edition-of-the-leadinng-to-scale-up-program/) - Twelve high-tech companies from a variety of industries have been selected to participate in the second round of the LeadiNNg to Scale-Up program, which kicked off on 25 January 2023 at IMD. A joint initiative of IMD and Innovaud, the program is designed to propel tech companies from promising startups to fast-growing, international scale-ups. As a novelty in 2023, the program opened its doors not only to Vaud-based ventures, but also to Swiss and international projects.
- ["Pursuing an MBA is just as difficult as attending medical school"](https://www.imd.org/news/transition/updates-an-mba-is-just-as-difficult-as-medical-school-says-roy-rong-mba-2018/) - “A globally minded executive is not truly global if she or he is not a fan of Diversity & Inclusion (D&I),” said Roy Rong MD with characteristically surgical precision. According to Roy, D&I awareness is no longer a talking point, but a must for today’s organizations. Cultural fluency enables a competitive advantage and research has shown that strong teams are those in which all members feel they are both visible
- [Payment collection versus payout: is it better to give or receive this Christmas?](https://www.imd.org/news/finance/updates-payment-collection-versus-payout-better-to-give-or-receive-this-christmas/) - Why would businesses want to introduce an intermediary in the payments process? The key question when it comes to introducing an intermediary is whether the benefits outweigh the costs. The problem for many companies is not the variety of payment options. There are plenty of payment providers (Stripe, Braintree, AliPay, WeChat to name a few)
- [IMD’s Julia Binder publishes The Circular Business Revolution](https://www.imd.org/news/sustainability/imds-julia-binder-publishes-the-circular-business-revolution/) - As climate change reshapes the global business landscape, a transformative approach is needed to ensure resilience and sustainability. This pressing need is addressed by The Circular Business Revolution: A practical framework for sustainable business models, co-authored by Julia Binder and Manuel Braun. Published on 18 June, the book provides a comprehensive guide for business
- [‘Don’t get bogged down by the details of the technology’](https://www.imd.org/news/digital/dont-get-bogged-down-by-the-details-of-the-technology/) - When crafting a digital strategy, leaders must anticipate tech disruptions, reshaping their business for growth - Lenka Pincot (Digital Excellence Diploma 2021)
- [Accenture, Visa, Deutsche Telekom, and Bayer are leaders in artificial intelligence, finds latest IMD research](https://www.imd.org/news/artificial-intelligence/accenture-visa-deutsche-telekom-and-bayer-are-leaders-in-artificial-intelligence-finds-latest-imd-research/) - Accenture, Visa, Deutsche Telekom, and Bayer are leading the way when it comes to successfully integrating and leveraging artificial intelligence (AI) to boost business performance, according to the inaugural AI Maturity Index. The ranking reveals which of the world’s largest 200 companies are using AI technologies most extensively. A barometer to gauge AI leaders and IMD's TONOMUS Global Center for Digital and AI Transformation publishes new AI Maturity ranking
- [The economy of the USA toppled as world’s most competitive economy](https://www.imd.org/news/economics/updates-the-usa-toppled-as-worlds-most-competitive-economy/) - 30 May 2016 - The USA has surrendered its status as the world’s most competitive economy after being overtaken by China Hong Kong and Switzerland, according to the IMD World Competitiveness Center. The sheer power of the economy of the USA is no longer sufficient to keep it at the top of the prestigious World
- [What makes a great leader in the digital age?](https://www.imd.org/news/leadership/updates-what-makes-a-great-leader-in-the-digital-age/) - It’s day four at OWP 2019. Among the wealth of research-driven learning on offer is an insights session by Professor Jennifer Jordan on Leading in the digital age. The social psychologist and expert in leadership takes the class through which competencies are most important for predicting success in organizations, and how executives can develop those
- [IMD elevates virtual reality for executives from a tech-driven to a pedagogically led experience](https://www.imd.org/news/digital/updates-imd-elevates-virtual-reality-for-executives-from-a-tech-driven-to-a-pedagogically-led-experience/) - Team members using IMD’s new VR goggles designed by Jenson8 will be able to access the technology from anywhere in the world, and will use it to interact with each other as a team, as opposed to following the usual “human versus tech” approach. A three-year business school exclusivity license agreement will allow IMD to
- [EFMD prize for IMD case on the breakthrough of a bricklaying robot](https://www.imd.org/news/industry-analysis/updates-efmd-prize-for-imd-case-on-the-breakthrough-of-a-bricklaying-robot/) - IMD’s Professor Dominique Turpin has won the Bringing Technology to Market category in the 2020 EFMD Case Writing Competition for his case "SAM 100: Will Construction Robotics Disrupt the US Bricklaying Industry?", as announced on Monday by the organizers. Professor Turpin co-authored the case with Douglas Quackenbos of the University of South Carolina and Martin
- [Influential business book “Care to Dare” now released in Japanese](https://www.imd.org/news/leadership/updates-care-to-dare-japanese/) - IMD is pleased to announce the release of the Japanese version of “Care to Dare”, the book that lays the foundation of concepts used in IMD’s highly successful High Performance Leadership (HPL) program. Have you ever been led by someone who cared for you like family, and dared you to achieve more than you ever
- [Two IMD family business experts named in Top 100 family business influencers list](https://www.imd.org/news/family-business/updates-two-imd-family-business-experts-named-in-top-100-family-business-influencers-list/) - Leading family enterprise platform Family Capital has selected Professor of Family Business and Entrepreneurship Peter Vogel and Alfredo De Massis, intellectual contributor at the Wild Chair in Family Business, among the top 100 academics in the world of family enterprises. Readers of Family Capital praised Vogel, also the Debiopharm Chair for Family Philanthropy and the Director
- [John F. Gallagher reflects on the IMD MBA in his past and present](https://www.imd.org/news/leadership/testimonials-john-f-gallagher-reflects-on-the-imd-mba-in-his-past-and-present/) - John F. Gallagher is Vice President at Buckman, Buckman and Reid Inc., leading investment banking and capital placement firm. His career has taken him from prestigious finance firms in Geneva and London to Singapore and Hong Kong before landing him where he is now in New York. IMD caught up with John recently to discuss
- [Leading sustainable transformation at Shell](https://www.imd.org/news/sustainability/leading-sustainable-transformation-at-shell/) - Setting Shell on a path to sustainable transformation in Singapore has required a cultural transformation, says Aw Kah Peng, Chairman, Shell Companies in Singapore. For Kah Peng this has involved fostering collaborative leadership, building trust with both partners and customers, and embracing a learner’s mindset. Kah Peng, who has been driving Shell’s energy transition in
- [Army training for EMBA cohort to foster skills in crisis management](https://www.imd.org/news/decision-making/updates-army-training-for-emba-cohort-to-foster-skills-in-crisis-management/) - The COVID-19 pandemic has exposed the need for effective and efficient leadership in a crisis. To prepare for this and other new challenges, 54 participants took a course in military crisis management for civilian executives as part of their EMBA degree at IMD. While crisis training has been offered since 2015 at IMD, this year’s
- [The stuff of leaders: IMD MBA Class of 2020 celebrates graduation with joy, hope and reflection after a challenging year](https://www.imd.org/news/organizational-culture/updates-imd-mba-class-of-2020-celebrates-graduation-with-joy-hope-and-reflection-after-a-challenging-year/) - In a year in which so many lost so much, IMD MBA Class of 2020 participants took the day to reflect on their actions and achievements in a graduation ceremony at IMD Lausanne. A year no one could have predicted “2020 challenged participants like it challenged everyone,” said Dean of the IMD MBA Program Professor
- [IMD recognized with five Brandon Hall Group Human Capital Management Awards](https://www.imd.org/news/imd-recognized-with-five-brandon-hall-group-human-capital-management-awards/) - Five custom programs received awards at the 32nd annual HCM Excellence Awards, including two gold, one silver, and two bronze. IMD is thrilled to have earned five awards at the Brandon Hall Group Human Capital Management Excellence Awards for custom programs co-created with HEINEKEN, SAP, Bayer, and Securitas. The Heineken-IMD WIN (Women Interactive Network) received gold for Best Leadership Development for Women. In accordance with their commitment to fill 30% of their senior management roles
- [Your brain is your biggest asset: live by design, not by default](https://www.imd.org/news/diversity-and-equity-and-inclusion/owp-your-brain-is-your-biggest-asset-live-by-design-not-by-default/) - Healthy lifestyle habits are essential for peak performance and wellbeing, says Dr Murali Doraiswamy, Professor of Psychiatry and Behavioral Sciences.
- [‘The pandemic has been a wake-up call for embracing diversity’ says actor and teacher with Down syndrome](https://www.imd.org/news/diversity-and-equity-and-inclusion/updates-the-pandemic-has-been-a-wake-up-call-for-embracing-diversity/) - “The pandemic has put us all in our place in the face of illness and mortality. Can you imagine a better wake-up call for embracing diversity?” asked Pablo Pineda. “It has put us all on an equal footing and sent us back to the starting blocks in a quest to show our talents, skills and
- [How do organizations deal with tough leadership dilemmas?](https://www.imd.org/news/leadership/updates-how-do-organizations-deal-with-tough-leadership-dilemmas/) - When leaders find themselves having to deliver on two goals simultaneously, where the pursuit of one seems to hurt the other, they face a dilemma; like when striving for short and long term performance, or chasing both innovation and productivity, or investing at home to protect the core business while simultaneously investing abroad to drive
- [Building On Talent (BOT): preparing the next generation of leaders](https://www.imd.org/news/leadership/testimonials-building-on-talent-bot-preparing-the-next-generation-of-leaders/) - As a young sales and marketing manager for Tequila Fortaleza, a drinks company based in the San Diego area, Billy Erickson was the perfect candidate for a program that targets younger generations of leaders and addresses hot topics in today's work environment. For two weeks, he attended the BOT program on IMD's campus in Lausanne,
- [How the Arab world’s first mission to Mars could inspire young people and serve humanity](https://www.imd.org/news/technology-management/updates-omran-sharaf-director-of-the-emirates-mars-mission-owp-dubai-2019/) - It was July 2014 that the President of the UAE, Sheikh Khalifa bin Zayed Al Nahyan, announced the country’s ambitious plans for space exploration. A probe, called Hope, is earmarked to set off from Earth in July 2020 and reach the surface of Mars by 2021, the fiftieth anniversary of the UAE’s foundation. While it
- [Spitch’s robo-bankers are learning Swiss German!](https://www.imd.org/news/entrepreneurship/updates-spitchs-robo-bankers-are-learning-swiss-german/) - How does Spitch serve clients with Natural Language Processing (NLP) technologies? There are two ways Spitch serves its customers, which range from large banks with millions of customers to smaller cantonal banks, with out-of-the-box, high-quality and affordable offerings. Firstly, our Voice Assistants provide real-time speech recognition solutions. We deliver mainly out-of-the-box ‘Open Dialogue’ products based
- [Bala Chakravarthy’s dedication to the Strategic Management Society recognized by SMS Service Award](https://www.imd.org/news/leadership/bala-chakravarthys-dedication-to-the-strategic-management-society-recognized-by-the-sms-service-award/) - Bala Chakravarthy, IMD Professor Emeritus of Strategy and Leadership, has been honored with the prestigious 2023 SMS Service Award for his contributions to the Strategic Management Society. This recognition acknowledges remarkable and lasting dedication that has made an exceptional and distinguished impact on the Strategic Management Society and its members. The Society is an organization
- [IMD invests in hologram technology to improve learning capabilities and experience](https://www.imd.org/news/innovation/imd-invests-in-hologram-technology-to-improve-learning-capabilities-and-experience/) - IMD has installed ARHT live hologram technology at its campuses in Lausanne and Singapore to expand the scope and reach of its executive education programs while minimizing climate impact. The technology will increase the ways in which IMD’s faculty and guest speakers can be deployed to deliver and contribute to programs on both campuses, enabling
- [MBA Alumni stories - Meet Serena Shamash](https://www.imd.org/news/entrepreneurship/alumni-stories-serena-shamash/) - Years of travelling to explore different food cultures has led an IMD alumna to create a restaurant business whose eateries offer dishes from around the world. Skills learned during her MBA have provided Serena Shamash with the tools to inspire her staff and customers. Serena Shamash has managed to combine a love of food with
- [IMD’s EMBA is “A catalyst for change”](https://www.imd.org/news/leadership/testimonials-imds-emba-is-a-catalyst-for-change/) - A 44 year old CEO is going through a mid-life crisis. Which cure does he choose? A Porsche or an EMBA? CEO Jamie Robertson jokes that he chose IMD’s EMBA because it was a better investment than a Porsche in embracing his mid-life crisis. “At my age you come to a point where your next
- [OWP Singapore wraps-up with a focus on new technology and Asia](https://www.imd.org/news/asia/updates-owp-singapore-wraps-up-with-a-focus-on-new-technology-and-asia/) - An intense week of Orchestrating Winning Performance (OWP) – IMD’s annual Singapore edition of its signature program – wrapped up with over 150 tired, but happy participants being presented their well-deserved certificates of participation. Gathering for farewell drinks under Singapore’s storming tropical sky, the truly global set of industry leaders from Australia to Norway and
- [IMD hosts Indo-Swiss Investment and Innovation Forum](https://www.imd.org/news/strategy/updates-imd-hosts-indo-swiss-investment-and-innovation-forum/) - IMD recently hosted the Indo-Swiss Investment and Innovation Forum which brought together over 130 business leaders, government officials, entrepreneurs, and investors from Switzerland, Europe, and India. Charles Dhanaraj, an IMD Professor who moderated the event, stated: “This forum brings together multiple stakeholders who have common interests related to Switzerland and India together to explore new
- [Lili Yeo (MBA 2006) survives the sharks](https://www.imd.org/news/start-up/updates-lili-yeo-mba-2006-survives-the-sharks/) - Proof that IMD alumni swim rather than sink, MBA 2006 alumnus Lili Yeo has created a successful babywear company that recently took a star turn on Shark Tank. Founded in 2011, goumi – named after the goumi berry, a hardy bush that thrives in varied environments – products are made from organic materials to avoid
- [‘We built a village’: IMD celebrates the MBA class of 2023](https://www.imd.org/news/we-built-a-village-imd-celebrates-the-mba-class-of-2023/) - The 2023 cohort celebrated their graduation with a clear message from faculty and speakers to stay curious, remain true to themselves, and lead with courage.
- [A life reborn: daring to make a change](https://www.imd.org/news/leadership/a-life-reborn-daring-to-make-a-change/) - Fred Sanders explains how IMD’s High Performance Leadership program (HPL) gave him the courage to transform his life in a new direction.
- [Female CEOs get appointed when the job is tough but then endure](https://www.imd.org/news/leadership/updates-female-ceos-get-appointed-when-the-job-is-tough-but-then-endure/) - When Ilham Kadri took over as CEO of Solvay in October 2018, the stock price fell. This is exactly what research would have predicted; the 'glass-cliff' effect holds that women tend to be appointed as CEOs in precarious situations. It explains the low rates of appointment of female CEOs (because they are considered for only
- ["It's not solely the women's job to raise children"](https://www.imd.org/news/its-not-solely-the-womens-job-to-raise-children/) - When Christina Oster-Daum co-founded Cosnova, a cosmetics business, 20 years ago, her vision was to democratize beauty for everyone. Under her stewardship, she transformed Cosnova into one of the largest cosmetics companies in Germany. In 2023, the company's net sales hit €817m, a 32% jump from the previous year. The conglomerate currently employs around 900 Motherhood helped entrepreneur Christina Oster-Daum (SL 2012) embrace her authentic self and grow into a more nurturing leader. She explains why a mindset shift is needed in childcare to advance women's empowerment.
- [How IMD led Woods Staton down a golden path](https://www.imd.org/news/leadership/testimonials-how-imd-led-woods-staton-down-a-golden-path/) - Addressing the 2016 IMD MBA class, Woods Staton, CEO, Chairman of the Board and controlling shareholder of Arcos Dorados Holdings Inc. - McDonald's largest franchisee in the world - said that the year he spent gaining skills in IMD’s MBA program was one of the most important in his life. Staton, the grandson of the
- [Gary P. Keegan joins IMD as Chief Development and Alumni Relations Officer](https://www.imd.org/news/leadership/updates-gary-p-keegan-joins-imd-as-chief-development-and-alumni-relations-officer/) - Gary P. Keegan will take up the position of Chief Development and Alumni Relations Officer in November 2020. Keegan will be working closely with IMD President and Nestlé Chaired Professor Jean-François Manzoni, corporate partners and IMD’s academic and alumni communities. In this role, Keegan will build on recent alumni initiatives and support existing alumni communities
- [IMD Family Business Center receives generous gift from Bruce Grossman to amplify its impact](https://www.imd.org/news/family-business/imd-family-business-center-receives-generous-gift-from-bruce-grossman-to-amplify-its-impact/) - The IMD Family Business Center has received a generous donation from Bruce Grossman, an IMD alumnus and fourth-generation member of the family that co-owns Arca Continental, the second-largest bottler in Latin America. The endowment makes Grossman the inaugural member of the IMD Family Business Circle of Benefactors and will be used to fund its research, The endowment by Bruce Grossman and the Grossman Family will help transform the reach of the Global Family Business Center.
- [Nestlé’s Paul Bulcke on what makes a powerful board and why trust is a company’s most valuable asset](https://www.imd.org/news/board/updates-paul-bulcke-on-nestle-and-what-makes-a-powerful-board/) - The biggest risk for companies like Nestlé is losing the trust of consumers and society, the Chairman and former CEO of the world’s largest food manufacturer said in a speech at the IMD campus yesterday. Paul Bulcke, speaking to the first ever group of graduates of IMD’s Board Director Diploma, said: “You have to earn
- [How Ping An went from a traditional insurer to become a tech giant](https://www.imd.org/news/digital/updates-how-ping-an-went-from-a-traditional-insurer-to-become-a-tech-giant/) - Solid but slow-moving. This is how you might describe the business of global insurance. And that may be how China’s Ping An once was. Decades ago, it was an insurer selling life, property, and casualty insurance. Then it pivoted into banking and financial services. Today, Ping An stands among the tech giants. Very rarely do
- [IMD MBAs explore business in Bangalore](https://www.imd.org/news/asia/updates-imd-mbas-explore-business-in-bangalore/) - Every year IMD send its MBA cohort on a Discovery Expedition to international business hotspots. This month, the cohort of 90 participants will go on one continuous journey with stops in Bangalore, Singapore and Silicon Valley. In each part of the excursion, the class learns about the unique location, its economy and its community. These
- [IMD launches AI Safety Clock](https://www.imd.org/news/artificial-intelligence/imd-launches-ai-safety-clock/) - IMD has created an AI Safety Clock to evaluate the risk posed by artificial intelligence outside of human control. Inspired by the original ‘Doomsday Clock’ that shows how close humanity is to nuclear annihilation, a team of experts at IMD’s TONOMUS Global Center for Digital and AI Transformation has set the clock at 29 minutes
- [Finding purpose, dealing with disruption and making the world safer - an interview with Securitas CEO Magnus Ahlqvist](https://www.imd.org/news/global-business/updates-discussion-with-securitas-ceo-magnus-ahlqvist-and-prof-thomas-malnight/) - In a world of near-constant disruption, no industry is immune to the changes being wrought by the onset of Industry 4.0 and the Fourth Industrial Revolution. The security business is no exception, with fresh technologies like facial recognition and data-gathering tools upending the industry’s traditional business models. In this ever-changing environment, it is essential that
- [The future of the world will depend on digitalization](https://www.imd.org/news/competitiveness/updates-future-of-the-world-will-depend-on-digitalization/) - The United States came first, Singapore second, and Denmark third in the 2020 IMD World Digital Competitiveness Ranking, a giant compilation of data that economists said could help predict how well economies would weather the pandemic. Now in its fourth year, the ranking, which is produced by the IMD World Competitiveness Center (WCC) uses an array of
- [The success recipe of a Swiss luxury legend](https://www.imd.org/news/marketing/updates-the-success-recipe-of-a-swiss-luxury-legend/) - Jean-Claude Biver is a living legend in the Swiss and global luxury watch world. He is often credited with contributing to the success of the industry as a whole, which was experiencing decline in the 1980s and staged a remarkable comeback in part thanks to Biver’s leadership. He is currently the President of the LVMH
- [Michael Watkins releases "Master Your Next Move": The essential companion to "The First 90 Days"](https://www.imd.org/news/leadership/updates-new-book-master-your-next-move-by-michael-watkins/) - Transitions into new roles are the most challenging times in the professional lives of leaders. Early missteps can create bad first impressions, leading to negative feedback loops in which leaders look increasingly unsuited for the job. Left unchecked, irreparable harm can have a lasting effect on a leader’s transition to a new position. In the
- [Artificial Intelligence: Boom or Doom?](https://www.imd.org/news/digital/updates-ai-boom-or-doom/) - Can AI think? Does it imitate the human brain? Will it take decision making away from us? Don’t worry, we’re not there yet. We currently have no such thing as general artificial intelligence and we won’t for the next few decades. Self-driving cars are cool but they’re no terminator. It is true that computers can
- [IMD appoints family business expert Alfredo De Massis to spearhead research within the Wild Chair at IMD](https://www.imd.org/news/decision-making/updates-imd-appoints-family-business-expert-alfredo-de-massis-to-spearhead-research-within-the-wild-chair-at-imd/) - Alfredo’s research focuses on the management, governance and behavioral aspects of family enterprises and how to ensure their prosperity across generations. He has advanced understanding of how family business leaders balance economic and non-economic goals in strategic decision-making, and manage the paradox of tradition and innovation. “Conventional management theory says if you want to pave
- [Living a good life is an art](https://www.imd.org/news/leadership/updates-happiness-hacks-with-rolf-dobelli-at-owp/) - You don’t normally expect to start a Monday morning at a world class business school watching a film featuring animated rats. Only when you realize that it’s depicting the rat race we all face today in modern living does it make perfect sense. Challenging your mind is what IMD does best. And today at Orchestrating
- [Singapore creating best long-term value, says latest IMD research on competitiveness](https://www.imd.org/news/competitiveness/singapore-creating-best-long-term-value-says-latest-imd-research-on-competitiveness/) - Singapore is the most competitive economy out of 67 across the world’s eight major regions. This is a major finding of the 2024 IMD World Competitiveness Ranking (WCR), which measures economies with population size and GDP on both ends of the scale. Switzerland was second and Denmark third, while Nigeria, Ghana, and Puerto Rico made
- [Improve EI&D by addressing institutionalized imposter syndrome](https://www.imd.org/news/diversity-and-equity-and-inclusion/updates-improve-eid-by-addressing-institutionalized-imposter-syndrome/) - The psychological complex of imposter syndrome is domain-specific and is more a product of the environment, rather than the individual, said Jennifer Jordan, a social psychologist and IMD Professor of Leadership and Organizational Behavior, at an event with Louis Vuitton Moët Hennessy (LVMH). Disproportionately affecting women and minorities, it fosters insecurity and self-doubt in those
- [Bruno Le Maire appointed visiting professor at E4S](https://www.imd.org/news/bruno-le-maire-appointed-visiting-professor-at-e4s/) - #post_contentFormer French finance minister to teach at IMD, EPFL, and UNIL, and contribute to research on the nexus between business and politics.
- [Organizations must commit to EI&D strategy to ensure market relevance and talent acquisition](https://www.imd.org/news/diversity-and-equity-and-inclusion/updates-organizations-must-commit-to-eid-strategy-to-ensure-market-relevance-and-talent-acquisition/) - Top management commitment, cross-cultural agility and the importance of partnerships with the external world were among the engaging topics covered in IMD’s two-day event titledChanging gears: how organizations can better drive EI&D for LGBTQ+ people and People of Color. Ranging from business-driven strategies to human rights advocacy, the two-day event was aimed at sharing impact-driven, best practice cases with delegates from
- [‘Change or be changed’, IOC President Thomas Bach tells IMD alumni](https://www.imd.org/news/sustainability/updates-change-or-be-changed-ioc-president-thomas-bach-tells-imd-alumni/) - Thomas Bach isn’t ready to talk about his legacy just yet, despite leaving an indelible impression on the Olympic Games as an athlete and as President of the International Olympic Committee. Soon after his appointment to the office of President in 2013, Bach – who won a gold medal at the Montreal Games in 1976
- [Changing the reality for women in the Ukrainian workforce and beyond](https://www.imd.org/news/leadership/changing-the-reality-for-women-in-the-ukrainian-workforce-and-beyond/) - “Using the knowledge and materials I got from the course, I’m trying to popularize the idea of women being in leadership in business” Oleksiy Vadaturskyy founded agricultural producer and grain exporter NIBULON in Mykolaiv, Ukraine, in 1991. Guided by the principle of being as close to farmers as possible, Oleksiy built a strong network of Yana Romanenko reveals how a joint IMD-MIM leadership program is helping her nurture Ukrainian women to become leaders in business and society.
- [José Parra Moyano named to 2025 Thinkers50 Radar List](https://www.imd.org/news/digital/jose-parra-moyano-named-to-2025-thinkers50-radar-list/) - IMD Professor of Digital Strategy José Parra Moyano has been recognized in the 2025 Thinkers50 Radar List for his influential thinking around AI, strategy, and innovation. “This recognition of my work is an invitation for business leaders not only to rethink how they approach managerial challenges but also to expand their vision of the kinds IMD professor José Parra Moyano has been selected for this year’s Thinkers50 Radar List.
- [IMD opens 2025 Global Family Business Award nominations](https://www.imd.org/news/family-business/imd-opens-2025-global-family-business-award-nominations/) - Since its launch in 1996, the annual IMD Global Family Business Award has recognized and showcased successful, sustainable, and well-governed family-owned enterprises. To enter, businesses must have reached the third generation of family succession and must have an international presence and a yearly turnover of at least $0.5bn. Nominations for the 2025 edition are now The nominations for the 2025 IMD Global Family Business Award, in partnership with Chopard and the Family Business Network (FBN), are now open.
- [IMD sustainability program recognized with award](https://www.imd.org/news/technology-management/imd-online-sustainability-program-recognized-with-award/) - IMD’s Winning Sustainability Strategies program has won gold at the 2022 Brandon Hall Group Excellence in Technology awards for delivering education
- [IMD、「AI 成熟度指標（AI Maturity Index）」を発表](https://www.imd.org/news/imdai-成熟度指標ai-maturity-indexを発表/) - AIの活用度を企業別に評価し、ランキングで表す −− IMD初となる試み「AI成熟度指標」が発表された。評価方法は主に3つの柱から成る。まずは、年次報告書やプレスリリースなど各企業の公式文書、アナリストの報告書などに記載されるAI戦略の一貫性。そして、AI関連のキーワードの使用頻度。さらにはAI戦略の多様性と、それに対する投資額。対象となったのは、2023年度「フォーチュン500」で上位200位に選ばれた企業だ。 トップ20の大半を占めたのは、大方の予想通りテック企業。アマゾン、アルファベット、グーグルの3社が1位から3位を占めた。特筆すべきは、他分野の企業が上位にランクされたこと。7位にアクセンチュア、12位にVisa、15位にドイツテレコム、そして日本からは16位にKDDI、18位にソニーが入った。 DX・AIが専門のマイケル・ウェイドIMD教授は、「巨大テック企業がAI活用で先行していることに驚きはない。注目すべきは、どの分野の企業でも有効なAI活用ができると証明されたこと」とコメント。「このランキングは、各業界内や業界間でAIへの投資、並びにその活用法で大きな格差が生じていることを示しています」 日本企業で名を連ねたのは14社。国別では米国（76社）、中国（29社）に次いで3番目に多い数だった。KDDI、ソニーの他にランクインしたのはトヨタ自動車（25位）、NTT（34位）、三井物産（40位）、日立製作所（46位）、伊藤忠商事（74位）、三菱商事（76位）、本田技研（77位）、三菱UFJフィナンシャル・グループ（92位）、みずほフィナンシャルグループ（102位）、東京海上ホールディングス（107位）、三井住友フィナンシャルグループ（117位） IMD DBTセンター（Global Center for Digital Business Transformation）の横井朋子研究員兼アドバイザーは、KDDIが日本企業のトップとなった理由について「今では多くのテレコム企業がデータ分析にAIの活用を始め、ネットワークのコネクティビティ強化に努めている」とコメント。「KDDIは近年、スーパーコンピュータの開発やAIデータセンターの設立など、AIに関する事業が著しく増えています」 また、ソニーも音楽制作ツールやゲーム開発など、AIを活用した事業や商品展開が今年になって極めて増えている。 先に発表されたIMDの世界デジタル競争力ランキングで日本は総合31位となり、「将来への準備」に課題が集中していることが明白になった。しかしこうしたAI活用で他国より先んじている企業が少なくないことは、課題解決に向けすでに各社が積極的対策を取りつつあるという兆しでもあろう。
- [IMD features in The Case Centre's 2024 top-selling cases](https://www.imd.org/news/imd-features-in-the-case-centres-2024-top-selling-cases/) - Ten cases written by current and former IMD faculty have been named on The Case Centre’s annual bestselling list in the subject areas of Ethics & Social Responsibility, Finance, Accounting & Control, Marketing, and Strategy & General Management. The list includes cases by Adjunct Professor of Leadership and Sustainability Professor Francisco Szekely, elea Professor of Ten IMD cases have been recognized in the 2024 Case Centre’s bestselling cases list.
- [2024年世界デジタル競争力ランキング、日本は総合31位  課題は「将来への準備」](https://www.imd.org/news/2024年世界デジタル競争力ランキング日本は総合31/) - IMD世界競争力センター（IMD World Competitiveness Center、所長 アルトゥーロ・ブリスIMD教授）は11月14日、2024年度版「IMD世界デジタル競争力ランキング」を発表しました。このランキングは世界67の国・地域を対象に、ビジネスや行政プロセス、社会変革につながるデジタル技術の導入・活用状況を国・地域ごとに測定し、比較するものです。 １位に輝いたのはシンガポール。次いでスイス、デンマーク、米国が続きました。トップ10には東アジアの3カ国・地域（韓国・香港・台湾）と北欧の3カ国（デンマーク・スウェーデン・ノルウェー）がランクインしました。 日本は前年の調査からランクを1ポイント上げ、31位に。「技術的枠組み」「高等教育における水準」が評価される一方、「ビジネスの俊敏性（アジリティ）」「上級管理職の国際経験」「デジタル/技術的スキル」は最下位の67位。「将来への準備」に課題が集中していることが明らかになりました。同センターのアナリスト、ホセ・カバジェロ、ウィリアム・ミルナー両氏は「創造的思考や型破りな考え方といった、起業家精神の基盤を教育の場で養うことが日本のビジネスアジリティ向上につながるのでは」と述べます。 また高津尚志・IMD北東アジア代表は、「この数年続いた順位の下落傾向に歯止めがかかったことは歓迎すべき。ただ一方で、日本の課題と機会の構造が『知識』『技術』『将来』といった因子レベルにとどまらず、その下に紐付くサブ因子レベルで変わっていない点に注視すべきです」と述べます。 「『ビジネスの俊敏性』（58位）や『人材』（53位）など、本来は経営幹部のイニシアティブや産官学の連携で改善できるはずのサブ因子の弱さが長年変わっていない。特に、強みだった『技術的枠組み』（6位）、『IT統合』（17位）といった優位性を具体的成果につなげられなかったこと、同じくこれまでトップ20内だった『科学的集積』が15位から24位に後退したことは憂慮すべき点です。 また、日本はどの因子でも中位以下にとどまっている。とりわけ、経営幹部の自己評価をベースとした指標で順位が極めて低く、DX推進に向けた自信の欠如がうかがわれます。リーダー層がより積極的な姿勢を体現し、具体的成果を生み出し、社会全体の希望につなげていく −− そうした努力がこれまで以上に期待されます。 デジタル技術をビジネス・行政・社会変革の重要な推進力として活用するには、産官学の対話や協働の推進も必要。データ分析、それに基づく議論を通じ、具体的な方針・施策を立て、実行に移していく勇気と行動が今こそ求められています」
- [IMD’s innovative immersive learning experience wins prestigious award](https://www.imd.org/news/imds-innovative-immersive-learning-experience-wins-prestigious-award/) - We are thrilled to announce that IMD has won gold in the Immersive Experiential Learning category at the QS Reimagine Education Awards for its XR 360 AR Learning Theatre Experience – SpheriCO2. The award is a testament to the impact we have had on executive education by leveraging cutting-edge technologies. The SpheriCO2 experience uses game
- [In memory of Professor Alden (Alli) G. Lank](https://www.imd.org/news/in-memory-of-professor-alden-alli-g-lank/) - It is with great sadness that we share the news of the passing of Emeritus Professor Alden (Alli) G. Lank, a distinguished member of the IMD community and a pioneering figure in the field of family business. Professor Lank passed away peacefully on 30 December 2024, surrounded by his loving wife Connie and his daughters.
- [Highlights of 2024](https://www.imd.org/news/end-of-year-review-2024/) - This year at IMD has been one of transformation and growth, and I am deeply grateful for your trust, encouragement, and goodwill as I stepped into the role of President. We live in a time of growing complexity and profound change. From new geopolitical tensions to urgent humanitarian and climate crises, to technology that is
- [MBA 2024 graduation speech](https://www.imd.org/news/resilience/mba-2024-graduation-speech/) - “It’s not about summits or accolades. It’s about someone who has crossed life’s challenges and then turns back to help others. That’s the kind of legacy I want to leave, one that empowers others.” Class speaker and MBA 2024 graduate Lauren Holding Lauren Holding shared the highlights from a year that she likened to an
- [New IMD digital series: bootcamp, strategy, leadership, execution and more](https://www.imd.org/news/digital/updates-new-imd-digital-series-bootcamp-strategy-leadership-execution-and-more/) - The pace of digital transformation continues to speed up dramatically. No industries have been left untouched any many business risk being left behind. That’s why IMD business school is launching a new series of short programs (2.5 days) on digital business transformation to boost business leaders and senior managers’ digital skills and create new value
- [Kicking backwards to move forwards: Never too old to learn something new](https://www.imd.org/news/sustainability/kicking-backwards-to-move-forwards-never-too-old-to-learn-something-new/) - Oscar Duarte (Custom Program 2016) is passionate about sustainable products and the ‘green gold’ that is the forest.
- [Two IMD faculty named in the Top 25 Family Enterprise Academics](https://www.imd.org/news/family-business/two-imd-faculty-named-in-the-top-25-family-enterprise-academics/) - For the third consecutive year, IMD Professor of Entrepreneurship and Family Business Alfredo De Massis and IMD Professor of Family Business and Entrepreneurship Peter Vogel have been recognized among the world’s Top 25 Family Enterprise Academics by the Family Capital. "This recognition, for the third time in a row, is both humbling and inspiring,” said IMD professors Alfredo De Massis and Peter Vogel have been recognized among the world’s Top 25 influential academics in the field of family enterprise.
- [New IMD book tackles the “how” of sustainability for business leaders](https://www.imd.org/news/sustainability/new-imd-book-tackles-the-how-of-sustainability-for-business-leaders/) - In a world facing profound environmental, social and economic challenges, sustainability means creating business models that are resilient, adaptable and capable of enduring over the long haul. But how? More than 40 faculty from across IMD, including IMD President David Bach, seek to answer that question in a new book, Leading the Sustainable Business Transformation: Leading the Sustainability Transformation: A Playbook from IMD brings multiple experts together to address the huge task of making sustainability happen
- [IMD recognized with Gold Brandon Hall Group Excellence in Technology Award](https://www.imd.org/news/imd-recognized-with-gold-brandon-hall-group-excellence-in-technology-award/) - IMD is thrilled to have been recognized at the Brandon Hall Group Excellence in Technology Award for its We@IMD internal development program, designed to cultivate leadership and self-awareness among its employees. The We@IMD program received gold for Best Advance in Education Delivered Through Technology. Launched in 2023, the We@IMD program focuses on building self and
- [イノベーションの最前線を学ぶ　『AI/DX Boot Camp』](https://www.imd.org/news/イノベーションの最前線を学ぶai-dx-boot-camp/) - 急成長を遂げるビジネス映像メディア「PIVOT」とIMDの共催による双方向的セッション、『AI/DX Boot Camp』が11月2日、マイケル・ウェイドIMD教授を招いて東京ミッドタウン八重洲で開催された。 当日集まったのは、文字通り日本の産官学を代表する約100名の人々。セッションは4部に分かれ、「生成AIの謎を解く」「DX×GX（グリーントランスフォーメーション）」「DXのオーケストレーション：ビジネス価値の創造」「アジリティ（俊敏性）とDXの未来」といったテーマで展開。締め括りには、出席者のネットワーキングを目的とした立食形式のパーティーも催された。 後半のセッションでは、ウェイド教授がビジネスを成功へと導く要素を総括。要点は主に3つで、まずは「正しい情報に基づいた明確な意思決定」。これには明快な認識と迅速な実行力が求められる。また、「アジリティとロバスト（頑健）性」。この2つをバランス良く組み合わせ、危機に瀕した際に速やかに対応することが肝要となる。さらに、「失敗を受け入れる寛容さ」。失敗を恐れてリスクを取らないことが、企業にとって進化の妨げとなることは明らかだ。 セッションの中で出席者の議論がヒートアップしたのは、他国と比較した日本のデジタル競争力がテーマになった時。IMDが発表した昨年の世界ランキングで、日本は64カ国中32位と過去最低を記録した。「日本は科学技術やロボティクス、教育水準の高さで素晴らしい基盤を備えている。トップ10に入る潜在性は十分にあります」とのウェイド教授の発言を受け、出席者たちからは様々な意見が。 「デジタル面で劣っていることは誰もが認識している。行動が伴っていないのが、下位に甘んじている原因」「企業文化を変えることが重要。大企業のCEOでも、スタートアップ企業のスピリットから学ぶべきものがある」「まずは己が変わること。でなければ、企業文化は変えられない」「我々は本当に変わりたいと思っているのだろうか。変わらなくても生活の質を維持できていることが、進化を妨げる要因」……等々。 活発なセッションを終えた後のネットワーキングの場では、出席者たちから口々にポジティブな感想が寄せられた。 「とても刺激になった。印象に残ったテーマは企業変革のアプローチ。競争力ランキングに関しては、順位に一喜一憂するのではなく、より客観的な目線で捉えるべきだと感じています」（パナソニック コネクト執行役員 / チーフインフォメーションオフィサー 河野昭彦氏） 「難解なテーマを（ウェイド教授は）わかりやすく話してくれた。インタラクティブなセッションというのは、良い意味で非常に考えさせられます。オーディエンスのレベルや意識も高く、IMDのコミュニティの作り方もデザインされていると感じた」（三菱商事デジタルソリューション本部デジタル事業部長 吉成雄一郎氏、ヒューマンリンク代表取締役社長 濱健一郎氏） 「こうした交流で、AIやサステナビリティのアプローチに関して他社との比較ができる。弊社はAI活用がまだ不十分であると改めて感じました」（リクルート ワン・クローム氏、黒田汐音氏） 「このように多様な人たちとの交流は極めて大事。DXに対するアプローチを、様々な企業が同じ目線で捉えられた点が良かった。IMDのランキングは、常に1つの指標としています」（経済産業省商務情報政策局ITイノベーション課課長 内田了司氏） 「テーマの設定がうまく、一貫性があった。セッションがインタラクティブだったので、米国の大学が主催するセッションなどと比べ没入感がありました。また、米国ではこうした催しが業界別に行われることが多い。今日のように様々な人たちが一堂に会した点も非常に良かった」（名古屋商科大学ビジネススクール東京校教授 / デジタル経営センター所長 根来龍之氏） 「課題がわかっているのに、その解決になかなか取り組めない −− この点こそが日本企業の大きな課題。こういう場が増えることで自社や己の立ち位置を再確認し、『悔しい思い』をすることが大きなモチベーションになるのではないでしょうか」（一橋大学大学院経営管理研究科教授 藤川佳則氏） 「（ウェイド教授が）アジリティを『因数分解』したところが良かった。聞いている側としては、ストンと腑に落ちました。セッション毎にオーディエンスの席替えをして、様々な業種の人たちと交流できた点も秀逸」（産業革新機構執行役員 / スタートアップゲノム代表取締役社長 西口尚宏氏） また、オブザーバーとして出席したコニカミノルタ元取締役執行会長・現シニアアドバイザーの山名昌衛氏は、今後の日本企業の取るべき方向性について以下のように語った。「集団で責任を取る体制は、もう機能しない。責任を明確化するためにも、日本でもエリートを抜擢し、良いプレッシャーを与えて彼らのプロ意識を育んでいくべきでしょう。スポーツ界と同じように、『ビジネスアスリート』を育てるべきなのです」 ウェイド教授も一日のセッションを振り返り、以下のように感想を語った。「日本で初めて講義をしたのは7〜8年前ですが、当時は今日のように、出席者が一日中英語で熱のこもった議論を交えるという状況は考えられなかった。こういう場がつくり出せたこと自体、日本の潜在力を象徴していると感じます」 主催者PIVOTの佐々木紀彦代表取締役社長は、イベントの意義をこのように述べる。「目指しているのは、刺激的な学びの場をつくること。英語でセッションをすることによって、出席者全員がフラットになれる。個人個人が様々な側面を出すのにとても良い機会になると考えています。アスリートに例えれば、『高地トレーニング』のようなものでしょうか（笑）」 そして、IMDの高津尚志・北東アジア代表がこのように締め括った。「産官学の世代や領域を超えた対話を創出し、IMDが持つ世界各国の知見や枠組みを日本にもたらす −− そうすることで、日本に未来への希望を生み出し、競争力向上に貢献していきたい。今日は冒頭のセッションから最後のネットワーキングまで、非常に熱気に満ちたやり取りや交流が繰り広げられました。日本の未来を築くポテンシャルを、存分に体感できた一日でした」
- [IMD unwraps new future-focused, flexible Executive MBA](https://www.imd.org/news/leadership/imd-unwraps-new-future-focused-flexible-executive-mba/) - IMD’s EMBA was launched 25 years ago with a clear vision: to create a course that reflected the real world and focused on real impact. Since then, executive careers have shifted from predictable ladders to fluid journeys requiring constant reinvention. In this landscape of perpetual change, the program has evolved. What began as a fixed-length
- [Future readiness is the past, present and future of enduring success](https://www.imd.org/news/future-readiness/future-readiness-is-the-past-present-and-future-of-enduring-success/) - “What you know from the past is so critical for you to navigate the future.” How do some companies have the stamina to endure for decades, while others are one-hit wonders, their fortunes rising and falling in the blink of an eye? That was the starter for 10 at the IMD Global Future Readiness Forum,
- [AI, IoT, and robotics – From theory to practice](https://www.imd.org/news/technology-management/updates-transformtech-2019/) - The business potential of transformational technologies like IoT, Artificial Intelligence and robotics is enormous. But today’s executives have difficulty separating the hype from reality. To help leaders harness the power of these technologies for their organizations, IMD and EPFL created the Innovate with AI and Tech program. Combining business and technology experts in one program,
- [A foundation for leadership](https://www.imd.org/news/a-foundation-for-leadership/) - In the late 1990s, a few years after graduating with an MBA from IMD, Alex Wilhelmsen was on vacation with his family, taking an internal flight in China to visit the Terracotta Army at Xi’an. Suddenly, he heard a familiar voice. “Alex! Alex!” He looked up to see his friend and fellow IMD alumnus Ken Arne Alexander Wilhelmsen recalls how his year at IMD taught him to think on his feet and gave him lifelong friendships.
- [Digital leaders discuss competitiveness and trust at forum](https://www.imd.org/news/digital-transformation/digital-leaders-discuss-competitiveness-and-trust-at-forum/) - Industry and government leaders met to discuss the needed balance between large-scale digitalization efforts and public trust globally and within Switzerland. Co-organized by IMD and digitalswitzerland, the Digital Competitiveness Forum 2024 was held on the IMD campus in Lausanne. The discussions kicked off with a timely presentation of this year’s IMD World Digital Competitiveness Ranking,
- [IMD reaccredited by AACSB](https://www.imd.org/news/imd-reaccredited-by-aacsb/) - IMD has been reaccredited by the Association to Advance Collegiate Schools of Business (AACSB), affirming the institution's place among the world’s top business schools. The accreditation renewal – awarded for the maximum term of six years – underscores the institute’s commitment to delivering world-class learning, rigorous research, and impactful leadership development. "This reaccreditation recognizes our The prestigious international accreditation affirms the institute's commitment to excellence
- [Jebsen & Jessen awarded the IMD-Lombard Odier Global Family Business Award](https://www.imd.org/news/corporate-governance/updates-imd-lombard-odier-global-family-business-award-2016/) - Jebsen & Jessen Family Enterprise, a family firm first established in Hong Kong at the end of the 19th Century, was awarded the 21st annual IMD-Lombard Odier Global Family Business Award at the 27th Summit of the Family Business Network International (FBN-I) in Suzhou, China. Awarded by IMD, a top-ranked global business school, and by
- [IMD and Lombard Odier recognize BAVARIA for resilience, adaptability and innovation](https://www.imd.org/news/economics/updates-imd-and-lombard-odier-recognize-bavaria-for-resilience-adaptability-and-innovation/) - From left: Albert Jan Thomassen, Stijn Swinkels, Jan-Renier Swinkels, Fabienne Swinkels, Frank Swinkels, and Peer Swinkels. Bavaria, one of the oldest privately held and run companies in the Netherlands, was awarded the 20th annual IMD-Lombard Odier Global Family Business Award at the 26th Summit of the Family Business Network International (FBN-I) in Montreux, Switzerland.
- [IMD and Lombard Odier recognize Ayala Corporation for its excellence, integrity and contribution to nation building](https://www.imd.org/news/strategy/updates-imd-and-lombard-odier-recognize-ayala-corporation-for-its-excellence-integrity-and-contribution-to-nation-building/) - Ayala Corporation, one of the oldest and largest business groups in the Philippines, was awarded the 19th annual IMD-Lombard Odier Global Family Business Award at the 25th Summit of the Family Business Network International (FBN-I) in Dubai. Awarded by IMD, a top-ranked global business school, and by Lombard Odier, one of the main private banks
- [Dachser wins the 2019 IMD Global Family Business Award](https://www.imd.org/news/family-business/updates-dachser-wins-the-2019-imd-global-family-business-award/) - 24th Annual IMD Global Family Business Award, sponsored by Pictet IMD recognized Dachser for its robust corporate and family governance structures combined with operational excellence and a focus on quality Award is regarded as the most prestigious for successful global family businesses that combine tradition and innovation with clear corporate social responsibility imperatives Udaipur, India,
- [「ビジネス変革を促すデジタル戦略」 生成AIをいかに活用すべきか](https://www.imd.org/news/2024_3_generativeai_jp/) - 世界に衝撃を与えたChatGPT（チャットGPT）の登場から1年余りが過ぎました。その活用については依然として議論百出、「デジタルトランスフォーメーション（DX）を目的化せず、いかに有効手段とするか」といった課題も浮上しています。 因みに、昨年11月末に発表された「IMD世界デジタル競争ランキング」における日本の総合順位は前年から3ポイント下落し、32位。特に「人材」（49位）、「規制の枠組み」（50位）、「ビジネスの俊敏性」（56位）といった面で低迷が目立ち、効率的DXの実践は急務です。 そんな中、イノベーションと戦略を専門とするMichael Wade教授（下写真）が来日。昨年発足した「日本経営変革フォーラム」の一環として、ディスカッションを交えたセミナーが2月5日に開催されました。セミナーの資料の一部も併せ、Wade教授の講義の内容をお伝えします。 当日の受講者は、日本を代表する企業の経営幹部35名。冒頭の質疑応答で、ほとんどの方々が生成AIを「日常的に使用」していると回答。使い方は翻訳や長文資料の要約、パワーポイントの資料作成、文字起こしなど。しかしAIに対しては、「ワクワクするが恐怖感もある」という相反する感情を抱いていることがわかりました。 これを受け、まずウェイド教授は生成AIのあらましや、他のテクノロジーと比較した優位性について解説しました＝下図。 ブロックチェーンやメタバースとの決定的違いは「多目的のディスラプター（創造的破壊者）であること」。そのパワーの源として、1）膨大なデータベース 2）飛躍的なコンピューティング能力 3）ニューラルネットワークによるアルゴリズムを挙げました。 そして意義ある活用例として、文章や商品企画案の作成も紹介しました。ただ注意すべき点として、AIが極めて基本的な間違いを犯すことも指摘しました。例えば、簡単な単語のスペルミスや事実と異なる情報の提示（ハルシネーション）……なぜこうした過ちを犯すのでしょうか。 「大規模言語モデルはトークン化された言葉とそれらの関係性がベースになっている。すなわち生成AIは言葉のマッピングから予測をし、確率の高さから文字を選び出すのです。ある意味、強力なオートコンプリート（自動補完）のようなもの」 「つまり正しい答えを出すためではなく、最も『似つかわしい』答えを出すように設計されている。言い換えれば『提案エンジン』であって、『検索エンジン』ではない」 ウェイド教授はウェブビジネス界で多用される言葉 ーー「Content is king（何よりも重要なのはコンテンツ）」ーー になぞらえ、「Context is king （重要なのは文脈）」と喝破しました。 では、ビジネスにどう活用すべきか。例えば、草案作り。その迅速性は大いに効率を高めますが、注意すべきは「AI案はあくまでも叩き台であること」。 また、自然言語による質問に対し、蓄積された知識に基づいて答える場合。これはカスタマーサービスへの応用が可能です。マーケティング分野では、顧客獲得に向けた消費者への製品説明・推奨などを挙げました＝下図。 しかし生成AIの倫理的・社会的課題はいまだ未解決です。「正確性や説明責任、再現性、機密性が強く求められる場合、生成AIの使用には細心の注意が必要」とウェイド教授は総括しました＝下図。
- [技術と経営の「最先端」 スイスとIMDを再発見<br>スイス・ビジネス・ハブ日本事務所、IMD共催イベントより](https://www.imd.org/news/mba-emba-discovery-event-with-swiss-business-hub/) - スイスがイノベーションの最先進国である、という事実は意外と知られていない。テクノロジー、ビジネス、宇宙開発……その手掛ける分野は実に幅広い。 こうした側面をもっと広く日本のビジネスリーダーに知ってもらおうと、5月13日、東京・広尾のスイス大使公邸でSBH・IMD共催によるスペシャルイベントが催された。題して、「スイスとIMDの魅力を発見する〜技術と経営の視点から」 SBHはスイス経済省傘下の対外貿易・投資促進機関「スイス・グローバル・エンタープライズ（S-GE）」の東京代表部。在東京スイス大使館内にオフィスを構え、スイス企業の対日輸出支援、ビジネス・研究開発拠点としてのスイスに日本企業を誘致する役割を担う。 当日集まったのは日本を代表する企業の幹部、約70名。IMDのEMBA・MBAアルムナイ（卒業生）や、今後IMD留学を希望する人々、企業の人事・人材開発部門担当者などだ。 最初に挨拶をしたのは、スイス公使のダビッド・ブラウン氏。スイスが競争力やイノベーションの世界ランキングで上位に名を連ねている点を挙げ、「日本とスイスがより緊密に協働することで、様々な分野の可能性をさらに広げていきたい」とコメント。 「ビジネスにおけるイノベーションには技術的な先進性だけではなく、市場の需要に見合った革新的プロダクトやサービスを具現化する能力が欠かせません。そこで鍵となるビジネスマネジメントと、特に宇宙開発を中心としたテクノロジー開発を本イベントのテーマとして取り上げました」 「テクノロジー面では、特に宇宙技術の分野で両国のコラボレーションの高い潜在性が見出せる。日本は小型月着陸実証機『SLIM』などで、すでに技術力の高さを証明しています」 「ビジネス面については、これまで数多くの日本のビジネスエグゼクティブやその候補生たちがIMDで学び、豊かな知見とインサイトを還元してくれている。今宵、我々の友情とパートナーシップを再確認し、さらに新たなチャンスを生み出せることを期待します」 次に登壇したのは、スイス・ビジネス・ハブ貿易投資促進担当上席商務官のミヒャエル・フォーゲルサンガー氏。「スイスの宇宙探査、と言ってもあまりピンとこないかも知れません。しかし、（初めて月面着陸に成功した）アポロ11号ではベルン大学が開発したソーラーセイル（太陽帆）の技術が活用された。1975年に創設された欧州宇宙機関（ESA）では、スイスは創設時からのメンバーです」 スイスが長年培ってきた、時計産業や機械工学の高い技術力。政府は2023年、「宇宙政策（2023 Space Policy）」を導入、スイス宇宙局をはじめとする様々な政府機関がこの分野のイノベーションに注力する。 もちろん、イノベーションは宇宙技術に限らない。特筆すべきは、スイス国内６カ所に設けられた「イノベーション・パーク」だ。産・官・学が一体となり、世界中から科学者や技術者を招聘。「モビリティ」「先進製造技術・マテリアル」「コンピュータサイエンス」「エネルギーと天然資源、及び環境」「健康及びライフサイエンス」の5分野で研究・開発を推し進める。 「オープンイノベーションは、まさにスイスのエコシステムなのです」（同氏） 続いて、チューリッヒのスイス・イノベーション・パークでリレーションシップマネージャーを務めるファビエンヌ・キーナー氏が登壇。ロボット工学や自動運転、航空・宇宙技術、代替エネルギーなどに取り組む同パークについて詳しく説明した。 「インベンション（発見）からイノベーションへ −− インベンションを実用的なプロダクトやサービスに転化させることが、真のイノベーション。そのために欠かせないのは、学術界と産業界の壁を取り払うことです」 この後、高津尚志・IMD北東アジア代表が登壇。世界競争力ランキングで日本の順位が低下していることを指摘し、様々な課題を克服するための学びを得るには「スイスほど適した国はない」とコメント。 「スイスの人々は多言語を話し、モザイクのように豊かな多様性の中で暮らしています。こうした環境は、外国から訪れた者を決して『マイノリティー』にせず、個人の成長を促進してくれる」 「多様性こそがIMDの力。スイスのエコシステムがどのように経営イノベーションを起こし、その中でIMDがリーダー育成の役割を担ってきたか、ご理解いただければ幸いです」 続いて、IMDでEMBA・MBAのリクルーティングディレクターを務めるアンナ・ファルス氏が登壇。IMDで学ぶことのメリットや、75年にわたりビジネスリーダーを輩出してきた重厚な歴史について説明した。さらに、MBA・EMBAのアルムナイである川名英里、武田章男の両氏が登壇し、自らの留学体験でどのような啓発を受けたかを語った。 プレゼンテーションの後は、別室に移動してビュッフェ形式のディナー。参加者はスイス料理とスイスワインを堪能しつつ、活発にネットワーキング。乾杯の挨拶をしたEMBAプログラムディレクター、ヴァニナ・ファーバーIMD教授は「日本とスイスの絆の深さ、コラボレーションのさらなる可能性を感じさせる一夜でした。今後の留学を希望する方々、企業人事の方々、IMDアルムナイ……みなそれぞれが素晴らしく、多くの実りある会話ができたことを大変嬉しく思います」とこの会を振り返った。
- [私のIMD留学体験（第4回）〜 EMBA / 武田章男（プライム プラネット エナジー＆ソリューション)](https://www.imd.org/news/alumni-interview-emba-4/) - スイスのIMDでMBAやEMBA（Executive MBA）を取得した人々が、その体験談を語るシリーズの第4回。今回ご紹介するのは、パナソニックとトヨタ自動車の合弁会社「プライム プラネット エナジー＆ソリューションズ」でGX（グリーントランスフォーメーション）戦略本部副本部長を務める武田章男さんだ。 まさしく、野球漬けの青春だった。今では北海道の強豪校に名を連ねる高校で、投手として活躍。毎日、日が暮れるまで白球を追い続けた。目指したのはもちろん、甲子園。「正直、勉強は全くしませんでした。教科書もろくに読まない高校生だった（笑）」 そんな武田さんが、大学に入ると一念発起。生活の全てだった野球をあっさりと捨て、それまでおろそかにしていた勉学に没頭した。専攻したのは経営学。そして、いつか世界トップクラスの教育を受けてみたいと考えるようになった。「その頃は米国の高等教育が注目されていた時代でした。でも、ある大学ランキングでスイスの大学が上位に名を連ねていることを知った。IMDのこともその時に知り、ずっと頭に残っていました」 当時はバブル経済が崩壊してから10年ほど。日本の低迷を尻目に、米国ではIT企業が注目を集め、GEやIBMといった「古豪」も復活。欧州や韓国の企業もどんどん日本ブランドを追い越していった。 「危機に瀕した日本企業を蘇らせ、再び日本を良くしたい」 −− いかにもスポーツマンらしい、清々しい大志を抱いた武田さん。大学卒業後は松下電器（現パナソニック）に入社。8年後には早くも中東・アフリカ事務所の責任者となり、市場開拓に奔走した。その3年後にはドイツに渡り、会社統合・分割、PMI（ポスト・マージャー・インテグレーション、M＆A後の統合プロセス）に携わった。 だが、そこで実感したのは日本的経営の限界だ。ドイツ人幹部とともに経営の現地化を進める中で露呈した、様々な問題。それまでの経験でも、意思決定の迅速化やグローバルネットワークの構築は日本企業の成長にとって欠かせないと感じていた。これらの課題克服のため、世界水準のリーダーシップやスキルを是非とも会得したい。反射的に頭に浮かんだのは、IMDのEMBAだった。2016年、彼は社内の人事トップに直談判、留学の快諾を得た。 「国際的環境には慣れていたので、IMDに行っても違和感はありませんでした。でも、ディスカッションの『平場』に放り込まれるのは訳が違った。それまでは日本企業の駐在員という立場だったので、周囲もリスペクトして私の発言を聞いてくれました。しかし、IMDでは互いに対等の立場で議論を戦わせ、ゴールを目指す。スピード感も圧倒的に違います。初めて、本当のグローバルな戦いを経験した思いでした」 印象的だったのは、心理カウンセラーの「コーチ」と対面で向き合うリーダーシッププログラム。「自分は生まれてからどのような道のりを経て、今ここにいるのか。そして、何を成すべきなのか……徹底的に内省を試みるのです。人は、自分の過去を正当化したがるもの。例えば、ある意思決定のプロセスの検証でしたが、私が他人のことを思って決めたと言っても、コーチには『自分の過去を否定したくないからだ』とグサリとやられる。でも、コーチとの対話はとても楽しい経験でした」 危機管理のプログラムも強く印象に残った。スイス軍が採用するトレーニングで、実際にスイス軍の基地に赴き、24時間態勢で問題への対応をシミュレーションする。 「空港で1日のうちに様々なトラブルが起きるという設定で、眠らずに意思決定を繰り返す。『大雪で管制が混乱』『SNSで空港の混乱状況が拡散し、炎上』『入国管理でミス発生』……といった事案ですね。マスコミ対応もあって、記者会見の場では白人の記者役が私に日本語で質問をしてくる。それを私が、『この場では英語でコミュニケーションを取ってください』と突っぱねる。受講生1人ひとりを熟知したプログラム設定には舌を巻きました。少数精鋭ならでは、ですね」 「1人の人間が不眠不休で意思決定を続けることはできません。故に誰が責任を担ってもクオリティーの高い意思決定ができるよう、チーム内でプロセスとフレームワークを明確にしておく。その重要性をこのプログラムで認識しました。同じく肝要なのは、複雑な問題を出来る限りシンプルに咀嚼する能力。交渉力も鍛えられ、確固たる自信を得ました」 同期のクラスには、世界各地から現役のエグゼクティブたちが多数集まった。ほとんどが40歳前後で、当時の彼よりも年上。すでに世の中の一線で活躍している彼らが真剣に学ぶ姿には、大きな感銘を受けた。「投資銀行やコンサルティング会社から産業界に移った経営層の人たちが、さらに学ぼうと仕事量を半分にしてIMDに来ていた。ですから、彼らの真剣味は圧倒的でした」 「そんな彼らがEMBAコースを終えてから、学びを生かして自社や業界の改善に取り組んでいく。改めて学び直すのに、40歳くらいはとても良い年齢だと感じました。日本ならば仕事が優先で、学ぶのは個人の勝手、と周囲が捉えてしまう。IMDを体験して、学び続けることの重要性、学びを世界に還元していくことの重要性が身に染みてわかりました」 武田章男 （たけだふみお） プロフィール 1981年、北海道生まれ。立命館大学経営学部卒業後、当時の松下電器に入社。インダストリー営業本部を経て、UAE・トルコ・ドイツで勤務。2016年〜17年、IMDでEMBAを取得。2018年に帰国、電気自動車バッテリーのプロジェクトマネジメントや戦略に携わる。2020年、プライム プラネット エナジー＆ソリューションズに出向、現在は同社GX戦略本部副本部長を務める。
- [私のIMD留学体験（第3回） 〜 EMBA / 吉田道央（NTTデータ）](https://www.imd.org/news/emba-interview-3/) - スイスのIMDでMBAやEMBA（Executive MBA）を取得した人々が、その体験談を語るシリーズの第3回。今回は、NTTデータでサステナビリティ・コンサルティングに従事する吉田道央さんをご紹介する。 NTTデータでシステム開発とコンサルティングに携わってきた吉田道央さんがIMDのEMBAコースで学んだのは、2020年から2021年にかけてのことだった。 EMBAを選択した理由は主に2つ。1つは、企業がインパクト投資やESG投資にどう取り組むべきか学ぶこと。もう1つは、グローバルな環境で発揮できるリーダーシップを身に付けるためだった。 システムインテグレーターであるNTTデータは長年、銀行の勘定系システムやクレジットカードの決済基盤といった大規模開発を行ってきた。だが、こうしたシステム関連の大規模事業は将来的に減少が見込まれる。企業としては必然的に新たな事業を見出さねばならない。そこで彼が興味を持ったのが、コーポレートベンチャーキャピタル（CVC）やインパクト投資だった。 社会や環境に測定可能な好影響を与えつつ、ビジネスとしても成立させていくインパクト投資。だが、分野の異なる日常業務に追われていたのでは、なかなか知識や情報は習得し難い。彼は、「きちんと正面から向き合って勉強したい」と考えた。 EMBAのプログラムでは、「実際に投資家を招き、彼らから生の声が聞けたことがとても印象的でした」。ケーススタディでは具体的な企業を取り上げ、そのマテリアリティ（重要課題）やSSP（共通社会経済経路）を考察、投資の是非を議論する。例えば楽器製造会社であれば、楽器に使う木材の調達が環境にどのような負荷を与えているか、といった視点で企業のインパクトを可視化する。 「財務情報だけでなく、非財務情報も見定めて、社会にどうポジティブなインパクトを残せるかを考える。金融関係の人々にとっては当然のプロセスなのでしょうが、畑の違う私にとっては非常に新鮮でした」 意外だったのは、環境団体などのアクティビストもプログラムに招聘されたこと。「ニュースなどで見る限り、アクティビストは過激な思想を持った人々というイメージだった」が、実際は思ったよりずっとマイルド。「20歳くらいのとても若い人たちが、世界の未来に向けた提言などをする。その姿には驚きました（笑）」 吉田さんは入社以来、2度の海外赴任を経験していた。インドとドイツにそれぞれ数カ月滞在、システム開発やオムニチャネル・プラットフォームの構築などに尽力した。 「国際的なビジネス環境に飛び込んで、当時はおっかなびっくり対処していたような気がします。試行錯誤しながら周囲とコミュニケーションを取っていましたが、どこまで自分の意思が伝わっているか確信が持てなかった。それで、将来はグローバルな環境でも強いリーダーシップを、と考えるようになりました」 EMBAのクラスで同期になったのは、50人弱。彼らの国籍は世界26カ国に及んだ。「同じ欧州の国々でも、議論の進め方や国民性は全く異なる。例えばスカンジナビアの人たちは南欧の人に比べて、ものの言い方がとてもストレートでした。でもそれは、彼らがディスカッションに対して真摯に向き合っていることの表れ。それぞれの違いをきちんと把握すれば、どの国の人にでも対応できるようになる。多様性が担保された環境で学び、切磋琢磨したことが自信につながりました」 「それでも、一緒に働く人たちの文化的相違点は表面上のことに過ぎない。目的の確認や課題の整理といった本質的な作業は、日本で培ったやり方が十分に通用しました。特に弊社では大規模なシステム開発やプロジェクトマネジメントに携わってきたので、自分にはそれなりの経験があった。文化は変わってもスキルは普遍的であることが確認でき、その面でも大きな自信を得ました」 同期生には、女性も多数いた。中には出産のためにプログラムの途中で休みを取る人、4人の子がありながら家族のサポートを得、休まず通い続ける人など様々な参加者がいた。「日本なら、妊婦の方であれば出産を終えて、少し落ち着いてから留学しよう……と考えると思うんですが、クラスメートだった女性たちは実に前向きというか、自分の人生に遠慮していないというか。自分のやりたいことは一切後回しせず、すぐに実行する。とても印象的でした」 3年前からは、NTTデータの新規事業であるサステナビリティ・コンサルティングでマネージャーを務める。主力サービスは、2022年９月から提供を始めたスコープ1〜3（製品の原材料調達から製造、販売、消費、廃棄に至るまでの過程で排出される温室効果ガスの量）算定を実現する温室効果ガス排出量可視化ソリューション「C-Turtle®︎（シータートル）」だ。現在は国内企業向けに展開しているが、将来的には海外市場への進出を図る。 「運よく、自分が興味を持っている分野の新規事業の立ち上げに関わることができた。今後海外で展開していく際には、IMDで学んだリーダーシップが必ず生きてくると思っています」 吉田道央 プロフィール 1984年、東京生まれ。一橋大学商学部卒業後、NTTデータに入社。ITディレクター、ITコンサルタント / プロジェクトマネージャーなどを経て、2021年からサステナビリティ・コンサルタント / マネージャー。2020年〜21年、IMDのEMBAコースで学ぶ。
- [私のIMD留学体験（第2回） 〜 EMBA / 周麗文（AUO）](https://www.imd.org/news/alumuni-interview-2-emba/) - スイスのIMDで学び、MBAやEMBA（Executive MBA）を取得した人々がその体験談を語るシリーズ。第2回目は、EMBAコースを修了した台湾・液晶パネル大手AUO Corporation（友達光電）のシニアマネージャー、周麗文（チョウ・リウェン）さんにスポットを当てる。 不惑を前にして、周さんは壁にぶつかっていた。 東京で台湾の大手メーカーに就職し、早10数年。セールスマネージャーからマーケティングマネージャー、そしてビジネス開発マネージャーと順調にキャリアを重ねてきた彼女だったが、初めて味わう焦燥感だった。 課題は、複数の事業部への対応。管轄するチーム内のコミュニケーションをどう取れば、「ワンチーム」としての力を発揮できるのか −− 物事がなかなか意のままに進まず、彼女は途方に暮れた。 この時期、個人的にも新しい挑戦をして、レベルアップを図りたいと考えていた。「自分は他にどのような可能性を持っているのか。30代のうちに、何か他のことを試してみたかったのです」 そのためには、今いる環境を大きく変えることがいい。20歳で来日してからは大学、会社とずっと東京での生活。「同じ環境の中で、気付けば閉塞感に囚われていた。世界を広げ、英語でコミュニケーションを取る環境で、改めて自分を磨きたいと考えました」 熟慮の末、彼女が選んだのはIMD。EMBAコースなら今の仕事を続けながら学び、学位を取得できる。仕事に合わせて柔軟に受講スケジュールが立てられるので、夏休みや有給休暇を利用すれば対応できる。AUO創業者をはじめ同社幹部の多くがIMDに留学し、エグゼクティブプログラムで学んだことも背中を押した。上司に話すと、快くサポートを約束してくれた。 こうして2018年、IMDに入学。まずはスイス・ローザンヌに渡り、キャンパスで３週間の授業。それから東京に戻り、１カ月のオンライン授業。さらに試験を経て、米国や日本などでの「ディスカバリー・エクスペディション」プログラムへの参加……。 自身の仕事も忙しく、たっぷりと間隔を空けて一つひとつの課題をクリア。途中、コロナ禍でいくつかのプログラムが延期になるなどし、在学期間は延べ3年に及んだ。「時間をかけて学んだことが逆に良かった気がします。１つひとつの学びを普段の仕事で実践しながら、自分の中でじっくりと熟成させることができた」 「全てのプログラムが有意義でした。ファイナンス、戦略とマーケティング、デジタル変革、クリティカルシンキング（批判的思考）、カルチャー……特に印象的だったのはリーダーシッププログラムです」 リーダーシッププログラムでは受講生1人ひとりにコーチが付き、じっくりと向かい合う。「心理学のメソッドを取り入れ、自身の幼少期まで遡って家族や友人、会社での人間関係を点検していく。仕事をこなしながらの受講は、やはり楽ではありません。仕事上の問題が起きた時は、コーチがプロフェッショナルな視点からサポートをしてくれ、とても有意義だった。受講生に対する心のケアが万全で、大きな安心感を得られました」 プログラムで彼女が会得したのは、「既成概念に囚われない思考」だ。「部下が思うように動いてくれなかった場合、どう対処すべきか。人の可能性を引き出す術や異なるアプローチを、理論だけにとどまらず実践で学べた」 クラスで一緒に学んだ同期生は、約30にわたる国々の出身者。当然、各人の持つコミュニケーション手法は大いに異なる。「おかげで、グループダイナミクスの神髄を掴めた気がします」 もう1つの学びは、「自己のバウンダリー(限界)の認識と拡大」。「自分ではなかなか自分のバウンダリーがわからない。それをきちんと把握して、能力の向上に努める。能力の範囲内でマネジメントを行えば、失敗することはありません」 今では「ハイレベルな戦略的対話もこなせるようになった」と語る周さん。「自分の考えを整理し、きちんと裏付けて提案できるようになったことが大きな進歩」。また、「新しい取り組みなどを否定的に考えることがなくなった。何事もポジティブに捉えられるようになりました」 他者とどうコミュニケーションを取り、どうコラボレーションをして目的を達成するか −− そうした適応力を養えたことで、新たな責任感も生まれたという。「常に考えているのは、十分な達成感を皆で共有すること。それを念頭に置いて、物事をどう進めていけばいいか判断します」。そこから派生して、「自社の企業文化をどう育てていくか」というテーマも己に課す。 2020年にはビジネス戦略担当のシニアマネージャーに昇進。今、日本で抱えるクライアントは20社余りだ。「日本の企業はどこも、我々台湾企業の文化を尊重してくれる。どのクライアントとも良好な関係が築けています」 大学時代にジェンダー学を学んだこともあり、日本の企業社会で気になるのはやはり女性の活躍。台湾の本社では女性管理職が珍しくない。「クライアントと会議をすると、日本側は全員男性、こちらは全員女性ということも少なくない（笑）」 「１人の外国人女性が20年間、日本のビジネス界を生き抜いてきた。自分で言うのも変ですが、これはやはり普通のことではないと思うのです。微力ながら、女性の社会進出に少しは貢献できているかな」 周麗文（チョウ・リウェン）プロフィール 1979年、台湾・雲林県出身。98年に来日、日本語学校を経てお茶の水女子大学教育学部、東京大学大学院総合文化研究科卒業。2005年、AUOに入社。セールスマネージャー、マーケティングマネージャー、ビジネス開発マネージャーを経て、ビジネス開発シニアマネージャーに。2021年からはAUOが100％出資するAUO Display Plus Corporationで同職を務める。
- [私のIMD留学体験（第１回）  MBA / 川名英里（ユニゾン・キャピタル）](https://www.imd.org/news/japan-alumni-interview-series-1/) - スイスのIMDには世界各地から多様な社会人留学生が集まり、MBAやEMBA（Executive MBA）の取得を目指す。日本からもこれまで企業派遣や個人参加など、様々な形で多くの留学生がその門戸を叩いた。彼らは現地でどのような学びや気付き、きっかけを得、出会いを経験したのか。また、それらを今のキャリアでどう生かしているのか。アルムナイ（卒業生）たちの体験談を、シリーズでお届けする。 日本の独立系大手プライベートエクイティファンド「ユニゾン・キャピタル」でESG（環境・社会・ガバナンス）・機関投資家対応を担う川名英里さんは、2020年1月から１年間、スイス・ローザンヌのIMDで学んだ。 留学したのは30歳になった直後。金融の世界で働くうちに興味を持った、インパクト投資を深く学ぶためだった。 「子どもの頃から国際協力に強い興味を持っていたんです。高校生の時には漠然と国連で働きたいと思うようになり、その後、世界銀行という組織が途上国でインフラ整備のような大規模な援助をしていることを知った。金融を通した国際協力や社会貢献を志すきっかけになりました」 学生時代にはインドネシアやケニア、エストニアなどでボランティアも経験。大学卒業後は野村證券に入社、IBD（インベストメントバンキング）でM＆Aやエクイティでの資金調達を担った。だが、最初の数年間は「ほとんど記憶がないくらい」の激務。仕事の充足感を味わいつつも、20代はあっと言う間に終わろうとしていた。 「初心に戻り、より直接的な社会貢献をしたい。改めて学び直し、己のステップアップを図りたい」。退社して選んだ留学先は米英の教育機関ではなく、IMDだった。 「まず、授業の密度が違います。米英の大学なら2年間かけるMBAコースを、IMDは1年間に凝縮して提供する。そして何と言っても決め手となったのは、『リーダーシッププログラム』の独自性でした」 IMDでは心理カウンセラーと「リーダーシップコーチ」の2人が受講生1人ずつにつき、1年間を通して彼らと向き合う。彼女を担当したのはユング心理学のベテランカウンセラーだった。 「クラスでのプログラムや出来事を毎週振り返り、『その時、何を考えたか』『なぜそういう決断や行動をしたのか』といったことを彼女と深掘りしていく。時に幼少期の体験まで遡り、『無意識の背景』まで探求するんです。こうしたプロセスで、自分の知らない自分を知ることができました」 リーダーシップコーチの方は、より実践的なアドバイスをくれた。「プログラムの中でクラスメートと意見が対立した時など、そのプロセスを検証し、具体的な解決策を教えてくれた。コーチはプログラムの内容を熟知しているので、非常に実用的かつ有益でした」 川名さんが不得手としていたのは、コンフリクトマネジメントだ。つまり、組織やグループ内の意見の不一致にどうポジティブに対処し、問題解決を図るかということ。「昔から人と人との対立に巻き込まれるのが嫌で、自分の本音を人前で堂々と言うことができませんでした。その要因は過去の経験が複雑に絡み合っているとわかったのですが、２人との対話を積み重ねることで、自分の意見をしっかりと言えるようになった。彼らの心理面のサポートは、とても大きな財産になりました」 もう1つ、彼女にとってIMDを選んだ大きな理由は、スイス在住の投資家たちから直接話が聞けることだった。「インパクト投資が世界で最も進んでいるのがスイスなんです。そうした投資家に面会を申し込むにしても、IMDの学生だというとスッと時間を設けてくれる。いろいろな投資家から話を聞けたのは、本当に有意義でした」 今、川名さんはユニゾン・キャピタルで投資先のESG対応を推進する。社内ではパイオニア的存在だ。 IMD卒業後に選択したのは、やはり民間企業。巨大な公的機関にはない、「民間ならではの機動性の高さ」が大きなメリットだと感じている。 「投資というと、どうしても利益優先主義になってしまう。でも今の時代、企業はCO2排出量などの社会問題を無視できません。利益を追求しつつ、社会への貢献度も高めていく −− 肝要なのは、投資を通じてどう我々が社会に貢献しているか投資家に伝える力です。まさしくこの点が、私にとってIMDでの最大の学び。投資家や投資先との折衝の場でも、『IMDのプログラムを経験したからこそ、今自信を持って話せている』としばしば実感します」 ところで、留学した2020年初頭は新型コロナウイルスが一気に世界に蔓延した時期だった。彼女も学び始めた直後の2月、ひと月の自宅待機を経験。それでも翌月には、すぐに対面授業が再開された。「1クラスは90人弱。少数精鋭主義だからこそ、早々と対面が実現できた。IMDスタッフの多大なサポートには感謝しかありません」 その後、プライベートでは5人までの集まりが許可されるようになった。「オフの時にはしょっちゅう、クラスメートの家に少人数で集まって食事会をしました。むしろその方が大人数で集まるよりも近い距離感で話ができ、各人と親密になれた。外出規制が解除されてからは、よく週末にスイス国内を一緒に旅行して、楽しい時間を過ごしました」 いま振り返ると、スイスでの1年間は「とても濃厚なものだった」と話す川名さん。「IMDに行かなければ達成できなかったこと、得られなかったことがたくさんあります」 そして留学時代にできた仲間は、「私にとっての大きな財産。コロナ禍という特殊な環境で、辛い時期を一緒に乗り越えた強い連帯感がお互いにある。彼らは通常の友人たちの、ワンランク上の存在という気がするんです」 川名英里 プロフィール 1989年、大阪府生まれ。京都大学法学部卒業後、野村證券に入社。IBDでM＆Aやエクイティでの資金調達を担当。2020年、スイスのIMDで学びMBAを取得。2021年にユニゾン・キャピタルに入社、現在はインベスター・ソリューションズ・チームズでESG・機関投資家対応を担当する。
- [生成AIのインパクト 企業の「優位性」を高める](https://www.imd.org/news/artificial-intelligence-leveraging-ai-for-competitive-advantage/) - 生成AIの登場からおよそ1年半、世界では依然、その革新性とリスクについて様々な議論が絶えない。では、企業はどのように有効活用し、優位性を確保すればいいのか。産官学の連携を通じて日本の競争力向上を目指すIMDの「日本経営変革フォーラム（JMTF）」は、4月11日、アミット・ジョシ教授を招聘してセミナーを開催した。 ジョシ教授は、AIやアナリティクス、マーケティング戦略を専門とするこの分野の第一人者。当日は日本を代表する様々な企業や行政組織の幹部、約40名が集まり、活発なセッションが展開された。 ジョシ教授はまず、マシンラーニング（機械学習）から生成AIへの進化について解説。マシンラーニングの「パターン認識」がトランスフォーマーによって強化され、AIは「言語の『オートコンプリート（自動補完機）』になった」と指摘。これによって、「AIは文脈（コンテクスト）を理解する」ようになった。 そして、現代の消費者の生成AI活用法について言及（下図）。 では、ビジネスではどのような活用が望ましいのか。代表的なものとしてジョシ教授が挙げたのは、「ナレッジマネジメント（knowledge management）」と「プログラミング支援」だ。 ここで言うナレッジマネジメントは、データ整理やレポートの要約といった地道な作業を指す。生成AIはこうした作業の時間を大幅に短縮する「価値の高い」サービスを提供する。ただし現時点では間違った情報を生成する可能性（ハルシネーション=hallucination）も否定できず、「カスタマー向けではなく、あくまでも社内向けのアプリとしての活用が望ましい」。 さらに生成AIは、「人の不得意な分野を『平均値』まで引き上げてくれる」。加えて、「プロボカター（provocateur、斬新なアイデア・意見の提供者）」としての役割。例えばプレゼンテーションなど、制作した資料へのフィードバックをAIに委ねれば、「『デジタル・ボード・オブ・ディレクター』として活用することもできる」と述べた。 そして見過ごしてはならないのが、現時点での課題だ。ジョシ教授が挙げたのは3点。1) コスト：コンピューティングによる電力や水の膨大な消費、温室効果ガスの排出 2) 倫理性：どう正確性を高め、バイアスを正し、著作権をクリアするか ３）規制：個人情報・著作権保護とイノベーション促進とのバランスをいかに適度に保つか。依然として多くの国々は適切な規制の施行に苦慮。 そして、「今後はいかに多くの人々が生成AIを活用でき、ベストプラクティスを共有できるか、そして適切な規制を設けられるかが成功の鍵になる」と括った。 ジョシ教授の後を受け、一條和生IMD教授が登壇。生成AIが日本に及ぼす影響について端的に解説した。 「日本の労働力不足は今後深刻化する。それを補う『働き手 = replacement』として、生成AIの役割は極めて重要」。さらにその普及により、「初めから答えを教えるのではなく、『正しい問い』を考える力を養う教育が肝要になる」。「IMDも経営者に正解は教えません。正しい解を自ら見つける能力を備えるため、日本も教育制度の抜本的見直しが必要」と述べた。 ジョシ教授はこの後、日本のIMDアルムナイクラブ（EMBA及びMBA卒業生）が催した懇親会に出席。集まった20名ほどのメンバーと、生成AIに関するよりインフォーマルで濃密な対話を交わした。 ### IMDは、スイスとシンガポールのキャンパスを拠点にインパクトある経営幹部教育を世界で展開する世界トップクラスのビジネススクールです。 日本のIMDの活動について詳しくはこちら。
- [【RIETI×IMD ウェビナー対談】「世界競争力ランキング」から見る日本の課題と可能性](https://www.imd.org/news/2024_03_rieti_jp/) - IMDが発表した2023年の「世界競争ランキング」で、日本は64カ国中35位と過去最低となりました。同様に、「世界デジタル競争力ランキング」「世界人材ランキング」もそれぞれ32位、43位と過去最低でした。 これを受け、高津尚志IMD北東アジア代表が2月に行われたRIETI（独立行政法人・経済研究所、経済産業省のシンクタンク）主催の公開ウェビナーに登壇。これらランキングの測定法や基準、順位から見える日本の課題・可能性などについて講演し、経済産業省幹部との公開対談を行いました。 まず高津代表は講演の趣旨について、「順位に一喜一憂せず、現状から何を読み取り、どう活かしていくべきか」「競争力を向上させる建設的・創造的議論を始めるきっかけにすべし」と言明。 「政・経・民・学の各界が垣根を取り払って議論し、多様な知見を活かしていくことが肝要。単純な正解はありません」 「このランキングはIMDによる“人間ドック”のようなもの。毎年結果を知ることで、己の生活習慣を変え、健康状態・パフォーマンスを上げていく。そうした国の指標であることをご理解ください」 ーーなどと話しました。 ランキングは64の国・地域を同じ指標で比較したもので、 １）世界競争力ランキング：企業が持続的価値創造を行う環境をどれだけ育めているか 2）世界デジタル競争力ランキング：デジタル技術の活用・展開が、行政の慣行やビジネスモデル、社会の変革にどれだけ活かされているか 3）世界人材ランキング：企業に必要な人材をどれだけ育成し、惹きつけ、維持できているか ーーの３つが主要ランキングとして知られています。 日本の順位を見ると、１）は過去四半世紀、低落の一途。特に「ビジネスの効率性」の低迷が著しく、その多くが「人材・組織」に起因。また「政府の効率性」の低迷も目立つ。2）では技術・科学基盤の強さが見え、人材・組織を強化すればそれを活かせる。3）は大きな改革の余地があり、政策・施策の構築と運用の加速が必要、といった課題が明らかになると指摘。 さらに1）を構成する4つの因子、20のサブ因子を詳しく見ると、日本の強みとして「雇用」「科学的インフラ」「健康と環境」が、逆に弱みとして「物価」「公的財務」「ビジネスにおける生産性・効率性」「経営慣行」などが浮かび上がると解説しました。 では、これらの課題をどう克服すべきか。高津代表は「ペシミズムを打破し、価値観と施策を一致させること」と訴えました。 喫緊の課題は、「生産性の向上」です。これは「政・官との共創的議論で改善できる要素がある」。日本の経営幹部は、政府や中央銀行の政策に対する不満が非常に強いことも調査で判明。それに呼応して、事業創出や海外人材・資本活用でも他国より劣っていることがわかりました。 では、彼らの不満は現状を正しく認識した上のものなのか。あるいは、認識自体が間違っているのか。そこで高津代表は「企業幹部と政・官の間に相互理解や信頼が欠如している。事実を把握するため、本音の議論と行動が今こそ必要」と説きました。 さらに日本経済の維持・成長には「国内人材の育成、国外の高度人材の誘致、人材の多様化が不可欠」。これを担う管理職の能力や国際経験、語学力を伸ばしていくスキルとマインドセットへの投資を求めました。 「IMDは今後も政・官・民・学のリーダーの方々と対話を重ね、日本の競争力向上に貢献していきたい」 経産省幹部「悲観するのではなく、楽観に基づいた危機感が重要」 後半では、梶直弘・経済産業省経済産業局産業構造課長と議論を展開。梶氏は日本の順位の低下について、「悲観するのではなく、楽観に基づいた危機感にすることが重要」と発言。またスイスやフィンランドなど、戦略的に競争力を高めた欧州の小国から学ぶべき点を高津氏とともに挙げ、治安や文化といった面で世界から評価される日本の良さを活かしつつ、「官民が一緒になって有為な人材の誘致などを推進していきたい」と締め括りました。 ※ 動画はこちらからもご覧いただけます。 IMD競争力ランキングに見る、日本の課題と可能性：Part1 IMD競争力ランキングに見る、日本の課題と可能性 : Part2
- [日経新聞「経済教室」に一條和生教授の寄稿が掲載](https://www.imd.org/news/nikkei_kazuo_ichijo_column/) - 12月6日付日経新聞「経済教室」に、一條和生教授が岡田正大・慶応義塾大学教授との連名による「平成日本企業の失敗 変革導く経営人材、育成急務」と題した寄稿が掲載されました。 論点（日経新聞から抜粋） ○リスク回避性向強く新規市場開拓に遅れ ○グローバル化時代に海外で学ぶ日本人減 ○外部環境にさらされる経営者教育が必須 一條和生教授のプロフィール
- [【事例】「サステナビリティ」で変革。5企業の実践](https://www.imd.org/news/nikkei_global_management_dialogue_2023/) - 11月7、8日、日経フォーラム「第25回世界経営者会議」が東京都内で開かれました。IMDが主催者として企画・進行した5つのセッションを、「サステナビリティ」「組織変革」「リーダーシップ」の切り口で振り返ります。 シュナイダー会長「サステナビリティを戦略の核に」 ジャン＝フランソワ・マンゾーニ学長をモデレーターに、仏企業シュナイダーエレクトリックのジャン＝パスカル・トリコワ会長が登壇。20年前、いち早くサステナビリティとデジタル化を軸にした事業再編に取り組み、産業ソフトウェア、サステナビリティ、デジタル化、電化をリードする世界企業へと移行した軌跡を振り返りました。 現在、同社の事業はデジタル関連事業が45%を占め、70%がサステナビリティ関連のソリューション事業です。企業規模は20年前の4倍、約13.5万人の従業員を擁する企業に成長。一連の取り組みが評価され、2021年「世界で最も持続可能な100社」で首位に。 「多くの企業はサステナビリティを戦略の脇に置くが、私たちは戦略の核に据えた」とトリコワ会長。サステナビリティをパーパス、ミッション、戦略、事業でのインセンティブと連動させた点を強調しました。 事業ではデジタル化と電化を軸に展開。IoT、ビッグデータ、産業メタバース、AIなど最新のデジタル技術を活用したエネルギー管理と自動制御の最適化で、効率的かつ環境負荷が少ない運用に切り替え、化石燃料への依存を減らしたソリューションを提供しています。 「持続可能性の向上は効率の向上から始まると実証できた。単なる技術的進化にとどまらない。持続可能な経済と社会のための基盤を提供している」と強調しました。 また、1990年代に駐在した中国、アフリカでの経験を振り返り「（現地の生活で）エネルギーは生活を送るための『パスポート』だと実感した。一方でエネルギーの開発は環境に負荷がかかる。ならば、少ないエネルギー資源で多くを達成するソリューションを提供しようと考えるようになった。適切なパートナーを選び、事業にサステナビリティを叩き込む。 シュナイダーは、この2つがうまくいっている」と語りました。 ソルベイCEO「サステナビリティと収益性を両立」 ベルギーの化学大手ソルベイのイルハム・カドリCEOとマンゾーニ学長とのセッションでは、サステナビリティに基づいた事業の再編強化について討論しました。 同社はベルギー・ブリュッセルを本拠に世界50カ国以上に展開する大手化学メーカー。2019年同年策定のサステナビリティ戦略「ソルベイワンプラネット」で、気候、資源、より良い生活の3つの領域に投資を集中する取り組みを進めています。 取り組みの一つとしてカドリCEOが紹介したのが、社内炭素価格（インターナルカーボンプライシング：ICP）の引き上げ。二酸化炭素（CO2）の社内取引価格を、相場より高い、１トン当たり50ユーロから１トン当たり100ユーロに引き上げることで、より低炭素な事業に移行するインセンティブとして活用しています。 「ワンプラネット」に基づく一連の取り組みと、事業の収益性の両立について問われたカドリCEOは「サステナビリティと収益性の両立は可能」と強調しました。「持続可能性の取り組みをやりすぎて収益性が下がってるわけではない。社内のカーボンプライシングでインセンティブを与え、持続可能性のプロジェクトをボトムアップでやれているのはワンプラネットという包括的なプログラムがあるからだ」 また同社は事業再編にも着手。2022年、基礎化学と特殊化学の事業を２つの企業に分割、上場する計画を発表しました。カドリCEOは「足かせを外して、全く異なる2つの企業体をつくり別の道のりを歩んで、株主へのリターンを確約させた方がいいと考えた」と説明しました。 ケッペルCEO「サステナビリティで収益を上げる」 シンガポールの政府系複合企業、ケッペルコーポレーションのローチンホアCEOは、同社が造船や海洋掘削設備の建設といった事業から、サステナビリティーを重視したインフラ開発に転換するまでを語りました。 商業施設「ケッペルベイタワー」の改修事業では、太陽光発電パネルの設置やエネルギー効率の高いビル管理システムなどの導入で、同国内の一般的なオフィスビルと比べて50%以上、エネルギー消費量を削減。シンガポール建設庁による、ゼロエネルギーの認証制度「グリーンマークプラチナム」を商業施設として初めて受けました。 「重要なのは、収益性がかなり高まったことだ」と、ローCEOは話し、維持コストが下がっただけでなく、改修後の賃料を通常の10～15%高く設定しても多国籍企業などの人気が高く、2019年と比べ、2022年のビル営業利益が31%増えたと述べました。「私たちは様々なサステナブルに関するソリューションを提供しているが、最終的にそれが顧客のネットゼロの目標到達を支援することにつながる。サステナブルは収益性のあるビジネスになり得る」と述べました。 サステナブル技術を事業に取り入れる際のバランスについて、ローCEOは水素エネルギーを例に「脱炭素化につながるエネルギーとして期待される一方、非常にコストがかかるので早く導入すればいいというものではない。すでに確立した技術の導入でエネルギー効率はすぐに改善できる。バランスを取ることが大切」と語りました。 パナソニックコネクト「3つの変革」が目指すもの パナソニックホールディングス（HD）傘下でシステム開発を手がけるパナソニックコネクトからは、予定していた樋口泰行社長兼CEO（最高経営責任者）に代わり、山口有希子取締役が登壇。同社がすすめる組織文化、事業、オペレーションの変革について一條和生IMD教授と討論しました。 パナソニック出身で、外資企業での経営経験のある樋口社長が、東京への本社移転やすべての役員の個室廃止などに取り組み、フラットな組織作りを目指しています。山口取締役は樋口CEOが社員と同じ場所に座り、社員とフランクにコミュニケーションをとっている様子を語り、「リーダー自らが先頭に立ち、仕事のあり方や、お客様のためになる新しい働き方を社員に伝えている」と説明しました。 並行し、収益性を重視した事業ポートフォリオの再編成にも着手。その一環で、2021年に米国のサプライチェーンソフトウェア最大手「ブルーヨンダー」を買収しました。「ブルーヨンダ―の決断力や行動力、スピード感など学ぶことはとても多い。少人数で大きなプログラムを回していること、経営陣の戦略的な観点、グローバルな視点も学びになる」と高く評価。 組織文化の変革の意義について山口取締役は「大企業病からの脱却は健全なカルチャーを生む。健全なカルチャーがあるからこそ、ブルーヨンダーとの関係性が続く」と、買収との相乗効果を語り、最後に、「パナソニックコネクトが先陣を切っていろいろなことにチャレンジし、情報公開することで、他のグループ企業も社風が良くなったらいい」と、波及効果にも期待を寄せました。 三菱ケミカル初の外国人CEOが進める組織改革 三菱ケミカルグループのジョンマーク・ギルソンCEOは、組織の再構築と日本のリーダー像について高津尚志・IMD北東アジア代表と討論しました。 ギルソンCEOはベルギー出身。化学会社の経営者を歴任後、2021年4月に三菱ケミカルホールディングス（現三菱ケミカルグループ）に代表執行役社長兼CEOに就任しました。同社初の外国人社長として改革を進めてきたギルソンCEOは「これからの時代は地政学的リスクの見極めと、脱炭素化が重要だ」と強調しました。 グループ従業員数約7万人、連結売上高約5兆円の巨大組織。ギルソンCEOによると、M＆Aを繰り返した結果、メールのドメインが５〜６もあるなど、コストの重複が目立っていたといいます。「投資に見合う収益を生んでいなかった」（ギルソンCEO)として、部門統廃合などを促進。その結果、目標を大きく上回る千億ドル規模のコストカットに成功したと言います。「『ホールディングス』 の形態が様々なレイヤーを生み、組織が非常に混乱していました。だからシンプルな組織に再構築しました」 また、外部人材も幹部に登用、疑問があれば声をあげ合う関係を構築し、縦割り組織を改めたといいます。「摩擦があれば火が起こり、議論が始まる。そこからアイデアが生まれ、組織が次のレベルへ進める」とギルソンCEO。 現在は全社員対象の「タウンホールミーティング」を月2回開き、業績共有の場にしていると紹介。社員が自ら変革を語る企画も考えていると話しました。 日本のリーダー像について「日本は目立ち過ぎる人が抑え込まれる」と指摘。決まったことを着実にこなす人材はリーダーではなく「マネジャー」であると指摘、「有能なマネージャーの中に、実はリーダーの素質を持った人がいる。 リスクを取ってリードできる人に任せることが大切」と述べ、自身の任期中に、将来のリーダー候補を見出し変革を引き継ぎたいと語りました。 日経新聞「世界経営者会議」主要記事 ベルギー化学大手ソルベイCEO「サステナビリティと収益性は両立可能」 パナソニックコネクトの山口氏「企業改革で速い決断を」 シュナイダーエレクトリック会長 「持続可能性を根幹に」 三菱ケミカル社長「既存事業の成長が重要」 モルガンスタンレーCEO「14年かけ事業変革」 中国CATL董事「全固体電池に注力、世界のリーダーに」 インテルCEO「シリコノミーが世界をけん引」 米ポストマンCEO「生成AI、API開発の普及に」 リオティントCEO「脱炭素にらみ、技術で最先端に」 キリンHD坪井氏「加点主義の多様性、成長に不可欠」 メキシコ新興の共同創業者｢サボテンレザー｣で課題解決 サントリーHD社長｢生成AI、シニア世代のスキルと融合｣ IMD学長「持続可能性の追求はチャンス」 総括
- [脆弱・不安・非線形・理解不能…「BANI」の時代のリーダー像](https://www.imd.org/news/manzoni_japan_2023/) - 不確実性を表す「VUCA」に代わり、「BANI」（Brittle, Anxious, Non-linear, Incomprehensible）という造語が広まっています。安全と思われたシステムが実は脆弱で、不安が広がり、因果が見えにくく、理解しがたい状況ーーそんな社会で、リーダーはどうあるべきなのか。持続可能な組織の変革に必要な要素とは。 11月に来日したJean-François Manzoni学長が、日本企業の経営幹部とのセッションで講演した内容から、一部をご紹介します。 世界のさらなる変容とリーダーの困難 Manzoni：VUCA（Volatile, Uncertain, Complex, Ambiguous：変動性、不確実性、複雑性、曖昧性）はよく知られていますが、最近ではBANI（Brittle, Anxious, Non-linear, Incomprehensible：脆弱性、不安、非線形性、理解不能性）という言葉も出てきています。 "Brittle"は壊れやすいという意味で、"Anxious"は不安な状態、"Non-linear"は直線的でない、つまり原因と結果が直接結びつかないことを意味し、"Incomprehensible"は情報や出来事が複雑すぎて理解しがたいという意味です。つまり、それだけ世界がより複雑になっているということです。 私は「4つのD」ーデジタル化（Digital）、分散型（Decentralized）、脱炭素化（Decarbonized）、多様性（Diverse）ーという頭文字が好きです。世界の変化を別の言い方でうまく捉えています。 ※BANI:アメリカの未来学者Jamais Cascioが提唱。新型コロナウイルスのパンデミックが引き起こした事象を反映し、VUCAモデルの限界に対応するために提唱されました。 Manzoni：これだけ複雑さと厳しさが増す世界で、リーダーの役割も、より難しくなっています。業績圧力の増大、ディスラプションの脅威、リモートワークの普及、情報の急増、環境問題への対応、若い労働者の要求の増加。多くの課題に直面しています。 Manzoni：世界に目を向けると、米中の緊張を背景に、地政学への関心が高まっています。自国の利益優先の流れが強まり、グローバル化への風当たりも強まっています。 また、「信頼の危機」も起きています。多くの国々でポピュリズムが広がる中、政府は複雑な問題に対し、単純な解決策しか提示できていないようです。ポピュリズムがナショナリズムの最悪の側面を助長しています。 さらに、短期的な利潤の最大化を超えて、ステークホルダー資本主義の観点から企業への圧力も増しています。「ビジネスに良いことは、社会にも良い」とされてきましたが、「あなたたちにとって良いことかもしれないが、私たちにとってはそうではない」との声も聞かれるようになったわけです。 将来を見据えた実行と変革 Manzoni：産業が収斂化し、産業や市場の境界が曖昧になり、異業界の企業が競合するようになっています。以前は、各社の製品やサービスの特徴や機能は似通っていて、競争の環境や見通しもある程度明確でした。しかし最近では、世界中の、業界も能力も異なる企業と競争するようになりました。かつては独立した製品だった携帯電話、音楽プレーヤー、カメラなどが、スマートフォンに統合される、といった収斂（コンバージェンス）が進んでいます。 既存の市場で既存のやり方を最大限に使いながら変革をしていくべきなのです。ここで言う「変革」とは、これまでとは違う新しい事業をするという意味と同時に、既存事業から新しい成長プラットフォームを構築することも含んでいます＝下図。 Manzoni:以前なら、企業は既存事業に85％のリソースを割り当て、変革には15％を充てていましたが、今は半々、あるいは6対4、もしくは4対6の比率になっています。つまり、変革は以前よりもはるかに重要になっているのです。将来に備えて、どのように実行と変革を同時に進めるべきかが問われています。 戦略には、「どこで戦うか」と「どう勝つか」という二つの重要な軸があります。 例えば、自動車業界を見ると、かつては自動車製造だけでしたが、今ではモビリティとしてのサービス提供にも事業を広げています。プロセスも、販売店への納入から、メーカーが直接消費者に届ける方式へと変化しています。動力源も内燃機関から電気、そして自動運転へと移行しつつあります。 携帯電話が接続端末へと進化するのと同じように、既存の能力を活用し新たな市場に進出し、そこから新しいビジネスを生み出すことが重要です。 変革のS字曲線に乗り移る Manzoni：「実行と変革の両方が必要だ」とはいうものの、いざその両方を実践するとなると難しいものです。 理由の一つは、既存のビジネスが順調な場合、変革への緊急性を感じないことがあるからです。また、新規事業は収益性が低いことも多く、成功するためには集中と大量の資源、時間、エネルギーが必要です。 トップマネジメントの認識の不一致も問題になりがちです。変革には業績を上げることと同じくらいの努力が必要であり、やらないことを決めるのも戦略の一つです。 前言を撤回する柔軟性も時には重要です。例えば、IMDの講義形態は、以前は対面が不可欠だと私自身考えていましたが、新型コロナウイルスのパンデミックを経験したことで、オンライン教育の価値を再認識しました。 Manzoni：成果は一般にS字曲線を描きます。最初は戦略やイニシアチブの効果が出にくいですが、その後成長します。利益が低下する時期には新しいアプローチへの移行が必要です。飛び移るには勇気が必要ですが、待ちの姿勢を続けると、その分コストもかかります。 戦略は選択が鍵で、市場の全てのセグメントに参入するよりも、何かを選択し集中することが大切です。また、鋭い選択、持続的な取り組み、柔軟性の組み合わせが成功のために必要です。 経営幹部は、与えられた情報だけで判断するのは危険です。特に、一つの企業文化しか知らない環境にいるのなら、世界の動きに身を晒しておくことが極めて重要です。 Manzoni：企業の能力構築について、IMDのハワード・ユー教授は、最初は小さな試みから始め、徐々に拡大していくと述べています。新しい能力やコンピテンシーを開発する際も、小さく始めて、それが発展すべきコンピテンシーであると判断したら、スケールアップしていくというアプローチを指摘しています。 例えばスニーカーブランド「ナイキ」は、この数年で大きな成果を上げています。 従来のマスマーケティングから、オムニチャネルを通じて個人に合わせたアプローチへと変わりました。その結果、消費者への直接販売の比率が大幅に増加し、従来の卸売りや小売りとの取引比率とほぼ半々になりました。ここまで変わるには、組織全体で新しい能力の開発が必要でした。 自動車、銀行、金融などの産業でも同様に、新たな環境で競うための新たな能力ーDX、データ、AIへの投資が必要です。特に、顧客や消費者との共有データの創出が非常に重要です。 デジタルバンキング業界で知られているシンガポールのDBS銀行も、長年データに投資を続け、今はAIに大規模な投資をしています。 Manzoni：サステナビリティは今や企業戦略の核となっています。事業をサステナビリティなものに転換したい企業は、製品やサービス、ビジネスモデルにイノベーションをもたらすために、事業のポートフォリオを見直します。例えばフランスのシュナイダーエレクトリックは、将来性のない事業を売却し、エネルギー効率化の事業に集中させました。 価値を提供し、また価値の成果を獲得するには、価格設定の戦略、顧客行動の変革、パートナーシップの構築、そして時にはライバルとの連携も必要です。 経営陣のズレを正すには Manzoni：優れたトップマネジメントは、元々優れていたわけではなく、共に働き、協力し合うことで優れたものになっていきます。良い決定を下すだけでなく、一緒により良く働くために改善を重ねることが大切です。 3つの側面で考えてみます。まず、多様な視点を持つチーム構成が重要です。複雑で変化が激しい環境では、多様な視点が解決策をもたらします。 次に、意見が異なっても、最終的には合意して進むこと。活発な議論が必要ですが、多くの経営陣は礼儀正しすぎて、本質的な議論をしていないことがあります。例えば、Amazonが実践している「反対し、コミットする」（disagree and commit）のように、十分に議論した後には、反対意見があっても前に進む決断が求められます。 さて、皆さんの中には「我が社の経営チームは、一緒に取り組む内容に全員合意している」と思っている人も少なくないと思います。でも実際には、多くの経営チームが一致していると思っているが、実際はそうでないことが研究で明らかになっています＝下図。 Manzoni：124社を対象にした調査で、経営陣が自社の戦略の優先順位の高い5項目のうち3項目を正確に挙げられたのは意外と少ないことがわかりました。全員が5つの優先事項を正確に挙げた企業は2社だけでした。また、6割の企業では、3つの優先事項を挙げられた経営メンバーは半分にも満たない状況でした。これが現実です。 Manzoni：経営陣の認識は95%は一致しているのが理想ですが、これほど認識のズレが生じる原因は、経営陣自身がそのズレの度合いを過小評価していることにあります。 経営陣で生じたズレは、職位が下がるほど大きくなります。組織を変え、従業員に明確な経営シグナルを送るためには、一致させるための「レバー」を効果的に操作する必要があります＝下図。 Manzoni：経営陣の行動は、従業員の行動に大きな影響を与えます。また、組織の構造、プロセス、情報技術も影響を及ぼす「レバー」の働きをします。KPI（重要業績評価指標）やインセンティブは、従業員が取るべき行動の方向性を示し、望ましい行動を奨励するための重要なツールです。
- [【日本版】 2023年世界デジタル競争力ランキング  日本は総合32位、過去最低](https://www.imd.org/news/world_digital_competitiveness_ranking_202311/) - IMDの世界競争力センター（World Competitiveness Center,所長:アルトゥーロ・ブリス IMD教授）は11月30日、「IMD世界デジタル競争力ランキング」の2023年版を発表しました。本ランキングは、デジタル技術をビジネス、政府、社会における変革の重要な推進力として活用する能力と態勢を、国・地域ごとに測定、比較するものです。 1位に米国が返り咲き、2位オランダ、3位シンガポールになりました。前年1位のデンマークは4位に。10位以内には、東アジアの3カ国・地域（香港、台湾、韓国）や北欧3カ国（デンマーク、スウェーデン、フィンランド）が入りました。 日本は前年調査から3つランクを下げた32位となり、2017年の調査開始以来過去最低となりました。技術的枠組みや科学的集積における優位性を、ビジネスの俊敏性、規制の枠組み、人材が阻害する構造が変わらないまま低落が続いています。ただ、ビジネスの俊敏性、IT統合などに下げ止まり傾向がみられるなど、今後に期待できる部分も垣間見えます。 IMD世界デジタル競争力ランキング・総合順位 日本の結果 対昨年比：総合順位で前年の29位から32位に下がり、過去最低を更新しました。 因子レベルでは、「知識」が昨年と同じ28位でしたが、「技術」（昨年30位）、「将来の準備」（同28位）がともに32位に下落したことが響きました。 過去５年の傾向： 総合順位では、2019年の23位から今年の32位（9ランク低下）と、低落傾向が続い ています。因子レベルで見ると、この5年で「知識」が3ランク、「技術」が8ランク、「将来の準備」 が8ランク下がっています。 サブ因子の傾向：サブ因子レベルで日本の過去5年の順位を見ると、大きく3つのグループに分けられます＝下グラフ参照。上位グループの「技術的枠組み」（7位）や「科学的集積」（15位）、「IT統合」（16位）における優位性を、下位グループの「規制の枠組み」（50位）、「人材」（49位）、「ビジネスの俊敏性」（56位）が引き下げている構造が維持されたまま低落する傾向が続いています。 上位グループのサブ因子3つの詳細 サブ因子を構成する指標と併せて見ると、最も上位の「技術的枠組み」（2019年2位→2023年7位） は「無線ブロードバンド普及率」（2位）を始め、各指標は10位台もしくは20位台を維持しています。「通信技術の充足度 * 」（26位）の大幅な上昇が目立ちます。 次いで「科学的集積」（11位→15位）では「研究開発への公的支出（対GDP比）」「全特許に占めるハイテク関連特許の割合」「教育・研究開発用ロボットの数」が軒並み６位だった一方で、「女性の研究員」が57位と、課題もあります。 一時20位台に落ちていた「IT統合」（18位→16位）は「サイバーセキュリティ*」の順位の上昇などもあり、この2年で16位まで上昇、5年前より上位につけました。 下位グループのサブ因子3つの詳細 「人材」（46位→49位） では、「教育評価（PISA – 数学/15歳対象）」（5位）、「都市経営*」（9位）などに成果が見られます。一方で「上級管理職の国際経験*」（64位）、「デジタル／技術的スキル*」（63位）、「高度外国人材への魅力*」（54位）の3つが軒並み低いことが響いています。 「規制の枠組み」では、 「企業での外国人雇用と移民法制*」（62位）の低さが目立ちます。また、「技術の開発応用に対する法的支援*」（49位）も前年から8ランク下落しました。 「ビジネスの俊敏性」（62位→56位） では、「機会と脅威に対する企業の対応*」（62位）、「企業の俊敏性*」（64位）、「ビッグデータとアナリティクスの活用*」（64位）が軒並み低く、日本の経営幹部の強い危機感が感じられます。一方、 「産学間の知識移転*」（43位）が前年より6ランク上昇するなど、ペシミズムを超えた挑戦が始まっている可能性を示唆しています。 *：エグゼクティブ調査による指標 指標からみる日本の「強み」と「弱み」 上位10カ国に入った指標 因子 サブ因子 指標 順位 知識 人材 教育評価（PISA – 数学/15歳対象） 5 訓練・教育 高等教育での教員一人当たりの学生数 3 訓練・教育 高等教育修了率（25－34歳人口比） 6
- [IMD アルムナイクラブ日本　新会長に千足聡子さん](https://www.imd.org/news/202311-alumni-annual-meeting/) - 11月6日、東京のスイス大使館公邸でIMDのアルムナイクラブ日本の年次総会が開かれ、新しい会長に千足聡子さん（2015年、EMBA）が就任しました。 年次総会にはアンドレアス・バウム駐日スイス大使、ジャン・フランソワ・マンゾーニIMD学長、そして日本の同窓生ら約70人が集まりました。 マンゾーニ学長は、IMDが近年進めている組織改革や教授陣らの功績について解説。「私たちは、より豊かで持続可能かつ包括的な世界の実現に貢献するリーダーや組織を育成するという、IMDの目的に全力を注いでいます」と述べました。 千足さんに会長職を引き継いだ垣本昌久前会長(MBA 1990)は、約3年間会長を務めました。IMDのここ数年の取り組みについて「組織は進化しても、根底にある文化とDNAは不変です。私が1990年にMBAプログラムに参加したときから変わっていません。学校はブティックのような質と規模を保っていますし、教授と学生の間の緊密なコミュニティも変わらずに続いています」 新会長「IMDならではの雰囲気を守りたい」 新会長の千足さんは「コロナ禍前のアルムナイクラブの年次総会は、例年スイス大使公邸で開かれていました。4年ぶりに、メンバーとこの場で再会できたことを嬉しく思っています。メンバー同士がつながるIMDならではの、この雰囲気を守っていきたいと思っています」 年次総会では、スイス・ビジネス・ハブの職員が、同国の先端の研究開発の実績などを解説。その一つに、ロボティクスを挙げました。事例として、スイス材料科学技術研究所とインペリアル・カレッジ・ロンドンが共同ですすめる試験開発拠点「ドローン・ハブ」の計画などが紹介されました。 アルムナイクラブの新委員に就任した平山誠さん（MBA、 2020年）は、「ロボットの分野での取り組みなど、日本とスイスの間には似ているところがたくさんあると感じています。クラブでの活動を通じ、日本におけるスイスの存在感を高めたいと思っています」と語りました。
- [ビジネススクールで探る「脱成長」](https://www.imd.org/news/degrowth_202311/) - 気候変動と地球環境の劣化が現実のものになるにつれ、成長前提の経済の常識を問い直す「脱成長」（degrowth）の概念が、再び取り上げられるようになりました。金融が専門のKarl Schmedders教授は、タブー視せずに真正面から議論を呼びかけます。 ※2023年6月にスイス・ローザンヌで開かれたOWP（Orchestrating Winning Performance）でのセッションから一部を紹介しています。 Schmedders教授：社会や組織の変革のためには、今回取り上げる「脱成長」のような話題も、避けることなく議論するべきテーマだと思います。様々な方が集まるこの場では、難しい議論になるかもしれません。でも、そこから何かを見いだせたら嬉しいです。 さて、皆さんはグリーン成長（green growth）から利益を得られると思いますか。経済的な価値とサステナブルな目標とを、どう融和させていくべきなのか。 ※グリーン成長：「経済的な成長を実現しながら私たちの暮らしを支えている自然資源と自然環境の恵みを受け続けること」（環境省HP) そこにある「温暖化」 Schmedders教授：現在、気温が大幅に上昇しています。6月14日には、1979年以来、最も高い平均気温が観測されました。 海水温も記録的な高さに達しています。魚は海深くに逃れ、中央アメリカでは餌のない鳥が飢餓に陥っています。北極圏では、氷河の15％が毎年失われています。 Schmedders教授：ここでCO2排出量の推移を見てみましょう。ハワイの火山での観測によると、CO2濃度は1959年以降大幅に増え続けていることが分かりました。私の生きている間に500ppmを超え、子供たちの世代には600ppmになっているでしょう。CO2は50〜200年もの間、大気中に残留します。また、メタンガスは12年程度ですが、CO2の約21倍の温室効果を持っています。さらに亜酸化窒素は120年大気中にとどまり、298倍の温室効果があるとされています。 こうした現状を、皆さんはどう考えますか。アンケートで聞いてみましょう。 「気候変動は迷信だ」「気候変動は現実であり、主に自然現象によって引き起こされる」「人間の活動によるものだ」「情報が多すぎて混乱している。何を信じるべきかわからない」……「気候変動は迷信」と思っていらっしゃる人もいますね。 どう思おうとも、世界中でこの問題を真剣に考えて、我々人間の活動が原因だと結論付けられているのです。各国政府は、解決へのステップを踏み始めているのです。 経済成長の代償 Schmedders教授：GDPは素晴らしいものです。批判もありますが、生活の質、長寿、そして子どもが死なないための、幸せになるための代理指標です。では、私たちは今日までどうやって成長を達成してきたのでしょうか。それは環境破壊によってです。 Schmedders教授：1992年、国連は初めて実質的なCO2排出量ゼロ目標を宣言しましたが、それ以降も、CO2排出量は増え続け、世界のGDP成長率も上昇しています。 豊かな国ほどCO2の排出量が多く、貧しい国ほど排出量が少ない。また、ESGの「Environment」と「Social」の間で対立が生じることもあります。よい環境政策が社会に悪い影響を及ぼすことだってあるのです。 フランスで起きた「イエローベスト運動」を思い出してください。ディーゼル車への増税は、パリ市内に住む富裕層にはそれほど影響を与えませんが、郊外から車で通勤する低所得者層に経済的な打撃を与え、その結果暴動が起きました。 またロシアのウクライナ侵攻で、欧米ではエネルギーの価格の上昇とインフラが起き、食料費が増え、低所得者層の生活が圧迫されました。インフレが起きたのは、中国のロックダウンによるサプライチェーンの混乱が供給を減らす一方、中央銀行による大量の資金供給で、需要が高まったからです。 環境政策による高いコストもインフレに寄与しています。実現しませんでしたが、ポーランドは、戦争とインフレが起きた時、電力料金の高騰を抑えるために、EUの排出量取引制度の一時停止を提案したこともあります。 公平なエネルギー移行 Schmedders教授：ここで経済成長と社会問題との関係について考えてみましょう。 東南アジアでは、「公平なエネルギー移行」（JET）というコンセプトが掲げられています。マレーシアのある大手銀行は、零細の企業や農家などを支援したい。でも政府は気候変動による影響に手を焼いています。経済支援と気候変動の両方に対処しなければならない状況で、片方を犠牲にするしかないのでしょうか。環境を改善し、生活の質も向上させられる「グリーン成長」は実現できないのでしょうか。 生活の質向上にはより多くのエネルギーが必要ですが、大半は化石燃料です。原子力、水力、風力、太陽光などの代替エネルギーの使用が目下の問題でしょう。 私が若い頃にはすでに、洗濯機やテレビなど電化製品を使っていましたが、今みたく、捨てるなんてことはめったにしませんでした。こんな贅沢な暮らしぶり、貧しい国々の人々はいい気持ちはしないでしょう。 アメリカ人が対象の調査で、年収7万5,000ドルを超えると人生の幸福度や満足度はあまり変わらないという研究結果が知られています。洗濯機や冷蔵庫があれば、ゲームや贅沢なフライトは必要ないのです。 サプライチェーン排出量への意識と課題 Schmedders教授：CO2排出には、3つの「スコープ」があります。スコープ1は直接排出を指します。例えば化学工場から大気中に放出されたCO2が該当します。スコープ2は間接排出。自社の事業活動そのものではなく、電力購入や暖房などから発生したます。 そして、スコープ3は「バリューチェーン全体」を指し、出張などでの移動や、製品が販売されるまでの全過程に関わるCO2排出をカバーします。中国で製造されたマスクが手元に届くまでに発生したCO2も含まれています。 ところで、皆さんは自社の「スコープ」の内容をご存じですか？サステナビリティ・レポートを書いたことは？同じことを最近、20人の企業経営者に尋ねたんですが、サステナビリティ・レポートを読んだのは1人だけ、残りの19人は見てもいませんでした。 CO2排出のネットゼロに向けた行程表を作っている企業は多くありません。2050年までのネットゼロ達成を宣言する企業もありますが、それがどういう意味なのかを理解していないところが多いです。新年の抱負みたいなもので、じきに忘れられてしまいます。 どうすればネットゼロにできるでしょうか。大手石油産業企業で、ネットゼロの目標を無責任に立てたトップが、それを達成しないまま退任してしまうという事態が起きています。スコープ3の排出量が取りざたされると、石油産業には都合のいい話にはなりません。エネルギー関連企業がスコープ 3 の目標を達成するために事業を中止するなら、消費者は代替のエネルギーを選ぶか、あるいはより排出量の多い方法を選ばざるをえない可能性があります。 欧米の企業は、エネルギーの多様化に取り組んでいますが、構造が完全に変わっていないので、実現には時間がかかるでしょう。 「ホライゾンの悲劇」を乗り越える Schmedders教授：気候変動という地球規模の問題がある一方、企業役員や政治家は、選挙や四半期の利益など、目先の課題に焦点を合わせがちで、気候変動という長期の課題への戦略や視点を欠いています。気候変動の影響が顕在化する時間軸と、政治経済の領域での時間軸のギャップは、「ホライゾンの悲劇」（tragedy of horizon)という言葉があるほど、大きな課題となっています。 時間軸のずれを解決する方法の一つとして、経営陣のKPIの変更が求められています。短期的な利益追求から、持続可能性と地球規模の影響を考慮した長期視点と行動を促すようなKPIにすべきだというのです。 社内炭素価格の導入で持続可能な経営を 参加者から共有された事例をもとに、Schmedders教授は社内炭素価格（Internal Carbon Price, ICP）を紹介。企業が内部で炭素の価格を設定し、それをビジネス戦略や決定に反映させる、その重要性を強調しました。 Schmedders教授：社内炭素価格（ICP）とは何か。将来の炭素税増税を見越し、企業が長期的な事業計画を立てる際に入れ込むコストです。実際、店舗を建てる際のコストにICPを入れているスーパーマーケットがスイスにあります。ICPを設定することで、短期的にはコストがかかりますが、長期的には新しく建てた工場のCO2排出量を減らせるので、企業は環境に配慮した選択をし、持続可能な経営を実現しています。 私の願いは、マレーシアやインドネシアの農民に直接資金を提供し、ヤシの植樹を広げることで、CO2の吸収を増やし、地球にプラスになる仕組みを構築すること。これほど素晴らしいことはありません。 変革の鍵はインセンティブ どうしたら企業自らCO2削減に本気で取り組むのか。CO2削減の目標を達成できなかった場合、報酬を増やす乗数が適用されないルールや、影響額が報酬の2割に達すると話す参加者もいました。事業評価やKPIにCO2削減の項目を入れ、報酬に反映させるこうした事例を受け、Schmedders教授はインセンティブ設定の重要性を説きました。 Schmedders教授：こうした（インセンティブ施策）取り組みが、状況を変えていくのです。人々はインセンティブに反応する、というのは経済学の原則です。皆、良い人になりたい、世界を救いたいと願う一方で、財政的なプレッシャーやインセンティブに反応するものなのです。 今こそインセンティブを押し出すときです。経営者はこうしたアイデアを実装し、組織全体に浸透させてほしいのです。 グリーン成長の軌跡とこれから
- [【Alumni Interview】経営幹部プログラムで探求したDoingとBeing](https://www.imd.org/news/2023_11_ped_alumni/) - IMDの経営幹部教育コースの一つ「Program for Executive Development」（PED）。松山浩之さんは、2023年5月、同プログラムのすべてのコースを修了しました。「10km走を走り切った後、フルマラソンのスタートラインに立っている感じです」。そう振り返る松山さんに、PEDの学びを語っていただきました。 松山浩之さん：三井物産株式会社フィナンシャルマネジメント第3部内部統制推進室長。1996年入社、経理、税務、財務、リスクマネジメント、内部統制などを担当。米国に4年、豪州に5年駐在。社内制度を利用してIMDへ。2022年11月（FBL）、2023年3月（TBL）、2023年5月（TBL）に分けてProgram for Executive Development(PED)を受講、PED Diplomaを取得。 Program for Executive Development（PED） 組織の上級管理職、経営幹部向けの対面・オンラインプログラム。「Foundations for Business Leadership」（FBL）「Transition to Business Leadership」（TBL)の2つを組み合わせている。 FBL(20日間)：部門横断的なビジネススキル、起業家マインド、意思決定スキル、複雑な状況での意思決定やリーダーシップを身に付ける。 TBL（14日間×2回）:自身の内面と向き合うリーダーシップ開発と、組織変革の実行スキルを高める。 2022年の受講者は19の国籍、15年以上の経験があった。職階は中・上級管理職が74%、Cレベル（経営層）が26%だった。 自分が試されるシミュレーション演習 前半のFBLで松山さんが参加した授業の一つが「ビジネスシミュレーション」。受講者５、６人のチームが、2日間をフルに使い、実際に直面するような、複雑かつ厳しい状況で、チームで成果を生み出す演習型の授業でした。 松山：架空の製品の製造販売事業会社の経営陣という設定で、材料調達から製造管理、マーケティング、財務戦略といった施策を、フェーズごとに具体的な予算配分や売上目標まで立てながら、チームで決めていきます。 フェーズごとに他チームとの競争結果をコンピューターで計算され、評価を受けるのですが、資金不足でイエローカードを出されたり、軌道修正したり、立て直したり。最終的にはKPIの到達度で評価されますが、私達のチームは優勝することができ、みなで喜びを分かち合いました。 事業の判断は、企業なら責任者が担いますよね。でも「シミュレーション」では、たまたま集まった多様なバックグラウンドから成るメンバーで時間的プレッシャーもある中で、合意形成していく必要があり、とても大変でした。 喧々諤々の議論が膠着して、疲れ果てて空気が刺々しくなったこともありました。思うような結果にならず「あの時の判断が間違っていた」と批判するメンバーや、議論に耐えられず、途中で参加度合が希薄となるメンバーもいました。プレッシャーの下で1人1人の資質があらわになるような時間でした。 緊張と重圧に晒され続けたシミュレーションの締めくくり、たどった道のりをメンバーで振り返りました。そこで、松山さんはハッとさせられたといいます。 松山：私は、ある程度議論して、自分の意見が通らないと、自分を閉じてしまう傾向があるんです。そこが自分の弱点だと常々感じていたんですが、シミュレーションを一緒にやったメンバーの人に、そこをズバッと言い当てられてしまいました。シミュレーションの中で「もう、この人興味ないな」と受け取られたところがあったんでしょうね。プレッシャーを受ける中でそのような習性が出たのか、とドキッとしました。 今から振り返ると、プレッシャーを受ける中で、チームとして合意形成をしなくてはならない時に、自分のどのような行動が現れるのか試されていたのではと思います。 マネージャーからリーダーに。社内制度でIMDへ 松山さんは、海外のビジネススクールのプログラムを受講できるエグゼクティブ層向けの社内制度を使って、PEDに参加しました。 松山： きっかけをたどるとオーストラリアの駐在経験です。出向先の企業が現地企業を買収し、両社の組織統合を担当しました。異なる文化の組織、多様な背景を持つ人たちをまとめる仕事は、難しくもやりがいがありました。 米国の駐在経験も含め、9年間多様な人たちが働く職場をマネジメントしてきた経験が自分にはある。これをもっと発展させて、さらに全体を見るリーダーとして組織を変革していく能力を身に付けられたらと、社内制度に応募しました。米国のビジネススクールは以前経験しているので別の場所を、とIMDを選びました。 自己を掘り下げる「インナーリーダー」 FBLを終えた松山さんは、数か月後にTBLに参加しました。MBAのような知識取得が中心のFBLとは違い、TBLは自分の内面に向き合うソフトスキルが中心でした。その中で松山さんが「新鮮だった」と振り返るのが、「インナーリーダー」という授業でした。 松山：モチベーション（動機）、パーパス（目的）、バリュー（価値観）、エモーション（感情）といった、内面を掘り下げる授業でした。プライベートでの生活まで広げ、かつ子供の頃までさかのぼり、文章や受講者との対話を通じて、自分が本当に大切にしているものや自分の気持ちを探求し、言葉にしていきました。理論や実践を学ぶビジネススクールで、こういうこともやるのか、と新鮮でした。 この授業で教わったのが「Doing」（自分の行動）と「Being」（自分の状態）です。仕事で求められるのは「Doing」ですが、「それだけではリーダーとして持続可能とはいえない」と言われました。湧き上がる動機や支える価値観も必要なのだ、と。リーダーのDoingとBeingが、組織においても「Doing」（組織としてのFocus）と「Being」（組織へのEngagement）に繋がります。こういったかたちで自分を探求していく機会はそれまであまりなかったのもあって、仕事だけでなく、これからどう生きるかを考えるきっかけにもなりました。 「急がず一つずつ」を積み重ねていく PED修了後、松山さんは会社にIMDでの学びをこう報告しました。 「ハードスキルとソフトスキルを網羅的にバランス良く学ぶことができました。参加者とのネットワーキングの機会も多く設けられていました。3回の渡航では、毎回体力気力を使い切りましたが、疲労感と同時に充実感を感じることもできました。とても良い経験ができたと満足しています」 松山：受講の間は、10km走を全力で走っている感じでした。普段の仕事に戻った今は、フルマラソンのスタート地点に、もう一度立っているような気持ちです。あれだけ一生懸命走ったのに（笑）。不思議な気持ちです。 学びを実生活で生かすのは、簡単ではなく、こうすればうまくいくという正解もありません。急がず一つずつやっていく。そうしたら少しずつ変わっていく。その積み重ねが大事なんだ、と講義でも教わりました。 変化をあげるとすれば、仕事への姿勢でしょうか。自分らしい仕事を意識しようと思うようになりました。言い換えれば、自分にあったやり方、自分がやりたい方法を意識的に仕事に採り入れていく、という感じです。考えていること、感じていることを皆と共有し、対話しながら仕事に反映させていく。結果的にそれが自分が納得できる働き方につながるのだろう、そう考えるようになりました。 この経験が仕事にどう生きてくるのか、これから見えてくると思っています。 PED動画（詳細はサイトへ→） https://www.youtube.com/watch?v=o72opobJNEg&list=TLGGZLbxbhegZCwwNTEwMjAyMw&t=5s
- [【サントリー】買収後の組織統合を成功させた"magic middle"の力](https://www.imd.org/news/2023_10_suntory/) - 最近、日本では管理職の人気が今一つです。「管理職になりたい」と答えた日本人の割合は19.8％で対象18カ国で最下位。パーソル総合研究所の調査（2022年）で、そんな結果も出ています。他方、管理職の存在は、 知識創造理論の世界的な権威として知られる野中郁次郎一橋大学名誉教授によって組織変革のエンジンの役割を果たす「ミドル・アップダウン・マネジメント」と理論化され、もともと日本企業の強みの一つとされてきました 米蒸留酒大手・ビーム社を2014年に買収したサントリーでも、買収先の組織統合と文化変革を推進したのは、中間管理職でした。新浪剛史サントリー社長とJean-françois manzoni IMD学長との対談で、「マジック・ミドル」とも称された、中間管理職の影響力を理論と実践の両面から探りました。 ※動画対談と過去の記事などをもとに再構成しました。 合併で生まれた世界第三位の蒸留酒企業 飲料・酒類の世界市場に本格参入するべく、サントリーは2000年代に入ると、海外の飲料企業の買収でその布石を打ってきました。 その象徴が2014年、「ジムビーム」で知られる老舗ビーム社の買収でした。 1兆6500億円もの巨額を投じて生まれた新会社「ビームサントリー」は蒸留酒業界では世界3位。世界レベルのブランドと販路を獲得しました。 同時に、サントリーは難しい局面に立たされます。 一つは、負債。実質無借金経営だったサントリーは、多額の負債を抱えることになりました。もう一つが、国や社風の異なる組織の統合とガバナンスの確立でした。 「魔法の中間管理職」が根付かせた「現場主義」 中でも組織の統合とガバナンスの確立は喫緊の課題でした。2016年、ビーム社の経営陣への不満から、生産拠点のひとつでストライキが起きるなど、経営陣との摩擦も生じていました。 サントリーがとった策の一つが、ビーム社の製造や営業の現場に、サントリーの中間管理職を送り込むことでした。 なぜ、中間管理職だったのでしょうか？ まずは理論的なアプローチから。 中間管理職が中心となって組織経営を行うマネジメント手法は「ミドルアップダウンマネジメント」と呼ばれます＝下図参照。 中間管理職の役割を再定義し、その重要性を早くから提唱してきたのが、野中郁次郎・一橋大学名誉教授です。 「知識」という切り口から日本企業の強みを分析した共著「知識創造企業」（1995年）では、知識を生み広め、製品やサービス、システムに具現化するプロセスでの中間管理職の役割に着目。「ミドル・アップダウン・マネジメント」という名前で提唱しました。 企業トップが描く壮大な理論（grand theory)と、現場の従業員が経験する現実（reality)との間には、しばしば矛盾（contradiction)が生じます。ここで両者を結び、理想と現実から新たなものを生み出す、中間管理職の価値を再定義したのです。 「ミドルは、トップと第一線マネジャーを結び付ける戦略的『結節点』となり、トップが持っているビジョンとしての理想と第一線社員が直面することの多い錯綜したビジネスの現実をつなぐ『架け橋』となるのである。（中略）彼らは知識創造企業の真の『ナレッジエンジニア』なのである」（知識創造企業 第五章２「ミドル・アップ・マネジメント」） 「中間レベルのビジネスコンセプトや製品コンセプトを創ることによって、『こうであるという現実』と『こうあるべきだという理想』を仲介するのである。彼らは現実を創り変える―別の言い方をすれば、会社のビジョン（理想）にしたがって新しい知識を工夫しながら創り出すのである」（同、４「ナレッジ・クリエイティング・クルー」） サントリーとビーム社の統合でも、中間管理職が重要なカギを握りました。 当時の狙いを、新浪社長はこう語ります。 新浪社長：中間管理職は上級管理職と一般社員の橋渡し役となり、変革を推進する立場にもなります。派遣された中間管理職はビーム社の文化の変革を推進しました。（中略）現場に派遣された中間管理職は、従業員たちをサポートすると同時にサントリーのメッセージを伝えました。「ビジネスの創出と継続には、本社よりも君たちが不可欠な存在だ」と。 そしてサントリーの徹底した現場主義も、中間管理職を通じてビーム社に根付かせようとしました。 新浪社長：営業や製造といった「現場」に中間管理職を送りました。現場の地位は、本社よりも重要なのです。というのも、そこで消費者と直に触れあい、質の良い製品が生まれるからです。現場でのこうした努力なしに、利益は得られませんし、事業も続けることはできません。だから（本社と現場の）地位を逆転させるべきなのです。現場に派遣された中間管理職は、従業員たちをサポートすると同時にサントリーのこうした価値観を伝えました。「ビジネスの創出と継続には、本社よりも君たちが不可欠な存在だ」と。（中略）でも、これが私たちの価値観なのです。 新浪社長の話を受け、Manzoni学長は”magic middle"（魔法の中間管理職）という言葉で、中間管理職の力を言い当てました。 Manzoni学長：ある人は中間管理職を「永久凍土」呼ばわりしていましたが、ある人は「マジックミドル」だと言っていました。確かに中間管理職は岩と岩の間に挟まれて身動きがとれないことがありますが、魅力的なビジョンと権限を与えられたら、素晴らしい成果を上げられるのです。 この指摘に「我が意を得たり」とばかり、新浪社長も応えます。 新浪社長：まさにそういうことが起こったのです。東京から派遣した中間管理職は大事な役割をはたしました。組織の統合を成功させるために欠かせない存在でした。彼らがはたした役割はとても大きかったと思っています。 買収から8年後の2022年12月期決算で、ビームサントリー社は過去最高の売上を達成。シカゴからニューヨークに本社を移し、2023年10月からは買収後3人目の新社長が就任しました。2022年の同社の従業員エンゲージメントは89点と、サントリーのグループ各社の中でも高いスコアを出しています。同社を含め、サントリーの売上収益に占める海外比率は半分（51.1%）を超えました。
- [【日本経営変革フォーラム】人材の競争力、どう高める？CHROら議論](https://www.imd.org/news/2023-10-jmtf-talent/) - 「日本経営変革フォーラム」は、日本の競争力回復に必要な「三つの変革（DX/持続可能性/タレント）」の実現に向けて、IMDの知見や事例を提供しながら、参加するCXO間の対話や交流を行う場です。10月2日のフォーラムのテーマは、「人材競争力の向上」。日本の代表的企業のCHRO（最高人事責任者）、人事・人材育成や事業経営の幹部が集い、IMDの世界競争力ランキングを起点に、 Misiek Piskorski IMD教授らと活発な議論を展開しました。その様子の一部をご紹介します。 3つのランキングから見えた課題と可能性 フォーラムの冒頭、高津尚志・IMD北東アジア代表が登壇、IMD世界競争力センターが毎年発表している「世界競争力ランキング」「世界デジタル競争力ランキング」「世界人材ランキング」の3つから見える日本の課題と可能性を解説しました。 「人と組織に関わる評価が順位を引き下げている。だからこそ、日本には伸びしろがある」と指摘しました。 １：世界競争力（2023年版） 日本は過去最低の35位に。サブ因子別＝下図＝に課題を探りました。 「科学的インフラ」（8位）「健康と環境」（8位）「雇用」（5位）は世界トップ10に入っています。 一方で「生産性と効率性」（54位）「経営慣行」（62位）「姿勢と価値観」（51位）といった、「ビジネスの効率性」因子を構成するサブ因子の低迷が目立ちます。 高津代表は「経営慣行、姿勢と価値観など、本来、経営幹部・管理職が動かせるはずの人材・組織イシューが競争力全体を引き下げている。これはここに集うビジネスリーダー自身の課題であり、責任ではないか」と問題提起しました。 さらに、日本の企業幹部がサーベイで評価している要素の一部を、2014年と最新の調査で比較。 企業が「社会的責任」（3→2位）や「人材の獲得と維持」（7→4位）を重視する「意識」は世界トップクラスですが、「企業の俊敏性」（55→64位）「起業家精神」（55→64位）「ビッグデータとアナリティクスの活用」（64位）は最下位。また、「マネジメント教育」がビジネス界のニーズを満たしているかについても、順位の低下（49位→60位）がみられました。 高津代表は「意識は高いが、現場での実践や、教育への投資につながっていない」と指摘し、「知行不一致が感じられる」と語りました。また、「日本の回答者は文化的に自らに辛い点数をつけがち、という見方もあるが、回答者の構成をあまり変えていないのに、年々、評価点は下がっている。日本の経営幹部の危機感の高まり、あるいは自信喪失の進行があるのではないか」と話しました。 2：デジタル競争力（2022年版） 日本は63カ国中29位でした＝下図。 「科学的集積」（14位）、R＆Dへの投資状況等を評価する「技術的枠組み」（8位）など科学技術の基盤の強みが目立っています。 一方、「人材」（50位）「規制の枠組み」（47位）「ビジネスの俊敏性」（62位）の低さが目立ちます。 高津代表は「ここでも、人材・組織の弱みが、科学技術の強みを打ち消している。逆に言えば、人材・組織が変われば、強みを活かせる」と指摘しました。 3：人材競争力（2023年版） 日本は過去最低の43位でした。評価を3つの因子に分類して見ると、強みと弱みがはっきり見えてきます。 国内人材への「投資と開発」の項目を見ると、「従業員教育」の優先度合いの相対的低下（30→35位）が目につきます。また「教育への公的投資（対GDP比）」（53位）など、学校教育に関する統計データも芳しくありません＝下図。 評価が高かったのは、国外人材を惹き付ける「魅力」因子でした＝下図。「人材の確保と定着」（4位）への意識や「経営陣の報酬」（7位）の水準、「司法の公正さ」（11位）の高い信頼が目立ちます。ただ、「外国人高度技能人材」に対して、日本のビジネス環境が魅力的かどうかを問うサーベイでは、前年同様54位。「頭脳流出」への懸念（44位）も強く、優秀人材の出入バランスに関する厳しい見方が伺えます。 一方、2年連続低下した「準備」＝下図は過去最低の58位でした。 「上級管理職の国際経験」は、調査対象国の中で最下位（64位）。「有能な上級管理職」（62位）、「語学力」（60位）、「マネジメント教育」（60位） など管理職のスキル不足への危機感が浮き彫りになりました。 高津代表は 「労働人口が急減する中、日本経済の維持成長には、 国内人材の育成、 国外の高度人材の誘致、多様な人材の活用のすべてが必要」と改めて指摘。3つのランキングの分析から、「人材の活用を担うリーダーの能力への投資が、日本がいまだ持つ強みを成果につなげ、競争力を向上させる。ここに伸びしろがある」と話しました。 「若手人材の発掘と集中投資を」 この後、参加者は人材の獲得や育成について自社の取り組みをテーブルごとに話し合いました。多様な人材を惹きつけるために本社機能をシンガポールに移したり、新卒採用で男女比を半々にしたり、選抜型の若手育成プログラムを導入したりと、様々な事例が共有されました。 Piskorski教授：「日本の企業は勤続年数に基づく昇進がいまだ支配的ですが、これは効果的ではない、との見方が強まっています。組織を変革しそうな若い人材の発掘と、そこへの集中投資をしてはいかがでしょうか」 「若い人材には3つの機会を与えてください。異質な環境に身を置くこと（Exposure）、そこで経験を積むこと（Experience）、教育を受けること（Education）。海外や社外で働く、スタートアップに転籍するような経験を積んでもらうことも有効です」 ある企業のCHROは、グループ全体で30～40代前半の社員約100人を幹部候補に選び、3年ごとに研修や重要な業務を経験させる、選抜型若手育成プログラムを紹介しました Piskorski教授：「非常にいい仕組みですね。様々な任務を経験すれば、リーダーとしての意識や能力が高まります。組織は過去の経歴や実績を評価しがちですが、潜在的な素質を測るなど、新しい評価と育成のアプローチも取り入れることが大切です」 人材の流動性を高める 働き方が多様化する中、転勤や異動で経験を積ませるという従来型の人材育成が難しくなったという指摘もありました。また、人材の流動性の低さが日本の課題だとの意見もありました。 Piskorski教授：「金融業界では、ソフトウェア、スタートアップ、フィンテック領域での勤務経験が昇進に必須となってきています。もはや、一つの部門で昇進し続けるという道は減りました。外国での勤務経験や、別部門への異動を昇進の条件にするなど、人材育成の期待値を明確に示せば、社員も受け入れてくれるのではないでしょうか」 「人材の流動性は、自社グループ全体で考えれば、比較的簡単に実現できます。若いリーダー候補を、より変革的な部門や関連会社に送り込む。ヒエラルキー型組織からシリコンバレーの企業のようなフラット型組織に異動させてみる。最初は戸惑うこともあるでしょう。でもそこで適応できるかどうかが、リーダーとしての素質を見る指標になります」 新卒採用の男女比率を半々にした企業からの報告もありました。かつては男性8割、女性2割でしたが、そのCHROは「女性の管理職を3割に増やす」という目標を踏まえて、こう話しました。 CHRO：「役員の3割を女性にすることを目指すなら、採用段階で女性を5割にしないと実現は難しい。女性の方がライフイベントによる休職や離職の頻度が多く、期間も長い、という指摘もありますが、それは男性でも起きています。だから『それは言うまい』と決めています」 Piskorski教授：「大事な取り組みですね。女性幹部候補も早い段階で見つけて、『幹部候補として育てたい』と伝えることが必要です。そうしないと、『私は会社に期待されていない』と思ってしまうかもしれません。明確な期待と投資を示唆すれば、本人も自分のキャリアを意識するようになるでしょう」 海外人材を惹きつけるには 海外の高度な人材を自社に惹きつける取り組みも共有されました。ある事業部門の本社機能を、東京からシンガポールに移転した企業のCHROはこう語りました。 人事責任者：「日本は、道路標識一つとっても日本語だけで書かれていて、外国人のための生活インフラが不足している。優秀な人が住んでくれる環境ではありません。職場では英語を使えても、日常生活で英語を話せる日本人が少なくて不便だという声も多かった」 グローバル展開するメーカーのCHROは、海外から役員級、マネージャー級の人材を日本に呼び寄せる際の苦労を語りました。 CHRO：「日本は暮らしにくい、というクレームはかなり多い。最大のネックは、在住期間が5年を超えると海外での所得も日本で課税されること。そのため、皆、日本に慣れたころに帰国してしまう。なんとかしないといけない」 理系人材を輩出するインド工科大学の卒業生の採用を始めたIT企業のグローバル事業責任者はこう語ります。 「日本で働きたいと言ってくれる人もいる。インターンシップを通じて適性や日本の住み心地も経験してもらっている。英語を社内公用語にした『楽天』は、日本のIT企業の中では人気の就職先で、インド、ミャンマー、ベトナムなどの人材は楽天をまず候補に挙げると聞いた。私たちも、日本語しか使えない職場を変えていかなければいけないと思っている ここでも、Piskorski教授は「若手」に着目するよう勧めました。 Piskorski教授：「年配の人たちが新しい環境で暮らすのは難しいかもしれません。でも、若い人たちは、日本での生活をエキサイティングだと感じてくれることも多いです。日本は今でも『行きたい国』の一つで、世界から非常に人気があります。採用対象の国や世代を広げてはいかがでしょうか。もちろん企業側も、英語で仕事ができる環境を作る必要があります。そうでないとせっかく来てくれても、うまく機能しませんからね」
- [2023年IMD世界人材ランキング【日本版】   日本、過去最低の43位に後退   マネジメント人材のスキル不足が課題に](https://www.imd.org/news/japan-2023-10-world-talent-rankings/) - IMD世界競争力センター（World Competitiveness Center）は9月21日、「IMD世界人材ランキング」（以下世界人材ランキング）の2023年版を発表いたしました。本ランキングは64カ国・地域を対象に、人材に関する国・地域ごとの投資、育成、誘致、準備の状況を公的な統計やエグゼクティブ対象のアンケート結果などをもとに比較。日本は前年調査から2つランクを下げ、過去最低の43位となりました。全体では、コロナ禍で定着したリモートワークに対する評価の変化や、コロナ以前の水準に戻った国・地域、そうでない国・地域の違いが鮮明になっています。 ※世界各国の結果はこちら。 日本の結果 「総合順位」：前年から2つ順位を下げた43位になりました。2019年（35位）以降毎年順位が下がり続け、調査が開始された2005年以降で最低となりました。 ランキングを構成する3つの要素別評価 「投資と開発」:2018年に23位だった順位は、2019年には30位に下落し、コロナ禍が広がった2020年以降、30位代後半に下がりました。2023年も同様の傾向（36位）です。要素を構成する各基準を見ると、企業による「従業員教育の優先度合い」の相対的低下（30位→35位、エグゼクティブ調査）が目立ちます。また「教育への公的投資（対GDP比）」（53位）、「同（対生徒・学生比）」（26位）など、学校教育に関する統計数値も芳しくありません。 「魅力」：2018年以降最も高い23位まで改善しました。エグゼクティブ調査では、「人材の確保と定着」を重視する姿勢（4位）が上位だったほか、「働き手の意欲の高さ」も32位から24位へと大きく改善、「生活の質」の評価（24位）も向上しています。「経営陣の報酬」も高い順位（7位）となりました。「司法の公正さ」（11位）も高い順位にあり、国外人材が働く場としての日本のポテンシャルを示しています。一方、「外国人高度技能人材」が日本のビジネス環境に魅力を感じているかに関しては、エグゼクティブ調査で前年同様54位と低迷しています。また「頭脳流出」の競争力への影響に関する見方（44位）も厳しくなっています。 「準備」：2018年調査では41位でしたが、その後下落傾向が続き、今回は43位でした。エグゼクティブ調査では、「上級管理職の国際経験」への評価が、調査対象国の中で最下位（64位）となりました。また「有能な上級管理職」（62位）「語学力」（60位）と、管理職のスキル不足への強い危機感が示されたほか、「マネジメント教育」（60位）も不十分である、との認識が示されました。 高津尚志 IMD北東アジア代表のコメント 今回の「IMD世界人材ランキング」では、日本の構造的課題が依然未解決である現状が明らかとなりました。 労働人口が急減する中、今後の日本経済の維持成長には、国内人材の適切な育成、国外の高度人材の誘致、人材の多様化（年齢、ジェンダー、国籍、専門領域など）が不可欠です。これらの人材の活躍や貢献の推進を現場で担うのは経営・管理職ですが、ランキングでは、管理職の能力、国際経験、語学力の不足と、管理職教育の未整備が示されました。 経営環境で人材が果たす役割の大きさに鑑みると、日本の総合的な競争力やデジタル競争力の先行きへの懸念を抱かせるものだ、と危惧しています。 逆に言えば、経営・管理職の能力向上への適切な投資（機会、経験、教育の提供）が、日本が持つ科学技術基盤などの強みを開花させる可能性を秘めている、ともいえると思います。 *IMD世界競争力ランキング：2023年5月発表。日本は過去最低の35位。 **IMDデジタル競争力ランキング：2023年11月発表予定。2022年版で日本は29位。 「世界人材ランキング」について 世界人材ランキングは、その国（経済）で活動する企業に必要な人材を、どの程度育成し、惹きつけ、維持できているかを国・地域別に把握する目的で実施しています。今年は新たにクウェートが加わり、64カ国・地域が調査対象となりました。計31の基準からなる、次の3つの要素で評価しています。 ・投資と開発：自国内の人材への投資と育成の状況を測定 ・魅力：国内外の人材を惹きつけ働き続けられる環境を測定 ・準備：自国内で蓄積されている人材の能力・スキルの質を測定 31の基準は、公的統計のほか、世界約4000人のエグゼクティブが回答するアンケートの結果から数値化、3要素の順位をそれぞれ算出しています。また64カ国・地域を「西欧」「南米」「旧CIS・中央アジア」「東欧」「南アジア・太平洋」「西アジア・アフリカ」「東アジア」「北米」の8地域に区分し、それぞれの動向も分析しています。
- [【OWP】グローバル化終焉？への見方を覆す「大変革」の兆し](https://www.imd.org/news/japan-2023-06-owp-day-1/) - IMDの旗艦プログラム「OWP」（Orchestrating Winning Performance）が26日、スイス・ローザンヌのIMDキャンパスで始まりました。今回は47カ国から450人のビジネスリーダーが集い、5日間の日程で世界の潮流を体感し、ビジネスの最新戦略を議論し、学びと対話を重ねます。日本企業も、5社が10～30名の社員をぞれぞれ派遣。様々な国籍からなるメンバーが参加しています。 Jean-François Manzoni学長とDidier Bonnet教授を司会とする参加者の歓迎イベントから、一日がスタートしました。 次に、ジュネーブ国際高等問題研究所教授（IHEID）の Richard Baldwin教授が「グローバル化は終わったのか？」と題する基調講演に登壇。「グローバル化は今、第三の大変革のさなかにある」と投げかけました。 Baldwin教授は、統計データをもとに、工業製品などのモノの貿易からサービスの貿易への移行を指摘。主力のモノの貿易が2018年以降伸び悩む一方、サービスの貿易の成長は加速、新興国の存在感が増しているといいます。 その中で着目するのが、企業向け「中間サービス」の貿易。人事、会計などコーポレート業務の外注化や、それらを集約させた「シェアードサービス」などです。先進国での需要が高い領域で法規制が少ない上に、質の良い教育制度のある新興国で、優秀な人材も豊富だといいます。 こうした構造的な変化を背景に「才能ある低賃金の労働者を持つ国々が、サービスの輸出に参加できるようになる」とBaldwin教授。「製造業からサービスのバリューチェーンへ。工場や産業機器、技術から、都市、サービス、教育のありようへ。何億もの人々が豊かになるにつれ、彼らがたどる発展の道のりは、これまでの25年とは異なるものになるでしょう」
- [【日本経営変革フォーラム】文化、組織、社会。CxOが語る、それぞれの「変革」](https://www.imd.org/news/japan-2023-06-culture-organisation-society/) - 5月11日に開催された「日本経営変革フォーラム」の発足記念イベントでは、日本を代表する企業の経営幹部が登壇し、自らの変革の道のりや課題を率直に語り、参加者と対話しました。その一部をご紹介します。 櫻田謙悟・SOMPOグループCEO取締役代表執行役会長は、近著「失った30年を越えて、挑戦の時-生活者（SEIKATSUSHA）共創社会」をもとに基調講演をしました。 日本のGDPの伸び率の鈍化は、意思決定と行動の遅さによるもの、と指摘。戦後、GDP世界第2位の経済大国に成長した日本が2010年、中国にその座を明け渡すまでを、こう振り返りました。 「日本は変わらなかったのではなく、変わりたくなかった。責任は私たち経営者にある。中国に抜かれるずっと前から、経営者は変わらなければならないと分かっていた。でも安全でクリーンな経済大国で、痛みをとってまでラディカルな変化を受け入れようという、説得力のある議論は起きなかったのです」 日本の今後の使命は、経済競争力の再生のみならず、世界一幸福度の高い国を追い求めること、としたうえで、櫻田CEOは、キーワードに「生活者」を挙げました。生活者を「家族の一員であり、地域社会の住民であり、有権者でもある人」と定義し、「日本を構成する非常に重要なステークホルダー」と位置付けました。「このステークホルダーが議論する中で出てくる答えこそが、私達が目指す姿です。その姿に向かって行動することが必要です」 また、行動するにあたり、3つの要素が必要だと提言しました。 一つ目の「成長」には「イノベーション」と「ダイバーシティ」が不可欠であり、日本は特に「ジェンダー」「年齢」「パーソナリティ」「LGBTQ」の分野が遅れていると指摘しました。 二つ目の「分配」には、成功をたたえ、失敗後に再チャレンジできる土壌が必要だとして、足を引っ張る文化から、失敗を恐れない文化と仕組みへの移行を呼びかけました。 最後の「価値」については、「時価総額だけが企業価値ではない。株主だけに提供する価値であるべきではない」と持論を展開、試みの一つとして、自社の介護サービス事業を紹介。ヘルパー不足という「社会的課題へのチャレンジで生まれる価値を市場に説明し、理解を得て、企業価値を上げたい」と語りました。 「社員との対話はすべてアドリブ」 CEOが本気を伝えるNECのミーティング 一條和生IMD教授をファシリテーターに、3社のCxOが自社の変革の歩みを語りました。 森田隆之NEC代表取締役執行役員社長兼CEOは、組織文化改革の取り組みを語りました。その一つが2021年の社長就任から毎月続けている、社員の対話の場「タウンホールミーティング」。国内は1万人、海外は数千人が毎回参加し、2022年は国内12回、国外14回開いたといいます。 「森田がどういう人間なのかをオープンに発信していく。社員との対話はすべてアドリブで、答えにくい質問にも答え、我々が本気なのだ、と伝えていく」 外部調査会社による、社員のエンゲージメントスコアも測定、中期経営計画では「2025年度までに50％達成」という目標を盛り込み、25%（20年度）、35%（21年度）、36%（22年度）と伸ばし続けています。 また、仕事を通じ、社員がリーダーシップを自ら発揮することで変革の経験できるよう、働く環境の支援と業務プロセスの標準化の徹底を並行して進めていると話しました。 「いろんな情報にさらされる」 本社移転で変わったパナソニックコネクトの空気 かつて新卒で入った旧松下電器産業から、外資系企業などを渡り歩き、2022年、25年ぶりに社長として戻ったパナソニックコネクトの樋口泰行CEO。「会社の嫌だった部分を一つ一つ潰している。優秀な人材がいるのに指示待ちになっている。生産性も上がらないし、正しい戦略に必要な情報も上がってこない」という問題意識から、戦略と文化の変革に取り組んでいます。 まず実行したのは、顧客の8割が集まる東京への本社移転でした。「社員が固まらず、バラバラになっていろんな情報にさらされ続けるうち、徐々に変わり、成長した」と振り返ります。 また、勢品のコモディティ化から脱するために、ソリューションやソフトウェア、複雑系のハードウェアを取り入れ、収益性のある事業モデルへの転換にも取り組んでいます。 「『言われたことをやっていればいいんだ』という“自分の城”を作る組織長を別の人に替えるだけで、嘘のようにコミュニケーションがよくなった。そうした人事が、組織はこういうリーダーを求めているのだ、という社員へのメッセージになる」と、語りました。 「社員の体験向上」で高めるエンゲージメント みずほFGの文化変革 みずほフィナンシャルグループの秋田夏実CCuO（チーフ・カルチャー・オフィサー）は、マーケティング領域で培った考え方を、現在担当する人事領域で活かしていると語りました。 「従来の人事は管理という側面が強かったが、働くことへの考え方が変わり、若年労働者も減っている。そんな中、社員のエンゲージメントをどう高めていくかは、社員のエクスペリエンス（体験）にかかっている」 マーケティング領域での「カスタマージャーニー」（顧客体験）の考え方が、**人事領域でも「社員の体験向上」**という側面で重要になってくると指摘しました。 昨年、150人の社員有志と作ったワーキンググループで、数カ月間、経営陣と討論を続けたといいます。「経営だけで意思決定せず、現場から汲み上げるには自由に意見を言える環境が必要」。その旗振り役として、昨年12月からCCuOに就任、文化の改革を担っています。 「地政学上、日本復活への期待感が高まっている」 IMD関係者も日本の現状について語りました。 イベント冒頭、あいさつに立った一條和生IMD教授は「日本企業の変革をさらに促進したい思いでスタートしました。現状に甘んじず、果敢に挑戦し、克服のためのアイディアをこの場で皆さんと見つけたい」と意気込みを語りました。 また、日本の競争力の低下を指摘する一方で「昨年頃から、地政学上の問題を背景に、日本復活への期待感が高まっている。日本が変革を経て再び立ち上がり、世界の経済・平和の発展に貢献することが日本のミッションではないかという声が非常に高まってきている」などと話しました。 「ビジネス効率性の下落が顕著」 世界競争力ランキング、日本の現在地 高津尚志北東アジア代表は「世界競争力ランキング」の最新データから見える日本の課題を解説。「残念ながら日本は、この25年間で長期低落傾向にある。総合順位は97年の17位から34位に下がった」と述べました。 対象国63カ国中「雇用」「科学インフラ」「健康と環境」では上位10位に入りましたが、「物価」（60位）、「公的財務の健全性」（62位）など、最下位に近いものも。「ビジネス効率性の下落が顕著。2014年（19位）からの8年間で、50位台に真っ逆さまに落ちている」（高津代表）。 各国の経営幹部による回答も厳しい結果でした。「日本企業は俊敏か」という問いへの点数評価は、2014年の4.93点から3.63点に低下。「起業家精神は十分に存在しているか」への回答も同じ傾向で、「デジタルトランスメーション化」にいたっては世界最下位でした。 「これを健全な危機感の発露と見るのか、自信喪失、あるいは諦めの表れと見るのか。いずれにしても、ネガティブなマインドセットはネガティブな結果につながりやすい」と、高津代表は結びました。
- [「善」だけでなく「負」に向き合う。サスティナビリティで企業がすべきこと](https://www.imd.org/news/japan-2023-06-sustainability/) - 5月11日に開かれた日本経営変革フォーラムで、サスティナビリティとイノベーションが専門のJulia Binder教授が登壇し、サスティナビリティ領域での企業の責任と役割を語り、参加した日本の代表的企業のCxOの方々と議論しました。講演部分の一部をご紹介します。 企業の目標設定に欠けているバランス サステナビリティは、とりわけ気候変動に重点を置いた環境に関する課題として解釈されがちです。確かに環境問題は間違いなく重要ですが、この言葉の意味をもっと広げる必要があります。 例えば、ハシナガチョウザメを見たことのある方はいますか？氷河期をも生き抜いた世界最大の古代魚で、多くの危機を乗り越え生き延びてきました。しかし、人間が生態系に与えた影響を受けて絶滅してしまったのです。 ハシナガチョウザメの辿った運命は、私たち人類が生態系に及ぼしている責任を示唆し、生物多様性に迫る危機への注意喚起ともいえます。「第六の大量絶滅」が起きていると述べている科学者もいます。 スウェーデンの科学者たちは、地球に対する人間の責任の範囲を示したフレームワークを提示しました。このフレームワークでは、生物多様性、気候変動、淡水使用の可能性、化学物質の汚染など、人間が保護すべき9つのプロセス「プラネタリー・バウンダリー」が定義されています。 企業にとっての課題は、自社の活動がこれらの事象にどのように影響を及ぼしているのかを理解し、数値化することです。 マッキンゼーの研究でも、企業のサステナビリティに関する目標設定には、このプラネタリー・バウンダリーのプロセス間のバランスが取れていないことが指摘されています。 気候変動はすでに企業目標として取り入れられているのに、淡水の使用や化学・プラスチックの汚染など、他のプロセスについては、目標が十分提示されていないのです。これらの指標を数値化することは非常に難しいという点をおいても、企業がより広く環境面の指標を知る必要があることが、この調査で浮き彫りになりました。従来、企業は政治的に中立な立場をとってきましたが、今や企業の社会問題に対するアプローチが求められる時代になってきています。 また、ダイバーシティとインクルージョンは大きく違うことを念頭に置いてください。性別や年齢、宗教や国籍などの多様性を高めていくことは絶対重要ですが、ほんとうの意味で多様性の恩恵を受けるには、違いを積極的に受け入れ、意思決定の質の向上にまで持ち込む必要があります。 バリューチェーン全体で、人権、児童労働、奴隷的な労働についての問題が見直されています。日本ではまだ、あまり意識されていませんが、世界的には、新型コロナウイルス感染症によって、児童労働の増加、失業率の増加、極度の貧困レベルの上昇など、グローバルな社会としてあってはならない方向へと歩み始めてしまっています。 環境的な側面の測定が難しいことはすでに述べましたが、それは社会的な側面でも同様です。投資家や規制当局、企業は徐々に社会的問題に向き合いつつあります。特に重要なのは、取り組みそのものではなく、その結果もたらされた効果を評価することです。つまり、メンタルヘルス改善のプログラムを何人が受けただけでなく、ジャマイカの人々の健康がどう改善されたかも見るべきなのです。 環境負荷の上に成り立つ「発展」 日本の生活レベルは非常に高く、衛生設備や医療へのアクセスも整備され、雇用率も非常に高い。つまり社会的なニーズはすべて達成されているのです。しかしこの状態も、環境への負荷の上に成り立っているのです。 これは日本に限ったことではなく、世界中で起こっていることです。経済成長によって貧困から脱却できたとしても、必ず環境破壊という犠牲を生んでいます。したがって、経済成長と環境への影響をどのように調和させるか、ということが世界的に大きな課題となっています。 環境と社会の境界を守ることができるよう、誰もがよりよい経済活動を行う必要があるという点においては、いまだに「発展途上国」と言えるでしょう。 サステナビリティがビジネスを変革する 変革し続ける世の中で、企業の社会的な役割も変わってきました。 従来、企業は株主価値をどれだけ大きくできるかということに尽力してきました。しかし今は、企業の成功に関与する全てのステークホルダーの利益の関係性を踏まえた価値の創出に重点を置くようになっています。 変化の激しいマーケットを生き延びる上で、ESGとは何なのかを改めて考えることが重要です。 ESGでは、環境や社会、ガバナンスという３つの領域の要素が、どの程度企業の戦略や運営、報告に取り入れられているかが重要になってきます。 ESGは一定の利益を上げた企業のためのもので、「贅沢なテーマ」とも言われています。しかしそれは本当でしょうか？よいことをする、という考えは歓迎すべきものですが、自社の活動が何にどんな影響を与えるのか、どの程度理解しているのでしょうか。 ESGとサステナビリティは、その違いで誤解が起きがちです。サステナビリティの方がより広い概念で、ESGはそこに内包されている概念だと考えている人もいます。一方で、ESGの方が包括的な用語で、より実用的で具体的かつ計測可能な指標を持つものがサステナビリティだと考える人もいます。 しかしこれらの概念には微妙な違いがあり、それをはっきりさせることが重要です。 ESGは投資業界から生まれてきた概念であり、環境や社会、ガバナンスなどの要素が企業の財務価値や潜在的なリスクにどんな影響を及ぼすのかを評価します。この概念は、投資家や企業に焦点を当てる、外から内という流れの視点です。 一方、サステナビリティは人間と地球に焦点を当てる、内から外へと流れる視点を含んでいます。そもそもサステナビリティは企業が環境や地域社会、そしてより広い社会にどのような影響を及ぼすかをみる概念でした。 負の影響を、どう管理するかが問われている 気候変動の大きな原因を作り出しているエクソンモービルのような企業が、ESGの原則に沿った報告をしているからと「貢献度が高い」と評価を受けています。このような事態は「グリーンウォッシング」の現象を生み出す可能性があります。重要なのは、彼らの報告がは虚偽ではないものの、その活動自体は本来のサステナビリティの理解とは異なっている、という点です。 ESGとサステナビリティに関する議論は変化しつつあります。 「サステナビリティに配慮した経営をすることがビジネスに繋がるか**（”business case of sustainability”）」、つまり、善行は利益に繋がるのか、という議論は大事です。一方で、「企業そのものが持続可能（サステナブル）か」、つまり、企業が社会や環境に対し潜在的に抱えている負の影響を、どう管理し、企業活動を持続していくことができるか（”sustainability case of business”）**、という視点も大切で、議論の軸足はこちらへと移りつつあります。 この変化を推し進めている重要な要素として、規制、顧客からのプレッシャー、投資家、そして人材の四つが挙げられます。世界中で規制が強まり、企業がより多くを開示することが求められています。 また顧客のニーズも変化しており、特にB2Cセクターではより持続可能な代替品が求められています。 B2Bセクターでは、企業が自社のサプライチェーン上の取引先に持続可能な取り組み遵守するよう圧力をかけています。日本でも、持続可能な事業方針を策定し、サプライヤーにもサステナビリティへの取り組みを求める企業が増えています。 また、温室効果ガスの排出問題が注目されており、企業が目標達成のためにどんな戦略をとるかが重要となっています。こうした変化を受け、組織は新たな課題に直面することになりますが、一方で新たなチャンスにもなり得ます。存続と成長には、適応と変革が重要な要素になるからです。 地球環境のサステナビリティによって評価されるという未来を見越し、世界中の企業は自社の慣習を再評価しなければならなくなりました。かつて再生可能エネルギーへの転換で称賛されていた企業が、今やバリューチェーン全体での二酸化炭素排出量の大幅な削減を求められる、といったように。 というのも実は、二酸化炭素排出量の95％が、「スコープ３（自社の事業活動に関連する他社・他者の排出）」によるものだからです。そこでバリューチェーン全体で発生する間接的な二酸化炭素排出量への対応に注目が高まるにつれ、企業は積極的にサプライチェーンに関わることが求められています。 デジタル技術はサステナビリティ戦略で重要な役割を果たしています。最も多く二酸化炭素を排出している供給元がデジタル技術で分かるので、その結果次第で、持続可能な方法で取り組むよう供給元と話し合うか、別の供給元を選ぶかが可能になりました。 企業がサステナビリティに移行している一因には、投資家からのさらなる圧力も関係しています。 日本でのESG投資の積極的な採用は2016年と遅かったものの、今では、かなり注目を集めるようになりました。より厳しい規制が導入されたことでESG投資が増え、企業の環境や社会問題の管理に対する不信感を抱いたアクティビスト系投資家が株主提案を行うケースも増えています。 また、興味深いことに、優秀な人材による圧力も増しています。特にミレニアル世代は、サステナビリティ戦略をしっかり実行している企業を選んで働き続けているという傾向にあります。 ミレニアル世代の2/3 がサステナビリティへの貢献が十分でない会社は「辞める」と答えている調査もあります。また、日本のミレニアル世代も、SDGsへの意識が給与の額より重要だと考えています。そして、ミレニアル世代だけでなく、すべての世代がサステナビリティへの貢献度を重視するようになってきています。 こうしたサステナビリティへの挑戦は、単にリスクとして見るべきではありません。そこには大きなビジネスチャンスが存在し、例えばアジアでは4兆～5兆ドルともいわれる新たな市場ができると予想されています。 企業はこれらの新しい市場セグメントを理解し、新たな価値を獲得するために核となる能力をどこで活用するかを絞らなければなりません。 日本の企業は脱炭素技術の先端に立っており、企業がさらにサステナビリティとESGに取り組むことには大きなポテンシャルがあります。 日本の企業の取り組みの水準は、全体としてヨーロッパや北米に後れをとっています。日本の大企業は中小企業に比べ進んでいるとは言えますが、それでも改善の余地が多くあります。 サステナビリティビジネスをリードするには この変化を乗り切ろうとするリーダーたちがすべきなのは、積極的にリスクを管理し、ビジネスのチャンスを探し出すことです。
- [安定と変革の「両利き」に必要なもの](https://www.imd.org/news/japan-2023-06-ambidexterity/) - 5月11日に開かれた日本経営変革フォーラムに、戦略やイノベーションが専門のMisiek Piskorski教授が登壇し、既存と変革の「両利き」で事業を手掛けるリーダーシップの重要性を語り、日本の代表的企業のCxOと対話をしました。教授の話の一部をご紹介します。 両利きのリーダーの条件 日本経営変革フォーラムの軸である**「三重の変革（デジタル、持続可能性、人と組織）」をやり遂げるには、どのようなリーダーシップが必要**なのでしょうか。私たちは成功したビジネスを運営し、業績を維持しつつ、変革も果たさなければなりません。 そのためには両手で文字を書ける能力、つまり「両利きの経営」が求められます。けれども、たいていは片手でしか書けません。いまの業績に重点を置くか、未来の変革に注力するかのどちらかに偏りがちです。 「両利きの経営」ができるリーダーは、例えば次のような力をバランス良く持つ必要があります。 管理者と変革者：両利きのリーダーは、現行のビジネスをよりよくさせるための能力（管理者）と、全く新しいことを始める能力（変革者）の両方を併せ持つことが必要です。 実行者と実験者：計画性と明確なビジョン、そして常に結果を出す「実行者」であると同時に、変革を達成するために試行錯誤できる「実験者」でもなければなりません。試行錯誤は失敗を伴います。いつ、どこで「実行」と「実験」に取り組むべきかという判断力も求められます。 このように「両利きの経営」とは、異なる二つの能力をバランスよく持ち、現状の業績を維持しつつ、未来の変革に向けて努力するリーダーシップのあり方です。非常に難しいですが、両方のバランスを取ることができれば、ビジネスの持続可能性と成長を両立することが可能となります。 公式と非公式の顔を使い分ける 両利きのリーダーは、管理者とネットワーカーの２つのペルソナを使い分ける必要もあります。言い換えればどんな状況でも集中し、冷静に組織を管理できるペルソナと、人の力を借りることを惜しまず、インフォーマルな権限で影響を及ぼせるペルソナです。本当に変革を望むなら、ネットワーカーになる必要があります。 そんな両利きのリーダーは、約10〜15%しかいないことが私たちの研究で分かっています。 CxOに近いポジションにいるリーダーでも「これまで通りのことをもっとやろう」と考えがちです。それまでそう訓練されてきたからです。ただ、CxOとして貢献するには、新しい変革のビジョンが問われます。 その時点で「自分は何か間違っていたようだ」と気づき、助けを求めることができるのが賢いリーダーだと思います。 リーダーシップの3つのE リーダーシップ力を高めるには 「Exposure（露出）」 「Experience（経験）」 「Education（教育）」 ーーという3つの「E」が必要です。 まず大切なのは、「露出」。どこに住み、どこで働き、何を見たのかが大事です。国内外の異動や転職は、露出の幅を広げます。 次に、「経験」です。既存事業の進化だけでなく、新しい事業の立ち上げ、困難な事業の立て直しなど、様々な経験をし、そこから学ぶことが大事です。 最後に、「教育」です。これは、就業前の「学校」教育を指すものではありません。企業内外での教育研修、ビジネススクールなどでの学び、コンサルティング会社からの指摘などもここに入るでしょう。これらを、仕事や自分の成長にどう生かすかが大事です。 リーダーの育成は、一度きりで終わるゲームではありません。繰り返し試して、それがうまくいけばさらに進め、うまくいかなければ別の方法を試す。そう、私たちは「超人」を目指していることを忘れないでください。両利きのリーダーを目指すのは、途方もない挑戦に思えるかもしれませんが、時間と忍耐、投資が必要です。 変革に挑む時、リーダーの視野が狭いと真の変革はできません。だから様々な改革の中でリーダーが受け入れやすいものを一つ選び、それを少しでも前に進めてみましょう。組織が円滑に回るように、管理者としてのスキルを失わず、かつ、多くのタスクをこなせるように手助けしてみてはいかがでしょうか。 例えば、リーダーが長い間、同じ役割にとどまっていたら、私たちは彼に「6ヶ月間、スタートアップで働いてみたらどうですか？」と提案するでしょう。その言葉に後押しされ、彼らはすぐにトレーニングを始め、状況は改善するでしょう。
- [変わらないために変わり続ける。デジタル変革の3つの視点](https://www.imd.org/news/japan-2023-06-digital-transformation/) - 5月11日に開かれた日本経営変革フォーラムに、デジタル変革が専門のMark Greeven教授が登壇。企業のデジタル変革に必要な視点と事例を語り、参加した日本の代表的企業のCXOの方々と議論しました。講演の一部をご紹介します。 1. デジタル変革の核は「顧客」 現在、非常に多くの企業がデジタルトランスフォーメーションあるいはDXに取り組んでいます。しかしデジタルトランスフォーメーションはなぜ必要とされ、どんな点が重要なのでしょう。 そして、デジタルトランスフォーメーションに取り組んでいる企業は理想とする地点から、今はどの段階まで到達できているのでしょうか。 ここに「鏡の国のアリス」の挿絵があります。 このシーンでは、赤の女王がアリスにこう言います。「アンタの世界ではどうか知らないけど、この世界では、その場にとどまるためには、全力で走り続けなければならないんだよ」と。 未来を変えるには、同じことを続けるのではなく、ゲーム自体を変えなければなりません。DXとは変革であり、これまでの取り組みを強化することでも、今までの事業を自動化することでもないのです。 DXには組織的戦略やリーダーシップ、テクノロジーが重要ですが、テクノロジーは目的ではなく手段であり、目指すべき目標は会社としての成長やインパクトの創造であることを忘れてはなりません。 顧客の嗜好などのデータを知ることで、顧客により価値の高い商品を創造し、将来の顧客の獲得にもつながります。つまりDXの究極の目的とは、企業と顧客の距離を縮めるために、デジタルな体験やサービス、アプリケーションを通じて顧客とデジタルに繋がりを持つことなのです。 2. デジタル変革、3つの段階 アマゾン、アリババなどの企業はかなり早くからデジタルで顧客を獲得していますが、他の企業の多くは、オンラインで商品を売り始めた段階です。 DXに至るには３つの段階が存在します。 第１段階はデジタル基盤の構築、端的に言えばアナログのものをデジタルにすることです。 第２段階は、創造したデジタル基盤から得られたデータやそこから得られる考察を使い、機能をデジタル変革させることです。研究開発、マーケティング、オペレーションなどの社内機能に新しい技術を取り入れれば、働き方も変わります。時間はかかりますが、組織を変えていくことになります。 最終段階は、事業をデジタル変革することです。社内ではなく、顧客に向き合い、データとプラットフォームを使って顧客にこれまでとは違う価値を提供するのです。新しいデジタル・ビジネスモデルの構築です。これが達成できれば完璧ですが、リターンに見合わない費用がかかることも多く、すべての企業がこの段階まで達する必要はありません。 またDXは組織の一部ではなく、全体で実行されるべきものです。DX担当だけでは実現不可能な、チームワークが必要とされる変革であることも忘れてはなりません。 3. ケーススタディ：中国平安保険グループ 既存事業のデジタル化に成功した企業を紹介します。 中国平安保険グループ (Ping An Group) は、DXを組織全体並びに顧客との関係性に導入し大きな成功を収めた企業の好例です。 同社は2003年、のべ15年に渡るDX推進計画をスタートさせました。これは当時非常に挑戦的であり、馬明哲CEOはデジタル技術の可能性を分かってはいましたが、本来、リスク回避傾向の強い保険業界で、先行きが見えづらいデジタル技術の導入は挑戦以外の何物でもありませんでした。 しかし、同社は５年をかけて強固なデジタル基盤を構築し、資産管理アプリで顧客のデジタル体験を向上させるなど、それまでアナログで提供してきたサービスをデジタルでも提供することに成功したのです。 加えて、強力なデジタルプラットフォーム企業が徐々に業界に参入し始めていることに気づいた馬CEOは、さらに変革をすすめるべく、自分とはあらゆる点で異なる優秀な人材に事業を引き継ぎました。そして、収集してきた膨大な顧客データを使い、新たなデジタルヘルス・プラットフォームを開発、大きな成功を収めました。 中国平安保険グループの例は、明確なビジョンと詳細なロードマップを持ち、長期的な視点でDXを推進することの重要性を示しています。 4. ケーススタディ：スイス・シンジェンタ（Syngenta） もう一つの例として、農薬・種子業界を扱う企業であるSyngentaのDXへの取り組みを紹介しましょう。Syngentaが扱う主要な商品は種子であり、保険のようにデジタル化ができません。 しかし、同社は顧客とのつながりを深め、そこから得た情報を商品開発に活用したいと考えていました。 そこで顧客である農家を支援するための様々なデジタルサービスを開発することで、商品である種子自体の価値を高めようとしました。 その一つが農地のパフォーマンスや収穫量の把握を助けるアプリの開発です。このアプリで顧客数が増え、さらに顧客が求めている種子や開発の対象などを知ることができたのです。 しかし同社の変革はそれだけではありませんでした。 顧客のニーズが相互に関連していることを利用し、APIを活用して保険会社やローンプロバイダ、ドローンサービスプロバイダなどとのパートナーシップを構築し、自社商品である種を中心としたエコシステムを構築したのです。 先ほど述べたように、DXの要は顧客であり、デジタル体験やサービス、プラットフォームを生み出すことで、どんな価値を顧客に提供できるかが重要です。もし他社と連携できれば、自社の顧客にさらなる価値を提供できるようになるのです。 5. デジタル変革・3つの問いかけ 最後に、私からの3つの問いかけでまとめたいと思います。 1. 顧客の行動にどんなセンサーを付ければ、そのニーズをより深く理解できるだろうか。 2. 顧客とデジタルに繋がりつづけるためのデジタル体験をどう構築できるだろうか。そのために事業の主力商品をどんなデジタル技術とつなげていけばよいだろうか。 3. 第三者とのどんなデジタル・パートナーシップ（プラットフォーム、エコシステム）を構築／活用すれば、顧客への価値提供を加速できるだろうか。 日本企業の方からは、結局どうやってDXを始め、どこに注力し、どこを目指すべきなのか、よく訊かれます。私なら、顧客との間にある全ての機能やプロセスをデジタル化していくことに投資をするでしょう。 なぜかというと、繋がりがなければ何も始まらないからです。ほかに提案するとすれば、主力商品をピックアップし、そこに関連したデジタル体験を構築することです。 日本の企業がそれをできない理由はどこにもありません。むしろ日本の企業には、いったん決まれば確実に実行する力と、整備されたパイプラインという、強みが２つもあるのですから。 成功の秘訣は長期的な視点を持つことです。始めたばかりの段階ですべてを行おうとする必要はないのです。
- [【IMD学長】危機は変革のチャンス。コロナ禍のリーダーシップ](https://www.imd.org/news/japan-2022-11-imd-president-speech/) - 新型コロナウイルス感染症の流行で、世界中のリーダーが危機に直面しました。IMDも例外ではありません。混乱が続く中、ジャン・フランソワ・マンゾーニ学長は、経営幹部教育のDXを指揮し、リアルとバーチャルを統合させた経営幹部教育の再構築を短期間で実現しました。 リーダーシップの研究者でもあるマンゾーニ学長が振り返る、コロナ禍での変革の舵取りとは。11月7日、東京で開かれたイベントと講演からご紹介します。 収益「9割減」の危機から始まった 11月7日、マンゾーニ学長はアカデミーヒルズの会員制ライブラリー（東京都港区）で開かれた「激動の時代に変革をリードする」に登壇、当時を振り返るとともに、竹中平蔵・アカデミーヒルズ理事長とリーダーシップの定義や現実について語りました。 IMDでは、パンデミック前の経営幹部教育は対面講義が大半で、オンラインは10%程度でした。2020年初めに感染症の流行が広がると、キャンパスの閉鎖や出張の停止、講義のキャンセルが相次ぎました。 手を打たなければ収益の9割を失いかねない局面を、変革のチャンスと捉えたマンゾーニ学長。世界保健機関（WHO）の「パンデミック宣言」が出た3月、「向こう数カ月の予定が真っ白になった」のを機に、講義の再構築に踏み切りました。 「ブレーキとアクセルを同時に、かつ少しずつ踏むという、絶妙なバランスでした」**とマンゾーニ学長。講義に適したオンラインサービス選びやその使い方など、試行錯誤を経て、プログラムは、対面とオンラインを融合させた新しい形態に再構築されました。 「危機下では、なんとなくの合意ではいけない」 リーダーシップと組織行動の研究者でもあるマンゾーニ学長ですが、コロナ禍という危機下で、変革に向けた舵を自ら取ることになった時、鍵となったのが「コミュニケーション」でした。 まず、リーダーの姿勢です。 「トップチームは足並みがそろい、自信に満ちた存在であることが重要でした」**とマンゾーニ学長。そのために重要事項に関する議論と合意形成に、いつも以上に時間をかけたといいます。 「危機下では、なんとなくの合意ではいけないのです。スタッフは恐怖に怯え、自分自身やあなた、そして現状への自信を失いつつあるからです」 次に、前向きな雰囲気の醸成を挙げました。 職員が不安にならないよう、あえてやるべき仕事を与え、忙しくさせたとマンゾーニ学長。また、コロナ禍での投資を「未来へのチャンス」と捉える前向きさや、仲間と共に取り組んでいるという結束感の醸成を意識し、活力とインスピレーションの維持に努めたといいます。 最後に、重圧の中でも高い成果をもたらすための自己管理を挙げました。自身の感情面で支えとなったのが「マインドフルネス」と「思いやり」だったと振り返り、改めて危機下のリーダーの役割を語りました。 「激動の時代には、人々は自信を失い悲嘆にくれるものです。そんな時、リーダーは、悲しみ、不安や不満、時には絶望を乗り越えられるよう、手を差し伸べるべきなのです」 「危機を乗り切るだけでなく、危機後の世界に備え、より強い組織にしなければならないのです」 「偉大な指導者は、健全なシステムを残す」 講演後、竹中理事長と対談したマンゾーニ学長。リーダーシップの定義を改めて問われ「他者を通じて物事を成し遂げること」「そのリーダーがいなければ出せないような成果を出すこと」などを挙げました。 対談では、閣僚経験の豊富な竹中理事長から、政治領域での効果的なコミュニケーションのあり方についても質問が出ました。 それを受けてマンゾーニ学長が例に挙げたのが、燃料税の引き上げ方針を巡り、デモや暴動が起きたフランスの「黄色いベスト運動」。 混乱を招いた一因を「なぜ今このことを議論するのかという、コミュニケーションで大事な局面を(政府が)逃したため」とし、「大事なのは、手を打った場合と、打たなかった場合に起きうることを、ネガティブ、ポジティブ両面から語ることです」と話しました。 最後に「偉大な指導者」として、南アフリカの人種隔離政策の撤廃運動を主導し、後に同国大統領となったネルソン・マンデラ氏の名を挙げました。 「彼は国の実力者に働きかけ、よりまとまりのある国を作り上げました。偉大な指導者は、健全なシステムを残すものなのです」 【関連記事】 IMD学長「規制当局は脱炭素へ断固たる姿勢を」（日経新聞電子版） IMD学長「逆境下、リーダーに創造力と勇気必要」（日経新聞電子版） IMD学長が語る組織変革 リーダーは共感より思いやりを（日経ビジネス電子版）
- [【世界経営者会議ハイライト】「危機でありチャンス」。IMDと企業が見通すサステナビリティの未来](https://www.imd.org/news/japan-2022-11-global-management-conference/) - 気候変動による影響が顕著になる中、持続可能な社会に向けた、企業の迅速、かつ実効的な炭素削減の取り組みは待ったなしです。先陣を切る企業では、逆風をチャンスととらえ、新たな価値を生む事業や技術への投資が相次いで生まれています。11月に開かれた日経フォーラム「世界経営者会議」で、IMD教授陣がモデレーターを務めたセッションのハイライトをご紹介します。 「従来通り」が経営リスク スイスの再保険会社大手・スイス・リー・グループのChristian Mumenthaler CEOは「予測不可能な時代における再保険の課題」がテーマのセッションで、気候変動が企業にもたらす脅威への懸念と、本格化しているCO2削減の企業の取り組みについて語りました。 Mumenthaler氏は、気候変動の脅威は何十年も前から高まっていたにもかかわらず、「世界は多かれ少なかれ無視してきた」と語り、今後、従来通りの事業を続けること自体が経営リスクになるといいます。「脱炭素に移行する中で、ネットゼロでなければ取引できないという姿勢に転じる企業が増える。従来の関係を維持できなくなる恐れが出てくる」 同社では、2030年までに自社の業務のCO2排出量をネット・ゼロにする目標を掲げ、スイスの二酸化炭素の空気回収技術が専門企業「クライムワーク」と10年間で約11億円のカーボンクレジットの購入契約を締結するなど、関連の投資や事業への取り組みを加速させています。 Mumenthaler氏は「ネットゼロを達成するには、排出量削減に加えて大気中のCO2を大規模に回収することが必要になる。いずれ市場が形成されれば、導入コストも下がっていく。（CO2排出抑制の技術や関連事業を）2050年までに石油やガスの産業と同等の規模にする必要がある」と話しました。 「歴史上最も重要な経済変革、最大の投資機会」 こう語ったのは、スイスの富裕層向け金融大手ロンバー・オディエ・グループのマネージング・パートナー、Annika Falkengren氏。 同社は、企業が取り組む事業を温度に変換して検証する「Temperature alignment methodologies」（温度評価法）を独自に開発。昨夏には、スイス連邦評議会と、気候変動に対する企業の取り組みを透明化するための指標「スイス気候スコア」の作成ワーキンググループのメンバー企業としても参画しています。 「サステナビリティーに焦点を当て、移行に備える企業に投資することが我々の使命。顧客に利益をもたらし、長期的な経済成長にもつながる。気候変動に向かって行動できる企業が今後の勝者になる」と語りました。 逆に「環境を犠牲にしてまで目先の利益を追求するような企業は、投資家から遠ざけられ、競争力を失うことになる。ビジネスモデルを変えるための投資をしないと、投資対象から外れていくだろう」とも。 金融機関も、持続可能性の観点でパフォーマンスの改善が見込める、優れた計画を持つ企業を見つけることに重点を据えるようになっている現状も語りました。 「最大のイノベーションのチャンス」 世界企業約200社で作る「持続可能な開発のための世界経済人会議」のPeter Bakker CEOは、「サステナビリティーの主流化は、イノベーションの最も大きなチャンス」と語り、市場の投資判断に「気候変動リスク」の観点を取り入れる必要性を強調。さらに、企業が気候変動に向けた目標達成を実現するための3つのステップを提案しました。 まず、企業が「ネット・ゼロ」の目標を設定すること。現状は30％程度にとどまっています。次に「ネット・ゼロ」の目標達成への移行計画をまとめ、公開すること。これも、まだ15%しか公開していません。「目標を作っても、どう達成できるかを世界に示さなければ達成に必要な資本的支出は信頼できない」とBakker氏。そして三つ目のステップは、現時点の業績に関する指標を収集し始めること。このステップを踏むことで、どれだけ目標へできているかがわかる、と語りました。 全てのセッションが終わり、総括に登壇した Jean Francais ManzoniI MD学長は「危機でもあるが素晴らしいチャンスでもある。ただ、あまりに先延ばしにすると、技術革新に乗り遅れる」と語りました。 日経フォーラム「世界経営者会議」とは 毎年11月、世界のビジネスリーダーや政治家が世界経済やグローバル課題について議論する国際ビジネスイベント。日本経済新聞社、IMDなどが主催しています。2022年のテーマは「逆風に挑む創造力 （Countering Headwinds with Creativity）」 関連記事 再保険のスイス・リーCEO「気候変動、経済代償大きく」（日経新聞） 金融大手ロンバー・オディエ「持続可能性、投資の好機」（日経新聞） WBCSD代表「気候変動リスク、企業は排出ゼロ目標を」（日経新聞） IMD学長「逆境下、リーダーに創造力と勇気必要」総括 - （日経新聞） IMD学長が語る組織変革 リーダーは共感より思いやりを（日経ビジネス） Swiss Re CEO: Negative effects of the pandemic may last for “two decades”(I by
- [1日50万件の情報で企業の違反フラグを把握。焼却炉から水素製造。スイスで広がるESGビジネス](https://www.imd.org/news/japan-2022-11-esg/) - スイスにはESG経営領域のサービスや知見を提供する企業や研究機関が数多く集積し、独自のエコシステムが生まれています。その魅力を伝えるセミナー「スイスを活用したESG経営」が、2022年10月、東京・駐日スイス大使館で開かれました。その一部をご紹介します。 セミナーではまず、高津尚志・IMD東アジア代表が、「企業の新たな世界戦略に、スイスがいかに貢献できるか」をテーマに、ESG経営を支援する同国の魅力を紹介しました。 IMDが毎年発表する主要ビジネス系ランキングのトップクラスの常連で知られるスイスですが、ESG経営に関する活動も盛んです。 持続可能な企業戦略作りを進める企業幹部のアライアンス「Swiss Boards for Agenda 2030」や、世界企業約200社で作る「持続可能な開発のための世界経済人会議（WBCSD）」など、ネットワークや知見が蓄積がも集まっています。IMDでもWBCSDと連携し、持続可能な事業を担うリーダーの育成プログラムや“Leading Sustainable Business Transformation”などの短期プログラムも用意しています。欧州の主要ビジネススクールとともに気候変動の調査研究教育「Business school for Climate」も運営しています。 高津氏は「ESG経営というテーマは、出来合いの答えのないテーマ。となると、答えが生まれる環境に身を置く意味は大きい。最先端の知に常にアクセスできる環境や創造的な対話を通じ、自ら知の進化にかかわれる。自然豊かな地域で、人間のありよう、生き方を考えながら経営に関われる、という意味でも、とても魅力のある国だと思います」と語りました。 1日50万件の情報処理でESG経営の「足元」を把握 データプロバイダーと呼ばれるESG関連のデータ供給企業は現在、世界に200社以上あるといわれています。その最大手でスイスに本拠があるレプリスク日本法人の久世素子さんが、企業のESGリスクを体系的に特定・評価する自社のESGリスクデータベースとその活用方法を解説しました。 ESG関連データの評価の元になる情報のリソースは大きく分けて二つ、と久世さん。一つは、企業のCSR報告書などの開示情報。もう一つは第三者機関が独自に集めた情報。同社の場合「企業の開示情報には一切頼らず情報を集めている」（久世さん）。同社のESGアナリスト約120人とAIをかけ合わせ、毎日50万件の情報を分析しています。「今、足元で起きているESGリスクを把握するのに役立っている」。企業が積極的に開示しない情報も含んでいるため、実態の伴っていない企業の環境対策（グリーンウォッシュ）のリスクも「軽減できる」といいます。 同社では、2007年以降のネット上の関連データを全て蓄積、世界中の国の様々なセクター約21万4000社の膨大な企業情報を蓄積、これまで大手投資顧問会社、S&P、NASDAQ、国連機関も含め、500を超す組織に提供してきました。 さらに同社の独自指標「RepRisk Index」で企業をレーティングし、過去の出来事から将来の展望まで、「国連グローバル・コンパクト」の10原則で一つでも違反しそうなリスクがある企業には、「違反フラグ」を立てリスク監視を強化しているといいます。 日本企業が手がけるイノベーション スイス製品の輸出促進や日本企業の進出支援を担当するスイス・ビジネス・ハブの松田俊宏投資促進部長は、同国でESG関連の事業を展開している日本企業を紹介しました。 「サクセスストーリーと言っていい事例」として、松田氏が挙げたのが日立造船イノバ社。同社は、もともと日立造船が2010年にスイスイノバ社を買収して誕生した日立造船の子会社で、チューリヒを拠点に欧州の焼却炉製造ではシェア40%を超えています。2022年4月から、ごみ焼却炉で発電した電力を利用して、水素を製造するプロジェクトに着手しています。水素はスイスのガス事業会社の Messer Schweiz AG が買い取り、産業用途および地方公共交通機関や自家用車の燃料に使われる予定で、年間供給量は約200トン。水素自動車が約2000万キロ走行する量に相当するといいます。 ほかに、バーゼルの有機ELパネル材料の開発企業を独企業から引き継いだ出光興産の事例など、スイスの立地や資源を生かし、成長している日本企業事例も紹介されました。 関連情報 スイス・ビジネス・ハブ 輸出促進部 tokyo.sbhjapan@eda.admin.ch 電話番号：+81 (0)3 5449 8434 投資促進部 inquiry.jp@s-ge.com 電話番号：0120 844 313
- [【解説】ミシュラン、ハイネケン…欧州製造業DXの現在地](https://www.imd.org/news/japan-2022-11-digital-business-transformation/) - デジタル技術を使った新たなビジネスが、その業界の構造を根こそぎ変えてしまう「デジタルディスラプション」。IMDのGlobal Center for Digital Business Transformation（DBTセンター） では2年に1度、14の主要産業のデジタル・ディスラプションの状況を追跡した調査書「Digital Vortex」（デジタルの渦）にまとめています。調査にあたったDBTセンターの横井朋子研究員が、最新調査から見えた状況や事例を、製造業を中心に日本でのイベントで解説しました。新著や5月の登壇イベントと併せ、ご紹介します。 横井朋子（よこい・ともこ） IMD Global Center for Digital Business Transformation 研究員 兼 アドバイザー。 B2B／B2C業界のシニアエグゼクティブとして20年にわたりDXやマーケティング業務に従事。大企業とスタートアップの双方のデジタル課題を熟知している。実務経験に基づく独自の洞察を「Forbes」「MIT Sloan Management Review」「Harvard Business Review」などに寄稿。共著に「ハッキング・デジタル」「ビジネス変革を実現・加速するためのベストプラクティス」など。 調査は、70カ国の14業界の大企業役員に実施、2000超の回答を分析しました。「2019～2021年で、大半の業界がデジタルの渦の中心に近づいていることが確認されています」(横井研究員) デジタルディスラプションの影響を最も受けている業界はメディア、娯楽、小売、通信、テクノロジー製品・サービスの５つ。 デジタル化でもたらされた「渦」の中心に近づいている業界ほど、ビジネスの変革に迫られているようです。 調査では、回答者の41%は競争激化で、1〜3年ごとに組織改革を迫られていると答えました。うち23%は毎年組織改革する構えがあると答えています。今後5年で、各業界の上位10社のうち3分の1以上の顔ぶれが入れ替わるという見方も多かった、と横井研究員。 自社のデジタル戦略が「ない」と答えた企業は2割を下回ったものの、「本来の目標を達成できていない」自社のDXプログラムが87%に上るなど、導入に苦慮している様子も見えてきました。この理由について横井研究員は「スキル不足、曖昧な目標、組織変革よりも技術に焦点を当てすぎている点」とみています。 また、部署ごとに戦略を作っていると答えた組織は4%まで減っていることから、散らばっていたデジタル戦略が組織全体に統合され、一元化が進んでいることがうかがえました。「部署ごとの戦略ではプロジェクトが重複しがちで、その分コストや手間がかかります。一方、組織的なデジタル戦略に取り組んでいる組織ほど、業績は好調です」（横井研究員）。 製造業界は、渦の周縁に「とどまっている」ことから「多くの企業は旧来のコスト構造やバリューチェーンに悩まされており、デジタルディスラプターと争えるだけのインフラや構造になっていません」。 製造業界の幹部の半数以上が今後5年以内で変化の加速を予測し、4割が機械の活用など、デジタルディスラプションへの対応などに意識的に取り組んでいる傾向がみられました。 ミシュラン、ハイネケンのDX事例 横井研究員は、企業のデジタルガバナンス（デジタル領域の管理や構造設計）の事例をいくつか紹介しました。 まず、130年の歴史を誇る仏タイヤメーカー・ミシュラン。同社が1900年に始めた「ミシュランガイド」は、車の移動に飲食や宿泊など「楽しみ」の付加価値をつける、先進的な取り組みで、自動車の需要喚起を目指したことで知られます。近年は、他社との価格競争、カーシェアリングなどの新規事業などが広がる中、タイヤの「スマート化」を目指しましています。 タイヤに埋め込まれたセンサーから届く、走行距離、圧力や温度などのデータをもとにタイヤを管理するコネクテッド・モビリティ技術を開発、適切なルート提案など顧客の輸送コスト節減も保証する数年単位の契約事業を始めました。タイヤ製品の販売から、顧客のパフォーマンス向上に寄与するサービス事業への転換を進めています。 「デジタルチームが同社の組織全体のDXのイニシアチブをとり、事業、製造現場とともに、IoT、デジタルイノベーション、AI関連のツールとサービスの構築に焦点を当てました。現在、2030年までにタイヤ以外の事業収益を20%から30%に増やすことを目指しています」（横井研究員） 180カ国で展開するオランダのビールメーカー「ハイネケン」では、レストランやホテルなどBtoB事業のDX化を進めてきましたが、クラフトビール販売のECプラットフォームの事業化では、全く違うアプローチをとりました。 ベンチャー企業「BeerWulf」を設立、本体から切り離した経営形態をとることで、クラフトビールの醸造所と消費者をつなげるECプラットフォームなど、独自のデジタルアーキテクチャを迅速に構築、2019年の創業からわずか数年で11カ国まで拡大しています。 【横井研究員・イベント登壇のお知らせ】 5月24～26日に開かれる「DIAMOND ハーバード・ビジネス・レビュー HBR100周年記念フォーラム」に横井研究員が登壇します。3日目の26日に「デジタル・トランスフォーメーションの本質」をテーマに講演します。テーマと概要は次の通り。 💡 デジタル・トランスフォーメーション（DX）は、最大9割が失敗に終わると言われている。しかしその原因はテクノロジーではなく、人材、プロセス、文化、そしてCDOへのプレッシャーや責任範囲にあるという。本講演では、IMDでDXの研究を行う横井朋子氏に、DXを成功させるための重要なポイントを聞く。さらに、「デジタルに対する責任」や「AI倫理」といった、これからのDXに欠かせない重要な視点についても解説する。 【聞き手】小島健志 DIAMOND ハーバード・ビジネス・レビュー編集部 編集長 （サイトより） 【新刊】DXの「どうやって」を解き明かす。IMD DBTセンター研究者らが「ハッキング・デジタル」発刊 記事で紹介した製造2社の事例も含め、世界のDXの実践をまとめた「ハッキング・デジタル」の邦訳版が発刊されました。マイケル・ウエイドDBTセンター所長を始め、横井研究員も共著者として参加しています。序章の一部をご紹介します。
- [IMD’s revamped MBA recognized as Program of the Year by Poets&Quants](https://www.imd.org/news/imds-revamped-mba-recognized-as-program-of-the-year-by-poetsquants/) - IMD’s newly redesigned MBA program has been awarded the coveted title of 2024 MBA Program of the Year by Poets&Quants, the renowned media outlet for business education. This award recognizes the renewed focus of the MBA curriculum for 2025, which embeds artificial intelligence both as a topic and as a learning tool. "This is a
- [BPSEで学んで〜　田中義久 / パナソニック オペレーショナルエクセレンス㈱](https://www.imd.org/news/interview-bpse-1/) - 昨年6月、パナソニック オペレーショナルエクセレンス㈱ 執行役員の田中義久さんは IMDのシニアエグゼクティブ向けプログラム「Breakthrough Program for Senior Executives（BPSE）」に参加した。10日間という短期集中型のプログラムで、彼は何を学んだのか。 海外勤務経験がない田中さんがBPSEに参加しようと決めた理由は、「ステークホルダーの国際化」。リーダーになる人間には国際的な視野が必要、と考えたからだ。 それまで仕事で英語を使う機会はほとんどなかった。ゆえに「通常の英会話学校では受講に間に合わない」と判断し、 MBA（経営学修士）に取り組む人々を対象とした英会話学校に入学した。 「授業は週1回、2時間でしたが、週に15～20時間は勉強しないとついていけないような課題が出た。非常にシビアな内容でした」。スクールは4カ月ほどで終了。あとは独学で語彙力を磨き、延べ９カ月ほどかけて英語力を身に付けた。 田中さんはパナソニック（当時の松下電器）に新卒で入社。経営企画や社長秘書、渉外といった本社系の業務、BtoBのICTに関わるシステムソリューション事業、車載機器事業といった分野をそれぞれ約10年間にわたり経験した。 「私は国内での仕事経験しかなかったので、上司からは海外での研修プログラムを勧められました。弊社の幹部研修はそれまで社内研修がメインでしたが、2021年に大きな組織再編があり、社内研修も見直すことになった。しかし利用できるような研修がなく、海外のビジネススクールをいろいろ探してIMDのプログラムを知りました。参加者の多様性が米国などに比べて豊かな欧州のビジネススクールということで、IMDを選んだのです」 10日間のプログラムは大きく分けて2つの異なるパートから構成。1つはコーチングなどを通じた自己理解の促進、もう1つはケーススタディを含め、変化が激しい世界のビジネスの最先端や企業変革を学ぶものだった。 コーチングセッションは5人の参加者が1つのグループを作り、コーチが1人ずつ付く。コーチングはコーチとだけではなく、メンバー間でも行われた。田中さんにとっては「とてもパワフルで、驚きの連続」だった。 コーチングセッションでは、事前に自己理解と内省を促す課題が出た。自己の来し方を振り返り、熟考。「プライベート」と「プロフェッショナル」の双方が充実していないと、個人として満足いく状態にならないからだ。 「セッションはチームメンバーそれぞれが人生のかなり深い話を共有するところから始まります。その後も様々な協働作業を行いながら、お互いに性格や価値観についての理解を深めていく。参加者同士のコーチングでは私が『こういうことをしたい』と言うと、他の参加者から『あなたには向いていない』『別の方法がいいのでは』などと指摘されました。私の性格分析では『ウィニング（勝利を得る）』と『エンデュアランス（忍耐）』の評価が低かったので、ベンチャーやスタートアップのリーダーには向いていないという結果が出、自分でも納得しました」 自分の部下や上司から360度の評価を受ける課題もあった。それらのフィードバックで、彼は自己の価値観を的確に見つめられたという。 「日本の会社員は自己の価値観を整理し直す機会があまりないように思います。私自身もそうでした。ですからいろいろな指摘やフィードバックを受けると、自分にとって楽しいことや喜びを得られることを改めて認識できる。私もある程度年齢がいっているので、全く経験がないことや不得手なことより、自分の性格や過去に満足感を得た仕事を踏まえ、次のステップや夢に挑戦していく方が合理的だと思いました」 日本の大手企業では人事部や上司次第でキャリアが決まる傾向がある。自分で考え抜いて物事を決めたり、キャリアを主体的に構築したりすることがあまりなかったことに改めて気付かされた。 ケーススタディのセッションでは、DXやデジタルディスラプション（破壊的イノベーション）など、企業の組織風土を急速に変えつつ戦略を構築することを学んだ。 「最も印象的だったのは組織風土、いわゆる企業文化に着目した学びです。日本の大手企業はそれほど人が入れ替わらないので、良くも悪くも『うちの会社はこうだよね』という文化が根付いてしまう」 さらに日本では、組織風土だけに焦点を当てて議論する傾向があることに気付いた。「例えば上司との会話、部下との会話はこうあるべきだ、といったような……。ところが戦略や評価制度、組織構造などは、組織風土の議論とは全く切り離されて決定・改変されることが多い。つまり、ヒエラルキー型の組織風土でフラットな関係づくりを進めようとする、といった不整合が起きてしまうのです」 「肝要なのは、あらゆる要素が組織風土に結びついていると捉え、 一貫性を持ってアプローチすること。それを学べた点が非常に大きかった」 最後のまとめでは、自分の目標を成功させるために今から3か月以内でできるアクションプランを列挙し、プレゼンする課題が出た。 「参加者は、CEOも含めた経営幹部職や執行役員クラスが5割ほど。平均年齢はほぼ50歳でした。彼らにとって次のステップを目指すのは当然なのでしょうが、そういう姿勢には刺激を受けた。皆、強い精神力を持ち、運動をしていて肉体的にも健康な方々が多かった。海外企業の場合、リーダーは最初からリーダーとして会社に入ることが多く、すぐに結果を出さねばならないプレッシャーを受ける。自覚を持って仕事をするというのはこういうことかと触発されました」 帰国後、田中さんは学びの大切さを改めて周囲に説いた。 「もっと自分で学び、もっとチャレンジして成長しようという姿勢を自分がまず先導し、周囲も共感してくれたように思います。BPSEを経験して、本当の意味での成長の重要性を伝えられるようになった。英語力を上げることも大事ですが、それ以上に新たな学びを得ることが重要ですし、成長すればチャンスが広がることを改めて実感しました」 田中義久 (たなかよしひさ ) プロフィール パナソニック オペレーショナルエクセレンス（株） 執行役員渉外本部本部長。2022年11月にOWPシンガポール、2023年6月にBPSEに参加。
- [Making an impact at home: New report outlines IMD’s contribution to the local and regional economy](https://www.imd.org/news/leadership/updates-making-an-impact-at-home/) - Well-known for its learning programs on the international stage, IMD has now received recognition for its economic impact in the city of Lausanne and the Canton of Vaud, which has been measured at an estimated 360 million Swiss francs in 2018. This is one of the key findings of a recently completed Impact Report which
- [Smart Cities: Swisscom and IMD partner again to help cities digitize](https://www.imd.org/news/strategy/updates-smart-cities-swisscom-and-imd-partner-again-to-help-cities-digitize/) - Smart City initiatives generally lack an operational framework that would guide the process undertaken by the heads of public entities. It was on this basis that IMD and Swisscom joined forces two years ago to develop the Smart City Piano, which is a real step forward in the digitization of cities. Since then, various projects
- [Future proofing and turbocharging organizations – IMD wins coveted award](https://www.imd.org/news/transition/updates-imd-wins-brandon-hall-awards-2019/) - IMD Professor Robert Hooijberg and Research Associate Nancy Lane were recognized for their case Future-proofing the AIA Investment function: A partnership between AIA, ALC and IMD. It won a 2019 Brandon Hall Group Excellence Gold Award in the category Best Learning Program Supporting a Change Transformation Business Strategy. The case showcases how the AIA Group’s Investment department, its Leadership Centre
- [IMD team wins highest prize for its work transforming organizations in the 2019 EFMD Excellence in Practice Awards](https://www.imd.org/news/leadership/updates-imd-team-wins-highest-prize-for-its-work-transforming-organizations-in-the-2019-efmd-excellence-in-practice-awards/) - The winners of the 2019 EFMD Excellence in Practice Awards have been announced and IMD has once again received international recognition for the excellence in its learning and development programs. This year IMD Professor Misiek Piskorski has won a Gold Award in the Organizational Development category for their case study titled: “SCB & IMD: Accelerating
- [Deep cultural change journeys for senior intact teams](https://www.imd.org/news/digital/updates-imd-and-dtac-deep-cultural-change/) - By 2019 dtac, the third largest cellphone operator in Thailand, was beginning to see results from the strategic turnaround it had started the year before. But much remained to be done regarding the culture of the organization to match the strategy. The group needed to shed its command-and-control hierarchical culture and transform itself into an
- [Absa and IMD celebrate empowering Africa's tomorrow, together – one story at a time](https://www.imd.org/news/leadership/absa-and-imd-celebrate-empowering-africas-tomorrow-together-one-story-at-a-time/) - Absa, one of Africa's largest diversified financial services providers with almost 37,000 employees in 12 African countries, partnered with IMD five years ago to design four distinct learning journeys for the bank's young talent, middle managers, and senior executives. Today, alumni from the different programs and years gathered at the IMD Absa ADP Alumni event
- [New Zealand displays resilience, topping research-led Index on sustainable trade](https://www.imd.org/news/sustainability/new-zealand-displays-resilience-topping-research-led-index-on-sustainable-trade/) - The island nation in the southwestern Pacific Ocean – whose largest trading partner is China – with exports there totaling $20.76bn in 2023, of which $2.33bn was in services – topped a list of 30 economies measured for the third year running. The United Kingdom (UK) was second and Australia third in the Index, which
- [Five IMD faculty included in The Case Centre’s Top 50 Bestselling Case Authors' list](https://www.imd.org/news/five-imd-faculty-included-in-the-case-centres-top-50-bestselling-case-authors-list/) - Five IMD professors have made it onto The Case Centre’s list of Top 50 Bestselling Case Authors for 2023/24. The list includes Professor Emeritus of Marketing and Global Strategy Kamran Kashani (13th), Professor Emeritus of Strategy Peter Killing (14th), Professor of Strategy and Supply Chain Management Carlos Cordon (36th), Professor of Strategy and Marketing Stefan Michel The consistent inclusion of IMD faculty in the list demonstrates the school’s ongoing impact and commitment to excellence in Executive Education.
- [Navigating AI takes center stage at 2024 International Alumni Symposium](https://www.imd.org/news/artificial-intelligence/navigating-ai-takes-center-stage-at-2024-international-alumni-symposium/) - With artificial intelligence transforming all aspects our work and lives, this year’s alumni symposium tackled the theme of Navigating the AI no-return journey, exploring the risks and opportunities associated with the explosive growth in the technology. Ralph Haupter, EMEA President at Microsoft, outlined the $4 trillion economic opportunity presented by AI and challenged leaders to IMD International Alumni Symposium 2024 focus on the risks, opportunities and lessons of AI adoption and implementation.
- [Eyes on the long-term prize](https://www.imd.org/news/eyes-on-the-long-term-prize/) - A former colleague of Philip Chronican told a journalist in 2019, as the experienced banker was appointed as interim chief executive of National Australia Bank: “If you’re a direct report to Phil, you don’t want to be full of waffle.” It is, of course, a compliment about someone who values honest talking and principled conduct. IMI Alumni and Chairman of National Australia Bank, Philip Chronican, explains why long-term vision is key in business success.
- [From aid to impact](https://www.imd.org/news/from-aid-to-impact/) - Early in his career, Douglas Geertz (MBA 1988) witnessed Swedish government aid to Mozambique literally going up in smoke. While working for the Swedish Chamber of Commerce across Latin America and Africa, he was asked to organize the Swedish Industrial Exhibition in Mozambique in 1984. Amid a brutal civil war, Geertz saw how guerrilla fighters Douglas Geertz’s CHF 5m gift to IMD is dedicated to advancing research on fostering sustainable economic growth in developing nations by integrating private enterprise with governmental development goals.
- [EMBAs urged to remember they have agency as leaders](https://www.imd.org/news/leadership/embas-urged-to-remember-they-have-agency-as-leaders/) - Addressing his first EMBA graduation since assuming the role of IMD President, David Bach, IMD President and Nestlé Professor of Strategy and Political Economy, reminded the graduates that – despite increasing uncertainty in the world – they still had agency. “At IMD, our theory of change is simple. We believe that change happens because of
- [IMD President David Bach Message to Alumni](https://www.imd.org/news/imd-president-david-bach-message-to-alumni/) - Dear IMD Alumni Community, As an IMD alum, you know that our institute is a special place, a place where we challenge what is and inspire what could be, a place dedicated to real learning and real impact. And the principal way through which IMD has impact on the world is through you and your
- [Paris 2024 : Les Jeux "les plus verts de l'histoire" imposent un nouveau modèle pour les événements mondiaux](https://www.imd.org/news/paris-2024-les-jeux-les-plus-verts-de-lhistoire-imposent-un-nouveau-modele-pour-les-evenements-mondiaux/) - Paris, la ville où presque toutes les nations ont signé l'historique Accord de Paris sur le climat en 2015 pour lutter contre le changement climatique, vient d'organiser les premiers Jeux olympiques pleinement alignés sur ces mêmes objectifs environnementaux : limiter le réchauffement climatique à bien moins de 2°C par rapport aux niveaux préindustriels. Ceci n'est Dans cet article, la Professeure de Sustainable innovation and Business Transformation, Julia Binder analyse comment l'héritage de ces Jeux va bien au-delà du décompte final des médailles, montrant comment des événements mondiaux peuvent contribuer positivement à la fois à l'environnement et à la société.
- [La Suisse à la 2ème place du classement mondial de la compétitivité 2024](https://www.imd.org/news/la-suisse-a-la-2eme-place-du-classement-mondial-de-la-competitivite-2024/) - Le Classement mondial de la compétitivité du World Competitivieness Center de l’IMD vise à évaluer la capacité des pays à créer et maintenir un environnement favorable à la prospérité économique. Le classement est séparé en 4 dimensions : performance économique, efficacité gouvernementale, efficacité des affaires et infrastructures. Le classement compile des données provenant de 164 critères Dans ce classement qui prend en compte 67 pays à travers le monde, la Suisse a obtenu la seconde place au classement général de la compétitivité, derrière Singapour. Elle gagne donc un rang par rapport à 2023.
- [IMD MBA Graduation 2018: Commemorating a once in a lifetime learning journey](https://www.imd.org/news/leadership/updates-imd-graduation-2018/) - The IMD MBA class of 2018 has just graduated and reached the end of an intense year of challenges. They now embark onto the next chapter, with new leadership skills, expanded business thinking, and friends for life. Seán Meehan, Dean of the IMD MBA program since the beginning of 2018 and previously in 2002-2005, moderated
- [L’IMD médaillé d’or par EcoVadis dans son classement pour la durabilité](https://www.imd.org/news/limd-medaille-dor-par-ecovadis-dans-son-classement-pour-la-durabilite/) - Les initiatives de durabilité de l’institut ont obtenu un score global de 73, le plaçant parmi les 5% des établissements d’enseignement les mieux évalués. L’IMD a reçu une médaille d’or au classement de la durabilité par Ecovadis, l’organisme de notation RSE reconnu à l’échelle mondiale, doté d’un réseau comptant plus de 130 000 entreprises évaluées. Avec un score global de 73 – une augmentation de six points par rapport à 2023 – l’IMD a renforcé sa position parmi le top 5%
- ["It’s easier to deal with challenges when you don’t feel like you're alone"](https://www.imd.org/news/its-easier-to-deal-with-challenges-when-you-dont-feel-like-youre-alone/) - Early on in her career, R&D innovation expert Dorthe Lybye (SL 2010) saw her fair share of leaders lose their temper at work. It prompted her to think about the kind of leader she wanted to be. “There are different ways of managing people,” she said. “Ultimately, I think we all want to be treated
- [IMD launches new range of executive certificates](https://www.imd.org/news/imd-launches-new-range-of-executive-certificates/) - In the face of a constantly changing business landscape, IMD has designed an innovative selection of executive programs to meet business leaders’ growing demand for certification. The revamped portfolio of executive qualifications features a 360° program for executive development, a set of online certificates, and programs with an in-depth focus on two crucial aspects of
- [Simon J Evenett joins IMD faculty](https://www.imd.org/news/simon-j-evenett-joins-imd-faculty/) - IMD is pleased to announce the appointment of Simon J Evenett as Professor of Geopolitics and Strategy. Evenett is a leading analyst of the global business environment and is currently Co-Chair of the World Economic Forum's Global Future Council on Trade and Investment. He joins IMD from the University of St. Gallen, Switzerland, where he
- [How Leading Companies in China are Navigating Economic Transition – Insights from IMD’s Indicator](https://www.imd.org/news/how-leading-companies-in-china-are-navigating-economic-transition-insights-from-imds-indicator/) - Companies in China are deploying a variety of strategies to navigate the transition from a high to a lower growth environment. According to latest research released today by IMD’s China Company Transformation Indicator (CCTI), the top-performing companies are succeeding in the competitive Chinese market by prioritizing innovation, aligning with government policies, maintaining business diversity, focusing on
- [Tesla fends off hot competition from China to lead auto sector in Future Readiness Indicator](https://www.imd.org/news/competitiveness/tesla-fends-off-hot-competition-from-china-to-lead-auto-sector-in-future-readiness-indicator/) - IMD’s Center for Future Readiness has today published its latest ranking of the world’s top finance, automotive, and consumer packaged goods (CPG) companies, shedding light on their readiness to face tomorrow’s challenges. Tesla secured the top spot in its industry, followed by Chinese automaker BYD, then VW. The conservatism of Toyota dragged the company down;
- [The long game of leadership ](https://www.imd.org/news/leadership/the-long-game-of-leadership/) - Martina Magnus views leadership as a long game. In 2020, a mere few years after completing her MBA program, the Senior Director of Strategic Projects of Danish pharmaceutical firm Novo Nordisk took up an IMD leadership program. “I wanted to learn more about how to overcome leadership challenges that women often face in the workplace,
- [What’s in a color? The environmental benefits of beige](https://www.imd.org/news/whats-in-a-color-the-environmental-benefits-of-beige/) - Finnish Alumni Club President Kirsi Seppäläinen has learned to embrace challenges. Her latest one is convincing consumers that personal hygiene products don’t have to be white.
- [Daring to dream has been transformative for Absa Group’s Siphamandla Ntombela](https://www.imd.org/news/innovation/daring-to-dream-has-been-transformative-for-absa-groups-siphamandla-ntombela/) - IMD alumnus Siphamandla Ntombela is making a name for himself as an innovator who is not afraid to think out of the box at pan-African organization Absa Group.
- [Innovation at the bottom of the pyramid through pioneering female leadership](https://www.imd.org/news/leadership/innovation-at-the-bottom-of-the-pyramid-through-pioneering-female-leadership/) - Janet Bett’s journey from being a homeless mother on the streets of Nairobi to a senior manager at a ground-breaking microfinance organization is remarkable.
- [IMD and St. Gallen Endowment announce a strategic partnership](https://www.imd.org/news/imd-and-st-gallen-endowment-announce-a-strategic-partnership/) - IMD and the St. Gallen Endowment have announced a strategic partnership with the goal of developing a deeper understanding of the critical role that policy evidence plays in shaping the future of international business, international economic cooperation, and capitalism. Founded by IMD alumnus Thomas Schmidheiny, the University of St. Gallen, and Professor Simon J. Evenett,
- [The MBA Scholarship: A validation that carries me forward](https://www.imd.org/news/leadership/the-mba-scholarship-a-validation-that-carries-me-forward/) - Craig Plaatjes (MBA 2022) shares how an alumni-funded scholarship helped fast-track him into a global product manager role by allowing him to gain the leadership skills and valuable connections.
- [Two Ukrainian reformers learning to lead with authenticity and grit](https://www.imd.org/news/geopolitics/updates-two-ukrainian-reformers-learning-to-lead-with-authenticity-and-grit/) - When Russia launched a full-scale invasion of Ukraine on 24 February, like many other Ukrainians, Nadia Kobyliak and Oksana Lesyk were determined to stand with their countrymen and women. The two women, both public sector project managers working on civil and corporate governance reforms at some of Ukraine’s 3,500 State-Owned-Enterprises (SOEs) and its public institutions,
- [Levelling the playing field through scholarships  ](https://www.imd.org/news/leadership/levelling-the-playing-field-through-scholarships/) - Levelling the playing field through scholarships
- [A game of inches: Future readiness is a ‘work in progress’](https://www.imd.org/news/a-game-of-inches-future-readiness-is-a-work-in-progress/) - Industry leaders came together in Milan for the IMD Global Future Readiness Forum to discuss how organizations can deliver today and transform for tomorrow by anticipating megatrends, scaling up capabilities, and honing their mental agility.
- [What does it take to stay ahead in a world of dramatic transformation?](https://www.imd.org/news/future-readiness/future-readiness-indicator-2024/) - World's most future-ready companies demonstrate what it takes to face a world that's changing fast IMD’s Center for Future Readiness today publishes its latest ranking of the world’s top financial services, automotive, and consumer packaged goods (CPG) companies, showing how they are readying themselves for a world of dramatic transformation. Highlights from the 2024 Future Readiness Indicator
- [Leading with heart](https://www.imd.org/news/leading-with-heart/) - A transition to a new leadership role convinced Raisa AlMalki (SL 2011) to embrace her core values and step up to leadership.
- [EMBAs challenged to remember that greatness is about impact](https://www.imd.org/news/leadership/embas-challenged-to-remember-that-greatness-is-about-impact/) - Plurality and a commitment to a collective legacy of positive change distinguish the EMBA Class of April 2024, said Professor Vanina Farber, Dean of the EMBA Program and elea Professor of Social Innovation, as the cohort, their families, and IMD staff and faculty gathered in Lausanne to celebrate their graduation. “You are plural, fun, you
- [MBA students make proposals on how the Olympics can embrace AI](https://www.imd.org/news/artificial-intelligence/mba-students-make-proposals-on-how-the-olympics-can-embrace-ai/) - For an International Consulting Project (ICP), five MBAs prepared detailed recommendations for the IOC on the opportunities presented by AI in sport.
- [IMD case wins award in 2023 EFMD case writing competition](https://www.imd.org/news/strategy/imd-case-wins-award-in-2023-efmd-case-writing-competition/) - IMD is pleased to announce that Niccolò Pisani, Professor of Strategy and International Business, was recognized in the 2023 EFMD Case Writing Competition for his case on HEINEKEN, co-authored with Inès Augier. Their case Future-proofing HEINEKEN: The EverGreen strategy won the award for Continuous Improvement: The Journey to Excellence, sponsored by EFMD. “Winning this award
- [Increasing your visibility as a woman leader](https://www.imd.org/news/leadership/take-on-a-role-that-is-the-most-relevant-for-the-bottom-line/) - Martha Oberndorfer has a proven track record of success as a woman leader. Over the past few decades, she has built a reputation as a seasoned leader with deep expertise in capital markets. The finance veteran has held executive positions in private sector investment companies and banks, including wealth management specialist Gutmann Group and financial
- [Sophie Bacq’s research project with Christina Hertel receives milestone Swiss National Science Foundation grant](https://www.imd.org/news/entrepreneurship/sophie-bacqs-research-project-with-christina-hertel-receives-milestone-swiss-national-science-foundation-grant/) - A project spearheaded by IMD’s Professor of Social Entrepreneurship and Coca-Cola Foundation Chair in Sustainable Development Sophie Bacq and Assistant Professor Christina Hertel from the Geneva School of Economics and Management, University of Geneva, has been selected as a recipient of a significant research grant by the Swiss National Science Foundation (SNSF). “Unleashing Civic Wealth
- [Adventure in her blood](https://www.imd.org/news/adventure-in-her-blood/) - Tine Lundegaard (PED/EMBA 2006) took her first steps in Greenland and started school in Brussels. She credits her adventurous parents for making her open to new things. Since 2016, she’s been a board member of the Danish Alumni Club.
- [Making the impossible possible: Innovation and its positive impact on business, education, and research](https://www.imd.org/news/innovation/making-the-impossible-possible-innovation-and-its-positive-impact-on-business-education-and-research/) - Recipient of the Companion of the Order of Australia and Chancellor of the University of Technology (UTS) in Sydney Catherine Livingstone (PED 1992) reflects on the factors needed to drive innovation and why Australians need to learn to embrace failure.
- [IMD MBA introduces summer internship option for participants](https://www.imd.org/news/imd-mba-introduces-summer-internship-option-for-participants/) - The IMD MBA has addressed a fundamental conundrum: how to design a program that allows students to pursue summer internship opportunities without disrupting what is already an intense 11-month schedule. Starting with the Class of 2024, students have two options when it comes to filling their summer schedule: take a four-week break in July followed
- [【Finance】その株主要求、目的は正義？利益？](https://www.imd.org/news/2303072801/) - その株主要求、目的は正義？利益？ 気候変動やジェンダー平等といった社会課題への取り組みをめぐり、企業に投資家らが対応策や情報の開示を求めるケースが相次いでいます。ファイナンスが専門のSalvatore Cantale 教授を講師に招き、関連のケースを想定したシュミレーションを行いました。 投資会社から、コンサルティング企業に手紙が届くところから始まります。「環境に悪影響を与えかねない事業を計画しているセメント会社の社長は、御社の取締役の一員でもある。おかしいのではないか？」。役員はこの手紙の指摘にどう対応するべきなのでしょうか。やりとりの一部を再録します。 「取締役解任」を求める手紙 Cantale教授：今日の講演では、投資会社の役割や仕組みについて皆さんに理解して頂くために、実際のケースを下敷きにした、セッションをします。 【登場する3社】 コンサルティング会社：環境や社会に優れた取り組みを行う企業とのみビジネスを行っていることを誇りに思っている。 投資会社：ESG（環境、社会、ガバナンス）の観点でよくない行動をとる投資先企業に働きかけをしている。セメント企業への投資は2020年から開始。 セメント会社：スウェーデンでの工事に参画。この工事で800万haの森林が破壊され、河川が汚染される可能性も。同社社長はコンサルティング会社の取締役も務めている。 【投資会社からコンサルティング会社に届いた手紙】（要約） セメント会社について、いくつか提言をお示しします。 同社はサステナビリティに積極的に取り組んでいると公言していますが、スウェーデンで計画されている事業が与えうる環境への悪影響は、同国の環境保護庁と世界保健機関（WHO）が定める基準を超えており、ESGに反し、グリーンウォッシュを促進するものであることが当社の収集したデータ（添付資料）により裏付けられています。 本件について、御社のウェブサイト等のプラットフォームで発信して頂くとともに、御社の役員会にセメント会社のCEOが在籍していることの是非を審議することを求めます。 Cantale教授：投資会社は、関係企業がESGに反する行動をとったとき、その企業の株をすすんで購入することがあります。そして株主総会に出て意見を述べたり、またより踏み込んだ行動をとる場合もあります。 今回のケースでは、スウェーデンで事業を計画しているセメント会社の株式を、投資会社が購入しています。そして、このセメント会社のCEOが取締役に就いているコンサルタント企業に手紙を送り、この事業への指摘と、なんらかのアクションを起こすよう求めています。 皆さんがコンサルティング会社の取締役会の一員ならどうするか。次の点を話し合っていただきたいと思います。 ・投資会社からの手紙にどう対応するか？他の取締役と共有すべきか？ ・不正の疑いがあることを知った今、コンサルティング会社の取締役会にはどのような責任があるのか？ ・セメント会社CEOが取締役であることは、コンサルティング会社にとってリスクとなるのか？ ・投資会社がコンサルティング会社にこのような問題提起を行うことは適切か？ 投資会社の真の意図とは？ この後、この手紙を受け取った後の対応をグループで話し合いました。 Cantale教授：討論での意見を発表して頂ける方は？ 参加者：まずは投会社からに礼を述べ、事実確認を急ぐこと、また取締役会に所属しているセメント会社CEOの存続の是非についても確認すると伝えます。また、外部からの意見を積極的に取り入れる社風であること、本件にまつわるリスクを過小評価せず、監査などが入る前に対策を講じるつもりであることも伝えます。 参加者：Muller氏と本件についての情報を共有します。 Cantale教授：情報を共有するかどうかについて、何か意見のある方はいますか？ 参加者：すぐには共有せず、まず調査します。調査しますが、セメント会社社長との契約はすぐには切らず、様子を見ます。 参加者：調査するべきだと思います。投資会社がこの手紙を出版社に持ち込んで公表される可能性もありますし、セメント会社CEOについて対応しないことは大きなリスクを伴います。 Cantale教授：では、ここで私から。なぜ投資会社はセメント会社の株を持っているのでしょうか？真の意図は何でしょうか。 このケースでは、投資会社はセメント会社の株主総会で意見を言えるだけの株式を保有しています。普通は株主総会に出て意見するのが一般的でしょう。 しかしこの対応はベストな方法とは言えず、むしろ今回投資会社が取ったやり方が賢明だと言えます。 セメント会社はESGを意識すればより事業を拡大できる可能性があります。そこで、かかわりのあるコンサルティング会社に働きかければ、セメント会社は業績が上がる可能性があります。すると株主の投資会社は利益を手にできますよね。 投資会社がここまでセメント会社に興味を持つ真の理由は、環境破壊への問題提起というより、この件を利用してどのようにお金を稼ぐか、ということでしょう。 Cantale教授：なぜ私がここまで断言できるのか、と思う方もいらっしゃるでしょう。 それには証拠がありますが、その前に、思い出してください。皆さんの多くは、手紙をセメント会社CEOと共有することをしましたね。これは透明性の点からもよい選択でしょう。 しかし注意すべきは、取締役会で手紙の件を共有した後、セメント会社CEOにその場で説明を求めず、次回の会議に回すのが得策だ、ということです。 誰しも、突然予想していなかった質問を会議中に投げかけられるのは、いい気持ちにはなりませんから。 セメント会社CEOだって、自社の技術的なことまで把握しているわけではありません。時間をもらえたら、次回の会議までには会社側の求める回答を用意してもらうことができるでしょう。 ではどんな調査をするべきか。 第一に、セメント会社のしていること自体は違法ではないことに着目する必要があります。 投資会社が添付したデータ資料からは、この事業やセメント会社の違法性ではなく、環境に良くない影響を与えるだろう、ということは分かります。しかし、そもそもセメント会社の事業というものは、えてして環境に悪影響を与えざるを得ないものではないでしょうか。 つまり、断言できないものの、セメント会社のプロジェクトを調べたところで、意味のある結果は得られない可能性もあります。 また、本件に関してコンサルティング会社の取締役会の責任はあるでしょうか。これについては皆さんどう思いますか？ 参加者：一見して取締役会に責任はないように思えますが、コンサルティング会社の評判を落とす可能性があるので、私ならミュラー氏には取締役を辞任してほしいと考えます。 Cantale教授：なるほど。社会に正しく貢献していない会社のCEOが取締役会にいることは、コンサルティング会社にとって本当にリスキーなことなのでしょうか？ 新しい役員を雇う際、その人がどんな能力を持っているのか、なぜそれが雇う理由になるのかをはっきりさせる必要があります。 先に述べたように、セメント会社のような、他の産業よりも環境への影響が大きくならざるを得ない産業は確かにあります。ただ、大事なのは、業界他社と比べて、その企業が環境や社会への影響を配慮するよう努力しているかどうかなのです。 もしセメント会社がすでに環境に配慮した事業へと舵を切り、製造工程での二酸化炭素排出量を削らすべく改善に取り組んでいるのなら、CEOが取締役会のメンバーでいることは、よいことではないでしょうか。 ここで、コンサルティング会社が投資会社に2週間後に送った返信をお見せします。 【コンサルティング会社から投資会社への返信】 当社の見解としては、セメント会社には問題はないと考えています。スウェーデンでのプロジェクトが内包する科学的、技術的な事実については、すでに認識していますが、環境負荷を低減させる努力がされており、持続可能な社会のための大胆な手段が講じられています。 また、プロジェクトはEUおよびスウェーデン政府の規制を完璧に遵守しており、規制当局の定期的な監視が行われると存じます。 Cantare教授：皆さんはこの返信を読んでどう感じたでしょうか。スウェーデンの環境に関する規制は厳しいという点が重要です。コンサルティング会社は、セメント会社の工事が、EUとスウェーデン政府の規制をしっかり遵守していると確認しています。
- [Dream big, but bring it down to strategic plans](https://www.imd.org/news/leadership/dream-big-but-bring-it-down-to-strategic-plans/) - Having forged her career in the oil and gas industry, Ann Christen Andersen (EMBA 2013) is now passionate about accelerating Norway’s green transition.
- [Energy production straddles innovative technologies and business models](https://www.imd.org/news/sustainability/updates-the-future-of-energy-production-straddles-innovative-technologies-and-business-models/) - The energy industry is in flux. Lockdown and social-distancing measures triggered delays in project construction and extreme disruption plagued global supply chains. But even more challenging were the low commodities prices due to a sharp decline in energy demand, which resulted in significant losses for the industry. Many senior executives have been scrambling to find solutions –
- [2024 IMD Global Family Business Award is open for nominations](https://www.imd.org/news/family-business/2024-imd-global-family-business-award-is-open-for-nominations/) - Until 31 March 2024, family businesses can be nominated – or nominate themselves – for the most renowned accolade in the field since its launch in 1996. To enter, nominated businesses must have reached the third generation of family succession as well as an international presence and a yearly turnover of at least $0.5bn. In
- [Unlocking potential through coaching](https://www.imd.org/news/leadership/unlocking-potential-through-coaching/) - Vindou Duc: HR pro, entrepreneur, and exec coach with a history of fostering growth. IMD coaching shifted her perspective.
- [Four IMD cases recognized in the John Molson MBA International Case Writing Competition](https://www.imd.org/news/organizational-change/four-imd-cases-recognized-in-the-john-molson-mba-international-case-writing-competition/) - Heather Cairns-Lee, Benoît Leleux, Stefan Michel, and EMBA 2023 participants won prizes in the 2024 John Molson MBA International Case Writing Competition.
- [Two IMD cases highly commended by the Financial Times](https://www.imd.org/news/knowledge-management/two-imd-cases-highly-commended-by-the-financial-times/) - Two IMD cases have featured on the “highly commended” list at the Financial Times’ Responsible Business Education Awards which recognize innovative teaching resources that have sustainability as a key learning objective. ANGAZA: A Silicon Valley journey co-authored by Vanina Farber, elea Professor of Social Innovation, and Shih-Han Huang, a research associate at IMD, explores the
- [Benoit Leleux and Anne-Catrin Glemser take prize in EFMD case competition](https://www.imd.org/news/economics/updates-benoit-leleux-and-anne-catrin-glemser-take-prize-in-efmd-case-competition/) - IMD Professor Benoit Leleux and Anne-Catrin Glemser won the “Family Business” category in EFMD’s 2015 case writing competition. They were awarded for their case “Ayala Corporation: One Family’s Contribution to Nation Building”. For the first time, the World Economic Forum (WEF) came to the Philippines. Ayala Corporation, one of the nation’s oldest and most successful
- [IMD features in The Case Centre’s 2023 top-selling cases](https://www.imd.org/news/strategy/imd-features-in-the-case-centres-2023-top-selling-cases/) - IMD professors have written some of The Case Centre’s bestselling cases of 2023 in Human Resource Management/Organizational Behavior, Ethics and Responsibility, Strategy and Management, and Marketing. The bestselling cases in 2023 include studies by Professor of Leadership and Organizational Behavior Shlomo Ben-Hur, Professor Emeritus of Marketing and Global Strategy Kamran Kashani, Professor of Strategy and
- [CII’s annual economic policy forum sets the stage for economic transformation and global collaboration](https://www.imd.org/news/global-business/ciis-annual-economic-policy-forum-sets-the-stage-for-economic-transformation-and-global-collaboration/) - From India’s pioneering strides in digital transformation, gender parity, and climate action to the transformative issues of telemigration and AI, the CII Global Economic Policy Forum 2023 in New Delhi unveiled a wealth of insights.
- [Business Schools for Climate Leadership (BS4CL) launches Middle East cluster at COP28](https://www.imd.org/news/leadership/business-schools-for-climate-leadership-bs4cl-launches-middle-east-cluster-at-cop28/) - As the need for concrete climate action intensifies, an international initiative is taking shape to address this pressing global challenge.
- [IMD ranks in the top 5 worldwide in The Case Centre Impact Index 2023](https://www.imd.org/news/imd-ranks-in-the-top-5-worldwide-in-the-case-centre-impact-index-2023/) - The annual index measures the reach and impact of case studies produced by educational institutes from around the world. IMD ranked in fourth place
- [Vanina Farber joins the Innovation Council](https://www.imd.org/news/innovation/vanina-farber-joins-the-innovation-council/) - Marking IMD’s inaugural representation at Innosuisse, IMD Professor and Dean Vanina Farber joins their Innovation Council.
- [IMD establishes International Alumni Association to connect alumni globally](https://www.imd.org/news/imd-establishes-international-alumni-association-to-connect-alumni-globally/) - The launch of the International Alumni Association on 1 December 2023 is the latest step in IMD’s efforts to engage and empower our worldwide alumni of more than 130,000 exceptional individuals. Through an enhanced offering, the Association strives to keep alumni better connected to one another and IMD with new networking, life-long learning, and personal
- [Incorporating AI technology from the top down will build digital nationhood in 2024, says new IMD report](https://www.imd.org/news/competitiveness/incorporating-ai-technology-from-the-top-down-will-build-digital-nationhood-in-2024-says-new-imd-report/) - The US last year fell to second place for the first time since the 2017 launch of the annual ranking produced by the IMD World Competitiveness Center (WCC), but this year achieved robust results across all three of the broad categories (“factors”) measured by the economists: knowledge, technology, and future readiness. “We hope this year’s
- [Going above board: Rasha Oudeh's journey with IMD's High Performance Boards program](https://www.imd.org/news/entrepreneurship/going-above-board-rasha-oudehs-journey-with-imds-high-performance-boards-program/) - The High-Performance Boards program equipped Rasha Oudeh with the knowledge and tools to enhance the effectiveness of board and foster a positive board culture.
- [Five IMD professors feature in The Case Centre’s Top 50 Bestselling Case Authors list](https://www.imd.org/news/marketing/five-imd-professors-feature-in-the-case-centres-top-50-bestselling-case-authors-list/) - Five IMD professors feature in The Case Centre’s Top 50 Bestselling Case Authors list, which details the cases which sell the most copies in the previous year.
- [IMD wins award in 2022 EFMD case writing competition](https://www.imd.org/news/sustainability/imd-wins-award-in-2022-efmd-case-writing-competition/) - IMD is pleased to announce that Julia Binder, Professor of Sustainable Innovation and Business Transformation, and Heather Cairns-Lee, Affiliate Professor of Leadership and Communication, have won the award for Responsible Leadership in the 2022 EFMD Case Writing Competition for a case examining how tech company Logitech created a carbon labeling methodology for their products. One
- [OWP Singapore Final Day: Turning the page on a transformative chapter](https://www.imd.org/news/leadership/owp-singapore-final-day-turning-the-page-on-a-transformative-chapter/) - Rennie Siow, Managing Director at CIMB, reflects on OWP Singapore, week which also marks the end of the second leg of their year-long custom leadership program.
- [OWP Singapore Day 4: What do horses and actors have to do with leadership?](https://www.imd.org/news/leadership/owp-singapore-day-4-what-do-horses-and-actors-have-to-do-with-leadership/) - Yong Chuen Kang shares the role horses and actors play in him rediscovering who he is as a leader.
- [OWP Singapore Day 3: A launchpad into the world of entrepreneurship](https://www.imd.org/news/leadership/owp-singapore-day-3-a-launchpad-into-the-world-of-entrepreneurship/) - What would you do if you were planning for the biggest leap of your career? Having navigated the complex landscape of law and insurance for over three decades, I’ve finally decided to embark on a thrilling new journey as an entrepreneur. Even though I’m planning to stay in the same industry, I feel the pressing Adetola Adegbayi explains how OWP is setting her up for success in the next stage of her career.
- [OWP Singapore Day 2: A journey of self-discovery](https://www.imd.org/news/leadership/owp-singapore-day-2-a-journey-of-self-discovery/) - During day 2 of the week-long Orchestrating Winning Performance program in Singapore, Arlene Gregorio shares her journey to rediscovering herself as a leader.
- [OWP Singapore Day 1: Back to the classroom](https://www.imd.org/news/leadership/owp-singapore-day-1-back-to-the-classroom/) - After being away from a formal learning environment for more than 20 years, the prospect of returning to a classroom filled me with a mix of excitement and skepticism. Yet, as I embarked on my Orchestrating Winning Performance (OWP) journey at IMD, my reservations quickly transformed into pleasant surprises. First off, the people. The diversity
- [Enabling a data-driven culture of customer centricity at Porsche AG](https://www.imd.org/news/leadership/enabling-a-data-driven-culture-of-customer-centricity-at-porsche-ag/) - Klaus Ullrich, Global Head of HR Retail Development, focusing on retail transformation at luxury car brand Porsche AG, is passionate about people. He believes that when it comes to customer service, it’s the people that count.
- [IMD appoints Tania Lennon to lead and grow its Strategic Talent Solutions initiative](https://www.imd.org/news/imd-appoints-tania-lennon-to-lead-and-grow-its-strategic-talent-solutions-initiative/) - IMD’s mission is to develop leaders who transform organizations and contribute to society. To fulfill this aim, we have developed a series of assessment tools over the last three years and used them to design optimal development and educational pathways for executives across the world. To build on the initial success of these efforts,
- [IMD initiates an early leadership transition](https://www.imd.org/news/leadership/imd-initiates-an-early-leadership-transition/) - Jean-François Manzoni’s tenure as IMD President started in January 2017. In the summer of 2020, his mandate was renewed for five years (2022-2026) with an understanding that if circumstances enabled it, an early transition might be considered. “In the academic world, unlike the private sector,” said Manzoni, “leadership successions tend to be determined by the
- [Business leaders urged not to take freedom for granted at 2023 International Alumni Event](https://www.imd.org/news/leadership/business-leaders-urged-not-to-take-freedom-for-granted-at-2023-international-alumni-event/) - IMD welcomed more than 200 alumni back onto its Lausanne campus for its 2023 alumni symposium on the topic of Leadership in the age of ambiguity: Exploring your agency as a global leader in times of turbulence. This year’s event took place as business leaders contend with increasing sources of uncertainty, from geopolitical tension that
- [Changing lives – 60 at a time](https://www.imd.org/news/leadership/updates-hpl-and-ahpl-celebrate-100-editions/) - Has HPL changed your life? That was the question asked of nearly 200 executives at IMD last week, with everyone enthusiastically raising their hands high. One of IMD’s most powerful programs, High Performance Leadership, led by Distinguished Leadership Professor and hostage negotiator George Kohlrieser, has just celebrated its 100th program with an international alumni event,
- [IMD announces appointment of Peter Lorange Chair in Family Business](https://www.imd.org/news/family-business/imd-announces-appointment-of-peter-lorange-chair-in-family-business/) - Marleen Dieleman will be the Peter Lorange Chair in Family Business. The Chair was created as a result of the integration of the Lorange Network into IMD.
- [Unlock next level leadership success with Orchestrating Winning Performance - IMD's signature program](https://www.imd.org/news/leadership/unlock-next-level-leadership-success/) - Leaders operating in today’s evolving landscape feel added pressure to optimize the core business for growth while creating sources of revenue for the future.
- [Executives perceive remote working as hampering career development, but that's at odds with retaining talent, WCC ranking finds](https://www.imd.org/news/competitiveness/executives-perceive-remote-working-as-hampering-career-development-but-thats-at-odds-with-retaining-talent-wcc-ranking-finds/) - The Alpine nation’s quality of life, statutory minimum wage and primary and secondary education systems were unbeatable. Luxembourg was second, and Iceland third. A major finding in the ranking was that remote and hybrid work is affecting career progression in the eyes of many: 27% of the 4,000 executives questioned in a survey that fed into
- ['Keep speaking up and challenging the status quo'](https://www.imd.org/news/leadership/keep-speaking-up-and-challenging-the-status-quo/) - The September 2023 “Dare2Change” EMBA class celebrated its graduation with inspiring takeaways for the future: keep investing in personal growth, value relationships, be grateful, and strive to create lasting impact. Addressing the September 2023 EMBA graduating class, Professor Vanina Farber, Dean of the EMBA Program and elea Professor of Social Innovation, referred to the graduates’
- [IMD’s Mohan Subramanian and Howard Yu shortlisted for Thinkers50 Strategy Award](https://www.imd.org/news/digital/imds-mohan-subramanian-and-howard-yu-shortlisted-for-thinkers50-strategy-award/) - Two IMD faculty members have been shortlisted for the 2023 edition of Thinkers50 Strategy Award: Mohan Subramaniam, and Howard Yu.
- [IMD announces the appointment of two new faculty members](https://www.imd.org/news/family-business/imd-announces-the-appointment-of-two-new-faculty-members/) - Marleen Dieleman is an established expert on family business and governance and a sought-after advisor to family businesses, particularly in Asia
- [Current and former IMD faculty shine in best-selling case lists](https://www.imd.org/news/corporate-university/imd-mbas-collaborate-with-diverse-dubai-firms-to-refine-their-business-strategies-2/) - The Case Centre has named several IMD professors in its 2022 bestselling case lists, underlining the Institute’s global reputation for excellence in researching these valuable teaching tools.
- [Private equity with heart and soul](https://www.imd.org/news/leadership/private-equity-with-heart-and-soul/) - One of the favored playbooks of private equity funds is the leveraged buyout: the fund borrows large amounts of money to acquire a company that it then restructures for fast growth and sells for a gain a few years later. For Mordy Rapaport, founder and CEO of A-6684, a private equity fund turned holding company
- [IMD and Innovaud partner on new scale-up program for fast-growing startups](https://www.imd.org/news/innovation/updates-imd-and-innovaud-partner-on-new-scale-up-program-for-fast-growing-startups/) - Fourteen companies have joined the first round of the LeadiNNg to Scale-Up program, which kicked off in January 2022
- [Redefining Sustainability](https://www.imd.org/news/sustainability/redefining-sustainability/) - How can organizations leverage sustainability to achieve impact? One leading FMCG client was facing slowing growth in a fast-growing segment. Despite a history of success and innovation, the fast pace of market change and emerging consumer trends suggested the need to rethink the enablers for continued growth, while building new engines for the future and
- [José Parra-Moyano joins IMD faculty](https://www.imd.org/news/data-analytics/jose-parra-moyano-joins-imd-faculty/) - IMD is pleased to announce the appointment of José Parra-Moyano as Professor of Digital Strategy. Parra-Moyano’s research and teaching are focused on the management and economics of data and privacy and how firms can create sustainable value in the digital economy. An award-winning teacher, he also founded his own successful startup, was appointed to the
- [NCC : Building the sum of the parts](https://www.imd.org/news/strategy/ncc-building-the-sum-of-the-parts/) - When NCC’s Head of Strategy Fredrik Vernersson was in a “listening exercise” with colleagues in 2019, he made a discovery that was crucial to figuring out how the Swedish-based construction company should rethink its operating model for success. “One of the managers from our asphalt division asked how many of the 20-30 or so people
- [Yik Long Lee presented the prestigious FVFB/AVB prize](https://www.imd.org/news/finance/updates-yik-long-lee-presented-the-prestigious-fvfbavb-prize/) - For the fourth year in a row, the Fondation Vaudoise pour la Formation Bancaire (FVFB) and the Association Vaudoise des Banques (AVB) have come together with IMD to offer a prestigious, merit-based award to an outstanding MBA participant. The 2017 prize has been awarded to Yik Long Lee, who before joining IMD was Vice-President, Equities
- [The turning point](https://www.imd.org/news/leadership/updates-the-turning-point-taku-yokoyama/) - More than just a traditional academic offering, IMD’s EMBA program is known for its international approach. It is exactly this global sensibility that allowed for Taku Yokoyama to complete his degree with success, even amid personal and professional upheaval. In a span of just 18 months, Yokoyama was promoted twice at Nissin Foods Holdings Co.,
- [Six IMD professors feature in The Case Centre’s list of bestselling authors](https://www.imd.org/news/leadership/updates-six-imd-professors-feature-in-the-case-centre-list-of-bestselling-authors/) - The sextet is made up of previously listed Professor Emeritus of Marketing and Global Strategy Kamran Kashani (13th), Professor of Strategy and Supply Chain Management Carlos Cordon (18th), Professor Benoit Leleux (29th), the Stephan Schmidheiny Professor of Entrepreneurship and Finance, and Professor Emeritus of Strategy Peter Killing (41st). Making their debut on the list are Seán Meehan (38th), the Martin Hilti Professor of Marketing & Change Management, and Professor Stefan Michel (42th), Dean of IMD’s Executive
- [Take your strategy to the next level](https://www.imd.org/news/economics/testimonials-take-your-strategy-to-the-next-level/) - IMD’s Advanced Strategic Management (ASM) program helps senior executives develop the right strategy to make their business more successful. Participants are not only introduced to different strategic frameworks, but learn how to make strategic choices about which direction to take. The program also builds skills for communicating this direction and clarifying how it will be
- [“HPL changed my way of thinking”](https://www.imd.org/news/leadership/testimonials-hpl-changed-my-way-of-thinking/) - Adekunle Adebiyi is a man transformed. He says that the High Performance Leadership program that he followed at IMD in 2014 changed his way of thinking, which in turn, changed many things in his life. As General Manager of Regional Operations for the Nigerian branch of MTN, Africa's leading cellular telecommunications company, he leads teams
- [Navigating the new normal: reimagining learning to be future ready](https://www.imd.org/news/leadership/updates-learning-development-forum/) - Covid-19 has accelerated change in all areas like never before. Learning & Development (L&D) remains a key focus for organizations, and technology is transforming how programs are delivered. However, Covid-19 has drastically shortened the time frame for organizations to adopt digital transformation, and as they navigate the current crisis, ways of organizing work, skills and
- [IMD’s first-ever EMBA Discovery Expedition to Vietnam](https://www.imd.org/news/economics/updates-imds-first-ever-emba-discovery-expedition-to-vietnam/) - Last week IMD’s EMBA class experienced Ho Chi Minh City and the Mekong Delta in the first ever Executive MBA Discovery Expedition to Vietnam, one of the fastest-growing Asian economies. In partnership with IVEY Business School, the cohort was immersed deeply in the contrasts and realities that make up a frontier – as opposed to
- [IMD pays tribute to Bohdan Hawrylyshyn](https://www.imd.org/news/corporate-governance/updates-imd-pays-tribute-to-bohdan-hawrylyshyn/) - Looking back on the roots of IMD, the institute honors the memory of Bohdan Hawrylyshyn. Mr. Hawrylyshyn played an important role in shaping IMD into what it is today. For eighteen years Mr. Hawrylyshyn served as President of IMI (The International Management Institute) in Geneva. In 1990, the IMI joined forces with the IMEDE (Institut
- [IMD-connected startups attract over $700 million in latest funding rounds](https://www.imd.org/news/innovation/updates-imd-connected-startups-attract-over-700-million-in-latest-funding-rounds/) - Three Swiss startups connected with IMD and a digital bank founded by an MBA alumnus have successfully raised funds from investors. The firms – covering the ecotechnology, manufacturing and pharmaceutical industries – raked in a total of 670 million Swiss francs ($715 million) in just one month, underscoring IMD’s success in selecting and nurturing promising
- [IMD case takes centre stage in “world cup” of family business competitions](https://www.imd.org/news/family-business/updates-imd-case-takes-centre-stage-in-world-cup-of-family-business-competitions/) - The annual knockout competition, organised by the Grossman School of Business at the University of Vermont, draws on an exclusive selection of case studies about family business to test the knowledge and problem solving skills of groups of undergraduate and graduate students. “Jebsen & Jessen Family Enterprise: A Hong from the Cold”, published by
- [IMD building strong presence in Silicon Valley](https://www.imd.org/news/strategy/updates-imd-building-strong-presence-in-silicon-valley/) - “IMD is well connected to the high tech world and one of the best ways to achieve that is to have a strong presence in the heart of Silicon Valley.” That’s according to Thierry Maupilé, Executive Vice-President (Strategic Development) at IMD, who is working hard to make those connections even stronger. Thierry completed his MBA
- [Crypto: To invest, or to not invest, that is the question](https://www.imd.org/news/investment/updates-crypto-to-invest-or-not-invest-that-is-the-question/) - At the time of our conversation with Martin, Bitcoin had just broken through the upper limit of $20,000, reaching a new all-time high. We wondered if it was still a good time to invest in Bitcoin, whether we should try to time the market – which Martin advised not to - or use a diversified
- [27 Start-ups selected for the IMD Start-up Competition 2017/2018](https://www.imd.org/news/strategy/updates-27-start-ups-selected-for-the-imd-start-up-competition-2017/) - “In our call for candidates for the 20th annual IMD Startup Competition we were not disappointed. Quite the opposite! We received nominations from 130 ventures across Switzerland from a wide range of industries. Choosing the winners, those who will work with our MBAs and EMBAs in 2018, was particularly difficult. Below are the names of
- [Back to school for IMD’s MBAs](https://www.imd.org/news/organizational-design/testimonials-back-to-school-for-imd-mba/) - IMD recently hosted its first ever All MBA Alumni event, reuniting MBA graduates from classes through the years as far back as the 1970s to this year’s current class. The event took place over two days and brought well over 100 alumni — reaching closer to 200 counting the current class — back to school
- [A broad perspective of leadership in an international environment](https://www.imd.org/news/leadership/testimonials-a-broad-perspective-of-leadership-in-an-international-environment/) - An important part of Maria Belentsova's working ethos is rooted in a question she asks herself on a daily basis: how best to bring added value to the business? She found that this same question was asked of participants during the Foundations for Business Leadership (FBL) program at IMD. "I think this program was therefore
- [Swiss watchmaking’s lessons on managing in a crisis](https://www.imd.org/news/leadership/updates-swiss-watchmaking-s-lessons-on-managing-in-a-crisis/) - The luxury goods business is on the cusp of profound change. From competitive leapfrogging for the most expensive locations and most exclusive architects and designers, top brands will have to return to the core values of customer centricity. That is the central lesson of the COVID crisis for François-Henry Bennahmias, chief executive of Audemars Piguet
- [Strategic agility in the age of COVID-19: focus on day 1 of OWP liVe](https://www.imd.org/news/strategy/updates-owp-live-highlights-of-day-one/) - Renewal not return: leadership in times of COVID-19 Rather than revert to how things were before, companies must leap ahead into a better future, says Jim Hagemann Snabe. In his OWP liVe keynote address, Jim Hagemann Snabe drew on his long experience as a manager, including 25 years in the IT industry, to explore the implications for leaders at this critical
- [New Study Finds Executives See Digital Disruption as Opportunity to Transform Their Companies](https://www.imd.org/news/digital/updates-new-study-finds-executives-see-digital-disruption-as-opportunity-to-transform-their-companies/) - A major study by the Global Center for Digital Business Transformation, an IMD and Cisco initiative, has revealed that executives are increasingly recognizing the positive aspects of digital disruption. The research, published in the report ‘Life in the Digital Vortex’, draws on a survey of 636 business leaders in 44 countries across 14 industries on
- [Flex or Fail: What is the future of work and pay?](https://www.imd.org/news/workplace-well-being/updates-new-book-flex-or-fail-by-arturo-bris-and-co-authors/) - The book ‘Flex or Fail’, written by Prof. Arturo Bris, Dr Tony Felton and Robby Mol, provides a clear picture of how technology will affect the future of work. The perspective of Individuals, organizations and governments take center stage The book is of particular benefit to early-career individuals and established executives who wish to future
- [‘My IMD EMBA was the accelerator for an incredible journey of self-discovery'](https://www.imd.org/news/sustainability/updates-my-imd-emba-was-the-accelerator-for-an-incredible-journey-of-self-discovery/) - These days Dominik Reinhard mostly has his toes tucked under the table of a Microsoft Teams call, as he executes his role as European Head of Commercial Sales of the Crop Protection Division at R&D firm Battelle from his flat in Valencia, Spain. It’s a position he took on just before Christmas at the UK-based
- [IMD reaccredited by EFMD EQUIS](https://www.imd.org/news/leadership/updates-imd-reaccredited-by-equis/) - Lausanne, Switzerland, 4 October 2018 – IMD business school was reaccredited for the maximum 5-year period by the EQUIS Accreditation Board. EQUIS stands for European Quality Improvement System and its in-depth assessment processes ensure that institutions demonstrate not only excellence and innovation in all activities but also a high degree of internationalization. IMD is one
- [Be a magnet for talent: invest in smarter education](https://www.imd.org/news/competitiveness/updates-be-a-magnet-for-talent/) - Economies that want to harness the power of talent to fuel prosperity must improve the way they fund and deliver education programs, focusing on the needs of industry and adopting a more open-minded approach to vocational training. That is the expert advice from Arturo Bris, Director of the IMD World Competitiveness Center, in an exclusive
- [IMD EMBA: Cracking the leadership code](https://www.imd.org/news/leadership/testimonials-imd-emba-cracking-the-leadership-code/) - Hideto Yamauchi is President & Representative Director at Heraeus Japan. He previously held roles as Sales Director at Endress+Hauser, Manager at Agilent Technologies, and Sales Engineer at Hewlett-Packard. With a background in engineering, Hideto recently completed the Executive MBA at IMD. IMD recently spoke to Hideto about his experience in the program. IMD: Why did
- [“BPSE totally exceeded my expectations”](https://www.imd.org/news/strategy/testimonials-bpse-totally-exceeded-my-expectations/) - Paul Gemperle is Director at EVS. The company began specializing in promoting and selling automatic coffee and vending machines and is now performing outsourced international supply and support activities. It is based in the French-speaking area of Switzerland near IMD. During his fast-paced career he has enjoyed a great deal of success — resulting in
- [MBA Alumni stories - Meet Quah Lley Hoon](https://www.imd.org/news/leadership/alumni-stories-quah-ley-hoon/) - Quah Ley Hoon outlines how the pandemic has forced a focus on the difficult balancing act between public health risk and business continuity in the face of long-term uncertainty. When Quah Ley Hoon was offered a scholarship by the Singaporean government to study an MBA, she grasped the opportunity with both hands. As a self-confessed
- [«La Suisse conserve son attrait économique, mais doit veiller à aller plus vite»](https://www.imd.org/news/competitiveness/la-suisse-conserve-son-attrait-economique-mais-doit-veiller-a-aller-plus-vite/) - Appréciée pour sa stabilité politique et sociale ainsi que pour la solidité de son cadre juridique, la Suisse continue d’attirer grandes entreprises et tal
- [IMD wins three awards in 2021 EFMD case writing competition](https://www.imd.org/news/business-ethics/updates-imd-wins-three-awards-in-2021-efmd-case-writing-competition/) - IMD is pleased to announce that Professor Vanina Farber has won two awards in the 2021 EFMD Case Writing Competition, for cases examining both a female-led sustainable investment firm and a female social entrepreneur, underscoring the institute’s expertise in the fields of impact investment and social innovation. Professor Benoît Leleux, the Stephan Schmidheiny Professor of
- [IMD MBA announces the winner of the “Create our Future” Challenge](https://www.imd.org/news/asia/updates-imd-mba-announces-the-winner-of-the-create-our-future-challenge/) - In the search for India’s brightest and best, IMD organized the IMD MBA “Create Our Future” Challenge, a one-day intense think-in where participants engaged in groups to brainstorm how society should address some of its most pressing challenges. The event took place in Mumbai, India in May this year. The IMD selection team shortlisted candidates
- [IMD and Pictet join forces to celebrate and reward leading family enterprises](https://www.imd.org/news/family-business/updates-imd-and-pictet-join-forces-to-celebrate-and-reward-leading-family-enterprises/) - Three-year agreement recognizing excellence in family business Unique platform for sharing best practices Award to be presented at the Family Business Network Summit in Venice Learn more about the IMD Global Family Business Center here Lausanne, Switzerland, 9 October 2018 – IMD and Pictet, one of Europe’s leading independent wealth and asset managers, have joined
- [IMD and ECAL launch partnership](https://www.imd.org/news/strategy/updates-imd-and-ecal-launch-partnership/) - IMD and ECAL, the University of Art and Design Lausanne, have established a partnership agreement and are currently working together on a series of joint initiatives. The two leading academic institutions recently jointly delivered a three-day program on Foundations of Business at IMD for students undertaking ECAL’s MAS in Design for Luxury and Craftsmanship. The
- [How Massive Collective Intelligence can drive insight and engagement in your organization](https://www.imd.org/news/leadership/updates-how-massive-collective-intelligence-can-drive-insight-and-engagement/) - Expertise is not dead. But the large-scale tool of narrative building will help leaders motivate all stakeholders in their organizations to bring about change. This is the moment to employ Massive Collective Intelligence (MCI), said Cyril Bouquet and Mark Greeven, Professors of Innovation and Strategy at IMD. They were joined from Paris by Frank Escoubès,
- [Enriching collective experience through sharing](https://www.imd.org/news/leadership/updates-enriching-collective-experience-through-sharing/) - High Performance Leadership (HPL) Alumni gathered for the first time in Finland recently to set the basis of the HPL community in the country. The event took place in Helsinki’s Biomedicum, a prestigious venue that has previously received the King of Norway. HPL Alumni from 2011, 2016 and 2017 participated in the meet-up to discuss
- [Don’t assume that data is an asset for your organization](https://www.imd.org/news/marketing/updates-dont-assume-that-data-is-an-asset-for-your-organization/) - Conversations on AI, big data, Industry 4.0 are all around us, meaning it’s easier than not to jump on the data bandwagon. “It’s all about the data,” we are told. But is it? Not if, for instance, you are failing to pause for thought about where and how you want to create value in your
- [Spotlight on sustainability as Aquatis Innovation Challenge named one of AACSB 2021 Innovations That Inspire](https://www.imd.org/news/sustainability/updates-aquatis-innovation-challenge-named-one-of-aacsb-2021-innovations-that-inspire/) - As organizations move to more environmentally friendly products and processes, sustainability has changed from an afterthought to a key driver of innovation. Recognizing the importance of this intertwining, the Association to Advance Collegiate Schools of Business (AACSB) has named the IMD MBA Innovation Week one of its . The AACSB recognizes institutions from around the world
- [An inside look at OWP](https://www.imd.org/news/leadership/updates-an-inside-look-at-owp/) - IMD just wrapped up its signature program Orchestrating Winning Performance (OWP). OWP is the only program of its kind; executives can customize their week to fit their interests and needs as well as have the opportunity to learn with and from managers from all over the world and from every industry. Breaking the attendance records
- [Talent acceleration with IMD](https://www.imd.org/news/leadership/testimonials-talent-acceleration-with-imd/) - “TBL came to me at an extra good time, just as I was getting ready to take on a new and broader leadership role. It helped familiarize me with core leadership values and plan the transition.” IMD’s PED (Program for Executive Development) attended in 2014, completed by TBL (Transition to Business Leadership) in 2017, has helped Kasper Roseeuw
- [New CEO prepares for challenges in IMD’s Advanced Management Program](https://www.imd.org/news/leadership/testimonials-newly-appointed-ceo-prepares-for-fresh-challenges-in-imds-advanced-management-program/) - Daniel De Swaan is Director at Meijers Assurantiën, a leading insurance broker based in the Netherlands, and a family business that was founded 45 years ago in Amsterdam. Daniel has been an executive at Meijers for the past 13 years. Before taking his next big step in 2019 – becoming CEO of Meijers – Daniel
- [IMD’s Building On Talent “not something you can learn in textbooks”](https://www.imd.org/news/organizational-behavior/testimonials-imds-bot-not-something-you-can-learn-in-textbooks/) - If she weren’t a Senior Associate at a top international law firm where she specializes in corporate finance law, Jennifer Y. Poon’s enthusiasm for the IMD Building on Talent program might sound like a publicity pitch. “Fascinating and fun” is not your usual description of a strategic management and leadership course. She also said: “The
- [A culmination of transformational journeys](https://www.imd.org/news/leadership/testimonials-a-culmination-of-transformational-journeys/) - IMD recently graduated a new class of Executive MBAs after a life-changing journey through global business, travels around the world and intense moments of crisis preparation. The ceremony took place at the Hotel Royal Savoy in Lausanne, Switzerland, and was officiated by IMD Professor Stefan Michel, who directs the EMBA program. Developing global leaders “I
- [Scaling innovative finance for impact through partnerships](https://www.imd.org/news/finance/scaling-innovative-finance-for-impact-through-partnerships/) - Delegates from the International Committee of the Red Cross (ICRC), Fondation Lombard Odier and the Agence Française de Développement (AFD)
- [New faculty book: Strategic Agility](https://www.imd.org/news/agility/updates-strategic-agility-the-art-of-piloting-initiatives/) - In the business world today, just 18% of strategic initiatives succeed in being actively adopted and widely implemented in their organizations or introduced into the market. Why are so few strategic initiatives successful in generating commitment and delivering value to their businesses? A new book by IMD Professor Bettina Büchel and Rhoda Davidson attempts to
- [Get to know: Katharina Lange, IMD Professor of Leadership](https://www.imd.org/news/leadership/updates-get-to-know-katharina-lange-imd-professor-of-leadership/) - What are you working on at the moment? Since starting at IMD last year, I have intensified my work on resilience as the pandemic has spurred interest in this topic – I feel a little like a wartime profiteer. I have interviewed executives on how they weather storms, build resilience as leaders and how they build resilience into their organizations and operations. An interesting “collateral” coming
- [What is a “Smart City”? IMD and SUTD’s Lee Kuan Yew Centre for Innovative Cities research reveals urban recipe for success](https://www.imd.org/news/competitiveness/updates-what-is-a-smart-city/) - Singapore 27 June 2019 – How do we create content and prosperous cities in the age of uncertainty? A new book and ground-breaking research index by researchers at IMD business school and the Singapore University of Technology & Design’s Lee Kuan Yew Centre for Innovative Cities explores the concept of the “smart city” to help
- [IMD’s new online programs: “action learning at its best”](https://www.imd.org/news/economics/updates-imds-new-online-programs-action-learning-at-its-best/) - IMD has just launched eight online-based programs designed to bring the quality of its top-ranked face-to-face learning into the offices of executives worldwide. Participants in IMD's new Global Leadership in the Cloud programs engage in highly-personalized and interactive experiences that involve engaging videos, individual coaching and learning partnerships with peers. In addition, the courses give real feedback
- [How IMD’s Executive MBA helped drive the success of neurotechnology unicorn “MindMaze”](https://www.imd.org/news/finance/updates-how-imds-executive-mba-helped-drive-the-success-of-neurotechnology-unicorn-mindmaze/) - Tej Tadi, founder and head of MindMaze, wants his company to become the top neuro-medical device business in the world. And MindMaze is definitely on the right path. Ernst & Young’s recent “EY Entrepreneur of the Year 2016” award winners included Dr. Tadi as winner of the “Emerging Entrepreneur” category. MindMaze SA, is a therapeutic
- [Introverts or Extroverts – who makes a better colleague?](https://www.imd.org/news/leadership/updates-introverts-or-extroverts-who-makes-a-better-colleague/) - After 300 interviews with executives to understand the considerable leadership strengths of introverts, ambiverts and extroverts, IMD visiting Professor Karl Moore takes an Orchestrating Winning Performance (OWP) class through the subtleties of personalities this morning in the session Introverts, ambiverts and extroverts in the executive suite. Introverts tend to recharge in quiet settings, think before
- [Purpose, philosophy and poetry: how Mahindra’s R. Dubey improves the lives of others](https://www.imd.org/news/sustainability/updates-how-purpose-philosophy-and-poetry-are-driving-mahindras-rajeev-dubey-to-improve-the-lives-of-others/) - Rajeev Dubey likes to think big. And he wants to make an impact. In his leadership role at the Mahindra Group, Dubey is motivated by nothing less than “to drive positive change in the lives of anyone that I come in contact with and to do that in the context of a larger goal and
- [A new community connecting startups and entrepreneurs in China](https://www.imd.org/news/entrepreneurship/updates-imd-alumni-community-for-entrepreneurship-launches-in-china/) - What’s unique about China’s startup scene? How can big companies get better at innovating? How should companies of all sizes speed up their response to climate change? These were just some of the questions tackled at the launch event of the Alumni Community for Entrepreneurship (ACE) in China, a community that connects startups and investors and promotes
- [Seeing the bigger picture – “an unforgettable once in a lifetime experience”](https://www.imd.org/news/leadership/updates-imd-emba-an-unforgettable-once-in-a-lifetime-experience/) - Javier Sanchez Castro’s career has been full of twists and turns, but one thing stands out - his thirst for learning. His illustrious academic and professional journey includes a PhD in Biomedical Engineering from EPFL, a stint as a Researcher at Harvard Medical School, a role developing innovative startups and management positions at Philips and
- [How an IMD organizational learning program helped establish the UEFA Academy](https://www.imd.org/news/organizational-learning/updates-imd-ola-uefa-academy/) - Thomas Junod is Head of the UEFA Academy at The Union of European Football Associations. Last year, he participated in IMD’s Organizational Learning in Action (OLA), a program designed to help learning professionals develop and implement successful learning strategies across their organizations, and drive business growth as a result. In his role, Thomas leads UEFA's executive
- [“Innovation is messy, crazy and sometimes frustrating”](https://www.imd.org/news/strategy/updates-innovation-is-messy-crazy-and-frustrating/) - From April 23-28, IMD ran its intensive MBA innovation module. IMD MBAs with participation from students from ECAL, the renowned design university, and EPFL, the leading technology university, participate in the Debiopharm-Inartis challenge to improve the lives of healthcare patients, in which the winners of the challenge receive funding for their ideas to become further
- [IMD case study on adidas’s pandemic-fueled strategic challenges currently amongst the world’s most popular cases](https://www.imd.org/news/strategy/updates-imd-case-study-on-adidass-pandemic-fueled-strategic-challenges-currently-amongst-the-worlds-most-popular-cases/) - Adidas: How to keep running fast in a post-COVID-19 world?, by Professor Niccolò Pisani, has garnered tremendous success since its publication in October 2020. Currently featured as one the latest bestsellers in the Case Centre’s strategy and general management category, it has been repeatedly ranked as the most popular case study out of the over
- [IMD races to raise funds for international charity](https://www.imd.org/news/business-ethics/updates-imd-races-to-raise-funds-for-international-charity/) - Members of the IMD 2018 MBA class and IMD staff recently participated in a charity sporting event in Geneva called Race for Gift organized to raise funds for over 20 international and non-governmental organizations. A team of 15 IMD MBAs and staff ran in the 10 km as well as the 5km and walking race to raise
- [Our network is your network – the best of IMD reunite](https://www.imd.org/news/leadership/updates-our-network-is-your-network/) - A squishy square blue cube recently got a lot of buzz at IMD. The soft throwable microphone served as an intriguing conversation piece that raised the fun factor for the more than 350 alumni attending the 2016 IMD Biennial International Alumni Event. While fun was definitely a part of the program, the reasons for attending
- [“IMD helped me discover who I am as a leader”](https://www.imd.org/news/leadership/testimonials-imd-helped-me-discover-who-i-am-as-a-leader/) - Ricardo Bosshard has held leadership positions for nearly 20 years. At 27, he was the general manager of a distribution centre, then he was the Sustainability Manager at PricewaterhouseCoopers. Now he has been Director of WWF Chile for the past seven years. Ricardo had wanted to study at IMD for a long time before getting
- [MBA alumna tells how the program “drove her career forward”](https://www.imd.org/news/leadership/testimonials-mba-alumna-tells-how-the-program-drove-her-career-forward/) - LIANA LOGIURATO – MBA Class of 1997 – Global Head of M&A, Syngenta International AG IMD: Why did you decide to do an MBA at IMD? LIANA LOGIURATO: Because I wanted to take a deep dive into more technical aspects of finance and general management. I wanted to get great exposure to not only the
- [ICRC partners with IMD to boost innovation and business knowledge](https://www.imd.org/news/strategy/updates-icr-partners-with-imd-to-boost-innovation-and-business-knowledge/) - “Unfortunately war is becoming an acceptable extension of diplomacy and this is heavily destabilizing societies,” said Peter Maurer, President of the International Committee of the Red Cross (ICRC), which just wrapped up an event at IMD called “Global Partnerships for Humanitarian Impact and Innovation”, or GPHI2 for short. “We need a completely different way to
- [Digital health ecosystem workshop at IMD](https://www.imd.org/news/digital/updates-digital-health-ecosystem-workshop-at-imd/) - The IMD Global Centre, Value Chain 4.0, recently hosted its first workshop on the digital health ecosystem in Switzerland. The aim of this workshop was to identify barriers and facilitators towards the successful adoption of digital health innovations in Switzerland. Digital health technology might help to build a sustainable, cost-effective, accessible, and safe healthcare system.
- [Pride, purpose and perseverance as graduating EMBAs celebrate their learning journey](https://www.imd.org/news/leadership/updates-imd-emba-graduation-december-2019/) - “It’s time to regroup, reflect on this journey, and then... the sky’s the limit.” These were the words of Frith Brennan, Head of Corporate Commercial Projects at A.P. Moller - Maersk as she delivered her valedictorian address during the graduation of the IMD November 2019 class of Executive MBAs. It was a day of celebration
- [IMD MBAs win Private Equity Case Competition 2nd year in a row](https://www.imd.org/news/finance/updates-imd-mbas-win-private-equity-competition-2nd-year-in-a-row/) - A team of five members of IMD’s current class of MBAs just won the 7th annual Private Equity Case Competition hosted by the Rotterdam School of Management (RSM). The competition was broken down into three stages. Prior to the event, the 15 participating teams had to create a financial model and present an executive summary.
- [IMD Professor Carlos Cordon releases new book “Strategy is Digital”](https://www.imd.org/news/technology-management/updates-imd-professor-carlos-cordon-releases-new-book/) - IMD Professor Carlos Cordon, with co-authors Pau Garcia-Milà, Teresa Ferreiro Vilarino and Pablo Caballero recently released “Strategy is Digital: How Companies Can Use Big Data in the Value Chain”. The book presents strategies and practices to allow everyday companies to cope with the fundamentally changing landscape of business models and to take advantage of the
- [IMD’s 2017 MBA class receives over half a million CHF in scholarships](https://www.imd.org/news/business-ethics/updates-imds-2017-mba-class-receives-over-half-a-million-chf-in-scholarships/) - Scholarships play an important role in supporting IMD’s already diverse MBA pool. There are roughly 10 different categories of IMD scholarships ranging from completely merit based awards to those awarded exclusively for emerging markets. In any given year, typically 25% of all IMD MBA students receive financial awards in the form of scholarships. We congratulate
- [‘Businesses can create shared value in tackling global challenges by pursuing smart sustainability’](https://www.imd.org/news/sustainability/updates-businesses-can-create-shared-value-in-tackling-global-challenges-by-pursuing-smart-sustainability/) - At the intersection of the economy, environment and society, sustainability is a crucial issue for all industries and all sectors, says Professor Knut Haanaes, and not one will emerge from the COVID-19 crisis without taking it into consideration. By promoting shared values, organizations become part of the solution rather than part of the problem. Whether
- [Insight Session: Leaders Beware of Your Bias – Affiliate Professor Heather Cairns-Lee](https://www.imd.org/news/psychology/updates-insight-session-leaders-beware-of-your-bias-affiliate-professor-heather-cairns-lee/) - Leaders are asked to take charge in complex situations and they do so through their own lenses, including their mental models, frames and words. These lenses privilege some things and disadvantage others and this creates bias, which is a preferred, often unconscious, way of seeing and acting. Therefore, rather than leading, the people in positions
- [Purpose fueled by sustainability: the only package for future success](https://www.imd.org/news/sustainability/owp-purpose-fueled-by-sustainability-the-only-package-for-future-success/) - Sustainability must take center stage in any companies’ purpose and CEOs should make big bets on the future.
- [Are companies falling into the ‘success trap’?](https://www.imd.org/news/strategy/updates-are-companies-falling-into-the-success-trap/) - Why is it that so many businesses fail and so few succeed? Often, many companies fall into the all-too-familiar ’success trap’ - sticking to what they are good at rather than exploring new ideas, said Bettina Büchel, Professor of Strategy and Organization at IMD, at Orchestrating Winning Performance in Dubai. Take, for instance, Kodak. Why
- [Breakthrough program for Senior Executives: An amazing learning experience](https://www.imd.org/news/leadership/testimonials-breakthrough-program-for-senior-executives-an-extraordinary-learning-experience/) - IMD's Breakthrough Program for Senior Executives was just what Frank Grootnibbelink was looking for to focus on key issues and accelerate the momentum of success. "This was an extraordinary learning experience," says Frank. With a post-doctoral degree from the Free University of Amsterdam, an Executive General Management Program from Harvard Business School, and 30 years
- [IMD and Qatar Petroleum conclude successful High Performance Boards Program](https://www.imd.org/news/corporate-governance/updates-imd-and-qatar-petroleum-conclude-successful-high-performance-boards-program/) - The Qatar Petroleum High Performance Boards Award Ceremony, held in Doha in January 2017, marked the culmination of a year-long transformational journey during which IMD and Qatar Petroleum laid the foundation for QP’s corporate governance of the future. Speaking at the ceremony, Saad Sherida Al-Kaabi, President and CEO of Qatar Petroleum, and Professor Didier Cossin,
- [“Wise Family Business” book recently released by IMD Professor Joachim Schwass](https://www.imd.org/news/strategy/updates-wise-family-business-book-recently-released-by-imd-professor-joachim-schwass/) - “Wise Family Business” a book by IMD Emeritus Professor Joachim Schwass and Anne-Catrin Glemser was recently published by Palgrave Macmillan. It aims to help families in business to identify new and better ways of achieving longevity, sustainability and performance. The book presents ground-breaking new insights and practical examples from a range of growing family businesses
- [Lessons on crisis management from our signature program in Dubai](https://www.imd.org/news/leadership/updates-leadership-crisis-and-stress-management-sameh-abadir-at-owp/) - “The more senior you become in your career, the less true feedback you will receive,” said Sameh Abadir, Professor of Leadership and Negotiation at IMD. Speaking in an interactive session on Leadership, Crisis and Stress Management at our signature program, Orchestrating Winning Performance in Dubai, Professor Abadir added that this means as your professional life
- [Abhijat Chahal believes in the power of education to transform societies](https://www.imd.org/news/leadership/testimonials-abhijat-chahal-believes-in-the-power-of-education-and-politics-to-transform-societies-and-countries/) - When Abhijat Chahalgraduated from the Birla Institute of Technology and Science in Pilani, India with a BS in Marine Engineering, he was immediately employed by Maersk Group, the integrated transport and logistics company. For the next ten years, he worked in five countries and was exposed to 21 countries across four continents. He became experienced
- [Turkey: stuck in the middle](https://www.imd.org/news/economics/updates-turkey-stuck-in-the-middle/) - Istanbul is frequently said to be "the west of the east and the east of the west". Are Istanbul and Turkey the best of both worlds or simply stuck in the middle? IMD's MBA program headed to Istanbul to find out. The IMD MBA has historically gone abroad for the Discovery Expeditions and the International
- [Opening new doors with Strategic Finance](https://www.imd.org/news/finance/testimonials-opening-new-doors-with-strategic-finance/) - In April 2014 Théophile Mounier was at the swimming pool with his children when he bumped into a friend, Dr. Pascal Gallo, a physicist at EPFL working on an interesting start-up. The scientist was in the process of setting up a company to manufacture high-quality lab-grown diamonds for use in the tech and jewellery industries;
- [IMD honored with gold award for Excellence in Executive Education](https://www.imd.org/news/leadership/updates-imd-gold-award-for-excellence-in-executive-education/) - Susan Goldsworthy OLY, Affiliate Professor of Leadership, Communications and Organizational Change, and her team were honored for their work on the SITA 5.0 Leadership Journey. For almost 20 years, the Learning in Practice awards have recognized learning leaders “who demonstrate excellence in the design and delivery of employee development programs through a combination of qualities
- [Prof. Howard Yu named among top upcoming management thinkers](https://www.imd.org/news/strategy/updates-prof-howard-yu-named-among-top-upcoming-management-thinkers/) - IMD Professor of Strategic Management and Innovation Howard Yu has been selected to figure among the Thinkers50 Radar list of the 30 thought leaders most likely to shape the future of how organizations are managed and led. The Thinkers50 Radar scans the globe for up-and-coming leaders of management thinking. “The Radar list is keenly anticipated,”
- [An Instagram exec on the evolution of social media and how the IMD MBA shaped his life](https://www.imd.org/news/leadership/updates-instagram-exec-on-how-the-imd-mba-shaped-his-life/) - Gord Ray has followed an impressive and winding career path that has seen him spend time in Europe, North America and Africa. He has reinvented himself four times in completely different industries without any prior knowledge of his new sector. Prior to earning an MBA at IMD in 2002, Ray, a Canadian worked in advertising
- [‘There will be no COVID-19 vaccine without the right packaging’](https://www.imd.org/news/decision-making/updates-no-covid-vaccine-without-right-packaging/) - Last year, the global pharmaceutical industry purchased some 12 billion vials. Then along came COVID, not only triggering the need for even more, but for the right type. SiO2 Material Science didn’t miss a beat. In 30 days, the advanced materials science company had refocused its energies on using its technology platform; a fusion of
- [‘Higher education is essential to taking on climate change, equality, poverty and building a sustainable world,’ says Jimmy Scavenius](https://www.imd.org/news/leadership/updates-jimmy-scavenius-honored-as-aacsb-influential-leader-2021-for-kwera/) - “When you are highly educated, you become more resilient to a pandemic or to economic shocks or any other disaster in society,” said Scavenius, the Founder and CEO of the nonprofit social enterprise Kwera. It is a firmly held belief of Scavenius that higher education effectively vaccinates a population against the threats of an uncertain
- [‘IMD’s EMBA Program helped me become a more mindful and reflective leader,’ says alumnus Roger Wattenhofer](https://www.imd.org/news/leadership/updates-imds-emba-program-helped-me-become-a-more-mindful-and-reflective-leader-say-alumnus-roger-wattenhofer/) - Roger Wattenhofer was voted Valedictorian of the IMD EMBA December 2020 class by faculty and peers. Before pursuing his EMBA, he held senior finance and management positions for public and private companies in Switzerland and Australia, and also co-founded a real-estate company of which he is Chairman and Co-owner. IMD spoke with Wattenhofer as he
- [IMD/ECAL team win UEFA Innovation Challenge with wearable tech to improve fan experience](https://www.imd.org/news/leadership/updates-imd-uefa-ecal-thinksports-innovation-challenge-2019/) - Lausanne, Switzerland, 3 May 2019 – Two schools, two leading sports organizations, ninety MBAs, eighteen design students, one challenge: to come up with an innovative new way for fans to experience the emotion of watching live football. Today, a mixed team of IMD MBA participants with a Master student in Product Design at ECAL/University of Art and Design Lausanne were
- [IMD MBA alumnus wins EY Entrepreneur of the Year award](https://www.imd.org/news/entrepreneurship/updates-imd-mba-alumnus-wins-ey-entrepreneur-of-the-year-award/) - IMD alumnus Hans-Petter Mellerud is on track to become the world’s best entrepreneur after being chosen as Norway’s Entrepreneur of 2017 by EY, a professional services firm. Mellerud, who founded cloud computing consultancy firm Zalaris, will be one of 50 country winners fighting for EY’s prestigious World Entrepreneur of the Year 2018 award in Monaco in
- [A good leader champions people from the center of the vortex](https://www.imd.org/news/leadership/updates-good-leader-champions-people-from-center-vortex/) - Ahead of her keynote address 25th June 2020 at IMD’s OWP liVe – an innovative virtual learning experience – business leader Harriet Green shares her insights and intentions for next-level leadership. “Leaders today need to be focused on three things: resilience, innovation and growth. We must look more carefully at the theory of disruption and
- [IMD Professor Alyson Meister named to 2021 Thinkers50 Radar list](https://www.imd.org/news/diversity-and-equity-and-inclusion/updates-imd-professor-alyson-meister-named-to-2021-thinkers50-radar-list/) - As the struggle for finding purpose and meaning in our personal and professional lives grows with each day of the pandemic, Alyson Meister has been named to the prestigious 2021 Thinkers50 Radar list for her influential body of work. Thinkers50 identifies, ranks and shares the very best in today’s management ideas; its definitive global Radar list
- [IMD EMBA and Swiss Guard talks about his degree and how it shaped him](https://www.imd.org/news/leadership/testimonials-gautier-porot/) - IMD recently met up with Gautier Porot to discuss his experience in the EMBA program, his key role in the Pope’s recent visit to Switzerland, and more. IMD: You recently graduated from IMD’s EMBA program where we strive for ‘Real Learning. Real Impact’. Why did you decide to commit to this program? What leadership skills
- [How an entrepreneur hopes to strengthen Switzerland’s production prowess](https://www.imd.org/news/entrepreneurship/updates-how-an-entrepreneur-hopes-to-strengthen-switzerlands-production-prowess/) - Hans Gattlen always wanted to be an entrepreneur. A trained lawyer, he worked in-house at Rieter Automotive and switched to a management role when the company embarked on an M&A spree. Having completed an EMBA with IMD in 2001, his subsequent role at industrial manufacturer Franke would prove significant. During buyout discussions with family firm
- [IMD’s MBA program partners with UEFA, ECAL and ThinkSport to innovate fans’ experience](https://www.imd.org/news/leadership/updates-imd-uefa-ecal-thinksport-innovation-week/) - IMD business school, UEFA, ECAL/University of Art and Design Lausanne and ThinkSport have teamed up to create a unique and intense experience for MBA and Master in Design participants to learn about innovation. IMD’s MBA Innovation Week 2019 is a hands-on learning journey led by leading experts from the worlds of sports and business, taking
- [IMD wins EFMD award for DNB custom program](https://www.imd.org/news/leadership/imd-wins-efmd-award-for-dnb-custom-program/) - Professor of Leadership and Organizational Change Ina Toegel spearheaded the impactful program which focused on the leadership development and inspiring a more cohesive and empathic culture. The bank entered the 2020s in strong position having notched up its best-ever annual result. To maintain this performance in an increasingly complex financial services market, DNB realized that
- [Yes, there is a future for Brazil](https://www.imd.org/news/economics/updates-yes-there-is-a-future-for-brazil/) - At this moment in time there may be few on the planet who would consider 2016 ‘the year’ for Brazil. However, at IMD, it is ‘the year’ of Brazil. In an MBA that prides itself on leadership and international diversity, there are rarely more than two participants that join the program from any one nationality.
- [Faculty Q & A: Michael Yaziji](https://www.imd.org/news/leadership/updates-faculty-q-and-a-michael-yaziji/) - 1. What are you working on at the moment? I’m most excited about innovating in program journeys. I’m integrating participants’ home teams in real depth like I never have before; using repeated micro-360s to focus attention and track improvement and impact. It is also interesting to use technologies like individualized Google Slide files for each participant. 2. What quality
- [Get to know: Robert Hooijberg](https://www.imd.org/news/leadership/updates-get-to-know-robert-hooijberg/) - What are you working on at the moment? I’m working on how to align strategy and culture – too many companies artificially separate the two, to their detriment. Strategy is what to do and culture is how to do it. The truth is, if you do any sort of culture program after the rollout of
- [Open banking has transformed the way customers see financial institutions](https://www.imd.org/news/finance/updates-open-banking-has-transformed-the-way-customers-see-financial-institutions/) - BBVA has taken a proactive approach to open banking, having moved ahead of PSD2 regulations in Europe. What opportunities in open banking do you see for established banks such as BBVA? In our view, open banking has transformed the way customers see financial institutions and this change has allowed us to get much closer
- ["An amazing leadership journey"](https://www.imd.org/news/leadership/testimonials-an-amazing-leadership-journey/) - Despite not working in the equine field, in 2015 Megan Rock helped boost her leadership skills by interacting with a horse. The exercise was part of an IMD program on Strategies for Leadership for women executives and took place at an equestrian training center just outside Lausanne. Each participant had 10 minutes to acquaint themselves
- [MP and HPL “The perfect combination”](https://www.imd.org/news/leadership/testimonials-mp-and-hpl-the-perfect-combination/) - Guy Chatillon, a key figure in the luxury industry, attended IMD two years running and now explains why he will soon return. President Europe, CIS & ME of the exclusive high jewellery and watch maker Van Cleef & Arpels, a position he has held since 2012, he found at IMD the new perspectives that he
- [IMD launches series of highly-personalized online executive programs](https://www.imd.org/news/economics/updates-imd-launches-series-of-highly-personalized-online-executive-programs/) - IMD, already a recognized leader in executive education field, has now launched a series of online-based programs bringing the quality of its top-ranked face-to-face learning to the offices of executives worldwide. Participants in IMD’s new Global Leadership in the Cloud series engage in a highly-personalized and interactive experience, with individual coaching, learning partners, feedback and
- [Entrepreneurship – Create something from nothing](https://www.imd.org/news/entrepreneurship/updates-imd-emba-silicon-valley/) - This week IMD’s EMBAs will be in Silicon Valley for a discovery expedition. They will meet with some of the Valley’s many companies and entrepreneurs pioneering science and high-tech ideas that are often worth millions and billions, and just might change the way society works. Ahead of the trip IMD caught up with longstanding EMBA
- [IMD brings its CLO Roundtable to Singapore](https://www.imd.org/news/leadership/updates-imd-brings-its-clo-roundtable-to-singapore/) - Among the many offerings available for corporate learning professionals, digital technology is increasingly adding options to the mix. But how is technology-enabled learning impacting business and, even more, how is it impacting executive education? Diving deeper into digital, IMD hosted a Chief Learning Officers (CLO) Roundtable for the first time in its Singapore location. IMD’s
- [IMD and Cisco unveil telepresence technology to connect campuses in Lausanne and Singapore](https://www.imd.org/news/strategy/updates-imd-and-cisco-unveil-telepresence-technology-to-connect-campuses-in-lausanne-and-singapore/) - IMD Business School and Cisco have announced the completion of the Connected Classroom — a two-year-long initiative to virtually connect classrooms and boardrooms thousands of kilometres apart with telepresence technology. The Connected Classroom takes cutting-edge educational technology a step further by using life-size, high-definition visual communications to interact with participants from other locations from IMD’s
- [The benefits of integrating personal development into a strategy program](https://www.imd.org/news/leadership/testimonials-the-benefits-of-integrating-personal-development-into-a-strategy-program/) - Christian Bucheli, executive director at SIX Payment Services, always associated a strategy program as being mainly about tools, frameworks and methodologies – the tactical aspects of strategy development. He never expected personal development to be incorporated so prominently into such a program at a top business school. Yet it was this aspect of IMD’s Advanced Strategic Management
- [Leadership in an evolving corporation](https://www.imd.org/news/strategy/testimonials-leadership-in-an-evolving-corporation/) - Not everything is just about business. But business, as viewed by IMD’s MBA program, has the potential to make a huge impact on the world’s wellbeing when taken with responsibility. Of the fields where business may impact our livelihoods most, healthcare and pharmaceuticals are extremely important. IMD alumnus Rainer Böhm, Chief Commercial and Medical Affairs
- [How to navigate a leadership transition](https://www.imd.org/news/leadership/testimonials-how-to-navigate-a-leadership-transition/) - Strategy Manager at CATERPILLAR discusses his experience in The First 90 Days program
- [A deep dive into the ocean of possibilities](https://www.imd.org/news/leadership/testimonials-a-deep-dive-into-the-ocean-of-possibilities/) - IMD is proud to honor Sonia Sachdeva, IMD MBA 2018 candidate, on International Woman’s Day. Sonia was chosen as the recipient of the Nestlé Scholarship for Women among many outstanding candidates. Initiated by IMD alumni in 1997, this scholarship aims at attracting young women leaders to pursue their professional journey at IMD. “Diversity is like
- [Life in the fast lane: driving digital is all about your team’s mindset](https://www.imd.org/news/leadership/life-in-the-fast-lane-driving-digital-is-all-about-your-teams-mindset/) - Digital transformation can only succeed when your team is fully onboard, says Hajar El Haddaoui.
- [Companies need to prepare for ESG regulation to change the parameters of business](https://www.imd.org/news/sustainability/updates-esg-regulations-will-change-the-parameters-of-business/) - “Climate change and social issues such as inequality are the defining problems of our time, and these will stay with us. Not just for a couple of years, as hot buzz words, but for decades to come,” said IMD Professor of Finance Karl Schmedders. Schmedders was speaking at the third annual gathering of the SEF
- [Trailblazing engineer and entrepreneur to take a lead role in accelerating renewable energy business](https://www.imd.org/news/entrepreneurship/updates-trailblazing-engineer-and-entrepreneur-to-take-a-lead-role-in-accelerating-renewable-energy-business/) - As the first woman to join the management team of Romande Energie, a Swiss energy company, Aurore Amaudruz is a trailblazer. An engineer and an entrepreneur who founded the solar energy firm Amaudruz Énergies SA in 2011, she is well versed in the hands-on approach of building a business from the ground up as well as possessing the visionary problem-solving capabilities common to all entrepreneurs. Now, as co-director of the Energy Solution
- [Faculty book release – “High Performance Boards”](https://www.imd.org/news/board/updates-faculty-book-release-high-performance-boards/) - If governance is the art of decision-making at the top of organizations, then board members – just like the world’s best opera singers, sculptors and Bonsai gardeners – hold the key to success. But how can boards consistently hit the high notes despite unforeseen trials and tribulations? The secret to raising a board’s bar and
- [IMD in Oman contributing to the development of a new generation of leaders](https://www.imd.org/news/economics/updates-imd-in-oman-contributing-to-development-of-new-generation-of-leaders/) - Last year Oman's Private Public Partnership Committee launched a National CEO Program (NCP) in cooperation with IMD and McKinsey & Co. The program aims to develop a community of world-class Omani CEOs to help maximize the performance of the nation's private sector and economy. Arturo Bris, Professor of Finance and Director of IMD's World Competitive
- [IMD alumna honored for empowering patients and communities in South Africa](https://www.imd.org/news/entrepreneurship/updates-imd-alumna-honored-for-empowering-patients-and-communities-in-south-africa/) - Growing up in Soweto, Sibongile Manganyi-Rath experienced first-hand the damaging impact of an underfunded healthcare system when, aged 13, she was poorly treated and almost misdiagnosed at a state-run clinic. She is now an award-winning businesswoman, having founded the Indigo Kulani Group (IKG), an infrastructure and real estate development company, aged just 26. But after
- [Fintech Chain Mail: how to de-risk financial systems through the adoption of central bank digital currencies](https://www.imd.org/news/finance/updates-fintech-chain-mail-how-to-de-risk-financial-systems-through-the-adoption-of-central-bank-digital-currencies/) - How would you describe Central Bank Digital Currencies (CBDCs) and what is their status today? CBDCs are the digital equivalent of physical cash as they also represent a claim on Central Banks. Unlike digital wallets such as PayPal, CBDCs offer anonymity benefits and will not rely on private sector-run e-payment systems. CBDCs are at an
- [Talent, regulation and capital needed for Thai economy to recover](https://www.imd.org/news/competitiveness/updates-talent-regulation-capital-needed-for-thai-economy-to-recover/) - Thailand needs to attract digital talent and invest more in education for it to boost its competitiveness in the current economic climate. That is the key message that came out of a recent IMD webinar, organized in collaboration with Thai Listed Companies Association (TLCA) and Care for Thai Biz, exploring the South East Asian country’s
- [Emerging stronger from the storm: IMD celebrates MBA class of 2021](https://www.imd.org/news/leadership/updates-emerging-stronger-from-the-storm-imd-celebrates-mba-class-of-2021/) - In a year marked by the ongoing challenges and uncertainty of the COVID crisis, 97 MBA participants celebrated the resilience they have honed and looked forward to making their marks on the world at a graduation ceremony at IMD in snow-blanketed Lausanne. Dean of the IMD MBA program Professor Seán Meehan opened the ceremony by
- [A program that champions women leaders and can lead to the next big idea](https://www.imd.org/news/leadership/testimonials-a-program-that-champions-women-leaders-and-can-lead-to-the-next-big-idea/) - Yumiko had been in the hospitality industry for more than 15 years but felt there was something missing in her career. After a friend told her about the SL program, she decided to sign up to explore what she might do next. "I had never been on a women-only program before, so I was curious
- [Why mega diving at this island resort in November doesn’t require a wetsuit](https://www.imd.org/news/economics/updates-why-mega-diving-at-this-island-resort-in-november-doesnt-require-a-wetsuit/) - There’s a deep dive taking place where participants don’t get wet. In fact, they don’t even get in the sea. Rather, they submerge themselves in a kind of business knowledge that, much like underwater diving, promises new discovery while requiring some decompression of old ideas and ongoing challenges. IMD business school announces a unique Mega
- [IT are no longer ‘the fixers’ – they are the architects of the digital workplace](https://www.imd.org/news/digital/it-are-no-longer-the-fixers-they-are-the-architects-of-the-digital-workplace/) - Alumni Profile of Yassine Zaied, Chief Strategy Officer at Nexthink
- [IMD EMBA valedictorian takes a lead role at A.P. Møller – Mærsk](https://www.imd.org/news/leadership/testimonials-imd-emba-valedictorian-takes-a-lead-role-at-ap-moller-maersk/) - IMD EMBA Alumnus and 2007 class valedictorian Claus V. Hemmingsen has recently been appointed Group Vice CEO of A.P. Møller – Mærsk and CEO for its energy division. Hemmingsen joined the Maersk Group in 1981 as a shipping trainee and after having completed his shipping education, he joined Maersk Drilling’s Human Resource Department. After being
- [Bringing a start-up to life](https://www.imd.org/news/start-up/updates-bringing-a-start-up-to-life-annaida/) - In a climate where 90% of start-ups fail, one outlier has just made the leap from incubation to incarnation. Annaida, one of 27 winners in the 21st IMD Startup Competition in 2018, has recently announced the closure of a seed-funding round that drew in SFr1m. The new group of investors includes Hemex AG, Fongit Seed
- [IMD hosts Chief Marketing Officers Roundtable](https://www.imd.org/news/marketing/updates-imd-hosts-chief-marketing-officers-roundtable/) - IMD recently hosted a group of top marketing executives from leading companies. Over 30 executives ranging from CEOs to Chief Marketing Officers and Directors gathered at IMD for an event that spanned the course of two days and covered the latest trends in digital marketing. The event was led by Dominique Turpin, Dentsu Chair and
- [IMD Executive Education Advisory Council for the first time in Singapore](https://www.imd.org/news/organizational-design/updates-imds-executive-education-advisory-council-takes-place-for-the-first-time-in-singapore/) - Developing unique and impactful learning experiences isn’t something leading business schools do alone. It’s a collaborative effort working with many partners in learning. Having established a strong foothold in Southeast Asia, officially opening the SEA Executive Learning Center in Singapore in 2015, IMD hosted its Executive Education Advisory Council (EEAC) for the first time at
- [“IMD is simply the best”](https://www.imd.org/news/leadership/testimonials-imd-is-simply-the-best/) - Simon (left) and Chris (right) Muntwyler Chris Muntwyler is Chief Executive at Conlogic AG, a Swiss-based, leadership consulting and aviation trading company. Before his current role, Chris was CEO of DHL Express UK, after having held a number of regional top executive positions at the global transportation and logistics firm. He previously spent more than
- [IMD faculty strengthened by specialist in psychology of leadership](https://www.imd.org/news/leadership/updates-imd-faculty-strengthened-by-specialist-in-psychology-of-leadership/) - Dr. Merete Wedell-Wedellsborg has joined IMD as Adjunct Professor of Leadership. A clinical psychologist specializing in organizational psychology, she brings more than two decades of professional and research experience in sustainable high performance, ethical leadership, and creating shared identity in top teams. Dr. Wedell-Wedellsborg is no stranger to IMD, as she has been working closely
- [AI, successful business models and overcoming dragons](https://www.imd.org/news/digital/updates-ai-successful-business-models-and-overcoming-dragons-5-insights-from-day-two-of-our-leadership-meeting-in-dubai/) - That’s a wrap on day two of our signature program - Orchestrating Winning Performance - in Dubai. The day started with a series of sessions on governance, technological disruption, the implications of Artificial Intelligence (AI), the importance of strategic agility and what the world can learn from the meteoric rise of Chinese companies like Alibaba.
- [Global Goals Week 2018 – To achieve Sustainable Development Goals, solutions can only come from collaboration](https://www.imd.org/news/sustainability/updates-global-goals-week-2018/) - On the occasion of Global Goals week 2018 (September 22-29), members of the IMD Community share their views on why business should participate in the achievement of the UN Sustainable Development Goals and how management education can make a difference. We caught up with four IMD experts to discuss the issue: Vanina Farber, elea Professor
- [Despite challenge from Asia, "The West" leads in digital - US, Canada and seven European countries in top 10](https://www.imd.org/news/digital/updates-imd-world-digital-competitiveness-ranking-2018/) - The USA leads the IMD World Digital Competitiveness Ranking 2018 followed by Singapore, Sweden, Denmark and Switzerland. Rising from the 3rd spot, the USA overtakes Singapore and Sweden to top the ranking. The IMD World Digital Competitiveness Ranking 2018 studies 63 economies. This year the majority (29) of countries in the study experienced an improvement
- [New study finds most leaders unprepared to meet the demands of digital disruption](https://www.imd.org/news/strategy/updates-new-study-finds-most-leaders-unprepared-to-meet-the-demands-of-digital-disruption/) - The Global Center for Digital Business Transformation, an initiative of IMD business school and Cisco, and HR consultancy metaBeratung, have identified four competencies and three behaviours that business leaders need in order to excel in the era of digital disruption. A new report, Redefining Leadership for a Digital Age, presents findings from a global survey
- [Digitally advanced organizations have weathered COVID-19 best, but it’s not too late to transform](https://www.imd.org/news/digital/updates-digitally-advanced-organizations-have-weathered-covid-19-best/) - The pandemic has shifted the priorities of digital transformation. New research from IMD has found that organizations prioritizing innovation have recorded the best performance throughout the pandemic. Over the past few months, this joke has circulated the business world: Who led the digital transformation of your company? CEO CTO COVID-19 Option C is boldly circled in
- [IMD talent on show at Switzerland's flagship event for startups](https://www.imd.org/news/start-up/updates-top-100-swiss-startups-2021/) - An invitation-only award night – the TOP 100 Swiss Startups 2021 – has once again celebrated Switzerland for being a fertile environment for highly successful deeptech startups, with some 40% of this year’s top 100 having benefitted from the support and expertise of IMD’s MBA or EMBA alumni. “We know we are only one small
- [Business for society and the environment](https://www.imd.org/news/sustainability/updates-business-for-society-and-the-environment/) - Following the financial crisis business schools took a lot of flak for only preaching business from a single storybook⁠—today that is changing. Partly driven by the conviction shared by many professors that business must change its ways, but also pushed by a new generation of students that place the environment, and social equity higher on
- [Bridging the profit and non-profit gap to create real impact](https://www.imd.org/news/sustainability/updates-international-council-of-voluntary-agencies/) - When leaders from NGOs and business meet, it may seem like they are speaking different languages. But with global social and environmental challenges requiring increased innovation across sectors, both are keen to find ways to collaborate for a better world. The International Council of Voluntary Agencies (ICVA) and IMD business school are exploring how the
- [IMD ranked #1 in open programs by the Financial Times for sixth straight year](https://www.imd.org/news/economics/updates-imd-ranked-1-in-open-programs-by-the-financial-times-for-sixth-straight-year/) - 15 May 2017 – IMD has been recognized once again among the world’s best business schools by the Financial Times in its 2017 Executive Education Rankings. IMD came in at #1 in open programs for the sixth consecutive year. The Financial Times also placed IMD at second in Custom Programs, with the school jumping up
- [IMD EMBAs rewarded for outstanding business cases on LinkedIn Learning and the Apple Watch](https://www.imd.org/news/economics/updates-imd-embas-rewarded-for-outstanding-business-cases-on-linkedin-learning-and-the-apple-watch/) - Two teams of IMD EMBA participants recently won awards in the 2017 John Molson MBA International Case competition. The IMD case: ''Will LinkedIn Learning Disrupt the Education Landscape?'' took 2nd place in the competition and was authored by IMD EMBA participants Maxim Kolesnik, Mario Perez, and Dominik Reinhard, under the supervision of IMD Professor and
- [IMD business school and Pictet join forces to launch the IMD-Pictet Sustainability in Family Business Award](https://www.imd.org/news/family-business/updates-imd-business-school-and-pictet-join-forces-to-launch-the-imd-pictet-sustainability-in-family-business-award/) - Lausanne, Switzerland, 29 April 2019 – IMD, an independent business school, with Swiss roots and global reach, and Pictet, one of Europe’s leading independent wealth and asset managers, have joined forces to celebrate family-owned businesses that stand out in their work and commitment towards sustainability. Together we are launching the IMD-Pictet Sustainability in Family Business
- [How to train your mind and heart to cut workplace stress and lead with compassion](https://www.imd.org/news/mindfulness/updates-how-to-train-your-mind-and-heart-to-cut-workplace-stress-and-lead-with-compassion/) - Faced with the mental health impact of the pandemic, more and more business leaders are embracing mindfulness and empathy techniques to better understand the challenges they face, how to address them and how to lead teams through adversity. In her OWP liVe keynote address, “Plasticity of the social brain: from training the mind and heart to a more caring
- [Taking your senior career to another level](https://www.imd.org/news/strategy/testimonials-taking-your-senior-career-to-another-level/) - Colin Crooks is Vice-President of Downstream Strategy and Consultancy at Shell. A Canadian national, now based in London, he has a PhD in chemical engineering. He never obtained an MBA or any other business degrees, but nevertheless advanced steadily through commercial and leadership roles over his 23-year career at the global energy company. "Although I
- [Leading operations of a humanitarian entrepreneurship has opened the eyes of one IMD alumnus](https://www.imd.org/news/operations/updates-leading-operations-of-a-humanitarian-entrepreneurship-has-opened-the-eyes-of-one-imd-alumnus/) - While COVID-19 has received the lion’s share of attention over the past year, those involved in the fight against many of the world’s other deadly diseases have had to tighten their belts as governments and donors have tightened their purse strings. Nicolas Schornoz knows this fight all too well. Now Chief Financial & Operating Officer
- [IMD leadership program recognised with award for activities in wealth management](https://www.imd.org/news/leadership/updates-imd-leadership-program-recognised-with-award-for-activities-in-wealth-management/) - Robert Hooijberg, Professor of Organizational Behaviour at IMD; Francis Pfluger, Head of Learning Management & Executive Coach at IMD; and Nancy Lane, Research Associate and Executive Coach at IMD, have received a Gold award at the 2021 Brandon Hall Group awards for their work on the leadership of Swiss wealth management firm, Julius Baer. The
- [IMD EMBAs discover India on international immersion](https://www.imd.org/news/leadership/updates-imd-emba-discovery-expedition-india/) - IMD’s Executive MBA participants will visit vibrant India to learn more about how global corporations are changing — through lectures, case studies, company visits and a team assignment. The trip to Mumbai is one of several “Discovery Expeditions” to international business hubs each year. The executives not only learn first-hand about the business climate and
- [IMD Startup Competition 2018/2019 Special Edition](https://www.imd.org/news/strategy/updates-imd-startup-competition-2018-2019-special-edition/) - IMD is pleased to announce the winners of the IMD Startup Competition 2018/19 Special Edition, who will begin work with our Executive MBA participants in November, and accompany them to Silicon Valley in February. Typically, our search for candidates starts in October, but with the growth of the IMD EMBA class we are thus able
- [Faculty Q & A: Karl Schmedders](https://www.imd.org/news/finance/updates-faculty-q-and-a-karl-schmedders/) - 1. What are you working on at the moment? Management education as we knew it until February 2020 is a thing of the past. IMD is facing the greatest disruption of its business model in its existence. I am trying to contribute to position IMD for a successful future in the post-COVID world. Specifically, I am involved in
- [IMD business school events, reports and programs in 2019](https://www.imd.org/news/strategy/updates-imd-business-school-events-reports-and-programs-in-2019/) - Lausanne, Switzerland 17 December 2018 - As a top-ranked business school, IMD is expert in developing leaders, transforming organizations and creating positive, sustainable impact – immediate and long-term. We strive to ensure this impact is felt by the individual, the team and the entire organization. For the last 7 consecutive years, IMD has been ranked
- [Two top Swiss finance organizations support higher education through a merit award](https://www.imd.org/news/economics/updates-two-top-swiss-finance-organizations-support-higher-education-through-a-merit-award/) - In order to support how higher education plays a role in shaping banking and finance, The Fondation Vaudoise pour la Formation Bancaire (FVFB) and the Association Vaudoise des Banques (AVB) have come together with IMD to offer a prestigious, merit-based award. From left to right: Mr. Dominique Fasel, FVFB President, Andrea Michahelles award recipient, Mr. Robert-Philippe Bloch,
- [IMD EMBA: “The people make all the difference”](https://www.imd.org/news/leadership/testimonials-imd-emba-the-people-make-all-the-difference/) - Kristian Ćurković is COO at H1 Telecom based in Zagreb Croatia. Kristian has quite the international background; he was born in Germany, schooled in Singapore, and has moved in and out of Croatia all along the way. So he was at home when he participated in IMD’s Executive MBA which boasts unparalleled exposure to global
- [CEO reinvigorates company after IMD program](https://www.imd.org/news/leadership/testimonials-ceo-reinvigorates-company-after-imd-program/) - After completing the Mobilizing People (MP) program, 44 year old Jamie Robertson, CEO and founder of Odgers Berndtson South Africa, says he went back to his company firing on all 20 cylinders. "I felt completely re-energized and was in a mode where I needed to sort everything out in the business." Within weeks of returning
- [Healthy stress and solid support: building leaders for life](https://www.imd.org/news/leadership/updates-building-leaders-for-life/) - IMD Alumni Swati Dalal and Mathieu Pointeau reflect back on the crises their respective intakes faced during their MBA programs and how the experience, skills and insights they developed during the program seem more relevant now than ever. “The most dangerous leadership myth is that leaders are born – that there is a genetic factor
- [Can CEOs learn? | IMD Business School](https://www.imd.org/news/leadership/updates-can-ceos-learn/) - CEOs, more than anyone, know that it can be lonely and uncomfortable at the top. The IMD CEO Learning Center recently hosted a roundtable to address this and other challenges faced by CEOs in their attempts to maintain a learning mindset. About 60 CEOs from international Fortune 500 companies gathered to explore their triggers and
- [Channelling innovation to transform a children’s relief organization](https://www.imd.org/news/business-ethics/updates-channeling-innovation-to-transform-a-childrens-relief-organization/) - Terre des hommes (Tdh) is a leading Swiss children's rights organization dedicated to child protection, improving children’s health, and crisis intervention worldwide. The organization is currently implementing far-reaching changes to introduce greater agility and extend its capacity to impact the lives of the world's most vulnerable children. IMD recently talked to Thierry Agagliate, Head of
- [IMD Fellow awarded for outstanding research](https://www.imd.org/news/social-innovation/updates-imd-associate-awarded-for-outstanding-research/) - Patrick Reichert, Research Fellow in Social Innovation at the elea Chair for Social Innovation at IMD, recently won an Oxford Development Studies Journal Sanjaya Lall Prize for the best paper published in the previous two volumes, spanning from 2017-2018. The paper, based on his PhD research is titled ‘A meta-analysis examining the nature of trade-offs
- [Fintech is shaking up the world of finance. How should the industry respond?](https://www.imd.org/news/finance/updates-imd-epfl-alumni-fintech-roundtable/) - A storm is brewing in the traditional finance sector, with cryptocurrencies, blockchain, and startups like Revolut already posing a threat to the industry’s major players. How should banks and other institutions adapt to this wave of disruption? A panel of finance experts, organized by the Geneva alumni clubs of IMD and EPFL, gathered this week
- [IMD MBA Cohort Immersed in Global Business Hub Singapore](https://www.imd.org/news/asia/updates-imd-mba-cohort-immersed-in-global-business-hub-singapore/) - This month (June 22-26) IMD’s MBA class will be immersed in Singapore, a global innovation hub at the cutting-edge of technology in Asia. The trip is part of the Discovery Expedition, which sees IMD’s MBA participants visit three international business and innovation hubs through June. The 90 IMD MBAs have recently visited Silicon Valley and
- [IMD Professor Didier Cossin releases new book “Inspiring Stewardship”](https://www.imd.org/news/leadership/updates-imd-professor-didier-cossin-releases-new-book-inspiring-stewardship/) - Inspiring Stewardship helps leaders drive sustainable development and growth by balancing short- and long-term objectives amidst competing interests. By examining a range of exceptional individual and organizational stewards alongside insights from quantitative studies, this book unlocks the contributions leaders can make to enhance their influence and secure their legacies. Profiles of leaders from Ratan Tata
- [IMD’s MBA ranks first in Forbes 2017](https://www.imd.org/news/leadership/updates-imds-mba-ranks-first-in-forbes-2017/) - Forbes has again ranked IMD's MBA the #1 one-year program outside of the United States. This ranking measures return on investment based on "5-year MBA gain" and is testament to IMD’s strength and effectiveness in continuously shaping business leaders. "We offer solid education that is intended to provide direct applicability and impact, positioning our MBAs
- [IMD World Competitiveness Center leads Mega Dive to boost Thailand’s competitiveness](https://www.imd.org/news/economics/updates-imd-world-competitiveness-center-leads-mega-dive-to-boost-thailands-competitiveness/) - Thailand’s Department of Trade Negotiations (DTN, Ministry of Commerce) recently partnered with the IMD World Competitiveness Center for a series of events aimed at improving Thailand’s competitiveness. Capped off with a highly dynamic and interactive workshop called a Mega Dive, the session included several interrelated activities. Deputy Prime Minister Dr. Somkid Jatusripitak and Minister of Commerce Mrs.
- [IMD’s MBAs wrap up innovation week with exciting new projects](https://www.imd.org/news/strategy/updates-imds-mbas-wrap-up-innovation-week-with-exciting-new-projects/) - IMD’s MBAs have just completed their whirlwind week of being immersed in innovation. The week started with Professor Cyril Bouquet entering the class of 90 students into a real innovation challenge aimed at improving the life and comfort of patients in the healthcare system. A team of students evoked the challenge with these words: “Hospitals
- [Master the art of giving with the Family Philanthropy Navigator](https://www.imd.org/news/strategy/updates-master-the-art-of-giving-with-the-family-philanthropy-navigator/) - How can more people help to solve today’s challenges? How can we mobilize resources and build partnerships to create a better future? How do we ensure our giving is effective? A new book by experts from a leading business school and a top philanthropy advisory firm seeks to answer those questions by helping more families
- [MBA class of 2018 – reflections on a year with an outstanding class](https://www.imd.org/news/leadership/updates-mba-class-of-2018-reflections/) - The MBA class of 2018 is in wrap-up mode! Electives are over and job hunting still in full swing, and everyone is now looking forward to graduation – it’s a busy time for the class dominated by reluctant farewells and happy reunions with family and friends. For all of us in the MBA office it
- [We must shift from a broken economic system to a more inclusive and ecologically sustainable world, say E4S leaders](https://www.imd.org/news/leadership/updates-shift-from-broken-economic-system-to-more-inclusive-ecologically-sustainable-world-e4s-leaders/) - The COVID-19 crisis has destroyed economic activity and shredded capital, but it also presents a rare opportunity to build our economies back up better, more resilient, inclusive and environmentally sustainable. In the first annual meeting of E4S — the Enterprise for Society Center, a unique collaboration between three leading academic institutions — they called for
- [11 key moments from our annual alumni event on the role of leadership in meeting the global challenges](https://www.imd.org/news/social-innovation/updates-the-role-of-leadership-in-meeting-the-global-challenges/) - Doing well by doing good, the role of sustainability in business, coping with change and how to find hope in an increasingly fractured world – just some of the key themes which ran through the Annual Alumni Event 2019 on 27-28 September. The meeting saw 350 former participants gather at the IMD campus for two
- [Business have changed what they care about. What might this mean for the future?](https://www.imd.org/news/competitiveness/business-have-changed-what-they-care-about-what-might-this-mean-for-the-future/) - Christos Cabolis analyzes the WCC’s 2021 executive survey responses Executives’ concerns are becoming more focused on their own needs, and survey responses are also suggesting we are entering a new phase of globalization, with wide-ranging implications for governments and companies. This is a key takeaway from this year’s executive survey, carried out from mid-February to
- [IMD digital program hits landmark for growth and impact](https://www.imd.org/news/digital/testimonials-imd-digital-program-hits-landmark-for-growth-and-impact/) - Brigitte Urban, Head of Service Engineering at Siemens Mobility GmbH, has become the 1000th executive to choose IMD’s Leading Digital Business Transformation (LDBT) program – a significant landmark for the growth and impact of our digital programs as we develop leaders to embrace the transformative power of technology in business. For Brigitte, the LDBT program
- [“My vision of entrepreneurship is changing the world”](https://www.imd.org/news/leadership/testimonials-my-vision-of-entrepreneurship-is-changing-the-world/) - Olatorera Oniru, 29, is founder of dressmeoutlet.com, which Forbes recently called the upcoming Amazon of Africa. She participated in a customized program that IMD led for Ericcson on executive leadership development, when she was head of Sales Governance for sub-Saharan Africa for the Swedish multinational telecoms company. IMD recently caught up with her to discuss her career and IMD
- [The value vampires are coming!](https://www.imd.org/news/digital/testimonials-the-value-vampires-are-coming/) - Their products and services are cheaper than yours, they offer the consumer better quality, and their global reach is unmatched. Professor Michael Wade from the Swiss business school IMD argues that digitization has brought forth ‘value vampires’ who are sucking the profit pool dry. We see a lot of wasted effort around digital today. There
- [Banking on talent at Bank Mandiri](https://www.imd.org/news/economics/updates-banking-on-talent-at-bank-mandiri/) - A bank in transition: That’s how Indonesian-based Bank Mandiri started and that’s how it continues to drive itself into the future. Speaking at IMD’s Orchestrating Winning Performance program in Singapore, Bank Mandiri’s President and Director, Kartika Wirjoatmodjo outlined the company’s past, present and direction for the future. Bank Mandiri formed in 1997 following the Asian
- [Applying a playful approach to social media strategy](https://www.imd.org/news/social-media/updates-applying-a-playful-approach-to-social-media-strategy/) - Ray (IMD MBA 2002), who started his career in advertising at Leo Burnett in Toronto, then worked as marketing director for Danish design house Georg Jensen and as publishing director at Wallpaper, says he was fascinated when he first started at Instagram by the speed at which the platform can provide data and intelligence. While
- [Choose your goal wisely and work harder than everyone else, says Peter Schmeichel](https://www.imd.org/news/leadership/updates-choose-your-goal-wisely-work-harder-than-everyone-else-peter-schmeichel/) - Posed in front of a giant picture of himself clutching a winning trophy, Peter Schmeichel could hardly have picked a better location to kick off IMD’s OWP liVe. The much-decorated former Manchester United and Denmark goalkeeper’s action-packed past offered a valuable mix of advice and anecdote to inspire the virtual program’s more than 400 participants.
- [“Leadership is believing that everybody else has a superhero inside of them”](https://www.imd.org/news/leadership/updates-david-marquet-at-hpl-ahpl-100-program-celebration/) - The Santa Fe was consistently rated as one of the worst submarine crews in the United States Navy. Submarine commander David Marquet was on the rise and had just received an appointment to lead one of the top ships - until the Santa Fe lost its Commander. As chance would have it Marquet was pulled
- [Tackling the post-pandemic needs of senior executives, IMD and 2U will partner on new cybersecurity and digital strategy courses](https://www.imd.org/news/digital/updates-imd-and-2u-will-partner-on-new-cybersecurity-and-digital-strategy-courses/) - Today’s uncertain environment demands a full toolkit for every management executive. But many senior leaders are struggling to develop, manage and execute business decisions that require knowledge in emerging areas like digital transformation and cybersecurity. COVID-19 has dramatically accelerated digital transformation and the more digital technologies have been leveraged during the crisis, the stronger the
- [MBA Innovation Week: IMD faculty on how to innovate](https://www.imd.org/news/strategy/updates-mba-innovation-week-imd-faculty-on-how-to-innovate/) - From April 23-28, IMD will be running its intensive MBA innovation module. IMD MBAs with participation from students from ECAL, the renowned design university, and EPFL, the leading technology university, will be participating in the Debiopharm-Inartis challenge to improve the lives of healthcare patients, in which the winners of the challenge receive funding for their
- [One education, two different paths – how an IMD MBA has shaped the career trajectories of alumni siblings](https://www.imd.org/news/sustainability/updates-one-education-two-different-paths-how-an-imd-mba-has-shaped-the-career-trajectories-of-alumni-siblings/) - In December 2020, Tony Jamous was prepared to weather a possible quarantine and other isolation measures in order to attend one of the most important events of his life: the graduation of his younger sister Laudie from IMD’s MBA program. “All these memories came flooding back to me and it felt great to be on campus again,” said
- [Öykü Işık elected as Digital Shaper 2021 by BILANZ and Digital Switzerland](https://www.imd.org/news/digital/updates-oyku-isik-elected-as-digital-shaper-2021/) - Öykü Işık, Professor of Digital Strategy & Cybersecurity at IMD, has been elected one of the top 100 Digital Shapers 2021 in Switzerland in recognition of her contribution in the areas of cybersecurity, digital ethics and digital resilience. She joins Mike Wade who's been inducted into the Digital Shapers Hall of Fame and has been on the list for
- [Propelling family enterprises toward the future: IMD center of excellence names new Director Peter Vogel](https://www.imd.org/news/family-business/updates-peter-vogel-named-director-of-imd-global-family-business-center/) - IMD Professor of Family Business and Entrepreneurship Peter Vogel has taken up the Directorship of the IMD Global Family Business Center. Professor Vogel holds the Debiopharm Chair for Family Philanthropy at IMD, and is directing the IMD programs ‘Leading the Family Business’ and ‘Leading the Family Office’. In addition, he leads Navigating the Family Enterprise, IMD’s re-vamped family
- [Transformational EMBA Discovery Expedition to India](https://www.imd.org/news/economics/updates-transformational-emba-discovery-expedition-to-india/) - “One word: transformational”. That’s what the IMD EMBA class had to say about their recent Discovery Expedition to India. The group of 55 executives from diverse backgrounds, 30 nationalities, and a wide range of industries spent 7 days in Mumbai, focusing on leading global transformation. About 25 companies were visited, from start-ups, NGOs, the healthcare
- [Family businesses are balancing planet and profit - and reaping the rewards](https://www.imd.org/news/family-business/updates-family-business-a-voice-for-change-in-sustainability-forum/) - There is a new type of awareness among business leaders that sustainability should be embedded into the values, strategy and purpose of a company. “Leaders are asking themselves a new, crucial question,” said IMD Professor of Leadership and Negotiation Sameh Abadir. “What kind of contribution can I make to the future?” “Leaders today should not
- [Zhanna Kryuchkova named among Poets and Quants Best EMBAs in 2016](https://www.imd.org/news/leadership/testimonials-zhanna-kryuchkova-best-embas-in-2016/) - Zhanna Kryuchkova was recently named one of the best EMBAs of 2016 by Poets and Quants, a leading business school-focused publication. Zhanna is currently owner of Almaz Group, a holding focused on car sales and services for world-class automotive brands in the Ukraine. She is a founder and managing partner at Jansen Capital Management, a
- [IMD EMBA Profile: Johan Slotte, Deputy CEO of Teleste](https://www.imd.org/news/technology-management/testimonials-imd-emba-profile-johan-slotte-deputy-ceo-of-teleste/) - Johan Slotte has been deputy CEO at Teleste, a Finnish technology company that offers broadband video and data communication networks and services since 2007, and has held senior executive positions at the company since 1999. Johan cites his education at IMD, first in 1992 and 1993 in the Program for Executive Development, an experience that
- [How Schouw & Co. strengthened its executive team at OWP](https://www.imd.org/news/economics/testimonials-how-schouw-and-co-strengthened-its-executive-team-at-owp/) - Orchestrating Winning Performance (OWP), IMD's week-long, customizable program to reinvigorate business leaders takes place in Lausanne every June and in Singapore every November. OWP provides individuals and teams with the latest management thinking in a customizable format as well as networking with a large pool of international executives. We spoke with Kasper Okkels of Schouw
- [EMBA graduate Olav Zilian likens IMD experience to Google car camera](https://www.imd.org/news/economics/testimonials-executive-mba-graduate-olav-zilian-likens-imd-experience-to-google-car-camera/) - “Learning at IMD is like an upgraded Google street view car,” says Dr. Olav Zilian: “You’re not just watching the environment, you’re looking at yourself as well. You learn to be constantly mindful and self-reflective.” With a dream CV that combines medical training, molecular biology research, investment banking, capital raising and brokerage, Zilian joined IMD
- [Creating impact close to home](https://www.imd.org/news/leadership/testimonials-creating-impact-close-to-home/) - After studying for an EMBA at IMD, Claus Højbjerg Andersen was inspired to focus his career on creating positive impact for society. Claus founded a groundbreaking "sustainability" hotel in his home city of Copenhagen to tackle the effects of mass tourism. Claus first came to IMD in the 1990’s and has been coming back ever
- [Vanina Farber nommée doyenne du programme EMBA de l’IMD](https://www.imd.org/news/economics/french-newsletter-vanina-farber-nommee-doyenne-du-programme-emba-de-limd/) - Vanina Farber, professeure en Innovation et Entrepreneuriat, deviendra en 2022 la cinquième doyenne du programme Executive MBA de l’IMD, comme l’a annoncé le président Jean-François Manzoni. “L’expertise de Vanina dans plusieurs domaines majeurs dont l’innovation sociale et son solide leadership dans l’enseignement ont fait d’elle un choix évident en tant que future doyenne de l’EMBA”,
- [What is Fintech? A glossary to understand the keywords, acronyms, and terms of the new financial system](https://www.imd.org/news/digital/updates-fintech-a-glossary-to-understand-the-world-of-blockchain-and-cryptocurrencies/) - API An Application Programming Interface (API) is a set of rules that allow different software ecosystems to communicate with each other. These rules can be standardised in terms of technology, processes and tasks and they allow the exchange of information and commands. Artificial Intelligence (AI) Artificial Intelligence (AI) is an attempt to reproduce human
- [Corporate governance experts at IMD For annual conference](https://www.imd.org/news/corporate-governance/updates-corporate-governance-experts-at-imd-for-annual-conference/) - Fifty international academics and leading corporate governance practitioners have come together for an annual lecture at IMD with the IMD Global Board Center. The event was part of the European Corporate Governance Institute’s (ECGI) Annual Members’ Meeting in Lausanne which took place between 27 — 28 April. It cemented the strong collaboration between the Institute
- [“The house is on fire and we need collective action to fight it”](https://www.imd.org/news/leadership/updates-climate-change-collective-action/) - “How do we create a global brand campaign that says that the house is on fire to project a sense of urgency?” This was one of the thought-provoking questions that Nijhawan threw to his 150-strong audience at a webinar organized by the IMD alumni association of Silicon Valley and North America. He spoke of a
- [Gaining a deep understanding of yourself to become an inspiring leader](https://www.imd.org/news/leadership/testimonials-gaining-a-deep-understanding-of-yourself-to-become-an-inspiring-leader/) - In his spare time, Jean-François Vryens likes to hike in the mountains. For over a decade the CEO of Indufin has traveled to iconic ranges like the Himalayas to walk, climb and get away from his busy daily life, as well as work on his self-development. “I discovered that when you are alone in the
- [‘They refer to me as the transformer, I set change in motion, and I put things in order when they are not’  ](https://www.imd.org/news/innovation/they-refer-to-me-as-the-transformer-i-set-change-in-motion-and-i-put-things-in-order-when-they-are-not/) - In 2015, Vannini, who was Director and Head of Digital Workplace at Merck Group, - a global Healthcare, Life Sciences and technology company - was the program lead for Merck’s award-winning Connect15 initiative. Connect15 was a project focused on transforming the company’s legacy IT systems, to enable harmonized digital workplace collaboration group-wide. “We were ahead
- [IMD MBA to benefit from career advisory 5 or 25 years after graduation](https://www.imd.org/news/leadership/updates-imd-alumni-and-alumni-office-launch-new-career-services/) - In today’s world, the world of work and careers evolve faster than ever. That’s why the IMD MBA community, together with the IMD Alumni office, teamed up to create a new career services offering. Thanks to a hard working core team of MBA Alumni led by Tobias Tafel (MBA IMEDE 1983) and Karim El-Koury (MBA
- [Fit body, smart mind – Coach Sharm gives fitness tips for executives](https://www.imd.org/news/leadership/updates-fit-body-smart-mind-coach-sharm-gives-fitness-tips-for-executives/) - Sometimes after an entire day of thinking the body refuses to move. Though mental exercise is every bit as stimulating as physical exercise, one doesn’t replace the other. That’s why IMD’s Orchestrating Winning Performance program invited the best personal trainer in Singapore – Coach Sharm from Guru Fitness – to give theoretical, and especially practical,
- [Competitiveness improves lives](https://www.imd.org/news/competitiveness/updates-competitiveness-improves-lives/) - The “right objective” of competitiveness in shaping public policy is to improve the lives of people, said IMD Emeritus Professor Stéphane Garelli, on day two of a conference celebrating the 30th anniversary of the IMD World Competitiveness Center that he founded. Taking ideas from thinkers before him, Garelli had been inspired in 1989 to develop
- [Businesses must implement systemic change to survive](https://www.imd.org/news/disruption/updates-businesses-must-implement-systemic-change-to-survive/) - Ahead of his keynote address 24th June at IMD’s OWP liVe – an innovative virtual learning experience – Peter Bakker outlines the urgency with which businesses must adapt to climate emergency. NB: This interview with Peter Bakker was conducted on 12th February 2020, before COVID-19 was declared a pandemic by the World Health Organization and augmented
- [The lasting impact of the IMD EMBA](https://www.imd.org/news/leadership/testimonials-the-lasting-impact-of-the-imd-emba/) - Henry Rourke is a Director of the Hong Kong-based manufacturing and retailing company Hop Lun, and Chairman of the Board of the London-based financial services company Momenta. During his career he has held top roles at Merrill Lynch, Credit Suisse and Guggenheim Global Trading among other prestigious companies. He recently completed his Executive MBA as well as
- [“IMD gave me exposure to what is happening in the world”](https://www.imd.org/news/leadership/testimonials-imd-gave-me-exposure-to-what-is-happening-in-the-world/) - As Chief Supply Chain Management Officer of India’s largest telecom network builder, Mandeep Sachdeva is on the front line of demand forecasting. “I have to be reasonably right,” he says. As a manager, he also needs to project assurance. He says that the IMD programs that he has followed over five years have contributed significantly
- [Alumnus spotlight: Dermot O’Gorman](https://www.imd.org/news/sustainability/testimonials-alumnus-spotlight-dermot-ogorman/) - Today, Dermot O’Gorman is the Chief Executive Officer of the World Wide Fund for Nature Australia (WWF). But the IMD EMBA graduate’s environmental career started by getting his hands dirty in his home country, as a ranger in New South Wales’ National Parks. “It’s what I’d always wanted to be while I was growing up,”
- [Major crisis for IMD’s EMBA class](https://www.imd.org/news/strategy/updates-major-crisis-for-imds-emba-class/) - Graduates of IMD’s Executive MBA class of November 2015 recently went through an ordeal that they won’t soon forget. In November they were rushed away to a World War II-era secret military stronghold in the Swiss Alps where they got a taste of some of the most challenging and potentially disastrous moments that many executives
- [IMD ranked #1 in open programs 8 years in a row (2012-2019) in the Financial Times Executive Education Rankings](https://www.imd.org/news/leadership/updates-imd-ranked-number-one-in-open-programs-eight-years-in-a-row/) - IMD has ranked #1 in the world for Open programs for the 8th consecutive year in the 2019 Financial Times Executive Education Rankings. For combined Open and Custom programs, IMD has ranked #2 in the world – marking 8 years in a row in the top 3 business schools in the world. IMD has now
- [IMD Highlights Sustainability Practices Around Campus](https://www.imd.org/news/sustainability/updates-imd-highlights-sustainability-practices-around-campus/) - With over 9,000 program participants a year, IMD guests and staff drink a lot of coffee. Did you know that we sustainably source about 2 tons of coffee a year and even recycle the waste to make energy? IMD works with the city of Lausanne to transform coffee grinds and food waste into biogas, providing
- [IMD’s alumni pay it forward on Giving Day 2021](https://www.imd.org/news/leadership/updates-imd-alumni-pay-it-forward-on-giving-day-2021/) - Far from being a super power that one is born with, leadership is more like a muscle that needs challenge, support and nourishment to reach its potential. Scholarships at IMD ensure that anyone with the talent and tenacity to develop their leadership ability can be supported on their journey to challenging what is and inspiring
- [Blockchange! New book explains how to survive the crypto economy](https://www.imd.org/news/finance/updates-blockchange-new-book-provides-insights-on-how-to-survive-the-crypto-economy/) - A new book co-authored by IMD Prof. Arturo Bris ‘Blockchange! How to survive the crypto economy’ provides a sharp picture of the working mechanism, function and possibilities of blockchain technology Authors reflect on how blockchain can change our (economic) world for good More information on the book is available here A new book on blockchain and
- [“TBL is great for me and great for my organization”](https://www.imd.org/news/leadership/testimonials-tbl-is-great-for-me-and-great-for-my-organization/) - Giuseppe Bonanno has been with Nestlé performing a range of finance and management roles for the past 20 years. Originally from Italy, he has been posted with Nestlé in Europe, Asia and Africa. He is currently the Regional Chief Finance Officer for Central and West Africa, and is based in Ghana. He is also enrolled
- [EMBA graduate says IMD helped build his career and seal a record deal](https://www.imd.org/news/leadership/testimonials-emba-graduate-says-imd-helped-build-his-career-and-seal-a-record-deal/) - Paul Krell just experienced the most bitter-sweet success of his career. He was involved in selling a company, Sequent Medical, which he helped grow from scratch and that he considered his “baby”, for USD$ 380 million to Terumo, a Japanese corporation, one of the largest deals ever in the medical devices industry related to neurotechnology.
- [Abeer Hazboun-Sader: from technology and Ted Talks to impact investment](https://www.imd.org/news/economics/testimonials-abeer-hazboun-sader-from-technology-and-ted-talks-to-impact-investment/) - Positive action characterizes Abeer Hazboun-Sader’s every move. She has co-founded an intercultural leadership program, turned a company around, while co-organising a three stages Ted Talk – connecting exiled Palestinians from around the world via satellite. At IMD, she anchors her intuition and experience with the strategic business skills necessary to make impact investments, her ultimate
- [Inspiring week for female leaders](https://www.imd.org/news/leadership/updates-inspiring-week-for-female-leaders/) - The latest edition of the Women in Football Leadership Program, a joint initiative by FIFA, UEFA and IMD aimed at empowering women to assume leadership positions all over the world, brought together 24 participants in Zurich from 18 to 22 November. The representation of women in football leadership is integral to the aim of enriching
- [Performing Under Pressure - Learning from F1](https://www.imd.org/news/leadership/updates-performing-under-pressure-learning-from-f1/) - A wide variety of keynote speakers contributes to the excellence of IMD’s Orchestrating Winning Performance program and this year’s edition is no exception. Following an evening dedicated to industry turn-arounds and another to the sustainability agenda, it was the turn for the sports world to inspire the 350 OWP participants from around the globe. Two-time
- [L’IMD et l’EPFL présentent ‘TransformTECH’, un nouveau programme commun de formation sur la création de débouchés commerciaux grâce à l’intelligence artificielle, la robotique et l’Internet des Objets](https://www.imd.org/news/strategy/updates-l-imd-et-l-epfl-presentent-transformtech/) - LAUSANNE, SUISSE, (6 juin 2017) — L’IMD et l’EPFL ont annoncé aujourd’hui le lancement de leur nouveau programme commun: TransformTECH. Ce programme, dont le démarrage est prévu pour janvier 2018, aura pour objectif principal d’aider les acteurs économiques à identifier de nouvelles opportunités commerciales grâce à l’emploi de technologies à évolution exponentielle, telles que l’intelligence
- [IMD Professor Julia Binder named to 2022 Thinkers50 Radar list](https://www.imd.org/news/sustainability/updates-imd-professor-julia-binder-named-to-2022-thinkers50-radar-list/) - As companies face growing pressure from consumers and investors to take more radical action on climate change and bring about positive changes for society, Julia Binder has been named to the 2022 Thinkers50 Radar list for her work on how sustainable entrepreneurs could provide a blueprint for other business leaders. Thinkers50 identifies, ranks and shares the
- [IMD kicks off 25th edition of energetic signature program Orchestrating Winning Performance (OWP)](https://www.imd.org/news/leadership/updates-imd-kicks-off-owp-2019/) - Over 400 international executives representing 50+ nationalities, 30+ industries and 40+ IMD faculty and industry experts: these are just some of the numbers that paint a picture of IMD’s 25th edition signature program Orchestrating Winning Performance (OWP), opening today (Monday, 24 June 2019) in Lausanne, Switzerland The theme for 2019 is Seize tomorrow’s opportunities. OWP is IMD’s truly
- [IMD EMBA alumnus Michael Hengartner named new President of the Swiss Federal Institutes of Technology (ETH) Board](https://www.imd.org/news/leadership/updates-imd-emba-alumnus-michael-hengartner-named-new-president-of-the-swiss-federal-institutes-of-technology-board/) - This week, the Swiss Federal Council elected Michael Hengartner as the new President of the ETH Board, taking up office on 1 February 2020. IMD EMBA Dean Stefan Michel said, “I congratulate Michael Hengartner on his new role at the helm of the ETH Board, the strategic management and supervisory body of the two Swiss
- [Here is how we solved climate change: the view backwards from 2030](https://www.imd.org/news/sustainability/updates-how-we-solved-climate-change-view-backwards-2030/) - In this case study Professor, Lundin Sustainability Chair Knut Haanaes imagines we have turned the corner on climate change — but how? The world is in celebratory mood at New Year 2030, even though our planet is more than 2°C warmer than in pre-industrial times. Sea levels have risen almost 20 centimeters and Bangkok, Shanghai
- [On the front line of digital solutions](https://www.imd.org/news/strategy/testimonials-on-the-front-line-of-digital-solutions/) - As European Lead for Digital Health at Amgen, the world’s largest biotechnology firm, Marcelo Duhalde is on the front line of digital solutions to help improve health care. He joined the company eight years ago, following a period of six years with Novartis, where he was first introduced to IMD in 2007. He has been coming
- [IMD online programs: Participant on how he implemented his learnings](https://www.imd.org/news/digital/testimonials-jose-martos-on-the-digital-disruption-program/) - In addition to its degree granting, open enrollment programs, and custom programs, IMD also has a growing suite of highly personalized online courses that cover topics ranging from leadership and finance to innovation and strategy. IMD recently caught up with Jose Martos, Managing Director Saint-Gobain Construction Products Indonesia, who just completed the Digital Disruption program
- [Award-winning e-commerce executive on the Building on Talent experience](https://www.imd.org/news/leadership/testimonials-award-winning-e-commerce-executive-on-the-building-on-talent-experience/) - Recently recognized as the most successful e-commerce professional of the year by the French E-Commerce Magazine, Valérie Dassier has enjoyed a fruitful twelve months since she finished the Building on Talent Program at IMD in the fall of 2013. Valérie started her career at the multinational LVMH group, working in sales, purchasing and project management,
- [“Disaster doesn’t wait” — wisdom from alumnus Adrian Hunn](https://www.imd.org/news/leadership/updates-wisdom-from-alumnus-adrian-hunn/) - This isn’t Adrian Hunn’s first venture into crisis mode. While the coronavirus is wreaking havoc on businesses and markets around the world, the CEO of ZERAMEX is keeping calm. When his company lost 90% of its revenue overnight, Hunn was able to draw on valuable lessons learned in his time at IMD and implement a
- [The accountability of the Ever Given in blocking the Suez Canal lies in forensics, as one IMD alumnus knows well](https://www.imd.org/news/communication/updates-the-accountability-of-the-ever-given-in-blocking-the-suez-canal-lies-in-forensics-as-one-imd-alumnus-knows-well/) - As part of an investigation into what caused the Ever Given container ship to crash into the bank of the Suez Canal last month, blocking a crucial artery of global shipping for six days, divers continue to inspect its underside. They have spotted some damage to the bow of the ship, now anchored in a wide stretch
- [Sustainability pays off, say business leaders at IMD/Unilever event](https://www.imd.org/news/economics/updates-sustainability-pays-off-say-business-leaders-at-imd-unilever-event/) - Businesses will ultimately profit by being sustainable, experts agreed at a recent IMD Alumni Club Finland event hosted by Unilever. "If you think your company should start a journey of sustainability, think big and continue your efforts even if results don't show immediately. If you are already at a mature rate of change to reach
- [Purpose, creative rage and heightened acceptance of the feminine will heal environment, enterprises, ourselves](https://www.imd.org/news/leadership/updates-purpose-creative-rage-heightened-acceptance-feminine-will-heal-environment-enterprises-ourselves/) - Unlocking individual and collective potential is paramount, particularly under the pall of the pandemic and increasing environmental concerns. “Our task is to align our being with our doing,” according to a social entrepreneur speaking during the last day of the WIN (Women’s International Networking) online conference, hosted by the organization's founder, Kristen Engvig. Self-worth and
- [“Leaders need to have fun”](https://www.imd.org/news/leadership/updates-leaders-need-to-have-fun/) - It’s day three of the climax of IMD’s yearly calendar – Orchestrating Winning Performance week – when 400 executives come to campus to get an intensive jolt of learning to ‘seize tomorrow’s opportunities’ for the rest of the year and beyond. On Wednesday evening of a thought-provoking week, participants are treated to a lively discussion
- [Firmenich turns hand to sanitizer to support Geneva’s healthcare](https://www.imd.org/news/operations/updates-firmenich-turns-hand-to-sanitizer-to-support-geneva-healthcare/) - In response to the COVID-19 virus, Firmenich, the world’s largest privately owned perfume and taste company, is adapting the production of its Geneva manufacturing sites to donate 20 tons of disinfectant solution to Geneva University Hospital and medical and emergency services. “As a responsible Swiss company, we must take action and lead by example, to
- [IMD and Huawei join forces to deliver program for top telecom companies](https://www.imd.org/news/strategy/updates-imd-and-huawei-join-forces-to-deliver-program-for-top-telecom-companies/) - IMD and Huawei, a leading telecom provider based in China, recently delivered an open enrolment executive education program to help telecommunications executives from around the world lead their organizations through digital transformation. IMD Professors Tawfik Jelassi and George Kohlrieser led three days of sessions while Huawei executives led the remainder of the weeklong program. Participants
- [EMBAs inspired to spark a recycling circular economy](https://www.imd.org/news/economics/updates-embas-inspired-to-spark-a-recycling-circular-economy-in-mexico/) - As the world devours more and more plastic packaging, many economies are struggling to keep up with the waste, with devastating effects on the planet. Part of the solution for a more sustainable way of life is to encourage more people and companies to recycle plastic. Unfortunately, in many parts of the world, there are
- [IMD’s June 2018 EMBAs celebrate their learning journey](https://www.imd.org/news/leadership/updates-emba-graduation-2018/) - Last week IMD’s June 2018 EMBA cohort commemorated the end of one chapter of their journey and the beginning of another with an elegant graduation ceremony at the Beau-Rivage Hotel in IMD’s home–Lausanne, Switzerland. Joined by family, friends and IMD colleagues who accompanied them along the way, the 56 accomplished executives with 27 nationalities who represent 26
- [IMD MBA alumni gather to explore reinvention and rediscovery](https://www.imd.org/news/leadership/updates-all-mba-alumni-event-2018/) - Disruption is a major focus in IMD’s teaching and research but in most cases it is about companies and organizations. This week IMD is putting the spotlight on how disruption affects the lives and careers of individuals. For the third consecutive year, IMD is hosting the All MBA Alumni Event, which brings together 260+ IMD
- [30 years of competitiveness research: A race to improve nations](https://www.imd.org/news/competitiveness/updates-30-years-of-competitiveness-research-race-to-improve-nations/) - “Competitiveness is like a cycling race. If you want to ride fast you need a good bike, a fit rider and a smooth road.” Arturo Bris, Finance Professor and Director of the World Competitiveness Center, set the scene on day one at a conference celebrating IMD as a trailblazer for the past 30 years in
- [Turning point](https://www.imd.org/news/leadership/testimonials-turning-point/) - Some programs teach you a lot. Others change your life. In eight years at Novartis, Andras Incze had done a number of programs at leading business schools. But it was after doing IMD's High Performance Leadership (HPL) program in 2002 that his life began to change. His is a story about running marathons, overcoming self-limiting
- [Give women equal opportunities, and they deliver as top performers](https://www.imd.org/news/leadership/owp-give-women-equal-opportunities-and-they-deliver-as-top-performers/) - Serving as Egypt’s Minister of Investment and International Cooperation in the aftermath of its 2011 revolution, Dr Sahar Nasr faced a dual challenge: helping to put a challenging country on the path to prosperity while also blazing the tough trail as a woman in Egyptian politics. During a wide-ranging keynote interview with IMD Professor of
- [Harnessing digitalization with sustainability for profit and planet](https://www.imd.org/news/sustainability/owp-harnessing-digitalization-with-sustainability-for-profit-and-planet/) - Focusing on the digitalization-sustainability link In a week in which participants focused on how to translate their sustainability ambitions into strategic execution, Michael Wade, Director of IMD’s Global Center for Digital Business Transformation and Professor of Innovation and Strategy, spoke about how to digitalization will play a key role. Digitalization and sustainability are the two
- [A board is first and foremost a team](https://www.imd.org/news/finance/testimonials-a-board-is-first-and-foremost-a-team/) - For Maria Castuera Hidalgo, who also goes by the nickname Belen, attending IMD’s HPB program cemented her realization that a board is first and foremost a team. “This simple but very revealing concept, opened up a whole new perspective for me on how to participate in a board,” says Castuera, who is Chief Investment Officer
- [Learning supply chain from today’s top global companies](https://www.imd.org/news/operations/testimonials-learning-supply-chain-from-todays-top-global-companies/) - Jakob Bonde Jessen is the Executive Vice President and COO at Tajco Group, a Danish company active in the automotive industry. Originally from Denmark, Jakob’s career has taken him all over the world, including China, the USA, England, Hungary and now Slovakia. He recently attended IMD’s Leading the Global Supply Chain and described the program
- [“When you’re put under pressure, you really see what you’re made of”](https://www.imd.org/news/leadership/testimonials-when-youre-put-under-pressure-you-really-see-what-youre-made-of/) - Lorenz is in many ways a typical IMD MBA student. He is a 31 year-old with an international profile. A Canadian citizen who grew up in Germany, his background is in finance and accounting. He speaks three languages, has substantial international work experience and has traveled a great deal at his young age. In other
- [Learning to lead](https://www.imd.org/news/leadership/testimonials-learning-to-lead/) - Working for Shell in Gabon means Aman Chauhan's daily journey to work sometimes brings him face to face with a herd of buffalo or elephants. His employer's oil fields and export facility are located in a top nature reserve and strict rules enforcing the protection of this idyllic environment means the onshore oil fields -
- [26 startups selected for the IMD Startup Competition](https://www.imd.org/news/economics/updates-26-startups-selected-for-the-imd-startup-competition/) - The IMD team in collaboration with CTI, investiere, MassChallenge Switzerland and VentureKick has selected 26 startups from 135 candidates for the 19th IMD Startup competition. 15 will work with fulltime MBAs and 11 will collaborate with IMD’s EMBAs and travel to Silicon Valley. “This year 135 ventures applied to the IMD startup competition, the most
- [An Executive MBA class Discovery Expedition to India](https://www.imd.org/news/leadership/updates-an-executive-mba-class-discovery-expedition-to-india/) - Each IMD Executive MBA class goes on three “Discovery Expeditions” to key global business hubs. Guided by passionate faculty, local experts, and hands-on learning, we study the economy, but also the country and society. We see life as it is, in companies, as well as in the cultural, economic and political context in which they
- [How to transform a disruption into an opportunity](https://www.imd.org/news/technology-management/updates-how-to-transform-a-disruption-into-an-opportunity/) - Like many countries around the world, ride-hailing companies have taken Saudi Arabia by storm. These apps, or platforms (in this case Careem and Uber) use their innovative technologies to – again just like in other countries – caused a huge amount of disruption to the traditional taxi services available in the country. Having quickly recognized
- [IMD and digitalswitzerland explore digital competitiveness and data protection at successful summit](https://www.imd.org/news/digital/updates-imd-and-digitalswitzerland-explore-digital-competitiveness-and-data-protection-at-successful-summit/) - IMD and digitalswitzerland recently hosted a Summit on digital competitiveness and the latest digital trends for some of the biggest names in high tech in Switzerland at IMD’s campus in Lausanne. 250+ business leaders from telecom and technology companies as well as representatives from governmental and international organizations active in the digital sphere attended and
- [IMD hosts 3rd IMD EMBA and MBA Women Alumni Event](https://www.imd.org/news/leadership/updates-imd-hosts-third-imd-emba-and-mba-women-alumni-event/) - For the third year in a row, a group of IMD Alumni got together for a day-and-a-half long event exclusively for accomplished female executives who are proud veterans of IMD’s EMBA and MBA programs. Organized by committed IMD Alumni: Gabrielle Ortais, Joan Beets, Sophia Shilimindri-Jaquier, Hagit Jarne-Goldshtain and Inês Silva, the event brought together IMD
- [IMD sustainability progress confirmed by EcoVadis](https://www.imd.org/news/sustainability/updates-imd-sustainability-progress-confirmed-by-ecovadis/) - IMD has stepped up its action and measurement efforts in the area of sustainability in recent years. EcoVadis announced the business school’s Silver rating for 2019, showing a clear year-on-year progression. First accredited in 2015 to demonstrate its responsible practices to partners and clients, IMD now participates in the voluntary program annually. The EcoVadis ratings
- [International Women’s Day: IMD MBAs past and present on breaking down stereotypes and rising to the top](https://www.imd.org/news/leadership/updates-international-womens-day-imd-mbas-past-and-present-on-breaking-down-stereotypes-and-rising-to-the-top/) - March 8, 2019 is International Women’s Day and a day of special significance to IMD business school and its MBA program. In recent years, the MBA program has made a strong effort to increase the number of women in each class, through new partnerships, new and existing scholarships, recruitment and more. “We are not only
- [Two IMD cases win prizes in the John Molson MBA International Case Writing Competition](https://www.imd.org/news/disruption/updates-john-molson-case-competition/) - Two IMD cases were named in the final category of prize-winners in the John Molson MBA International Case Writing Competition. “Beekeeper from pivoting startup to disrupting scaleup,” by IMD Professor Benoit F. Leleux and Marc Chauvet won second prize. “Pepperfry.com: Turning the tables on disruption,” by IMD Professor Amit M. Joshi and Ivy Buche was
- [‘Keep pursuing your best self’ IMD President advises EMBA graduates](https://www.imd.org/news/leadership/updates-keep-pursuing-your-best-self-imd-president-advises-emba-graduates/) - As the 66 graduates received their diplomas on Saturday – the majority at the Lausanne Palace hotel and one via video link - they rejoiced in a shared sense of achievement. Congratulating the EMBA class of December 2021, Jean-François Manzoni, IMD’s President and Nestlé Chaired professor, said participants had shown even more courage and resilience
- [Eat Me: creating a restaurant business that inspires](https://www.imd.org/news/testimonials-eat-me-creating-a-restaurant-business-that-inspires/) - Serena Shamash has managed to combine a love of food with her appetite for entrepreneurship. After years of travel to locales that offer the best cuisine, she and her husband have built up a list of favorite dishes. “Food memories ring true to us. We remember some of our favorite vacation moments because of the
- [South African entrepreneur increases societal impact after IMD program](https://www.imd.org/news/leadership/testimonials-south-african-entrepreneur-increases-societal-impact-after-imd-program/) - Sibongile Manganyi-Rath is an award-winning entrepreneur from South Africa who was recently named Africa’s most influential woman in business by CEO magazine. Sibongile’s life story is inspiring; She comes from a family of two illiterate parents and started working for her father’s fresh produce business in Soweto, Johannesburg at the age of 12 years old.
- [Tim Nai: leveraging technology and corporate strategy](https://www.imd.org/news/leadership/testimonials-tim-nai-leveraging-technology-and-corporate-strategy/) - Following a MSc & BSc in Mechanical Engineering, Cum Laude from Delft University of Technology, Tim joined Accenture in 2011, where he has been a Management Consulting Manager since 2015. He now aims for a corporate strategy role in a company that leads in technology, and then hopes to turn a start-up into a multinational
- [Beware of success](https://www.imd.org/news/strategy/updates-beware-of-success/) - The double billing of Bracken P. Darrell, CEO of Logitech and Gilbert Achermann, former CEO and current Chairman of Straumann, was the unlikely combination of a leader in computer peripherals and a global provider of dental implants. Yet their stories have much in common. To launch the 2017 keynote speaker evenings of IMD’s prestigious OWP,
- [If you want to drive your business, support the potential of your people](https://www.imd.org/news/talent-management/updates-if-you-want-to-drive-your-business-support-the-potential-of-your-people/) - In a market environment in which industries are being challenged by digitalization, automation and an unprecedented speed of change, companies can not only survive, but also innovate and thrive by unlocking the potential of their people. This was the message of the first of a two-day virtual summit hosted by IMD and Collegial, a Stockholm-based
- [IMD business school awards over half a million CHF to its 2016 MBA class](https://www.imd.org/news/economics/updates-imd-business-school-awards-over-half-a-million-chf-to-its-2016-mba-class/) - While IMD is well-known for offering one of the world’s best MBAs, it’s also gaining a new reputation as one of the most generous business schools. With the class of 2016 officially starting, 23 of the 90 participants have been awarded partial scholarships to aid in funding their degree. There are roughly 10 different categories
- [IMD celebrates lifelong learning achievers](https://www.imd.org/news/leadership/updates-imd-celebrates-lifelong-learning-achievers/) - At a ceremony held during the Orchestrating Winning Performance, (OWP) program, President Dominique Turpin recognized IMD alumni with Lifelong Learning Certificates for their demonstrated commitment to continual learning over the course of their careers. The award recipients were selected for having completed at least four IMD programs. This year an exceptional 23 IMD alumni were
- [Singapore’s HR community draws new roadmaps with IMD President](https://www.imd.org/news/leadership/updates-jean-francois-manzoni-at-imd-southeast-asia-executive-learning-center/) - A group of Singapore’s Human Resources and Leadership development industry leaders gathered this month at the IMD Southeast Asia Executive Learning Center with President Jean-Francois Manzoni to deliberate on the theme Enhancing Impact - Accelerating the development of global leaders. The event was a deep-dive into how the learning sector can amplify their role in helping
- [Leaders should adopt this simple collaborative model of leveraging diversity and alignment](https://www.imd.org/news/leadership/updates-leaders-should-adopt-this-simple-collaborative-model-of-leveraging-diversity-and-alignment/) - While an individual may be trained in strategy and leadership, it is a rare CEO that has been trained in group dynamics. “In stressful situations, we return to our tired old patterns,” says IMD Professor of Leadership and Organization Ben Bryant. “Whether you’re a mother, brother, son or senior leader, regression is a common occurrence.”
- [Professor Howard Yu releases new book on how companies stay successful](https://www.imd.org/news/strategy/updates-professor-howard-yu-to-release-new-book-on-how-companies-stay-successful/) - Every business faces the existential threat of competitors producing cheaper copies. Even patent filings, market dominance and financial resources can’t shield them from copycats. So what can we do—and, what can we learn from companies that have endured and even prospered for centuries despite copycat competition? In his new book Leap, IMD professor of management and innovation Howard
- [The power of education to transform lives and business](https://www.imd.org/news/entrepreneurship/updates-the-power-of-education-to-transform-lives-and-business/) - There are many things that can make a difference in one’s path to success in entrepreneurship and business, but few rival the power of education and the exchange of diverse ideas. For example, Lama Sha'sha'a Abu Dahab, the Co-founder and Chairperson of the International Robotics Academy, who won the Women in Business Award at the
- [Turning loss into inspiration with Richard Moore at IMD](https://www.imd.org/news/leadership/updates-turning-loss-into-inspiration-with-richard-moore-at-imd/) - IMD was honored to welcome Richard Moore, Founder and CEO of Children in Crossfire. In 1972, Moore was blinded by a rubber bullet fired at close range into his face by a British soldier during the conflict in Northern Ireland, a short time after his uncle was killed in the Bloody Sunday massacre. From then
- [Why LIXIL chooses OWP](https://www.imd.org/news/strategy/updates-why-lixil-chooses-owp/) - LIXIL is a Japanese living and housing solutions company. Having previously had a strong domestic focus, the company is now expanding internationally following a series of recent acquisitions—including Permasteelisa in Italy, American Standard Brands in the US, and Grohe in Germany. LIXIL has been rapidly growing, and the number of employees is up to 80,000
- [How negotiations escalate to the point of no return](https://www.imd.org/news/negotiation/updates-how-negotiations-escalate-to-the-point-of-no-return/) - Executives and dealmakers typically understand the advantages of creating a collaborative atmosphere that favors value creation in negotiations. However, difficult negotiation processes, characterized by a high level of tension and confrontation, often emerge. Negotiators get angry, frustrated and offended, egos are threatened and objectivity disappears, with tremendous losses for the parties involved. What could potentially
- [IMD MBAs explore enterprises' growth strategies in Dubai](https://www.imd.org/news/strategy/imd-mbas-collaborate-with-diverse-dubai-firms-to-refine-their-business-strategies/) - As part of their MBA experience, participants worked together to offer actionable insights to Dubai-based companies on an educational Discovery Expedition that gave hands-on experience to future leaders – and an opportunity to understand the challenges and opportunities businesses face in the region. Dubai is one of the world’s most dynamic cities and has

## Blogs

- [Risk management: understanding the basics and importance](https://www.imd.org/blog/management/risk-management/) - Learn the fundamentals of risk management, why it’s essential for business success, and how to identify, assess, and mitigate potential risks effectively.
- [The real world as a classroom: tackling complex problems through experiential learning ](https://www.imd.org/blog/learning-and-development/experiential-learning/) - Experiential learning is the process of learning through direct experience and exposure to real-world scenarios. Learn why companies should look at this concept
- [Inbound vs outbound marketing: which one is the best for your business?](https://www.imd.org/blog/marketing/inbound-vs-outbound/) - Discover the key differences between inbound and outbound marketing strategies, and learn how to choose the best approach for your business.
- [Employee wellbeing: why it matters and how to improve it](https://www.imd.org/blog/management/employee-wellbeing/) - Discover why employee wellbeing is crucial for productivity and retention. Learn proven strategies to create a healthier, more engaged workplace culture.
- [The dynamics of a family enterprise: balancing tradition and innovation](https://www.imd.org/blog/family-business/family-enterprise/) - Discover how family businesses balance legacy and modernity, fostering innovation while honoring tradition for lasting success. Learn more!
- [A leader's blueprint to build an AI-ready and digital culture](https://www.imd.org/blog/digital-transformation/build-digital-culture/) - Discover how to build a digital culture in your company and discover the best AI trends to keep up and implement in your team. Learn more with IMD's expertise!
- [The agile leader: are you primed to thrive in the age of AI? ](https://www.imd.org/blog/leadership/the-agile-leader/) - Today’s leaders are challenged not just to sustain current operations but also to pioneer future advancements. This is the case of dual transformation of AI.
- [6 Meaningful ways to empower women in leadership for a brighter future](https://www.imd.org/blog/leadership/women-in-leadership/) - Learn six effecti ways to promote women in leadership and shape a brighter future through effective strategies and support systems.
- [SCAMPER design thinking technique: complete guide & examples](https://www.imd.org/blog/innovation/scamper-method-design-thinking/) - Transform ideas systematically with SCAMPER design thinking. Discover 7 proven techniques, real-world examples from leading brands, with tips to succeed!
- [How training and development fuel effective change leadership](https://www.imd.org/blog/leadership/training-and-development/) - Discover how targeted training and development programs empower leaders to drive and sustain effective organizational change.
- [From strategy to execution: The leader’s crucial role in bridging the dual transformation gap](https://www.imd.org/blog/strategy/from-strategy-to-execution/) - Dual transformation is a strategic approach that tackles disruption head-on and involves simultaneous efforts to optimize existing business models.
- [The 6 most common leadership styles & how to find yours](https://www.imd.org/blog/leadership/leadership-styles/) - Discover the most common leadership styles, their strengths and challenges, and learn how to identify the one that best fits your personality and goals.
- [Functions of leading in management during executive transitions](https://www.imd.org/blog/management/functions-of-leading-in-management/) - Discover how leaders transitioning from specialist roles to enterprise management can develop cross-functional skills and strategic thinking.
- [Digital Transformation & AI](https://www.imd.org/blog/digital-transformation/) - From leveraging artificial intelligence and big data to enhance customer experiences, explore how digital innovation can drive growth and efficiency with IMD.
- [Degree Programs](https://www.imd.org/blog/degree/) - Explore articles on curriculum highlights, career advancement, networking opportunities, and success stories from graduates. Earn new opportunities with a Degree!
- [Innovation](https://www.imd.org/blog/innovation/) - Our Innovation blog explores the cutting-edge ideas, trends, and breakthroughs that are shaping the future. Get ahead of the game with IMD Business School.
- [Family Business](https://www.imd.org/blog/family-business/) - Explore insightful articles on family businesses, covering topics from succession planning and governance to growth strategies and conflict resolution.
- [Marketing](https://www.imd.org/blog/marketing/) - From digital marketing to content creation and brand management, IMD offers expert advice and real-world examples to elevate your marketing efforts.
- [Learning & Development](https://www.imd.org/blog/learning-and-development/) - In today’s business environment, continuous learning is essential for staying competitive. Explore educational opportunities and corporate training initiatives.
- [Governance](https://www.imd.org/blog/governance/) - From corporate governance and regulatory compliance to board dynamics, we provide real-world examples to help you navigate the complexities of governance.
- [Sustainability](https://www.imd.org/blog/sustainability/) - Sustainability is an essential field for a thriving future, balancing economic growth, environmental stewardship, and social responsibility. Explore our blog!
- [Management](https://www.imd.org/blog/management/) - Effective management is the cornerstone of successful companies. IMD's Management blog offers insights and best practices to help leaders excel in their roles.
- [Strategy](https://www.imd.org/blog/strategy/) - Whether you're refining your business model or entering new markets, we provide guidance and real-world examples to support your strategic goals. Explore IMD!
- [Leadership](https://www.imd.org/blog/leadership/) - Explore articles on innovative leadership styles, team dynamics, decision-making strategies, and personal development. Keep your learning journey with IMD!
- [How can managers lead effectively through change and uncertainty](https://www.imd.org/blog/leadership/leading-through-uncertainty/) - Learn how managers can lead effectively through change and uncertainty with practical strategies to build resilience, guide teams, and drive success.
- [How to choose an Executive Leadership Program in 2026](https://www.imd.org/blog/leadership/executive-leadership-program/) - Looking to elevate your leadership in 2025? Discover how to choose the right executive leadership program that aligns with your goals and growth strategy.
- [How to become a better leader through resilience?](https://www.imd.org/blog/leadership/how-to-become-a-better-leader-through-resilience/) - Resilience is more than bouncing back; it is the ability to face challenges with optimism and flexibility. For leaders, it is a powerful tool that shapes both personal growth and the way they guide their teams through change.
- [Blog Homepage](https://www.imd.org/blog/) - If you're looking to enhance your leadership skills, drive strategic growth, and navigate innovations, our blog offers the expertise and inspiration you need.
- [What is search engine marketing (SEM)?](https://www.imd.org/blog/marketing/what-is-search-engine-marketing/) - Learn what Search Engine Marketing (SEM) is, how it works, and how it helps businesses drive traffic, generate leads, and grow with targeted paid ads.
- [How companies can build a strategic innovation culture](https://www.imd.org/blog/innovation/how-to-build-innovation-culture-at-work/) - This guide explores what is a culture of innovation, and provides practical steps for creating a culture of innovation that drives sustainable growth.
- [Tools for strategic innovation & leadership frameworks](https://www.imd.org/blog/innovation/strategic-innovation-tools/) - Discover key innovation tools and leadership frameworks vital for strategic growth in 2026. Elevate your organization's capacity to innovate effectively.
- [Leadership Trends That Will Dominate in 2026](https://www.imd.org/blog/leadership/leadership-trends-that-will-dominate/) - Learn how to lead effectively in 2026 with expert tips on strategic analysis, workforce engagement, and managing continuous change.
- [Innovation in business: importance, benefits, & examples](https://www.imd.org/blog/innovation/importance-of-innovation-in-business/) - Discover why innovation is essential for business success. Learn about key benefits, real-world examples, and how companies use innovation to stay competitive.
- [The 8 key leadership skills you need to know in 2026](https://www.imd.org/blog/leadership/leadership-skills/) - Master the key leadership skills executives need to drive innovation, lead high-performing teams, and stay ahead in a rapidly evolving business landscape.
- [The ultimate list: top 10 MBA programs in Europe for 2025](https://www.imd.org/blog/degree/top-mba-programs-in-europe/) - Explore the top 10 MBA programs in Europe as ranked by Bloomberg Businessweek. Compare rankings, tuition, and career outcomes to find your MBA.
- [17 inspirational career goal examples for your professional growth](https://www.imd.org/blog/learning-and-development/career-goals/) - Explore 17 inspiring career goals with tips to boost motivation and drive growth. Find the direction you need for lasting success. Keep Reading!
- [8 cybersecurity career paths worth considering in 2025](https://www.imd.org/blog/digital-transformation/cybersecurity-career-paths/) - Explore eight in-demand cybersecurity career paths and find the best fit for your skills, interests, and goals in 2025. Keep reading for more
- [Transformational leadership: traits, benefits, and steps to get started](https://www.imd.org/blog/leadership/transformational-leadership/) - Discover why transformational leadership is redefining success. Learn how visionary leaders inspire innovation and resilience in a rapidly evolving world.
- [Deep Learning vs. Machine Learning: what’s the difference?](https://www.imd.org/blog/digital-transformation/deep-learning-vs-machine-learning/) - Understand and compare deep learning vs machine learning, using neural networks, algorithms, and the transformative power of AI in today's tech landscape.
- [How appointing a Chief Sustainability Officer can drive business success](https://www.imd.org/blog/sustainability/chief-sustainability-office/) - Learn how appointing a chief sustainability officer can boost business success and drive long-term growth with eco-friendly strategies. Learn more!
- [Maximize your competitiveness with a Human Resource Program](https://www.imd.org/blog/learning-and-development/human-resource-program/) - Unlock your business's full potential with a comprehensive Human Resource Program. Learn how to maximize performance through strategic HR initiatives .
- [What is a customer journey map & why is it important?](https://www.imd.org/blog/marketing/what-is-a-customer-journey-map/) - Learn the importance of customer journey maps in improving customer experience. Explore the process, get inspired by examples, and discover efficient tools.
- [Mastering carbon management: tools and strategies for modern businesses](https://www.imd.org/blog/sustainability/carbon-management/) - Learn what carbon management means and explore the latest tools, technologies, and strategies businesses use to reduce emissions and meet sustainability goals.
- [Demystifying strategic planning: process and benefits](https://www.imd.org/blog/strategy/strategic-planning-process/) - Learn about the Strategic Planning process and its core benefits. Explore SWOT analysis, action plans, performance monitoring and KPIs for successful execution.
- [15 Types of Marketing You Should Understand to Promote Your Company](https://www.imd.org/blog/marketing/types-of-marketing/) - Discover 15 essential marketing types to boost your brand, connect with your audience, and drive business growth effectively. Learn more!
- [How to use AI in marketing: 15 examples to effective strategy implementation](https://www.imd.org/blog/marketing/ai-in-marketing/) - Explore how AI in marketing can transform your strategies. From personalized content to predictive analytics, discover ways to leverage artificial intelligence.
- [What is organizational change management & why is it important?](https://www.imd.org/blog/management/organizational-change-management/) - This guide breaks down the core principles of organizational change management and shares best practices to lead transitions with confidence.
- [9 expert tips for navigating Mergers and Acquisitions](https://www.imd.org/blog/governance/mergers-and-acquisitions/) - Discover essential tips for successful mergers and acquisitions. Learn strategies to navigate the complexities and achieve seamless integration.
- [5 Financial accounting skills every executive should master](https://www.imd.org/blog/finance/financial-accounting/) - Learn the essentials of financial accounting tailored for enterprise executives. Make smarter decisions with 5 clear, actionable financial skills.
- [How to identify and fight microaggressions in the workplace?](https://www.imd.org/blog/management/combating-microaggressions/) - Learn effective strategies to foster a respectful and inclusive work environment for everyone by combating microaggresions in the workplace.
- [12 genuine benefits of leadership and management training programs](https://www.imd.org/blog/learning-and-development/management-training-course/) - A management training course equips you with the essential skills every leader needs—from communication to team building and performance management. Learn more!
- [Unlock value through smarter business finance strategies](https://www.imd.org/blog/finance/business-finance/) - Discover smarter business finance strategies to unlock value, boost efficiency, and drive growth for today’s finance leaders and executives.
- [The 4 types of organizational culture explained (and how to pick the right one)](https://www.imd.org/blog/management/organizational-culture/) - Discover how to transform your company's workplace by building a positive, thriving organizational culture that drives success and engagement.
- [Everything you need to know about change management](https://www.imd.org/blog/management/change-management/) - Ready to lead change with confidence? This playbook breaks down the strategies every leader needs to guide their team to transformation—without the overwhelm.
- [What is business agility & why is it important?](https://www.imd.org/blog/strategy/what-is-business-agility/) - Discover how business agility empowers organizations to adapt quickly, innovate continuously, and stay ahead in a rapidly changing market landscape.
- [How to build strong connections through professional networking](https://www.imd.org/blog/learning-and-development/professional-networking/) - Discover effective strategies to expand your professional network, foster meaningful relationships, and unlock new business opportunities with these IMD tips.
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- [Understanding the 4 types of innovation in business and problems they solve](https://www.imd.org/blog/innovation/types-of-innovation/) - Explore the four types of innovation – disruptive, incremental, architectural, and radical – and how they solve business challenges and create opportunities.
- [AI in HR: How is Artificial Intelligence transforming human resources?](https://www.imd.org/blog/digital-transformation/ai-in-hr/) - Discover how AI is reshaping HR, from recruitment to employee engagement, boosting efficiency, and transforming workplace experiences. Learn more!
- [How to start in Digital Marketing? A guide for 2025](https://www.imd.org/blog/marketing/digital-marketing/) - Learn the steps to kickstart your digital marketing career with this comprehensive guide for beginners. Learn must-win strategies for marketing in 2025.
- [4 leadership tips for successful digital and AI transformation ](https://www.imd.org/blog/leadership/4-leadership-tips/) - Understanding how to navigate this dynamic landscape is crucial for leaders. Learn in four leadership tips how to implement sucessful digital transformation!
- [Rethinking leadership in the age of AI: navigating the transformation divide](https://www.imd.org/blog/leadership/rethinking-leadership-in-the-age-of-ai/) - Organizations must prioritize the cultivation of leaders who possess competency in technology and strategy. Learn to implement them in your company!
- [Smart leadership: How continuous learning can fuel career growth](https://www.imd.org/blog/leadership/smart-leadership/) - Yesterday’s expertise can’t guarantee tomorrow’s success and executives must master the art of learning, unlearning, and relearning with smart leadership.
- [A guide to digital and AI leadership in Asia](https://www.imd.org/blog/leadership/a-guide-to-digital-and-ai-leadership-in-asia/) - Discover how to drive your organization capabilities in Asia towards innovation by integrating digital and AI technologies into your business strategy.
- [5 practical steps to becoming a future-ready digital leader](https://www.imd.org/blog/leadership/5-steps-to-become-digital-leader/) - Learn in 5 simple steps how to become a successful digital leader and the main strategies this leadership profile must implement in its corporate routine.
- [4 unique tips and tricks to improve your team leadership](https://www.imd.org/blog/leadership/team-leadership/) - Discover the the top 4 tips and tricks to improve your team leadership. Learn how to start making a difference today and become an amazing team leader.
- [Top 6 FAQs about leadership training programs](https://www.imd.org/blog/leadership/leadership-training-programs/) - Learn about Leadership Training Programs- From the world's #1 Business School: IMD Business school. Get to know the most common questions from our students!
- [The 4 best ways to create great leadership development plans](https://www.imd.org/blog/leadership/leadership-development-plans/) - Discover the 4 most effective strategies for building impactful leadership development plans that align with business goals and empower future leaders.
- [Navigating the benefits and challenges of executive coaching](https://www.imd.org/blog/leadership/executive-coaching/) - Explore the rewards and hurdles of executive coaching, learn about challenges you may encounter and understand how this process can enhance your leadership.
- [The importance of inclusive leadership development](https://www.imd.org/blog/leadership/inclusive-leadership-development/) - Learn all about inclusive leadership development: What it means, what the process is like, and how to find the best leadership program for your needs.
- [Business Development Training: unlock your leadership potential](https://www.imd.org/blog/leadership/business-development-training/) - Discover how business development training equips professionals with the skills to identify opportunities, build strategic partnerships, and drive growth.
- [What is leadership & how is it evolving?](https://www.imd.org/blog/leadership/what-is-leadership-how-is-it-evolving/) - Discover the essence of leadership, its evolving nature, and the key factors shaping it. Explore leadership styles and skills in the modern world.
- [How women in leadership are advancing pay equity?](https://www.imd.org/blog/leadership/pay-equity/) - Find out how women in leadership are driving change and advancing pay equity in the workplace, breaking barriers for a more inclusive future.
- [The 4 genuine benefits of leadership assessment](https://www.imd.org/blog/leadership/leadership-assessment/) - Curious about how leadership assessments can really help? Discover the top benefits—from identifying growth areas to building stronger, more effective teams.
- [The top 3 leadership coaching strategies](https://www.imd.org/blog/leadership/top-3-leadership-coaching/) - Boost your leadership with proven coaching strategies. Learn actionable tips to enhance decision-making, communication, and team-building skills.
- [Why Leadership Skills training is beneficial for your career](https://www.imd.org/blog/leadership/leadership-skills-program/) - Elevate your leadership with hands-on skills training designed to build confidence, improve communication, and drive real-world results in any business.
- [How leadership mentoring helps to achieve professional goals](https://www.imd.org/blog/leadership/professional-development-goals/) - Learn how leadership mentoring can help you achieve your professional development goals. Learn about skill enhancement, career growth, and personal improvement.
- [The 21 most sought-after leadership qualities in 2025](https://www.imd.org/blog/leadership/leadership-qualities/) - Do you have what it takes to be a successful business leader this year? Explore the best leadership qualities that are in demand by 2025
- [A four step guide to authoritative leadership](https://www.imd.org/blog/leadership/authoritative-leadership/) - Learn how to effectively lead with confidence, inspire your team, and achieve organizational goals through authoritative leadership techniques in 2025.
- [The key leadership essentials to becoming a great leader](https://www.imd.org/blog/leadership/leadership-essentials/) - Learn the leadership essentials that define great leaders. This guide covers must-have skills, real-world examples, and actionable tips for leadership success.
- [Building diverse teams and an equitable workplace with inclusive leadership](https://www.imd.org/blog/leadership/inclusive-leadership/) - Want to lead more effectively in today’s workplace? Learn how inclusive leadership helps you build diverse teams, foster belonging, and boost performance.
- [Everything you need to know about transactional leadership](https://www.imd.org/blog/leadership/transactional-leadership/) - Thinking about using a transactional leadership approach in 2025? Learn when it works best, real-world examples, how to apply it, and what to watch out for.
- [The 15 genuine benefits of situational leadership that ensure business success](https://www.imd.org/blog/leadership/situational-leadership/) - Explore the principles of situational leadership and how executives can apply them to foster collaboration, accountability, and strategic decision-making.
- [Strategies for women aspiring to break the glass ceiling](https://www.imd.org/blog/leadership/glass-ceiling/) - Discover effective strategies for women to break through the glass ceiling and excel in leadership roles. Empower your path to success today.
- [Everything you need to know about participative leadership](https://www.imd.org/blog/leadership/participative-leadership/) - Explore how participative leadership is evolving. Discover the latest trends, essential tools, and proven best practices that help leaders foster collaboration.
- [Everything you need to know about delegative leadership](https://www.imd.org/blog/leadership/delegative-leadership/) - Learn what delegative leadership is, how it works, and when to use it. Explore real examples, key benefits, and potential drawbacks of this leadership style.
- [Is autocratic leadership right for your organization?](https://www.imd.org/blog/leadership/autocratic-leadership/) - Is autocratic leadership right for your organization? Explore its benefits, drawbacks, and how it compares to other leadership styles. Learn more!
- [7 executive presence coaching techniques you need to know](https://www.imd.org/blog/leadership/executive-presence/) - Unlock leadership potential with expert coaching techniques to enhance executive presence and inspire confidence in every situation.
- [Understanding servant leadership and how to implement it in 9 steps](https://www.imd.org/blog/leadership/servant-leadership/) - Discover the essentials of servant leadership – its benefits, challenges, and practical steps to effective implementation in your company. Start reading!
- [8 knowledge transfer strategies for a successful leadership transition](https://www.imd.org/blog/leadership/knowledge-transfer/) - Ensure a smooth leadership transition with these key strategies for effective knowledge transfer and maintaining business continuity. Learn more!
- [Top 6 use cases for laissez-faire leadership](https://www.imd.org/blog/leadership/top-6-use-cases-for-laissez-faire-leadership/) - Learn all about laissez-faire leadership! Explore 6 use cases of success, advantages and examples of this hands-off approach to embrace effective leadership.
- [Essential skills and approaches for strategic leadership](https://www.imd.org/blog/leadership/strategic-leadership/) - Discover key skills and approaches strategic leaders use to drive sustainable growth and long-term success in today's dynamic business environment.
- [12 best leadership books you should read in 2026](https://www.imd.org/blog/leadership/leadership-books/) - Enhance your leadership skills with insights from renowned authors, covering topics like visionary leadership, team building, and strategic thinking.
- [8 self-leadership strategies for personal growth](https://www.imd.org/blog/leadership/self-leadership/) - Unlock your potential with 8 proven self-leadership strategies for personal growth, success, and achieving your goals. Keep reading for more!
- [What are the characteristics of a high-performing team?](https://www.imd.org/blog/leadership/high-performing-team/) - Want to build a team that delivers exceptional results? This guide walks you through the key steps, leadership strategies, and cultural foundations needed.
- [Gender inequality in the workplace: factors, and how to combat it](https://www.imd.org/blog/leadership/gender-inequality-in-the-workplace/) - Discover the factors contributing to gender inequality in the workplace and strategies to combat it. Learn about the gender pay gap, unconscious bias, and more.
- [8 key leadership strengths to focus on in 2025](https://www.imd.org/blog/leadership/leadership-strengths/) - Identify the top leadership strengths that matter most today. Learn how top executives can sharpen these skills to lead with impact in a dynamic business world.
- [10 high-income skills to start learning in 2026](https://www.imd.org/blog/learning-and-development/high-income-skills/) - Want to stay competitive in the job market? Explore 10 high-income skills that can increase your earning potential and open new opportunities.
- [The 80/20 mindset: rethink efficiency with Pareto Analysis](https://www.imd.org/blog/strategy/pareto-analysis/) - Learn how to apply Pareto Analysis to identify key issues, prioritize effectively, and focus on the actions that drive the greatest results.
- [Servant leadership: everything you need to know](https://www.imd.org/reflections/testing-format-reflections-servant-leadership-everything-you-need-to-know/) - Explore the power of a servant leadership in business, its pros and cons, how it fosters strong relationships and empowers the productivity of successful teams.
- [Future-proof leadership: strategies for a changing world ](https://www.imd.org/blog/leadership/future-proof-leadership/) - In an age where adaptability defines leadership, organizations must redefine strategies to develop leaders are equipped to harness future opportunities.
- [Finance](https://www.imd.org/blog/finance/) - Whether you’re new to finance or a seasoned expert, here you will find you the tools, foresight and expertise to level up in your financial career.
- [The importance of implementing board governance training for your company](https://www.imd.org/blog/governance/board-governance-training/) - Discover the benefits of investing in board governance training for your company. Learn how it can enhance leadership and ensure strong governance practice.
- [Intrapreneurship & engagement: key insights for 2025](https://www.imd.org/blog/innovation/intrapreneurship/) - Learn why fostering intrapreneurship is essential for enhancing employee engagement and retaining top talent in 2025.
- [B2B vs B2C Marketing: The Main Differences and Strategies for Each Type](https://www.imd.org/blog/marketing/b2b-b2c-marketing/) - Discover the key differences between B2B and B2C marketing, plus effective strategies to engage your target audience and drive results. Learn more!
- [7 steps to building a strong Succession Planning for leadership continuity](https://www.imd.org/blog/family-business/succession-planning/) - Follow these 7 essential steps to create a strong succession plan that ensures leadership continuity, minimizes risk, and supports long-term business success.
- [Enterprise architecture review board: how data shapes governance performance](https://www.imd.org/blog/governance/enterprise-architecture-review-board/) - Explore how Board Enterprise Architecture Reviews strengthen strategic decision-making, improve risk oversight, and align technology with business objectives.

## Reports

- [Rethinking succession](https://www.imd.org/research-knowledge/talent-management/reports/rethinking-succession/) - Rethinking succession planning: build agile, ambidextrous leaders, focus on future skills, and develop internal talent to drive long-term advantage.
- [Women on Boards: No More Excuses](https://www.imd.org/research-knowledge/board/reports/women/) - A survey of 130 senior women leaders gives an authoritative view on why women remain underrepresented at the top of European business and options for progress.
- [How to measure the ROI of executive education](https://www.imd.org/research-knowledge/leadership/reports/how-to-measure-the-business-impact-of-executive-development/) - "At IMD, real learning and real impact is what we stand for and who we are as a world-class business school and trusted learning partner." Misiek Piskorski, Dean of Executive Education The executive education market is expected to exceed $31bn in the coming decade. The return on this investment, however, remains unclear. Understanding the impact
- [The Global Family Office Report](https://www.imd.org/research-knowledge/family-business/reports/the-global-family-office-report/) - Profound transformation Family offices are experiencing a profound transformation. Once quiet back-office structures, they have become strategic engines at the heart of family wealth, legacy, and innovation. This report, a collaboration between IMD and FBN, explores how family offices evolve, adapt, and redefine themselves as families grow, generations shift, and the pace of change accelerates.
- [Building Geopolitical Muscle: How Companies Turn Insights into Strategic Advantage](https://www.imd.org/research-knowledge/geopolitics/reports/building-geopolitical-muscle/) - Companies that treat geopolitical readiness as a core strength will manage risks, turn insights into strategic advantage, and unlock new opportunities for long-term growth.
- [Why leadership systems fail women and how to fix them](https://www.imd.org/research-knowledge/leadership/reports/why-leadership-systems-fail-women-and-how-to-fix-them/) - Women’s leadership is stalling not from a pipeline problem but from system design failures. Discover why systems fail women and how organizations can fix them in this new report by IMD.
- [Navigating your family's philanthropic future across generations](https://www.imd.org/research-knowledge/family-business/reports/navigating-your-familys-philanthropic-future-across-generations/) - Enterprising families are uniquely positioned to play a leading role in tackling some of the world’s most complex challenges.
- [Neste & IMD: Partnering for renewal](https://www.imd.org/research-knowledge/organizational-change/reports/neste-imd-partnering-for-renewal/) - Executive summary When Matti Lievonen became the CEO of Neste in 2009, the Finnish oil refining company was facing strong headwinds – a sharp fall in oil prices, market overcapacity, falling margins and new carbon emissions legislation in the EU. The company’s market value dropped 50% between 2008 and 2011. Matti had to implement a
- [No more excuses](https://www.imd.org/research-knowledge/diversity-and-equity-and-inclusion/reports/women-on-boards/) - No more excuses: How to finally shatter the glass ceiling and get more women onto boards. A joint research report by IMD and The Boardroom on women on boards.
- [Charting the Future: Switzerland's Path to Generative AI Leadership in 2024 and beyond](https://www.imd.org/research-knowledge/innovation/reports/charting-the-future-switzerlands-path-to-generative-ai-leadership-in-2024-and-beyond/) - The findings of a proprietary survey on exposure, adoption, and attitudes towards usage and regulation of AI and generative AI (GenAI) in Switzerland in 2024.
- [Digital Vortex 2019](https://www.imd.org/research-knowledge/digital/reports/digitalvortex2019/) - Quote:disruption fulls wing The Digital Vortex 2019 study confirms that all 14 industries have moved closer to the center of the vortex, where the velocity and magnitude of change are highest. The positions of many industries have shifted between 2017 and 2019. DV GIF The study reveals a mismatch between what C-suite and executives understand
- [Digital Business Transformation](https://www.imd.org/research-knowledge/digital/reports/framework/) - There is a great deal of hype these days about ‘digital transformation’ - the term is often used but rarely defined. And although it can be summarized simply as ‘organizational change through the use of digital technologies and business models to improve performance’ – Digital Business Transformation is far more than this – it generally implies a
- [Redefining Leadership for a Digital Age](https://www.imd.org/research-knowledge/leadership/reports/redefining-leadership/) - What does it mean to be an effective leader in an environment characterized by increasing digital disruption? To address this question, the DBT Center undertook a major study along with specialist HR Consultancy metaBeratung. Data was collected from two sources: a survey of 1,042 executives, and in-depth interviews with nineteen digital leaders, all conducted between
- [Julius Baer and IMD: Winning the future: Building Julius Baer's leadership capabilities](https://www.imd.org/research-knowledge/finance/reports/building-julius-baers-leadership-capabilities/) - In 2018, Julius Baer was confronted with reputational legacy issues and leadership challenges in a rapidly evolving external environment, increased regulatory scrutiny and significant technological developments. To ensure future success, the bank pushed forward with its vision of leadership at all levels and engaged IMD to help it co-create a new team leader program –
- [IMD Smart City Index 2019](https://www.imd.org/research-knowledge/competitiveness/reports/imd-smart-city-index-2019/) - The IMD World Competitiveness Center’s Smart City Observatory, in partnership with Singapore University of Technology and Design (SUTD), are proud to present the first edition of the IMD Smart City Index 2019, which ranks 102 cities worldwide. Being a globally-recognized ‘smart’ city is now critical for attracting investment and talent, creating a potential ‘virtuous cycle’ in favour of an
- [True belief in a customer-led approach](https://www.imd.org/research-knowledge/customer-centricity/reports/true-belief-in-a-customer-led-approach/) - Data from 454 executives suggested they were either customer-led or efficiency-led, but that only the customer-led approach contributed to competitive success.
- [AIA, ALC & IMD: A partnership to future-proof the AIA investment function](https://www.imd.org/research-knowledge/investment/reports/a-partnership-to-future-proof-the-aia-investment-function/) - AIA is the largest independent publicly listed pan-Asian life insurance group with a presence in 18 markets across the Asia-Pacific region. AIA Investments (Investments) is a key internal function that invests the Group’s assets to ensure AIA’s financial sustainability and deliver targeted risk-weighted returns and efficient capital deployment. AIA Leadership Centre (ALC) is a state-of-the-art
- [Workforce Transformation](https://www.imd.org/research-knowledge/digital/reports/workforce-transformation2/) - Highlighted content Digital Business Agility Workforce Transformation depends on Digital Business Agility, a meta-capability describing an organization’s capacity to understand and react to digital threats and opportunities. DBA has three main pillars: Hyperawareness, informed decision-making, and fast execution.These pillars are not technologies though, but technology-enabled capabilities. Moreover, while they can be understood as discrete, they actually form a
- [The IMD World Talent Ranking 2019](https://www.imd.org/research-knowledge/competitiveness/reports/imd-world-talent-ranking-2019/) - Podcast Now in its sixth year, the IMD World Talent Ranking scores countries across three factors of investment and development, readiness and appeal. » Download the IMD World Talent Ranking 2019 Cultivating, attracting and retaining a skilled workforce is crucial to strengthen competitiveness and achieve long-term prosperity, particularly in the current dynamic landscape where artificial
- [IMD World Digital Competitiveness Ranking 2019](https://www.imd.org/research-knowledge/competitiveness/reports/imd-world-digital-competitiveness-ranking-2019/) - Now in its third year, the IMD World Digital Competitiveness Ranking measures the capacity and readiness of 63 economies to adopt and explore digital technologies as a key driver for economic transformation in business, government and wider society. » Download the IMD World Digital Competitiveness Ranking 2019 Technology not only affects how businesses perform but also how
- [Digital patient engagement](https://www.imd.org/research-knowledge/digital/reports/digital-patient-engagement/) - Highlighted content This report highlights that many Pharmaceutical companies are unprepared for digital disruptions. Based on interviews with 30 business executives, the report finds that traditional pharmaceutical companies are taking a cautious approach to patient engagement. While non-traditional players, like the technology giants and new patient advocacy groups, are launching the most innovative patient engagement
- [New Paths to Customer Value](https://www.imd.org/research-knowledge/digital/reports/new-paths-to-customer-value/) - Disruptive Business Models – Providing Customer Value To understand the workings of digital disruption, the DBT Center examined the business models of more than a hundred top digital disruptors. Whatever their differences, all of them create at least one of three essential types of value for customers: cost value, experience value, and platform value. Digital
- [The digital vortex is accelerating, but companies don’t have a clear plan how to move forward](https://www.imd.org/research-knowledge/digital/reports/digital-vortex-report-2021/) - IMD’s 2021 Digital Vortex Report reveals that 90% of executives across 14 industries surveyed are moving closer to the center of the vortex, where the velocity and magnitude of change is the highest. The report shows that we have hit a saturation point where major or transformative digital disruption is impacting all sectors, irrespective of size or location. But there is a growing gap between knowing and doing
- [The IMD Annual Report 2021](https://www.imd.org/research-knowledge/strategy/reports/imd-annual-report-2021/) - Each year, the IMD Annual Report charts and explores the institution’s approach and activities as a world leader in executive education and research. Fueled by pioneering thought leadership, a unique proximity to business and innovative pedagogy, IMD develops leaders who transform organizations and contribute to society through an award-winning range of open and custom programs,
- [Making a paradigm shift in leadership development](https://www.imd.org/research-knowledge/leadership/reports/making-a-paradigm-shift-in-leadership-development/) - The last two years have been among the most challenging for leaders who have had to lead through immense upheaval and uncertainty. They have had to embrace reinvention on a mass scale and maintain motivation in a hybrid work environment, while attending to their own and their teams’ wellbeing. Emerging from the pandemic is an
- [Digital Vortex 2023 report](https://www.imd.org/research-knowledge/digital/reports/digital-vortex-2023-report/) - Digital Vortex 2023 report IMD's DBT center has released its biennial DV research report, revealing the industries most vulnerable to digital disruption.
- [Orchestrating Digital Business Transformation](https://www.imd.org/research-knowledge/digital/reports/digital-orchestra/) - KEY QUESTIONS FOR EXECUTIVES The Global Center for Digital Business Transformation is turning its research lens to a different set of questions that are top-of-mind for the hundreds of senior executives with whom we have engaged: How should we execute our digital transformation? Where do we start? What is the sequencing of actions? And in
- [Globalization capability gap](https://www.imd.org/research-knowledge/strategy/reports/globalization-capability-gap/) - At a glance Over the past few decades, the rise of emerging markets—initially as sources of cheap labor and then as rapidly growing consumer markets and centers of capital investment and innovation—has caused most companies of size and stature to enlarge their global ambitions. But despite this concerted push to globalize, few companies are ready
- [The future of the planet – Inspiring what could be](https://www.imd.org/research-knowledge/sustainability/reports/the-future-of-the-planet-inspiring-what-could-be/) - Our planet has reached a critical moment. Glaciers are melting, sea levels are rising, many species are disappearing and along with them, human livelihoods are at risk. Given the significant repercussions that ecologies and economies face, climate scientists, politicians, NGOs, activists and business leaders are joining forces to discuss the need for an immediate and
- [The Business World in 2025](https://www.imd.org/research-knowledge/digital/reports/scenario-planning/) - Highlighted Content In order to challenge thinking and help decision-makers test their strategy and underlying assumptions we have identified the three factors which will lead to the greatest uncertainty and change: Shifting geographies: How will the global economy work in 2025? Blurring industry boundaries: How will companies organize across sectors in 2025? Evolving digital behavior: How will
- [IMD and the Diwan of Royal Court](https://www.imd.org/research-knowledge/talent-management/reports/imd-and-the-diwan-of-royal-court/) - Executive summary In 2014 Oman’s Diwan of Royal Court asked: Is it possible to accelerate talent development to nurture future CEOs capable of running significant private-sector companies in Oman? As part of its new national agenda, the Diwan decided to sponsor the National CEO Program (NCP) with the aim of developing its next generation CEOs,
- [Disruptor and Disrupted: Strategy in the Digital Vortex](https://www.imd.org/research-knowledge/digital/reports/disruptor-and-disrupted-strategy-in-the-digital-vortex/) - Disruptor and Disrupted The pace of technological change, business model innovation, and the blending of industries accelerate as companies are drawn into the Digital Vortex. At the DBT Center we are often asked how companies should respond in this uncertain and highly competitive environment. There is of course no single or simple answer, however our
- [Competing in the Digital Vortex: Value Vampires and Vampire Vacancies](https://www.imd.org/research-knowledge/digital/reports/competing-in-the-digital-vortex/) - The DBT Center has defined a ‘value vampire’ as a company whose competitive advantage shrinks the overall market size. They are not simply companies that produce better mousetraps - what is fundamentally new about value vampires is that their success implies not just a smaller market share for incumbents, but also a smaller market size.
- [How to make A.I. transformation more likely to succeed](https://www.imd.org/research-knowledge/digital/reports/how-to-make-ai-transformation-more-likely-to-succeed/) - To get the most out of artificial intelligence (AI), companies need more than just data, infrastructure, and off the-shelf analytics; they need to redesign their investment processes. In this chapter, we examine the inherent difficulty for established companies to truly unleash the full potential of AI as their core strategy. We conclude that senior executives
- [Nature’s ROI<br>Five key enablers for building a nature-positive business strategy](https://www.imd.org/research-knowledge/sustainability/reports/natures-roifive-key-enablers-for-building-a-nature-positive-business-strategy/) - So, this is the moment. Nature, which we thought was inexhaustible, is showing signs of crisis and needs attention. To address this urgency, companies will have to step up.
- [Getting Started in Digital Responsibility](https://www.imd.org/research-knowledge/digital/reports/getting-started-in-digital-responsibility/) - The benefits of digital technologies are well-known by now. They can be a critical element of business growth, innovation, and operational continuity. The adoption of digital technologies has been linked to organizational benefits, such as enhancing product and service innovativeness (Blichfeldt & Faullant, 2021), improving efficiency (Subramaniam, 2021) and generating new sources of value (Vial,
- [Navigating Humanitarian Impact Finance](https://www.imd.org/research-knowledge/finance/reports/navigating-humanitarian-impact-finance/) - A first mapping of the humanitarian impact finance continuum to identify different sources of funding for each respective actor and thereby lower the barrier for innovation and successful implementation. The humanitarian system and its financing are under immense pressure from ongoing crises affecting more than 339 million people in Ukraine, Gaza, Ethiopia, Syria, Yemen, South
- [Three lenses on talent](https://www.imd.org/research-knowledge/talent-management/reports/three-lenses-on-talent/) - Three lenses on talent: A report by IMD on how changing your perspective creates greater value through people Tania Lennon. Three lenses on talent: A report by IMD on how changing your perspective creates greater value through people.
- [Customer-Led Success Stories](https://www.imd.org/research-knowledge/customer-centricity/reports/customer-led-success-stories/) - Beyond the Book: Introduction to the Series Some companies are great for customers – not only do they care but they change whole markets to work better for the customers they serve. Think of Amazon, easyJet and Sky. They make things easier and improve what really matters – obvious, surely? They have also enjoyed huge
- [Stora Enso & IMD](https://www.imd.org/research-knowledge/organizational-change/reports/stora-enso-imd/) - Executive summary Stora Enso, a leading global company in the paper, biomaterials, wood products and packaging industries, realized that to compete in an increasingly digital world it had to rethink everything from strategy to corporate culture. The company partnered with IMD, a top-ranked business school, to co-create a unique learning journey that shaped the company’s
- [Valmet & IMD: Forward-looking leadership development](https://www.imd.org/research-knowledge/organizational-change/reports/valmet-imd-forward-looking-leadership-development/) - Executive Summary In 2014, Valmet – a new organization born out of a de-merger in a seemingly unsexy, unwanted industry of capital equipment and services for the pulp, paper and energy industries – sought to make the most of its leadership development programs. How? By turning the company into a confident, forward-looking technology front-runner where the leaders truly
- [Why "Moments of Belief" are pivotal for companies](https://www.imd.org/research-knowledge/consumer-behavior/reports/why-moments-of-belief-are-pivotal-for-companies/) - So called "Moments of Belief" – strong and unusual moves against the status quo - are pivotal for companies. The public smashing by Haier’s CEO of sub-standard products; Jack Welch’s denial of access to secure facilities by a security officer; the cancelling by Target’s CEO of the classic store visit in favour of an unannounced
- [Scenario planning for a post-COVID-19 world](https://www.imd.org/research-knowledge/digital/reports/scenario-planning-for-a-post-covid-19-world/) - The COVID-19 virus is sweeping across the world, leaving a trail of economic and social damage in its wake. Forward thinking organizations are starting to plan for a post-COVID-19 world. However, predicting what this world will look like is not easy. We can be reasonably sure that the world will not simply revert back to
- [Smart City](https://www.imd.org/research-knowledge/strategy/reports/smart-city-essentials-for-city-leaders/)
- [Public Sector and the Digital Vortex](https://www.imd.org/research-knowledge/strategy/reports/public-sector-and-the-digital-vortex/) - Just as the private sector must transform to thrive in the Digital Vortex, so must public sector organizations. In truth, governments have been pursuing transformation for decades. In the Digital Vortex, the question becomes “how can digital disruption transform this transformation?” Public sector organizations must evolve to become digital platforms upon which legislation, regulation, services,
- [Life in the Digital Vortex](https://www.imd.org/research-knowledge/digital/reports/digitalvortex/) - A peripheral concern for most firms in 2015, digital disruption now impacts half of companies globally - and has become a top-of-mind issue at the board level. Our latest research uncovered these and many other important insights about how the state of disruption across industries has changed since 2015. This new study from the Global
- [Family business: A voice for change in sustainability](https://www.imd.org/research-knowledge/family-business/reports/family-business-a-voice-for-change-in-sustainability/) - Family firms hold a unique position in advancing the sustainability agenda. As businesses that have been forged with future generations in mind, they constantly balance performance against legacy and this crucial equilibrium is central to sustainability. The need to move to sustainable business models is becoming clearer every day. In today’s world – one in
- [The IMD Annual Report 2019](https://www.imd.org/research-knowledge/reports/annual-report-2019/) - (Version française plus bas) Each year, the IMD Annual Report charts and explores the institution’s approach and activities as a world leader in executive education and research. Fuelled by pioneering thought leadership, a unique proximity to business and innovative pedagogy, IMD develops leaders who transform organizations and contribute to society through an award-winning range of
- [IMD Sustainability Report 2019](https://www.imd.org/research-knowledge/reports/sustainability-report-2020/) - IMD’s inaugural Sustainability Report highlights our approach and contributions to a sustainable future. Through innovative pedagogy, actionable research, unique partnerships and cross-sector dialogue, IMD is driven to develop responsible leaders who build successful businesses that also deliver a positive impact on society and our planet. As an Advanced Signatory of the Principles for Responsible Management Education, we share in this report our progress both in the way we influence global leaders
- [Social innovation: Mobilizing private capital for impact](https://www.imd.org/research-knowledge/social-innovation/reports/elea-social-innovation-white-paper/) - We are at an important inflection point in the evolution of the private sector’s role in stimulating social innovation. While the field of social innovation has shown tremendous growth over the past decade, many actors within the spectrum of capital are still sitting on the sidelines – interested in impact, but not yet allocating enough
- [Absa & IMD | Reimagining Banking with Africanacity](https://www.imd.org/research-knowledge/organizational-change/reports/absa-imd/) - In 2018, the pan-African financial services provider Absa Group Ltd completed its separation from its majority shareholder, Barclays. Entering a new chapter in its history, the bank faced the challenge of articulating a new growth strategy and successfully rebranding itself with existing and new customers across the African continent. Adding to the enormity of Absa’s
- [The IMD Sustainability Report 2021](https://www.imd.org/research-knowledge/strategy/reports/imd-sustainability-report-2021/) - Challenging what is and inspiring what could be, the institute develops leaders who transform organizations and contribute to society. IMD supports responsible leaders who act with integrity, contribute to sustainable performance and have a positive impact on the world. IMD has built a sustainability strategy to incorporate both the institute’s influence on business and leaders
- [What economic lessons can Switzerland learn from the pandemic?](https://www.imd.org/research-knowledge/economics/reports/sef-interaktiv/) - What lessons can Switzerland learn from the coronavirus pandemic? How has its economy performed? What can policymakers and business leaders do to navigate a safe and prosperous path into the future? Switzerland’s economy has weathered the COVID 19 pandemic relatively well so far, but it could emerge even stronger and better equipped to deal with future crises if companies embrace greater agility and

## Videos

- [Blended Finance to achieve SDG 4: Cocoa Industry Case](https://www.imd.org/research-knowledge/social-innovation/videos/blended-finance-to-achieve-sdg-4-cocoa-industry-case/) - This webinar, led by Vanina Farber, elea Chair of Social Innovation and Fabio Segura, Co-CEO of the Jacobs Foundation, appeared live on Wednesday, 22nd April at 11am CEST. IMD Professor Vanina Farber invites Fabio Segura, Co-CEO of the Jacobs Foundation to explore the linkages between providing quality education and creating "resilient value chains" in the
- [A discussion on business model innovation with Bill Fischer and Alexander Osterwalder](https://www.imd.org/research-knowledge/leadership/videos/from-phd-to-boardrooms-interview-with-alex-osterwalder/) - In this video, IMD Professor of Innovation Management, Bill Fischer caught up with CEO of Strategyzer, Alex Osterwalder, to discuss the Business Model Canvas
- [The long road to capitalism: here’s why China has arrived](https://www.imd.org/research-knowledge/china/videos/the-long-road-to-capitalism-heres-why-china-has-arrived/) - As business partnerships with China are on the up, it’s becoming imperative to crack the mystery of the “China code”. On the one hand and given how the country serves as a model for prosperity, China seems to be capitalist. On the other, it defies so many of the rules: no free elections and
- [Stuck - unstuck: using adversity to advance your career](https://www.imd.org/research-knowledge/leadership/videos/stuck-unstuck-using-adversity-to-advance-your-career/) - Ever felt “stuck” in your life or career? With just a few practical techniques, you can use the current crisis to get “unstuck” and arrive at the place you’d like to be. This upbeat webinar – which appeared live on 22nd May 2020 – features Katharina Lange, IMD Professor of Leadership. She explores how
- [Five reflection themes for leaders](https://www.imd.org/research-knowledge/leadership/videos/five-reflection-themes-for-leaders/) - Crises can be devastating but do have a silver lining. Research shows that throughout their lives, most senior leaders learn – and grow – from these unexpected events. During this webinar – which appeared live on 12th June 2020 – Ben Bryant, IMD Professor of Leadership and Organization, focuses on the question of what
- [Fighting absolute poverty with philanthropic impact investment](https://www.imd.org/research-knowledge/social-innovation/videos/fighting-absolute-poverty-philanthropy/) - This webinar with Vanina Farber, elea Chair of Social Innovation and Peter Wuffli, Founder and Chairman of elea Foundation for Ethics in Globalization, appeared live on Wednesday, 8th April at 11am CET. With more than 2 billion people having to cope with living on less than 3 dollars a day, Professor Vanina Farber and Dr
- [There is no one-size-fits-all way to solving problems. Here’s how to tailor your approach](https://www.imd.org/research-knowledge/strategy/videos/there-is-no-one-size-fits-all-way-to-solving-problems/) - In 2014, French rail operator SNCF ordered some 300 new trains at a cost of €15 billion. When they were delivered a couple of years later, the company realized that they were too wide for many of the train stations across the country, and that these needed to be modified. The source of the costly
- [Leading in turbulent times webinar series: Rethinking corporate bureaucracy](https://www.imd.org/research-knowledge/agility/videos/rethinking-corporate-bureaucracy/) - We don’t know what scenario is currently playing out, but firms need to be agile, discovery-driven and adopt a problem-solving mentality. This webinar with Howard Yu, IMD LEGO Professor of Management and Innovation and Salvatore Cantale, Professor of Finance, appeared live on Monday 6th April at 11am CET. How can we think through the future
- [The four types of questions leaders should be asking](https://www.imd.org/research-knowledge/videos/the-four-types-of-questions-leaders-should-be-asking/) - It’s not enough to simply ask open questions and follow up questions, for leaders to avoid the knowledge trap they need to consider the mix of questions they ask. IMD Professors of Strategy Arnaud Chevallier and Frédéric Dalsace identified four types of questions that you should be asking based on behavioral science research and interviews with top executives: productive
- [Too many projects](https://www.imd.org/research-knowledge/leadership/videos/too-many-projects/) - If “the essence of strategy is choosing what not to do,” as Michael Porter famously said in a seminal HBR article, then the essence of execution is truly not doing it. That sounds simple, but it’s surprisingly hard for organizations to kill existing initiatives, even when they don’t align with new strategies. Instead, leaders keep
- [Venture philanthropy and the rise of Tech for Impact initiatives](https://www.imd.org/research-knowledge/sustainability/videos/venture-philanthropy-and-the-rise-of-tech-for-impact-initiatives/) - What is the role for venture philanthropy in the post-COVID-19 world? How can venture philanthropy stimulate poverty-reducing sectors such as fintech? What are the main opportunities and challenges for venture philanthropy today? These questions framed Professor Farber’s conversation with Singapore-based Nicolas Huras, an experienced asset manager and business angel/start-up advisor and Regional Department Head
- [Discover the 3D secrets to true customer centricity](https://www.imd.org/research-knowledge/digital/videos/owp-live-leading-customer-centric-strategies/) - Does your company claim that it puts its customers first, but actually focuses more energy on efficiencies? Did you used to live and breathe customer centricity, but now your competitors are leading the way? Are you struggling to find ways to leverage digital innovation for the benefit of your customers? One thing is clear. In this age of digital transformation, the most customer-centric
- [For a glimpse of the future of retail, look at what’s happening in China](https://www.imd.org/research-knowledge/strategy/videos/for-a-glimpse-of-the-future-of-retail-look-at-what-s-happening-in-china/) - “For years, Chinese entrepreneurs have been obsessed with learning from the west – particularly the US – and people may ask, is it learning or copying? What we have learned is merely copying the US business model will rarely make someone successful in China,” says IMD Professor of Leadership and Strategy Winter Nie. “We find
- [“Deglobalization is a short-term trend, we will get back to our old numbers”](https://www.imd.org/research-knowledge/competitiveness/videos/deglobalization-a-short-term-trend/) - Globalization has been slowed down because of the coronavirus pandemic, but we will go back to our trade of goods, services and people. This was the overriding message of the virtual roundtable held live on Tuesday 16th June at 4pm (CEST), the same day as the release of the 2020 IMD World Competitiveness Ranking.
- [Too much focus on fiscal policy and failure to unite citizens spell economic failure, agree panel of experts](https://www.imd.org/research-knowledge/competitiveness/videos/too-much-focus-on-fiscal-policy-and-failure-to-unite-citizens-spell-economic-failure/) - Taiwan remains one of the most successful economies to tackle the dual problem of the health and economic crisis of the past 18 months and entered the top ten for the first time since 2012 in the IMD World Competitiveness Ranking, now in its 33rd year. Taiwan came in at 8th up from 11th last year. Speaking
- [Becoming the leader-as-healer: step 1, change your focus from growth and profit](https://www.imd.org/research-knowledge/leadership/videos/the-leader-as-healer/) - In this series, Visiting Professor of Leadership Nicholas Janni explores why rethinking a conventional leadership model – moving away from a constant drive towards growth and profit – is paramount to health and well-being. Thinking and doing are dominant functions in our culture, resulting in a leader-as-executor ideal; this has severe implications as it reduces our
- [Explore or exploit? How your organization can strike a balance between new opportunities post-COVID-19](https://www.imd.org/research-knowledge/digital/videos/leap-thriving-in-a-post-crisis-world/) - Continuously anticipating and adjusting to deep, decisive trends that can permanently impair the earning power of a business is not easy, but it is the key to strategic resilience. Professor Howard Yu, author of the bestselling book “LEAP: How to Thrive in a World Where Everything Can Be Copied”, took a deep dive into this
- [Putting the customer at the heart of your business requires more than just good intentions](https://www.imd.org/research-knowledge/leadership/videos/putting-the-customer-at-the-heart-of-your-business-requires-more-than-just-good-intentions/) - There’s a great paradox to customer centricity: most companies cite customer satisfaction as their great motivation. And yet, many customers are feeling unsatisfied with the results and find them “non-intuitive”. So, why aren’t customer-centric ambitions translating into great customer experiences? Partly because many companies underestimate the complexity of getting several things right when tackling customer-centricity.
- [Agile decision-making – deciding when you don’t have all the facts](https://www.imd.org/research-knowledge/strategy/videos/agile-decision-making-deciding-when-you-dont-have-all-the-facts/) - By combining scenario planning and Bayesian thinking – in essence, using probabilistic rather than deterministic methods – Professor Chevallier says senior executives can bolster their decision-making abilities, enabling them to move forward. “You can’t predict the future but you can plan for it,” says Professor Chevallier. “Define the future scenarios, prepare for them and
- [The seven steps to being a better ally that all leaders can take right now](https://www.imd.org/research-knowledge/leadership/videos/leaders-seven-steps-to-being-a-better-ally/) - As the conversation surrounding Equity, Inclusion & Diversity progresses in many organizations, the role that allyship and advocacy plays is becoming increasingly important. How can leaders throughout the organization become allies and advocates, set the right examples, and empower a culture that can support change? In a webinar and panel discussion “What will you stand
- [3 leadership mindsets we are seeing emerge today](https://www.imd.org/research-knowledge/leadership/videos/three-leadership-mindsets-emerging-today/) - In their live webinar on Friday 3rd July at 11am CEST, the IMD duo identified some characteristics of today's leader. “We are seeing a shift from leaders having been the major actors to them being much more the people who set the stage, orchestrating the performance of others and giving them the visibility to
- [The resilient mindset: a practical guide for leaders](https://www.imd.org/research-knowledge/leadership/videos/resilient-mindset/) - In this webinar, which appeared live on Monday 4th May at 11am CEST Katharina Lange, Professor of Leadership at IMD, uses a recurring leitmotif - Dante’s “The Divine Comedy” - to exemplify how we can come out stronger and encourage others to be brave. She shares her platform with a trio of female organizational coaches
- [Support your decision-making with artificial intelligence](https://www.imd.org/research-knowledge/communication/videos/support-your-decision-making-with-artificial-intelligence/) - AI has been touted as the next big thing, but can it really help you? Many managers confess that the relentless influx of new and better AI confuses them, and that determining how best to leverage it can lead to wasted time and resources: “The controversial reality is that AI remains limited in its practical implications,” says Professor
- [The role of building entrepreneurial ecosystems in Africa to canalize impact investment](https://www.imd.org/research-knowledge/sustainability/videos/the-role-of-building-entrepreneurial-ecosystems-in-africa-to-canalize-impact-investment/) - The health of local entrepreneurial ecosystems plays a vital role in driving sustainable economic growth and also in attracting impact investors. How should impact investors support entrepreneurs in Africa? How important is it to build healthy local ecosystems? What role should local communities play in designing their own solutions? In this webinar, led by
- [How to create and sustain a customer-led business](https://www.imd.org/research-knowledge/customer-centricity/videos/how-to-create-and-sustain-a-customer-led-business/) - IMD’s Martin Hilti Professor of Marketing and Change Management, Seán Meehan, and Charlie Dawson, founder of the pioneering customer-led consultancy, The Foundation spent years researching how some companies become customer-led, why they are so rare, and why it is so difficult to sustain. They reveal their findings in the book, The Customer Copernicus. A customer-led
- [Seven tests of a good strategy: sustainability and agility dominate the agenda](https://www.imd.org/research-knowledge/strategy/videos/seven-tests-of-a-good-strategy/) - In the best of times, a good strategy is a primary factor of success. But in the worst of times – 2020, anyone? – it can make the difference between the life and death of your company. According to Professor Challagalla, asking yourself these seven questions will determine whether or not you’re prepared to make
- [How institutional investors can leverage blended finance](https://www.imd.org/research-knowledge/sustainability/videos/how-institutional-investors-can-leverage-blended-finance/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Ladé Araba, Managing Director, Africa at Convergence, appeared live on Thursday, 3rd September at 11am CEST. Private investment is crucial to closing the estimated $2.5 trillion funding gap to achieve the Sustainable Development Goals (SDGs) by 2030. How can blended finance
- [The economics of mutuality](https://www.imd.org/research-knowledge/videos/the-economics-of-mutuality/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Bruno Roche, Founder & Executive Director of Economics of Mutuality, appeared live on Wednesday, September 16th at 11am CEST. How can The Economics of Mutuality offer a framework to transform business models and unlock innovation? How can companies transform their purpose into strategy? Can companies rethink how they relate to their
- [Building resilience into your organization](https://www.imd.org/research-knowledge/digital/videos/building-resilience-into-your-organization/) - The second installment in our Resilient Mindset Mini-Series is focused on how to build resilience into the organizational foundations of your business by considering your leadership, strategic and systemic resilience in the face of pressure from external forces. In this edition of our short video series, CEO of Zuellig Pharma, John Davison, reflects on
- ['Technology in isolation for its own sake is useless’: citizens and leaders play a key role in forging a network of smart cities](https://www.imd.org/research-knowledge/leadership/videos/citizens-and-leaders-play-key-role-forging-smart-city-network/) - How ‘smart’ a city is plays a significant role in how well it has managed the pandemic, but it is not the exclusive criterion for measuring success in facing future global risks, experts said after examining the 2020 Smart City Index. Success lies at the intersection of advanced technology, the engagement of vitizens and the role of leadership. This was
- [How to change your thinking and allow radical ideas to become reality](https://www.imd.org/research-knowledge/strategy/videos/alien-thinking-how-to-allow-radical-ideas-to-become-reality/) - “We see barriers dropping, minds are opening all around us, and this means there are great opportunities to innovate. Products, services, business models are being developed right now that are going to dominate the future. We are in a kind of a crucible of innovation,” says IMD Professor of Innovation and Strategy Michael Wade,
- [Managing your energy: four dimensions](https://www.imd.org/research-knowledge/leadership/videos/managing-energy-four-dimensions/) - Discussions on mindfulness and leadership are nothing new. However this webinar, which appeared live on Monday 11th May at 11am CEST, takes on a specific angle in that area: energy. Francesca Giulia Mereu, author and Executive Coach at IMD, is a published specialist on the topic and is joined in discussion by Jennifer Jordan, Professor
- [From crisis to recovery: leading your operating system to success](https://www.imd.org/research-knowledge/leadership/videos/from-crisis-to-recovery-operating-system/) - In this webinar, Professor Shlomo Ben-Hur, IMD Professor of Leadership & Organizational Behavior, looks at factors that have supported companies in previous crises and at three business behaviors exhibited by companies that emerged fitter and healthier than those who stagnated. It appeared live on 5th June 2020 at 11am CEST, and was facilitated by Susan
- [Best-in-class boards and post-COVID-19 governance](https://www.imd.org/research-knowledge/board/videos/best-in-class-boards-and-post-covid-19-governance/) - In a world deeply changed by the coronavirus, boards are preparing for fully renewed governance: new topics, new practices, new concerns. During this webinar – which appeared live on 29th May 2020 – Didier Cossin, IMD Professor of Governance, Founder and Director of the IMD Global Board Center explores the major shifts that boards
- [Bill it, kill it, or keep it free](https://www.imd.org/research-knowledge/strategy/videos/bill-it-kill-it-keep-it-free/) - Does your company give away services that it could either eliminate or charge for and generate additional revenues? IMD Professor and Dean of the EMBA Program, Stefan Michel, along with Insead and former IMD Professor Wolfgang Ulaga recently carried out research on how pervasive this practice is at companies and whether they should discontinue or
- [From leader-as-executor to leader-as-healer](https://www.imd.org/research-knowledge/leadership/videos/from-leader-as-executor-to-leader-as-healer/) - The COVID-19 pandemic lies within a much larger pandemic that has gone unnoticed – the split between thinking and feeling, doing and being, and mind, body and heart. A common view of successful leadership is the “leader-as-executor” that operates with instrumental and transactional relationships, and is focused on rational thinking. But what if we
- [Nine digital design tricks that can differentiate your products or services and send your bottom line soaring](https://www.imd.org/research-knowledge/digital/videos/nine-digital-design-tricks-that-can-differentiate-you-and-send-your-bottom-line-soaring/) - Is your product more Friendster than Facebook? Your service more Blockbuster than Netflix? Houston, you may have a problem. The harsh reality in many commoditized markets is that without differentiation, there is no competitive advantage. From TikTok to Toblerone, only strong designs have survived the pandemic’s economic wrath – a reminder that how customers see your product or
- [Gender equality at work: we need better data and incentives](https://www.imd.org/research-knowledge/leadership/videos/gender-equality-at-work-we-need-better-data-and-incentives/) - ‘How can customers and shareholders influence gender equality?’ This was the question that Professor Arturo Bris bounced off four female leaders in a webinar celebrating both the 50th anniversary of Swiss women being granted the right to vote and the unveiling of a new Gender Equality Rating (GER) to be published in autumn 2021 by
- [Build a diverse, inclusive team to tackle uncertainty and empower innovation](https://www.imd.org/research-knowledge/agility/videos/the-need-for-speed-leverage-technology-and-stakeholder-wisdom-to-move-faster-in-a-digital-world/) - Rapid change and increased complexity have forced organizations to deal with the unexpected and the unknown on a regular basis. Today, the most important factors to building a lasting position as a successful business are the ability to rapidly adapt to this fast-paced change and innovate at speed. “It’s nothing new – for the past
- [To handle today’s competing demands to be stable yet nimble, follow this roadmap](https://www.imd.org/research-knowledge/strategy/videos/to-handle-todays-competing-demands-to-be-stable-yet-nimble-follow-this-roadmap/) - Strategic planning has its strengths and limitations. Professor Stéphane J.G. Girod confronted this dichotomy head-on in the webinar “Strategic planning is dead, long live strategic planning”. The strengths and limitations of strategic planning can be seen, for example, in the cogs at work at LVMH. What makes the conglomerate so successful in driving discipline and
- [Do you have a good strategy? These seven tests will help you turn confusion into clarity.](https://www.imd.org/research-knowledge/communication/videos/do-you-have-a-good-strategy-these-seven-tests-will-help-you-turn-confusion-into-clarity/) - "Keep it simple and don’t get caught up with buzzwords like ‘ecosystems’ and ‘platforms’,” says IMD Professor of Strategy and Marketing Goutam Challagalla.
- [Smart cities need to be heading in a human-centric, digitally inclusive direction or the tech won’t pay off, panelists agree](https://www.imd.org/research-knowledge/competitiveness/videos/smart-cities-need-to-be-human-centric-and-digitally-inclusive/) - A group of panellists who convened on the same day as the release of the third edition of the annual IMD-SUTD Smart City Index have said that smart cities of the future will need to put citizens’ needs in front of fancy one-size-fits-all tech solutions, if they are to be successful in enabling digital tools
- [Financing the SDGs: The urgency of now](https://www.imd.org/research-knowledge/social-innovation/videos/financing-the-sdgs-the-urgency-of-now/) - This webinar led by Vanina Farber, elea Chair of Social Innovation and Jean-Philippe de Schrevel, Founder and Managing Partner of Bamboo Capital Partners, appeared live on Wednesday, 15th April at 11am CEST. In recent years, 'blending' has become a common development finance term. The practice combines official development assistance with other private or public resources,
- [Understanding China’s next wave of innovation](https://www.imd.org/research-knowledge/china/videos/understanding-chinas-next-wave-of-innovation/) - In recent years, a handful of Chinese companies have emerged as global innovators and have garnered a lot of attention. But there’s another, less obvious force to be reckoned with in China as well: thousands of innovative companies that are quietly disrupting numerous industries, overtaking incumbents, and developing new products and new business models. IMD
- [The future of business and COVID-19](https://www.imd.org/research-knowledge/videos/the-future-of-business-and-covid-19/) - The past few months have seen a disruption to the global economy unprecedented in modern history. With this experience has come an extreme level of volatility and uncertainty about the economy and what is in store. This topic is explored in detail with IMD Professor of Strategy and International Management Omar Toulan and Scott McDonald,
- [ESG Integration and Values-Based Investment](https://www.imd.org/research-knowledge/sustainability/videos/esg-integration-and-values-based-investment/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Jaume Iglésies, Head of UBS WM Sustainable Investing Advisory appeared live on Wednesday, 13th May at 11am CEST. Whereas previous webinars in the elea series focused primarily on investments in private markets, this webinar focuses on sustainable investments (SI) in the public
- [Top teams in the time of crisis: containment and compassion](https://www.imd.org/research-knowledge/leadership/videos/top-teams-crisis-containment-compassion/) - In this webinar, Anand Narasimhan, Shell Professor of Global Leadership at IMD and Dr Merete Wedell-Wedellsborg, Business Psychologist and Executive Advisor, share their thoughts on the different phases of crisis. They also highlight new qualities we are seeing in team leaders that wouldn’t have become so prominent without this “pandemic stimulus”. The content of this
- [Innovative thinking in turbulent times](https://www.imd.org/research-knowledge/strategy/videos/innovative-thinking-in-turbulent-times/) - Innovative thinking in turbulent times is a video miniseries with Louise Muhdi, Professor of Innovation and Strategy, IMD. The series examines how leaders can hone essential skills in a new world shaped by the COVID-19 crisis. Creativity, adaptation, and collaboration are no longer simply professional advantages – they are key to ensuring success. “Lead with
- [Managing extreme uncertainty with agility](https://www.imd.org/research-knowledge/agility/videos/managing-uncertainty-agility/) - Agility, a must-have ingredient in company strategy, is the flexibility a company acquires when it can perform the constant balancing act between different poles and tensions. How would you define agility in the business context? Or are you convinced it’s just a buzzword? The opening participant polls to this webinar, which appeared live on Friday
- [Collaborative Blended Finance Solutions: BNP Paribas in Indonesia](https://www.imd.org/research-knowledge/sustainability/videos/collaborative-blended-finance-solutions-bnp-paribas-in-indonesia/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Pierre Rousseau, Strategic Advisor on Sustainable Business, BNP Paribas, appeared live on Wednesday, 6th May at 12pm CEST. How can blended finance accelerate and scale investment in social innovation? Professor Vanina Farber opens this webinar with a question central to her current
- [Leading in turbulent times webinar series: Corporate strategy and economic downturns](https://www.imd.org/research-knowledge/change-management/videos/corporate-strategy-and-economic-downturns/) - COVID-19 has created an economic crisis that will outlast 2020. But this isn’t the first time in recent history that such a downturn has occurred. How can companies navigate the unforeseeable future, and the next few months in particular? This webinar features Patrick Reinmoeller, IMD Professor of Strategy and Innovation, and Goutam Challagalla, IMD Professor
- ["The Emperor’s New Clothes”, COVID-19 and leadership](https://www.imd.org/research-knowledge/digital/videos/the-emperors-new-clothes-covid-19-and-leadership-episode-1/) - Do you want to be the responsible leader who sees issues as they are and fixes them, like a bold child, or do you want to be like an overconfident emperor who never learns, and goes back to business as usual? The COVID-19 crisis makes this question an urgent one for leaders, who are at
- [Asian Markets: The role of Venture Capital and Private Equity](https://www.imd.org/research-knowledge/private-equity/videos/asian-markets-the-role-of-venture-capital-and-private-equity/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Sertac Yeltekin, COO of Insitor Partners Venture Capital, appeared live on Wednesday, 29th April at 11am CEST. What’s the role of private equity and venture capital in impact investment in Asia? What does the impact investment landscape look like in the region
- [Leading in turbulent times webinar series: family businesses](https://www.imd.org/research-knowledge/family-business/videos/how-family-businesses-weather-storms/) - This webinar given by IMD’s Peter Vogel, Professor of Family Business and Entrepreneurship, Director of IMD’s Global Family Business Center and Debiopharm Chair for Family Philanthropy, appeared live on Monday 27th April at 11am CEST. The COVID-19 crisis is affecting all types of businesses. However, family enterprises will be affected in a particular manner because of
- [解读中国下一波创新浪潮](https://www.imd.org/research-knowledge/china/videos/understanding-chinas-next-wave-of-innovation-2/) - 近年来，许多中国公司已成为备受瞩目的全球创新公司。但在中国还有一群更低调的公司：成千上万家创新型公司正悄无声息地颠覆众多行业，超越现有企业，开发出新的产品和新的商业模式。 最近，IMD的Mark J. Greeven教授和帝国理工学院商学院的George S. Yip.教授，以及GSL Innovation的首席执行官Wei Wei针对中国的下一波创新公司展开了一项调查。他们专门针对中国制定了一个新兴创新公司的框架，详细介绍了中国不同类型的创新公司，以及非中国跨国公司的经验教训。 他们的调查结果发表在《麻省理工学院斯隆管理评论》上，标题为：解读中国下一波创新浪潮。在这篇文章中，他们引用了其最近发表著作中的见解，即《先驱、隐形冠军、变革者和弱势者：从中国创新者身上吸取的经验教训》（麻省理工学院出版社）。 在这个新的“IMD研究和知识”视频系列中，IMD教师从最近发表的有影响力的研究性文章中，探索令人意外的结果，并为商业领导者阐明了主要的学习要点。 这股新的创新者浪潮如何影响您的公司？ 观看视频并找出答案。
- [Leading in turbulent times webinar series: Fighting Coronavirus with AI - Evidence, Effort and Ethics](https://www.imd.org/research-knowledge/big-data/videos/leading-in-turbulent-times-webinar-series-fighting-coronavirus-with-ai-evidence-effort-and-ethics/) - This webinar with Amit Joshi, Professor of AI, Analytics and Marketing Strategy, appeared live on Monday 23 March, at 11am CET. Leaders can observe and learn from the ways in which AI is being used by governments in the current coronavirus climate to make correlations with their organizations. Almost every country in the world is
- [How not to be a hostage to COVID-19: Episode 1](https://www.imd.org/research-knowledge/leadership/videos/looking-beyond-what-you-see/) - Leading in Turbulent Times. This is an episode in the miniseries How not to be a hostage to COVID-19. Psychologist George Kohlrieser, IMD Professor of Leadership and Organizational Behaviour, brings his long experience as a hostage negotiator to the table. He provides practical advice for getting past fear and worry, helping us to retake a
- [Leading in turbulent times webinar series: The strain of COVID-19](https://www.imd.org/research-knowledge/supply-chain/videos/keeping-supply-chains-moving/) - This webinar with Carlos Cordon, IMD Professor of Strategy and Supply Chain Management, appeared live on Friday 27 March, at 11am CET. It is a challenging time for production – the world is in panic mode and many supply chains are faltering. They are either overwhelmed – think toilet paper producers – or closing down
- [Leading in turbulent times webinar series: 7 deadly sins of virtual communication](https://www.imd.org/research-knowledge/leadership/videos/7-deadly-sins-virtual-communication/) - This webinar with Ina Toegel, IMD Professor of Leadership and Organizational Change, and Michael Yaziji, Professor of Strategy and Leadership at IMD, appeared live on Monday 30th March, at 11am CET. The world’s virtual communication skills have never been put to the test more than now, as working from home becomes the new norm for
- [How not to be a hostage to COVID-19: Episode 2](https://www.imd.org/research-knowledge/leadership/videos/being-secure-base-in-times-of-threat/) - This is an episode in the video series How not to be a hostage to COVID-19. Psychologist George Kohlrieser, Professor of Leadership and Organizational Behaviour, IMD, brings his long experience as a hostage negotiator to the table. He provides practical advice for getting past fear and worry, helping us to retake a position of power
- [Leading in Turbulent Times webinar: To be or not to be?](https://www.imd.org/research-knowledge/leadership/videos/to-be-or-not-to-be-how-chinese-companies-thrived-under-pressure/) - Despite a two-month long total lockdown, China has avoided an economic meltdown. Professor Mark Greeven, a China expert, is not surprised. In this webinar, Mark Greeven, Professor of Innovation and Strategy, IMD, has gathered best practices from four Chinese companies from different industries and discusses how they can be adopted by companies in the rest
- [How not to be a hostage to COVID-19: Episode 3](https://www.imd.org/research-knowledge/leadership/videos/managing-emotions-under-times-of-threat/) - This is an episode in the video series How not to be a hostage to COVID-19. Psychologist George Kohlrieser, Professor of Leadership and Organizational Behaviour, IMD, brings his long experience as a hostage negotiator to the table. He provides practical advice for getting past fear and worry, helping us to retake a position of power
- [Leading your firm through the crisis more resiliently](https://www.imd.org/research-knowledge/leadership/videos/leading-your-firm-through-crisis-resiliently/) - The inaugural Resilient Mindset Mini-Series video explores ways to make teams and companies resilient in times of crisis, with constant recognition of the role emotions play In this short video, CHRO of Ranstad, Jos Schut, speaks to Katharina Lange, Professor of Leadership at IMD, on how organizational leaders can lead their firms through the crisis
- [Leading in turbulent times webinar series: Surviving the shockwaves](https://www.imd.org/research-knowledge/finance/videos/financial-markets-and-the-covid-19-crisis/) - The COVID-19 pandemic is not only affecting people’s daily lives and the global economy, it is also sending shockwaves through financial markets. We have witnessed equity market declines not seen in a generation—and this is only the beginning. In this webinar, Karl Schmedders, Professor of Finance, IMD, discusses the current state of the world’s financial
- [Leading in turbulent times webinar series: The ecosystem advantage](https://www.imd.org/research-knowledge/strategy/videos/leveraging-partnerships-in-disruptive-times-to-survive-and-to-thrive/) - This webinar given by IMD’s Mark Greeven, Professor of Innovation and Strategy, appeared live on Tuesday 14th April at 11am CEST. What are ecosystem practices? And what part of them could you feasibly implement in your company on Monday morning? During turbulent times, there is a lot to do from focusing on employee safety to
- [Leading in turbulent times webinar series: Sustainability](https://www.imd.org/research-knowledge/sustainability/videos/sustainability-seeing-the-bigger-picture/) - With the current situation constantly evolving, COVID-19’s human, financial and economic consequences are anyone’s guess. But to what extent can the crisis inform us on how to face the greater issue of sustainability? By already planning for the next stage of the crisis, particularly the potential impact that the virus will have on the issue
- [Leading through a crisis: Insights from research and practice](https://www.imd.org/research-knowledge/leadership/videos/four-insights-into-leading-through-crisis-an-introduction/) - Our new video vignette miniseries entitled 4 Insights into Leading in and through a Crisis explores leadership challenges in the crisis and is given by IMD’s President Jean-François Manzoni. Jean-François Manzoni is the Nestlé Professor of Leadership and Organizational Development at IMD, where he is also the President. As a leadership researcher and professor for
- [Taking control in a crisis starts with looking within](https://www.imd.org/research-knowledge/leadership/videos/crisis-management-from-disruption-to-continuity/) - The webinar “Crisis management: From disruption to continuity” led by Sameh Abadir, IMD Professor of Leadership and Negotiation, with additional input by IMD Research Fellow Marta Widz appeared live on Monday 20th April at 11am CEST. It explores multiple positive ways to reframe the crisis, including the acceptance of certain realities. Professor Abadir uses multiple
- [Leading in turbulent times webinar series: Rapid resilience](https://www.imd.org/research-knowledge/disruption/videos/rapid-resilience/) - In such times of crisis, companies’ resilience is what shines. So what are the different strategies that lead to resilience? How have certain companies absorbed the shock, changed and bounced forward rather than backward? This webinar led by Howard Yu, LEGO Professor of Management and Innovation and Director, Advanced Management Program (AMP), IMD, and Patrick
- [Topping up investment in the humanitarian space using innovative finance](https://www.imd.org/research-knowledge/sustainability/videos/topping-up-investment-in-the-humanitarian-space-using-innovative-finance/) - What makes humanitarian issues investable? Why are alternative financial models to help support humanitarian efforts needed today? What financial tools are available that can scale social impact beyond the traditional funding mechanisms available to humanitarian organizations? Professor Vanina Farber, elea Chair of Social Innovation, Dr Maximilian Martin, Global Head of Philanthropy at Lombard Odier
- [Sustainability: A better way to shape the future](https://www.imd.org/research-knowledge/sustainability/videos/sustainability-better-way-to-shape-future/) - In these four mini case studies, Knut Haanaes, Professor of Strategy and Lundin Sustainability Chair at IMD, paints a picture of how sustainability can shape the future. Attitude will help solve climate crisis In this case study Professor Knut Haanaes says we can tackle the environmental emergency — it depends whether you see the glass as half full or
- [Collaborative financing for renewable energy in emerging markets](https://www.imd.org/research-knowledge/sustainability/videos/collaborative-financing-for-renewable-energy-in-emerging-markets/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Paul Needham, Co-Founder of Positive.Capital Partners, appeared live on Wednesday, September 30th at 4pm CEST. How might leading corporations achieve their sustainability goals while driving the energy transition in emerging markets? How might investments in distributed renewable energy help deliver essential
- [How marketing could become the mother of sustainability](https://www.imd.org/research-knowledge/videos/marketing-mother-sustainability/) - Marketing departments are well placed to drive the new economy, Professor of Marketing and Strategy at IMD, Frédéric Dalsace, has said during a webinar given live on Friday 21st August at 11am CEST. The paradigmatic shift underway is so immense that Dalsace describes it as an entire economic overhaul “from the cowboy economy to
- [How microinsurance helps smallholder coffee farmers survive climate change](https://www.imd.org/research-knowledge/sustainability/videos/how-microinsurance-helps-smallholder-coffee-farmers-survive-climate-change/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Susana Robledo Reber, previous Sustainability Innovation Manager and now Global Brand and Sustainability Strategy Manager at Nestlé Nespresso, appeared live on Wednesday, August 19th at 11am CEST. What does microinsurance have to do with assuring the sustainability of coffee in the
- [Reshaping Industries: Embracing the New Normal](https://www.imd.org/research-knowledge/leadership/videos/reshaping-industries-embracing-new-normal/) - In these four mini case studies exploring innovation, business models, digital transformation and AI, Knut Haanaes, Professor of Strategy and Lundin Sustainability Chair at IMD, paints a picture of what the future might look like. We are at the dawn of the 4th Industrial Revolution, and global socio-political conflict is colliding head on with health crises, making the need for agile business leaders a pressing one. At the same
- [The elea Way: a learning journey toward sustainable impact](https://www.imd.org/research-knowledge/videos/the-elea-way-a-learning-journey-toward-sustainable-impact/) - Impact investment has emerged as a natural vehicle for inclusive capitalism, as investors seek more responsible ways to harness value beyond low-yielding traditional financial markets. However, many impact entrepreneurs still struggle to attract the capital and the right kind of support to scale up, while investors can find it hard to pick winners or understand
- [Companies and governments must ‘upskill your people’ during COVID says panel examining talent](https://www.imd.org/research-knowledge/competitiveness/videos/companies-and-governments-must-upskill-your-people-during-covid/) - “Companies need to focus not on replacing, but on renewing their workforces, via re- and upskilling,” Bettina Schaller has said, during a panel discussion organized by IMD to celebrate the release of the 2020 World Talent Ranking, a wealth of data from 63 global economies collected strategically each year by IMD’s World Competitiveness Center. European economies
- [The S in ESG](https://www.imd.org/research-knowledge/videos/the-s-in-esg/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Kristina Touzenis, Managing Director, KP&K Impact Solutions and Lead (Geneva Section) of Women in Sustainable Finance, appeared live on Wednesday, November 11 at 1100 CEST. The COVID crisis has brought the “S” in ESG to the fore. But many actors – if
- [An impact investor’s journey to provide solutions for basic needs in developing countries](https://www.imd.org/research-knowledge/videos/an-impact-investors-journey-to-provide-solutions-for-basic-needs-in-developing-countries/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Reto Wey, Founder and CEO of Consulting for Impact, appeared live on Wednesday, 28 October at 1100 CEST. How do you find and finance market solutions to provide basic needs, such as sanitation, in the developing world? Why and how do you
- [How to maximize performance and impact in the governance of impact organizations](https://www.imd.org/research-knowledge/sustainability/videos/how-to-maximize-performance-and-impact-in-the-governance-of-impact-organizations/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation, and Jan-Maarten Mulder, chair of the governance committees for Root Capital and Digital Divide Data, appeared live on Wednesday, October 14th at 1600 CEST. Impact and non-profit organizations are typically overseen by independent board members or trustees. How can such oversight be best organized to drive
- [‘The data monetization trend calls for a common framework, but we need to prioritize questions of trust’](https://www.imd.org/research-knowledge/digital/videos/data-monetization-trend-call-for-a-common-framework/) - Referring to the battle between the US versus Chinese models of digitalization, Marten Kaevats, National Digital Adviser of Estonia, said that both models were ‘big brother-like’ and that we needed ‘a third option’. “The EU is pushing for this with GDPR and getting slowly closer,” he said. “At the Tallinn Digital Summit, we convened recently
- [ESG – Making sense of the madness](https://www.imd.org/research-knowledge/sustainability/videos/esg-making-sense-of-the-madness/) - The last few years have seen increasing hype around sustainability and ESG (Environmental, Social, and Governance) investing. We have witnessed real change – some banks have stopped the financing of new coal activities, for example – but we have also observed cases of “greenwashing”. Many financial intermediaries are simply not living up to the promises
- [Accelerating transitions to sustainable business models after COVID-19](https://www.imd.org/research-knowledge/sustainability/videos/accelerating-transitions-to-sustainable-business-models-after-covid-19/) - With the proliferation of so many buzzwords around sustainable business models and social and environmental impact, executives and financial decision makers are increasingly looking for a roadmap to navigate the impact economy and post-COVID world. World economies have suffered greatly from the COVID-19 crisis and issues such as poverty, inequality and other social issues have affected economic outcomes. Yet despite the massive destruction that the crisis caused, a silver lining can be found in this pause
- [What a truly inclusive strategy looks like](https://www.imd.org/research-knowledge/sustainability/videos/what-a-truly-inclusive-strategy-looks-like/) - Before one can strive for inclusiveness, it is important to understand what engagement looks like. “Participating means just asking for information but engagement means actually eliciting opinions on the critical choices facing the organization and including them in the whole process,” explains IMD Strategy Professor James Henderson. But this level of inclusion has certain risks
- [Collaborative financing solutions for sustainable infrastructure and returns](https://www.imd.org/research-knowledge/sustainability/videos/collaborative-financing-solutions-for-sustainable-infrastructure-and-returns/) - Pension funds around the world are grappling with how to integrate environmental, social and governance (ESG) issues into their investment allocations without sacrificing financial returns. This was the thrust of a webinar led by Professor Vanina Farber, elea Chair of Social Innovation and Gert Dijkstra, Senior Managing Director of APG Asset Management (APG AM),
- [Making a difference: driving financial returns while addressing the world’s most pressing societal challenges](https://www.imd.org/research-knowledge/videos/driving-financial-returns-addressing-societal-challenges/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Sara Scaramella, Head of Private Equity, PG Impact Investments AG (PG Impact) appeared live on Wednesday, 8th July at 11AM CEST. Crowding-in institutional investors is a critical challenge for structured investment funds that aim to tackle social problems. How can investment
- [Complex deal-making](https://www.imd.org/research-knowledge/negotiation/videos/complex-deal-making/) - Complex deals involve high stakes, but many small-scale deals play out on other multiple fronts. Typically, managers have to orchestrate complex internal negotiations across individuals and departments in order to secure support and senior executive approval. They must also forge critical alliances and work out contracts with strategic partners. In this webinar, IMD Professor
- [Nimble or stable, complex or simple? Legacy businesses don’t need to make these choices if they are truly agile](https://www.imd.org/research-knowledge/strategy/videos/legacy-businesses-can-benefit-greatly-from-having-a-better-understanding-of-agile-methods/) - How can we color in the full rainbow of agile methods across an organization, instead of restricting ourselves to a limited color palette? This was one of the questions posed and answered by Professor Stéphane J.G. Girod at his webinar “Rolling out and scaling agile methods (more) successfully”. Why “more”, you may ask? The answer
- [Clarify customer centricity and your business will flourish](https://www.imd.org/research-knowledge/customer-centricity/videos/clarify-customer-centricity-and-your-business-will-flourish/) - What does it mean to be a truly customer-centric enterprise? It’s a fashionable phrase that is regularly heard in business circles but has fallen prey to overuse. “It’s become a buzzword referring to all sorts of vaguely customer-friendly activities, and it’s lost its meaning and purpose,” said Seán Meehan, professor of marketing and change management,
- [Purpose: is the hype justified?](https://www.imd.org/research-knowledge/leadership/videos/purpose-is-the-hype-justified/) - David Bach, Dean of Innovation and Programs and Professor of Strategy and Political Economy at IMD and Alyson Meister, Professor for Leadership and Organizational Behavior at IMD, are leading executives in an interactive session to delve into their companies’ purposes and look at how and why this matters in the bigger picture at IMD’s OWP
- [Let’s not survive but thrive, and use innovation to do so](https://www.imd.org/research-knowledge/digital/videos/become-a-covid19-innovator/) - Michael Wade, IMD Professor of Innovation and Strategy, says companies who hang around in the survival phase for any longer will be left for dust. Speaking at the latest webinar in the Leading In Turbulent Times series, “Become a COVID-19 innovator: how to exit the crisis stronger”, he said “The goal shouldn’t be to
- [Four steps to stay ahead with sustainability](https://www.imd.org/research-knowledge/sustainability/videos/four-steps-to-stay-ahead-with-sustainability/) - Sustainability has the power to unlock future success for companies – if it’s done well. With investors, customers, employees and regulators piling on the pressure for companies to contribute in a positive way to society while also minimizing the negative impact of their activities, sustainability has become crucial as a licence to operate and a
- [Driving growth in the time of crisis](https://www.imd.org/research-knowledge/digital/videos/driving-growth-in-the-time-of-crisis/) - We are seeing companies across many industries make difficult decisions during this recession. These moves beg questions such as “Do companies need to revisit their growth strategy during a recession?”, “Should they revisit their portfolio?” and most importantly, “How should they drive growth during a recession?”, all of which are highlighted in this webinar.
- [The rise of family philanthropy in times of crisis](https://www.imd.org/research-knowledge/family-business/videos/the-rise-of-family-philanthropy-in-times-of-crisis/) - In an era of unprecedented transformation, coupled with the COVID-19 pandemic, humanity is being put to the test - not least in how we work together to solve the many, complex problems of our time. The current crisis, unlike many before it, affects all of us, collectively. As a result, IMD Professor of Family
- [Deploying private capital in pursuit of environmental goals](https://www.imd.org/research-knowledge/sustainability/videos/deploying-private-capital-in-pursuit-of-environmental-goals/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Steve Freedman, Senior Product Specialist in the Thematic Equities team, Pictet Asset Management (AM) appeared live on Wednesday, 27th May at 11AM CEST. Restoring damaged ecosystems and respecting planetary boundaries is vital to avoid the destruction of nature and preserve our
- [Second that emotion - building emotional resilience](https://www.imd.org/research-knowledge/mindfulness/videos/building-emotional-resilience/) - Silke Mischke, Learning Manager and Executive Coach at IMD and Jennifer Jordan, IMD Professor of Leadership and Organizational Behaviour, present a webinar on what the crisis means for leaders and their teams from the vantage point of being an emotionally loaded time. They look at how emotions should not be ignored but leveraged. Silke
- [Courage and capital to achieve a sustainable future](https://www.imd.org/research-knowledge/sustainability/videos/courage-and-capital-to-achieve-a-sustainable-future/) - This webinar, led by Professor Vanina Farber, elea Chair of Social Innovation and Hans Stegeman, Head of Investment analysis and economics at Triodos Investment Management, appeared live on Wednesday, 20th May at 11am CEST. What is sustainable investing and what does it look like in practice? How is sustainable investing done at Triodos Investment
- [Feeding the flames: the revolution of corporate strategy](https://www.imd.org/research-knowledge/strategy/videos/revolution-corporate-strategy/) - During the pandemic, countries have made different choices that have and will continue to have different consequences on their industries and the health of their populations, as Patrick Reinmoeller, Professor of Strategy and Innovation at IMD, explores in this webinar which appeared live on Monday 4th May at 11am CEST. We are left wondering
- [Catalyzing wealth for change](https://www.imd.org/research-knowledge/sustainability/videos/catalyzing-wealth-for-change/) - What is the role of high-net-worth (HNW) families in impact investment? What’s unique about their approaches? Also, what are the main drivers motivating wealth owners to engage in impact investing? These questions are addressed during this webinar – a dialogue between Professor Vanina Farber, elea Chair of Social Innovation, and Dr Julia Balandina Jaquier,
- [High Performance Boards Conversation Series](https://www.imd.org/research-knowledge/board/videos/high-performance-boards/) - This stimulating new series with Didier Cossin, Professor of Governance and Founder and Director of the IMD Global Board Center, hosts well-known board members and chairmen/chairwomen to discuss best governance practices. Inspired by Professor Cossin’s recent book of the same title, High performance boards delves into topics such as accountability, responsibility and stewardship, amongst others. With
- [Putting knowledge into action with the IMD Case of the Month series](https://www.imd.org/research-knowledge/strategy/videos/putting-knowledge-into-action-imd-case-of-the-month-series/) - From major multinationals like Nestlé to family businesses like Firmenich, IMD’s cases serve as a key learning tool for senior executives worldwide. Highlighting the work of IMD faculty, the cases – both new and classic – take on topics including strategy, leadership, general management and sustainability in a diverse range of organizations. The “Case of the
- [Leading virtual teams 2.0](https://www.imd.org/research-knowledge/leadership/videos/leading-virtual-teams-2-0/) - More than ever before in our professional lives, we are forced to work remotely – which for many of us also means leading in a virtual space. From missing non-verbal cues to miscommunication to lost momentum, complications abound. In this session, which appeared live on 15th May, Jennifer Jordan, IMD Professor of Leadership and Organizational
- [The six tips to ensure your organization has a breakthrough – and not a breakdown – in times of crisis](https://www.imd.org/research-knowledge/leadership/videos/how-to-leverage-a-crisis-to-create-breakthroughs/) - It’s tempting to say that in 2021, the global economy will continue to recover from last year’s Coronavirus-induced downturn. But how can senior executives properly gauge further risks and withstand any new shocks? To achieve genuine agility and resilience, companies must first commit to creating stability in their teams and organizations. Here are Professor Hooijberg’s
- [Pivoting or preserving corporate strategy are not mutually exclusive](https://www.imd.org/research-knowledge/agility/videos/pivoting-or-preserving-corporate-strategy-are-not-mutually-exclusive/) - For many organizations, before coronavirus, 2020 was shaping up to be another stellar year. The stock market was on a tear, the global economy was growing at a brisk clip. Then COVID-19 struck. Overall, consumer demand collapsed, revenues shrunk, investments were quashed, unemployment skyrocketed, though there are sectorial and geographical variations and government stimulus is
- [How to manage cyber risks without destroying business continuity and innovation](https://www.imd.org/research-knowledge/digital/videos/how-to-manage-cyber-risks-without-destroying-business-continuity-and-innovation/) - Digital platforms such as Zoom and MS Teams have kept companies afloat during the pandemic. But this rapid pivot in the way we work has exposed big gaps in cybersecurity – both for service providers and customers. Following a raft of well-publicised horror stories, from “Zoom bombing” to malware attacks, many executives have come to

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- [WCY Oman 2026](https://www.imd.org/country-profile/wcy-oman-2026/)
- [WCY Norway 2026](https://www.imd.org/country-profile/wcy-norway-2026/)
- [WCY Nigeria 2026](https://www.imd.org/country-profile/wcy-nigeria-2026/)
- [WCY New Zealand 2026](https://www.imd.org/country-profile/wcy-new-zealand-2026/)
- [WCY Netherlands 2026](https://www.imd.org/country-profile/wcy-netherlands-2026/)
- [WCY Namibia 2026](https://www.imd.org/country-profile/wcy-namibia-2026/)
- [WCY Mongolia 2026](https://www.imd.org/country-profile/wcy-mongolia-2026/)
- [WCY Mexico 2026](https://www.imd.org/country-profile/wcy-mexico-2026/)
- [WCY Malaysia 2026](https://www.imd.org/country-profile/wcy-malaysia-2026/)
- [WCY Luxembourg 2026](https://www.imd.org/country-profile/wcy-luxembourg-2026/)
- [WCY Lithuania 2026](https://www.imd.org/country-profile/wcy-lithuania-2026/)
- [WCY Latvia 2026](https://www.imd.org/country-profile/wcy-latvia-2026/)
- [WCY Kuwait 2026](https://www.imd.org/country-profile/wcy-kuwait-2026/)
- [WCY Korea Rep. 2026](https://www.imd.org/country-profile/wcy-korea-rep-2026/)
- [WCY Kenya 2026](https://www.imd.org/country-profile/wcy-kenya-2026/)
- [WCY Kazakhstan 2026](https://www.imd.org/country-profile/wcy-kazakhstan-2026/)
- [WCY Jordan 2026](https://www.imd.org/country-profile/wcy-jordan-2026/)
- [WCY Japan 2026](https://www.imd.org/country-profile/wcy-japan-2026/)
- [WCY Italy 2026](https://www.imd.org/country-profile/wcy-italy-2026/)
- [WCY Ireland 2026](https://www.imd.org/country-profile/wcy-ireland-2026/)
- [WCY Indonesia 2026](https://www.imd.org/country-profile/wcy-indonesia-2026/)
- [WCY India 2026](https://www.imd.org/country-profile/wcy-india-2026/)
- [WCY Iceland 2026](https://www.imd.org/country-profile/wcy-iceland-2026/)
- [WCY Hungary 2026](https://www.imd.org/country-profile/wcy-hungary-2026/)
- [WCY Hong Kong SAR 2026](https://www.imd.org/country-profile/wcy-hong-kong-sar-2026/)
- [WCY Greece 2026](https://www.imd.org/country-profile/wcy-greece-2026/)
- [WCY Ghana 2026](https://www.imd.org/country-profile/wcy-ghana-2026/)
- [WCY Germany 2026](https://www.imd.org/country-profile/wcy-germany-2026/)
- [WCY France 2026](https://www.imd.org/country-profile/wcy-france-2026/)
- [WCY Finland 2026](https://www.imd.org/country-profile/wcy-finland-2026/)
- [WCY Estonia 2026](https://www.imd.org/country-profile/wcy-estonia-2026/)
- [WCY Denmark 2026](https://www.imd.org/country-profile/wcy-denmark-2026/)
- [WCY Czech Republic 2026](https://www.imd.org/country-profile/wcy-czech-republic-2026/)
- [WCY Cyprus 2026](https://www.imd.org/country-profile/wcy-cyprus-2026/)
- [WCY Croatia 2026](https://www.imd.org/country-profile/wcy-croatia-2026/)
- [WCY Colombia 2026](https://www.imd.org/country-profile/wcy-colombia-2026/)
- [WCY China 2026](https://www.imd.org/country-profile/wcy-china-2026/)
- [WCY Chile 2026](https://www.imd.org/country-profile/wcy-chile-2026/)
- [WCY Canada 2026](https://www.imd.org/country-profile/wcy-canada-2026/)
- [WCY Bulgaria 2026](https://www.imd.org/country-profile/wcy-bulgaria-2026/)
- [WCY Brazil 2026](https://www.imd.org/country-profile/wcy-brazil-2026/)
- [WCY Botswana 2026](https://www.imd.org/country-profile/wcy-botswana-2026/)
- [WCY Belgium 2026](https://www.imd.org/country-profile/wcy-belgium-2026/)
- [WCY Bahrain 2026](https://www.imd.org/country-profile/wcy-bahrain-2026/)
- [WCY Austria 2026](https://www.imd.org/country-profile/wcy-austria-2026/)
- [WCY Australia 2026](https://www.imd.org/country-profile/wcy-australia-2026/)
- [WCY Argentina 2026](https://www.imd.org/country-profile/wcy-argentina-2026/)
- [Talent Croatia 2025](https://www.imd.org/country-profile/talent-croatia-2025/)
- [Digital Venezuela 2025](https://www.imd.org/country-profile/digital-venezuela-2025/)
- [Digital USA 2025](https://www.imd.org/country-profile/digital-usa-2025/)
- [Digital United Kingdom 2025](https://www.imd.org/country-profile/digital-united-kingdom-2025/)
- [Digital UAE 2025](https://www.imd.org/country-profile/digital-uae-2025/)
- [Digital Türkiye 2025](https://www.imd.org/country-profile/digital-turkiye-2025/)
- [Digital Thailand 2025](https://www.imd.org/country-profile/digital-thailand-2025/)
- [Digital Taiwan (Chinese Taipei) 2025](https://www.imd.org/country-profile/digital-taiwan-chinese-taipei-2025/)
- [Digital Switzerland 2025](https://www.imd.org/country-profile/digital-switzerland-2025/)
- [Digital Sweden 2025](https://www.imd.org/country-profile/digital-sweden-2025/)
- [Digital Spain 2025](https://www.imd.org/country-profile/digital-spain-2025/)
- [Digital South Africa 2025](https://www.imd.org/country-profile/digital-south-africa-2025/)
- [Digital Slovenia 2025](https://www.imd.org/country-profile/digital-slovenia-2025/)
- [Digital Slovak Republic 2025](https://www.imd.org/country-profile/digital-slovak-republic-2025/)
- [Digital Singapore 2025](https://www.imd.org/country-profile/digital-singapore-2025/)
- [Digital Saudi Arabia 2025](https://www.imd.org/country-profile/digital-saudi-arabia-2025/)
- [Digital Romania 2025](https://www.imd.org/country-profile/digital-romania-2025/)
- [Digital Qatar 2025](https://www.imd.org/country-profile/digital-qatar-2025/)
- [Digital Puerto Rico 2025](https://www.imd.org/country-profile/digital-puerto-rico-2025/)
- [Digital Portugal 2025](https://www.imd.org/country-profile/digital-portugal-2025/)
- [Digital Poland 2025](https://www.imd.org/country-profile/digital-poland-2025/)
- [Digital Philippines 2025](https://www.imd.org/country-profile/digital-philippines-2025/)
- [Digital Peru 2025](https://www.imd.org/country-profile/digital-peru-2025/)
- [Digital Indonesia 2025](https://www.imd.org/country-profile/digital-indonesia-2025/)
- [Digital Oman 2025](https://www.imd.org/country-profile/digital-oman-2025/)
- [Digital Norway 2025](https://www.imd.org/country-profile/digital-norway-2025/)
- [Digital Nigeria 2025](https://www.imd.org/country-profile/digital-nigeria-2025/)
- [Digital New Zealand 2025](https://www.imd.org/country-profile/digital-new-zealand-2025/)
- [Digital Netherlands 2025](https://www.imd.org/country-profile/digital-netherlands-2025/)
- [Digital Namibia 2025](https://www.imd.org/country-profile/digital-namibia-2025/)
- [Digital Mongolia 2025](https://www.imd.org/country-profile/digital-mongolia-2025/)
- [Digital Mexico 2025](https://www.imd.org/country-profile/digital-mexico-2025/)
- [Digital Malaysia 2025](https://www.imd.org/country-profile/digital-malaysia-2025/)
- [Digital Luxembourg 2025](https://www.imd.org/country-profile/digital-luxembourg-2025/)
- [Digital Lithuania 2025](https://www.imd.org/country-profile/digital-lithuania-2025/)
- [Digital Latvia 2025](https://www.imd.org/country-profile/digital-latvia-2025/)
- [Digital Kuwait 2025](https://www.imd.org/country-profile/digital-kuwait-2025/)
- [Digital Korea Rep. 2025](https://www.imd.org/country-profile/digital-korea-rep-2025/)
- [Digital Kenya 2025](https://www.imd.org/country-profile/digital-kenya-2025/)
- [Digital Kazakhstan 2025](https://www.imd.org/country-profile/digital-kazakhstan-2025/)
- [Digital Jordan 2025](https://www.imd.org/country-profile/digital-jordan-2025/)
- [Digital Japan 2025](https://www.imd.org/country-profile/digital-japan-2025/)
- [Digital Italy 2025](https://www.imd.org/country-profile/digital-italy-2025/)
- [Digital Ireland 2025](https://www.imd.org/country-profile/digital-ireland-2025/)
- [Digital India 2025](https://www.imd.org/country-profile/digital-india-2025/)
- [Digital Iceland 2025](https://www.imd.org/country-profile/digital-iceland-2025/)
- [Digital Hungary 2025](https://www.imd.org/country-profile/digital-hungary-2025/)
- [Digital Hong Kong SAR 2025](https://www.imd.org/country-profile/digital-hong-kong-sar-2025/)
- [Digital Greece 2025](https://www.imd.org/country-profile/digital-greece-2025/)
- [Digital Ghana 2025](https://www.imd.org/country-profile/digital-ghana-2025/)
- [Digital Germany 2025](https://www.imd.org/country-profile/digital-germany-2025/)
- [Digital France 2025](https://www.imd.org/country-profile/digital-france-2025/)
- [Digital Finland 2025](https://www.imd.org/country-profile/digital-finland-2025/)
- [Digital Estonia 2025](https://www.imd.org/country-profile/digital-estonia-2025/)
- [Digital Denmark 2025](https://www.imd.org/country-profile/digital-denmark-2025/)
- [Digital Czech Republic 2025](https://www.imd.org/country-profile/digital-czech-republic-2025/)
- [Digital Cyprus 2025](https://www.imd.org/country-profile/digital-cyprus-2025/)
- [Digital Croatia 2025](https://www.imd.org/country-profile/digital-croatia-2025/)
- [Digital Colombia 2025](https://www.imd.org/country-profile/digital-colombia-2025/)
- [Digital China 2025](https://www.imd.org/country-profile/digital-china-2025/)
- [Digital Chile 2025](https://www.imd.org/country-profile/digital-chile-2025/)
- [Digital Canada 2025](https://www.imd.org/country-profile/digital-canada-2025/)
- [Digital Bulgaria 2025](https://www.imd.org/country-profile/digital-bulgaria-2025/)
- [Digital Brazil 2025](https://www.imd.org/country-profile/digital-brazil-2025/)
- [Digital Botswana 2025](https://www.imd.org/country-profile/digital-botswana-2025/)
- [Digital Belgium 2025](https://www.imd.org/country-profile/digital-belgium-2025/)
- [Digital Bahrain 2025](https://www.imd.org/country-profile/digital-bahrain-2025/)
- [Digital Austria 2025](https://www.imd.org/country-profile/digital-austria-2025/)
- [Digital Australia 2025](https://www.imd.org/country-profile/digital-australia-2025/)
- [Digital Argentina 2025](https://www.imd.org/country-profile/digital-argentina-2025/)
- [Digital Israel 2025](https://www.imd.org/country-profile/digital-israel-2025/)
- [STI Sri Lanka 2025](https://www.imd.org/country-profile/sti-sri-lanka-2025/)
- [STI United Kingdom 2025](https://www.imd.org/country-profile/sti-united-kingdom-2025/)
- [STI New Zealand 2025](https://www.imd.org/country-profile/sti-new-zealand-2025/)
- [STI Australia 2025](https://www.imd.org/country-profile/sti-australia-2025/)
- [STI Singapore 2025](https://www.imd.org/country-profile/sti-singapore-2025/)
- [STI South Korea 2025](https://www.imd.org/country-profile/sti-south-korea-2025/)
- [STI Hong Kong, SAR 2025](https://www.imd.org/country-profile/sti-hong-kong-sar-2025/)
- [STI Japan 2025](https://www.imd.org/country-profile/sti-japan-2025/)
- [STI Canada 2025](https://www.imd.org/country-profile/sti-canada-2025/)
- [STI United States 2025](https://www.imd.org/country-profile/sti-united-states-2025/)
- [STI Taiwan 2025](https://www.imd.org/country-profile/sti-taiwan-2025/)
- [STI Chile 2025](https://www.imd.org/country-profile/sti-chile-2025/)
- [STI Malaysia 2025](https://www.imd.org/country-profile/sti-malaysia-2025/)
- [STI Philippines 2025](https://www.imd.org/country-profile/sti-philippines-2025/)
- [STI Vietnam 2025](https://www.imd.org/country-profile/sti-vietnam-2025/)
- [STI Thailand 2025](https://www.imd.org/country-profile/sti-thailand-2025/)
- [STI China 2025](https://www.imd.org/country-profile/sti-china-2025/)
- [STI Indonesia 2025](https://www.imd.org/country-profile/sti-indonesia-2025/)
- [STI Mexico 2025](https://www.imd.org/country-profile/sti-mexico-2025/)
- [STI Cambodia 2025](https://www.imd.org/country-profile/sti-cambodia-2025/)
- [STI Peru 2025](https://www.imd.org/country-profile/sti-peru-2025/)
- [STI Ecuador 2025](https://www.imd.org/country-profile/sti-ecuador-2025/)
- [STI India 2025](https://www.imd.org/country-profile/sti-india-2025/)
- [STI Brunei 2025](https://www.imd.org/country-profile/sti-brunei-2025/)
- [STI Laos 2025](https://www.imd.org/country-profile/sti-laos-2025/)
- [STI Bangladesh 2025](https://www.imd.org/country-profile/sti-bangladesh-2025/)
- [STI Pakistan 2025](https://www.imd.org/country-profile/sti-pakistan-2025/)
- [STI Papua New Guinea 2025](https://www.imd.org/country-profile/sti-papua-new-guinea-2025/)
- [STI Russia 2025](https://www.imd.org/country-profile/sti-russia-2025/)
- [STI Myanmar 2025](https://www.imd.org/country-profile/sti-myanmar-2025/)
- [Talent Singapore 2025](https://www.imd.org/country-profile/talent-singapore-2025/)
- [Talent Saudi Arabia 2025](https://www.imd.org/country-profile/talent-saudi-arabia-2025/)
- [Talent Slovak Republic 2025](https://www.imd.org/country-profile/talent-slovak-republic-2025/)
- [Talent Slovenia 2025](https://www.imd.org/country-profile/talent-slovenia-2025/)
- [Talent South Africa 2025](https://www.imd.org/country-profile/talent-south-africa-2025/)
- [Talent Venezuela 2025](https://www.imd.org/country-profile/talent-venezuela-2025/)
- [Talent USA 2025](https://www.imd.org/country-profile/talent-usa-2025/)
- [Talent United Kingdom 2025](https://www.imd.org/country-profile/talent-united-kingdom-2025/)
- [Talent UAE 2025](https://www.imd.org/country-profile/talent-uae-2025/)
- [Talent Türkiye 2025](https://www.imd.org/country-profile/talent-turkiye-2025/)
- [Talent Thailand 2025](https://www.imd.org/country-profile/talent-thailand-2025/)
- [Talent Taiwan (Chinese Taipei) 2025](https://www.imd.org/country-profile/talent-taiwan-chinese-taipei-2025/)
- [Talent Switzerland 2025](https://www.imd.org/country-profile/talent-switzerland-2025/)
- [Talent Sweden 2025](https://www.imd.org/country-profile/talent-sweden-2025/)
- [Talent Spain 2025](https://www.imd.org/country-profile/talent-spain-2025/)
- [Talent Romania 2025](https://www.imd.org/country-profile/talent-romania-2025/)
- [Talent Qatar 2025](https://www.imd.org/country-profile/talent-qatar-2025/)
- [Talent Puerto Rico 2025](https://www.imd.org/country-profile/talent-puerto-rico-2025/)
- [Talent Portugal 2025](https://www.imd.org/country-profile/talent-portugal-2025/)
- [Talent Poland 2025](https://www.imd.org/country-profile/talent-poland-2025/)
- [Talent Philippines 2025](https://www.imd.org/country-profile/talent-philippines-2025/)
- [Talent Peru 2025](https://www.imd.org/country-profile/talent-peru-2025/)
- [Talent New Zealand 2025](https://www.imd.org/country-profile/talent-new-zealand-2025/)
- [Talent Oman 2025](https://www.imd.org/country-profile/talent-oman-2025/)
- [Talent Norway 2025](https://www.imd.org/country-profile/talent-norway-2025/)
- [Talent Nigeria 2025](https://www.imd.org/country-profile/talent-nigeria-2025/)
- [Talent Netherlands 2025](https://www.imd.org/country-profile/talent-netherlands-2025/)
- [Talent Namibia 2025](https://www.imd.org/country-profile/talent-namibia-2025/)
- [Talent Mongolia 2025](https://www.imd.org/country-profile/talent-mongolia-2025/)
- [Talent Mexico 2025](https://www.imd.org/country-profile/talent-mexico-2025/)
- [Talent Malaysia 2025](https://www.imd.org/country-profile/talent-malaysia-2025/)
- [Talent Luxembourg 2025](https://www.imd.org/country-profile/talent-luxembourg-2025/)
- [Talent Lithuania 2025](https://www.imd.org/country-profile/talent-lithuania-2025/)
- [Talent Latvia 2025](https://www.imd.org/country-profile/talent-latvia-2025/)
- [Talent Kuwait 2025](https://www.imd.org/country-profile/talent-kuwait-2025/)
- [Talent Korea Rep. 2025](https://www.imd.org/country-profile/talent-korea-rep-2025/)
- [Talent Kenya 2025](https://www.imd.org/country-profile/talent-kenya-2025/)
- [Talent Kazakhstan 2025](https://www.imd.org/country-profile/talent-kazakhstan-2025/)
- [Talent Jordan 2025](https://www.imd.org/country-profile/talent-jordan-2025/)
- [Talent Japan 2025](https://www.imd.org/country-profile/talent-japan-2025/)
- [Talent Italy 2025](https://www.imd.org/country-profile/talent-italy-2025/)
- [Talent Ireland 2025](https://www.imd.org/country-profile/talent-ireland-2025/)
- [Talent Indonesia 2025](https://www.imd.org/country-profile/talent-indonesia-2025/)
- [Talent India 2025](https://www.imd.org/country-profile/talent-india-2025/)
- [Talent Iceland 2025](https://www.imd.org/country-profile/talent-iceland-2025/)
- [Talent Hungary 2025](https://www.imd.org/country-profile/talent-hungary-2025/)
- [Talent Hong Kong SAR 2025](https://www.imd.org/country-profile/talent-hong-kong-sar-2025/)
- [Talent Greece 2025](https://www.imd.org/country-profile/talent-greece-2025/)
- [Talent Ghana 2025](https://www.imd.org/country-profile/talent-ghana-2025/)
- [Talent Germany 2025](https://www.imd.org/country-profile/talent-germany-2025/)
- [Talent France 2025](https://www.imd.org/country-profile/talent-france-2025/)
- [Talent Finland 2025](https://www.imd.org/country-profile/talent-finland-2025/)
- [Talent Estonia 2025](https://www.imd.org/country-profile/talent-estonia-2025/)
- [Talent Denmark 2025](https://www.imd.org/country-profile/talent-denmark-2025/)
- [Talent Czech Republic 2025](https://www.imd.org/country-profile/talent-czech-republic-2025/)
- [Talent Cyprus 2025](https://www.imd.org/country-profile/talent-cyprus-2025/)
- [Talent Colombia 2025](https://www.imd.org/country-profile/talent-colombia-2025/)
- [Talent China 2025](https://www.imd.org/country-profile/talent-china-2025/)
- [Talent Chile 2025](https://www.imd.org/country-profile/talent-chile-2025/)
- [Talent Canada 2025](https://www.imd.org/country-profile/talent-canada-2025/)
- [Talent Bulgaria 2025](https://www.imd.org/country-profile/talent-bulgaria-2025/)
- [Talent Brazil 2025](https://www.imd.org/country-profile/talent-brazil-2025/)
- [Talent Botswana 2025](https://www.imd.org/country-profile/talent-botswana-2025/)
- [Talent Belgium 2025](https://www.imd.org/country-profile/talent-belgium-2025/)
- [Talent Bahrain 2025](https://www.imd.org/country-profile/talent-bahrain-2025/)
- [Talent Austria 2025](https://www.imd.org/country-profile/talent-austria-2025/)
- [Talent Australia 2025](https://www.imd.org/country-profile/talent-australia-2025/)
- [Talent Argentina 2025](https://www.imd.org/country-profile/talent-argentina-2025/)
- [WCY Korea Rep. 2025](https://www.imd.org/country-profile/wcy-korea-rep-2025/)
- [WCY Singapore 2025](https://www.imd.org/country-profile/wcy-singapore-2025/)
- [WCY Switzerland 2025](https://www.imd.org/country-profile/wcy-switzerland-2025/)
- [WCY Denmark 2025](https://www.imd.org/country-profile/wcy-denmark-2025/)
- [WCY Ireland 2025](https://www.imd.org/country-profile/wcy-ireland-2025/)
- [WCY Hong Kong SAR 2025](https://www.imd.org/country-profile/wcy-hong-kong-sar-2025/)
- [WCY Sweden 2025](https://www.imd.org/country-profile/wcy-sweden-2025/)
- [WCY UAE 2025](https://www.imd.org/country-profile/wcy-uae-2025/)
- [WCY Taiwan (Chinese Taipei) 2025](https://www.imd.org/country-profile/wcy-taiwan-chinese-taipei-2025/)
- [WCY Netherlands 2025](https://www.imd.org/country-profile/wcy-netherlands-2025/)
- [WCY Norway 2025](https://www.imd.org/country-profile/wcy-norway-2025/)
- [WCY Qatar 2025](https://www.imd.org/country-profile/wcy-qatar-2025/)
- [WCY USA 2025](https://www.imd.org/country-profile/wcy-usa-2025/)
- [WCY Australia 2025](https://www.imd.org/country-profile/wcy-australia-2025/)
- [WCY China 2025](https://www.imd.org/country-profile/wcy-china-2025/)
- [WCY Finland 2025](https://www.imd.org/country-profile/wcy-finland-2025/)
- [WCY Saudi Arabia 2025](https://www.imd.org/country-profile/wcy-saudi-arabia-2025/)
- [WCY Iceland 2025](https://www.imd.org/country-profile/wcy-iceland-2025/)
- [WCY Belgium 2025](https://www.imd.org/country-profile/wcy-belgium-2025/)
- [WCY Canada 2025](https://www.imd.org/country-profile/wcy-canada-2025/)
- [WCY Bahrain 2025](https://www.imd.org/country-profile/wcy-bahrain-2025/)
- [WCY Luxembourg 2025](https://www.imd.org/country-profile/wcy-luxembourg-2025/)
- [WCY Germany 2025](https://www.imd.org/country-profile/wcy-germany-2025/)
- [WCY Thailand 2025](https://www.imd.org/country-profile/wcy-thailand-2025/)
- [WCY Austria 2025](https://www.imd.org/country-profile/wcy-austria-2025/)
- [WCY Indonesia 2025](https://www.imd.org/country-profile/wcy-indonesia-2025/)
- [WCY United Kingdom 2025](https://www.imd.org/country-profile/wcy-united-kingdom-2025/)
- [WCY Czech Republic 2025](https://www.imd.org/country-profile/wcy-czech-republic-2025/)
- [WCY Lithuania 2025](https://www.imd.org/country-profile/wcy-lithuania-2025/)
- [WCY France 2025](https://www.imd.org/country-profile/wcy-france-2025/)
- [WCY New Zealand 2025](https://www.imd.org/country-profile/wcy-new-zealand-2025/)
- [WCY Estonia 2025](https://www.imd.org/country-profile/wcy-estonia-2025/)
- [WCY Malaysia 2025](https://www.imd.org/country-profile/wcy-malaysia-2025/)
- [WCY Kazakhstan 2025](https://www.imd.org/country-profile/wcy-kazakhstan-2025/)
- [WCY Portugal 2025](https://www.imd.org/country-profile/wcy-portugal-2025/)
- [WCY Kuwait 2025](https://www.imd.org/country-profile/wcy-kuwait-2025/)
- [WCY Japan 2025](https://www.imd.org/country-profile/wcy-japan-2025/)
- [WCY India 2025](https://www.imd.org/country-profile/wcy-india-2025/)
- [WCY Spain 2025](https://www.imd.org/country-profile/wcy-spain-2025/)
- [WCY Poland 2025](https://www.imd.org/country-profile/wcy-poland-2025/)
- [WCY Italy 2025](https://www.imd.org/country-profile/wcy-italy-2025/)
- [WCY Cyprus 2025](https://www.imd.org/country-profile/wcy-cyprus-2025/)
- [WCY Chile 2025](https://www.imd.org/country-profile/wcy-chile-2025/)
- [WCY Slovenia 2025](https://www.imd.org/country-profile/wcy-slovenia-2025/)
- [WCY Latvia 2025](https://www.imd.org/country-profile/wcy-latvia-2025/)
- [WCY Greece 2025](https://www.imd.org/country-profile/wcy-greece-2025/)
- [WCY Jordan 2025](https://www.imd.org/country-profile/wcy-jordan-2025/)
- [WCY Puerto Rico 2025](https://www.imd.org/country-profile/wcy-puerto-rico-2025/)
- [WCY Romania 2025](https://www.imd.org/country-profile/wcy-romania-2025/)
- [WCY Croatia 2025](https://www.imd.org/country-profile/wcy-croatia-2025/)
- [WCY Philippines 2025](https://www.imd.org/country-profile/wcy-philippines-2025/)
- [WCY Türkiye 2025](https://www.imd.org/country-profile/wcy-turkiye-2025/)
- [WCY Hungary 2025](https://www.imd.org/country-profile/wcy-hungary-2025/)
- [WCY Botswana 2025](https://www.imd.org/country-profile/wcy-botswana-2025/)
- [WCY Mexico 2025](https://www.imd.org/country-profile/wcy-mexico-2025/)
- [WCY Colombia 2025](https://www.imd.org/country-profile/wcy-colombia-2025/)
- [WCY Bulgaria 2025](https://www.imd.org/country-profile/wcy-bulgaria-2025/)
- [WCY Slovak Republic 2025](https://www.imd.org/country-profile/wcy-slovak-republic-2025/)
- [WCY South Africa 2025](https://www.imd.org/country-profile/wcy-south-africa-2025/)
- [WCY Mongolia 2025](https://www.imd.org/country-profile/wcy-mongolia-2025/)
- [WCY Brazil 2025](https://www.imd.org/country-profile/wcy-brazil-2025/)
- [WCY Peru 2025](https://www.imd.org/country-profile/wcy-peru-2025/)
- [WCY Nigeria 2025](https://www.imd.org/country-profile/wcy-nigeria-2025/)
- [WCY Ghana 2025](https://www.imd.org/country-profile/wcy-ghana-2025/)
- [WCY Argentina 2025](https://www.imd.org/country-profile/wcy-argentina-2025/)
- [WCY Venezuela 2025](https://www.imd.org/country-profile/wcy-venezuela-2025/)
- [WCY Kenya 2025](https://www.imd.org/country-profile/wcy-kenya-2025/)
- [WCY Namibia 2025](https://www.imd.org/country-profile/wcy-namibia-2025/)
- [WCY Oman 2025](https://www.imd.org/country-profile/wcy-oman-2025/)
- [WCY Argentina 2024](https://www.imd.org/country-profile/wcy-argentina-2024/)
- [Digital Singapore 2024](https://www.imd.org/country-profile/digital-singapore-2024/)
- [Digital USA 2024](https://www.imd.org/country-profile/digital-usa-2024/)
- [Digital South Africa 2024](https://www.imd.org/country-profile/digital-south-africa-2024/)
- [Digital Venezuela 2024](https://www.imd.org/country-profile/digital-venezuela-2024/)
- [Digital United Kingdom 2024](https://www.imd.org/country-profile/digital-united-kingdom-2024/)
- [Digital UAE 2024](https://www.imd.org/country-profile/digital-uae-2024/)
- [Digital Türkiye 2024](https://www.imd.org/country-profile/digital-turkiye-2024/)
- [Digital Thailand 2024](https://www.imd.org/country-profile/digital-thailand-2024/)
- [Digital Taiwan (Chinese Taipei) 2024](https://www.imd.org/country-profile/digital-taiwan-chinese-taipei-2024/)
- [Digital Switzerland 2024](https://www.imd.org/country-profile/digital-switzerland-2024/)
- [Digital Sweden 2024](https://www.imd.org/country-profile/digital-sweden-2024/)
- [Digital Spain 2024](https://www.imd.org/country-profile/digital-spain-2024/)
- [Digital Slovenia 2024](https://www.imd.org/country-profile/digital-slovenia-2024/)
- [Digital Slovak Republic 2024](https://www.imd.org/country-profile/digital-slovak-republic-2024/)
- [Digital Saudi Arabia 2024](https://www.imd.org/country-profile/digital-saudi-arabia-2024/)
- [Digital Romania 2024](https://www.imd.org/country-profile/digital-romania-2024/)
- [Digital Qatar 2024](https://www.imd.org/country-profile/digital-qatar-2024/)
- [Digital Puerto Rico 2024](https://www.imd.org/country-profile/digital-puerto-rico-2024/)
- [Digital Portugal 2024](https://www.imd.org/country-profile/digital-portugal-2024/)
- [Digital Poland 2024](https://www.imd.org/country-profile/digital-poland-2024/)
- [Digital Philippines 2024](https://www.imd.org/country-profile/digital-philippines-2024/)
- [Digital Peru 2024](https://www.imd.org/country-profile/digital-peru-2024/)
- [Digital Norway 2024](https://www.imd.org/country-profile/digital-norway-2024/)
- [Digital Nigeria 2024](https://www.imd.org/country-profile/digital-nigeria-2024/)
- [Digital New Zealand 2024](https://www.imd.org/country-profile/digital-new-zealand-2024/)
- [Digital Netherlands 2024](https://www.imd.org/country-profile/digital-netherlands-2024/)
- [Digital Mongolia 2024](https://www.imd.org/country-profile/digital-mongolia-2024/)
- [Digital Mexico 2024](https://www.imd.org/country-profile/digital-mexico-2024/)
- [Digital Malaysia 2024](https://www.imd.org/country-profile/digital-malaysia-2024/)
- [Digital Luxembourg 2024](https://www.imd.org/country-profile/digital-luxembourg-2024/)
- [Digital Lithuania 2024](https://www.imd.org/country-profile/digital-lithuania-2024/)
- [Digital Latvia 2024](https://www.imd.org/country-profile/digital-latvia-2024/)
- [Digital Kuwait 2024](https://www.imd.org/country-profile/digital-kuwait-2024/)
- [Digital Korea Rep. 2024](https://www.imd.org/country-profile/digital-korea-rep-2024/)
- [Digital Kazakhstan 2024](https://www.imd.org/country-profile/digital-kazakhstan-2024/)
- [Digital Jordan 2024](https://www.imd.org/country-profile/digital-jordan-2024/)
- [Digital Japan 2024](https://www.imd.org/country-profile/digital-japan-2024/)
- [Digital Italy 2024](https://www.imd.org/country-profile/digital-italy-2024/)
- [Digital Israel 2024](https://www.imd.org/country-profile/digital-israel-2024/)
- [Digital Ireland 2024](https://www.imd.org/country-profile/digital-ireland-2024/)
- [Digital Indonesia 2024](https://www.imd.org/country-profile/digital-indonesia-2024/)
- [Digital India 2024](https://www.imd.org/country-profile/digital-india-2024/)
- [Digital Iceland 2024](https://www.imd.org/country-profile/digital-iceland-2024/)
- [Digital Hungary 2024](https://www.imd.org/country-profile/digital-hungary-2024/)
- [Digital Hong Kong SAR 2024](https://www.imd.org/country-profile/digital-hong-kong-sar-2024/)
- [Digital Greece 2024](https://www.imd.org/country-profile/digital-greece-2024/)
- [Digital Ghana 2024](https://www.imd.org/country-profile/digital-ghana-2024/)
- [Digital Germany 2024](https://www.imd.org/country-profile/digital-germany-2024/)
- [Digital France 2024](https://www.imd.org/country-profile/digital-france-2024/)
- [Digital Finland 2024](https://www.imd.org/country-profile/digital-finland-2024/)
- [Digital Estonia 2024](https://www.imd.org/country-profile/digital-estonia-2024/)
- [Digital Denmark 2024](https://www.imd.org/country-profile/digital-denmark-2024/)
- [Digital Czech Republic 2024](https://www.imd.org/country-profile/digital-czech-republic-2024/)
- [Digital Cyprus 2024](https://www.imd.org/country-profile/digital-cyprus-2024/)
- [Digital Croatia 2024](https://www.imd.org/country-profile/digital-croatia-2024/)
- [Digital Colombia 2024](https://www.imd.org/country-profile/digital-colombia-2024/)
- [Digital China 2024](https://www.imd.org/country-profile/digital-china-2024/)
- [Digital Chile 2024](https://www.imd.org/country-profile/digital-chile-2024/)
- [Digital Canada 2024](https://www.imd.org/country-profile/digital-canada-2024/)
- [Digital Bulgaria 2024](https://www.imd.org/country-profile/digital-bulgaria-2024/)
- [Digital Brazil 2024](https://www.imd.org/country-profile/digital-brazil-2024/)
- [Digital Botswana 2024](https://www.imd.org/country-profile/digital-botswana-2024/)
- [Digital Belgium 2024](https://www.imd.org/country-profile/digital-belgium-2024/)
- [Digital Bahrain 2024](https://www.imd.org/country-profile/digital-bahrain-2024/)
- [Digital Austria 2024](https://www.imd.org/country-profile/digital-austria-2024/)
- [Digital Australia 2024](https://www.imd.org/country-profile/digital-australia-2024/)
- [Digital Argentina 2024](https://www.imd.org/country-profile/digital-argentina-2024/)
- [STI New Zealand 2024](https://www.imd.org/country-profile/sti-new-zealand-2024/)
- [STI United Kingdom 2024](https://www.imd.org/country-profile/sti-united-kingdom-2024/)
- [STI Australia 2024](https://www.imd.org/country-profile/sti-australia-2024/)
- [STI Singapore 2024](https://www.imd.org/country-profile/sti-singapore-2024/)
- [STI Japan 2024](https://www.imd.org/country-profile/sti-japan-2024/)
- [STI South Korea 2024](https://www.imd.org/country-profile/sti-south-korea-2024/)
- [STI Hong Kong, SAR 2024](https://www.imd.org/country-profile/sti-hong-kong-sar-2024/)
- [STI Canada 2024](https://www.imd.org/country-profile/sti-canada-2024/)
- [STI Taiwan 2024](https://www.imd.org/country-profile/sti-taiwan-2024/)
- [STI United States 2024](https://www.imd.org/country-profile/sti-united-states-2024/)
- [STI Chile 2024](https://www.imd.org/country-profile/sti-chile-2024/)
- [STI Thailand 2024](https://www.imd.org/country-profile/sti-thailand-2024/)
- [STI Philippines 2024](https://www.imd.org/country-profile/sti-philippines-2024/)
- [STI Vietnam 2024](https://www.imd.org/country-profile/sti-vietnam-2024/)
- [STI Malaysia 2024](https://www.imd.org/country-profile/sti-malaysia-2024/)
- [STI China 2024](https://www.imd.org/country-profile/sti-china-2024/)
- [STI Mexico 2024](https://www.imd.org/country-profile/sti-mexico-2024/)
- [STI Indonesia 2024](https://www.imd.org/country-profile/sti-indonesia-2024/)
- [STI Cambodia 2024](https://www.imd.org/country-profile/sti-cambodia-2024/)
- [STI Peru 2024](https://www.imd.org/country-profile/sti-peru-2024/)
- [STI Ecuador 2024](https://www.imd.org/country-profile/sti-ecuador-2024/)
- [STI Laos 2024](https://www.imd.org/country-profile/sti-laos-2024/)
- [STI India 2024](https://www.imd.org/country-profile/sti-india-2024/)
- [STI Brunei 2024](https://www.imd.org/country-profile/sti-brunei-2024/)
- [STI Bangladesh 2024](https://www.imd.org/country-profile/sti-bangladesh-2024/)
- [STI Sri Lanka 2024](https://www.imd.org/country-profile/sti-sri-lanka-2024/)
- [STI Myanmar 2024](https://www.imd.org/country-profile/sti-myanmar-2024/)
- [STI Pakistan 2024](https://www.imd.org/country-profile/sti-pakistan-2024/)
- [STI Papua New Guinea 2024](https://www.imd.org/country-profile/sti-papua-new-guinea-2024/)
- [STI Russia 2024](https://www.imd.org/country-profile/sti-russia-2024/)
- [Talent Iceland 2024](https://www.imd.org/country-profile/talent-iceland-2024/)
- [Talent Switzerland 2024](https://www.imd.org/country-profile/talent-switzerland-2024/)
- [Talent Luxembourg 2024](https://www.imd.org/country-profile/talent-luxembourg-2024/)
- [Talent Belgium 2024](https://www.imd.org/country-profile/talent-belgium-2024/)
- [Talent Netherlands 2024](https://www.imd.org/country-profile/talent-netherlands-2024/)
- [Talent Finland 2024](https://www.imd.org/country-profile/talent-finland-2024/)
- [Talent Denmark 2024](https://www.imd.org/country-profile/talent-denmark-2024/)
- [Talent Singapore 2024](https://www.imd.org/country-profile/talent-singapore-2024/)
- [Talent Austria 2024](https://www.imd.org/country-profile/talent-austria-2024/)
- [Talent Sweden 2024](https://www.imd.org/country-profile/talent-sweden-2024/)
- [Talent Norway 2024](https://www.imd.org/country-profile/talent-norway-2024/)
- [Talent Germany 2024](https://www.imd.org/country-profile/talent-germany-2024/)
- [Talent Canada 2024](https://www.imd.org/country-profile/talent-canada-2024/)
- [Talent Ireland 2024](https://www.imd.org/country-profile/talent-ireland-2024/)
- [Talent USA 2024](https://www.imd.org/country-profile/talent-usa-2024/)
- [Talent Hong Kong SAR 2024](https://www.imd.org/country-profile/talent-hong-kong-sar-2024/)
- [Talent Estonia 2024](https://www.imd.org/country-profile/talent-estonia-2024/)
- [Talent Australia 2024](https://www.imd.org/country-profile/talent-australia-2024/)
- [Talent Israel 2024](https://www.imd.org/country-profile/talent-israel-2024/)
- [Talent Taiwan (Chinese Taipei) 2024](https://www.imd.org/country-profile/talent-taiwan-chinese-taipei-2024/)
- [Talent Czech Republic 2024](https://www.imd.org/country-profile/talent-czech-republic-2024/)
- [Talent UAE 2024](https://www.imd.org/country-profile/talent-uae-2024/)
- [Talent Lithuania 2024](https://www.imd.org/country-profile/talent-lithuania-2024/)
- [Talent France 2024](https://www.imd.org/country-profile/talent-france-2024/)
- [Talent Portugal 2024](https://www.imd.org/country-profile/talent-portugal-2024/)
- [Talent Slovenia 2024](https://www.imd.org/country-profile/talent-slovenia-2024/)
- [Talent Bahrain 2024](https://www.imd.org/country-profile/talent-bahrain-2024/)
- [Talent Kuwait 2024](https://www.imd.org/country-profile/talent-kuwait-2024/)
- [Talent Cyprus 2024](https://www.imd.org/country-profile/talent-cyprus-2024/)
- [Talent Qatar 2024](https://www.imd.org/country-profile/talent-qatar-2024/)
- [Talent New Zealand 2024](https://www.imd.org/country-profile/talent-new-zealand-2024/)
- [Talent Spain 2024](https://www.imd.org/country-profile/talent-spain-2024/)
- [Talent Malaysia 2024](https://www.imd.org/country-profile/talent-malaysia-2024/)
- [Talent Korea Rep. 2024](https://www.imd.org/country-profile/talent-korea-rep-2024/)
- [Talent United Kingdom 2024](https://www.imd.org/country-profile/talent-united-kingdom-2024/)
- [Talent Saudi Arabia 2024](https://www.imd.org/country-profile/talent-saudi-arabia-2024/)
- [Talent Greece 2024](https://www.imd.org/country-profile/talent-greece-2024/)
- [Talent Kazakhstan 2024](https://www.imd.org/country-profile/talent-kazakhstan-2024/)
- [Talent Latvia 2024](https://www.imd.org/country-profile/talent-latvia-2024/)
- [Talent Botswana 2024](https://www.imd.org/country-profile/talent-botswana-2024/)
- [Talent China 2024](https://www.imd.org/country-profile/talent-china-2024/)
- [Talent Italy 2024](https://www.imd.org/country-profile/talent-italy-2024/)
- [Talent Japan 2024](https://www.imd.org/country-profile/talent-japan-2024/)
- [Talent Poland 2024](https://www.imd.org/country-profile/talent-poland-2024/)
- [Talent Thailand 2024](https://www.imd.org/country-profile/talent-thailand-2024/)
- [Talent Croatia 2024](https://www.imd.org/country-profile/talent-croatia-2024/)
- [Talent Indonesia 2024](https://www.imd.org/country-profile/talent-indonesia-2024/)
- [Talent Hungary 2024](https://www.imd.org/country-profile/talent-hungary-2024/)
- [Talent Türkiye 2024](https://www.imd.org/country-profile/talent-turkey-2024/)
- [Talent Chile 2024](https://www.imd.org/country-profile/talent-chile-2024/)
- [Talent Slovak Republic 2024](https://www.imd.org/country-profile/talent-slovak-republic-2024/)
- [Talent Jordan 2024](https://www.imd.org/country-profile/talent-jordan-2024/)
- [Talent Romania 2024](https://www.imd.org/country-profile/talent-romania-2024/)
- [Talent Argentina 2024](https://www.imd.org/country-profile/talent-argentina-2024/)
- [Talent Peru 2024](https://www.imd.org/country-profile/talent-peru-2024/)
- [Talent India 2024](https://www.imd.org/country-profile/talent-india-2024/)
- [Talent Colombia 2024](https://www.imd.org/country-profile/talent-colombia-2024/)
- [Talent Bulgaria 2024](https://www.imd.org/country-profile/talent-bulgaria-2024/)
- [Talent Mexico 2024](https://www.imd.org/country-profile/talent-mexico-2024/)
- [Talent Philippines 2024](https://www.imd.org/country-profile/talent-philippines-2024/)
- [Talent South Africa 2024](https://www.imd.org/country-profile/talent-south-africa-2024/)
- [Talent Venezuela 2024](https://www.imd.org/country-profile/talent-venezuela-2024/)
- [Talent Brazil 2024](https://www.imd.org/country-profile/talent-brazil-2024/)
- [Talent Mongolia 2024](https://www.imd.org/country-profile/talent-mongolia-2024/)
- [Talent Ghana 2024](https://www.imd.org/country-profile/talent-ghana-2024/)
- [Talent Nigeria 2024](https://www.imd.org/country-profile/talent-nigeria-2024/)
- [Talent Puerto Rico 2024](https://www.imd.org/country-profile/talent-puerto-rico-2024/)
- [WCY Nigeria 2024](https://www.imd.org/country-profile/wcy-nigeria-2024/)
- [WCY Puerto Rico 2024](https://www.imd.org/country-profile/wcy-puerto-rico-2024/)
- [WCY Ghana 2024](https://www.imd.org/country-profile/wcy-ghana-2024/)
- [WCY Denmark 2024](https://www.imd.org/country-profile/wcy-denmark-2024/)
- [WCY Ireland 2024](https://www.imd.org/country-profile/wcy-ireland-2024/)
- [WCY Switzerland 2024](https://www.imd.org/country-profile/wcy-switzerland-2024/)
- [WCY Singapore 2024](https://www.imd.org/country-profile/wcy-singapore-2024/)
- [WCY Netherlands 2024](https://www.imd.org/country-profile/wcy-netherlands-2024/)
- [WCY Taiwan (Chinese Taipei) 2024](https://www.imd.org/country-profile/wcy-taiwan-chinese-taipei-2024/)
- [WCY Hong Kong SAR 2024](https://www.imd.org/country-profile/wcy-hong-kong-sar-2024/)
- [WCY Sweden 2024](https://www.imd.org/country-profile/wcy-sweden-2024/)
- [WCY USA 2024](https://www.imd.org/country-profile/wcy-usa-2024/)
- [WCY UAE 2024](https://www.imd.org/country-profile/wcy-uae-2024/)
- [WCY Finland 2024](https://www.imd.org/country-profile/wcy-finland-2024/)
- [WCY Belgium 2024](https://www.imd.org/country-profile/wcy-belgium-2024/)
- [WCY Qatar 2024](https://www.imd.org/country-profile/wcy-qatar-2024/)
- [WCY Norway 2024](https://www.imd.org/country-profile/wcy-norway-2024/)
- [WCY Canada 2024](https://www.imd.org/country-profile/wcy-canada-2024/)
- [WCY Iceland 2024](https://www.imd.org/country-profile/wcy-iceland-2024/)
- [WCY Saudi Arabia 2024](https://www.imd.org/country-profile/wcy-saudi-arabia-2024/)
- [WCY Czech Republic 2024](https://www.imd.org/country-profile/wcy-czech-republic-2024/)
- [WCY Australia 2024](https://www.imd.org/country-profile/wcy-australia-2024/)
- [WCY Luxembourg 2024](https://www.imd.org/country-profile/wcy-luxembourg-2024/)
- [WCY China 2024](https://www.imd.org/country-profile/wcy-china-2024/)
- [WCY Germany 2024](https://www.imd.org/country-profile/wcy-germany-2024/)
- [WCY Austria 2024](https://www.imd.org/country-profile/wcy-austria-2024/)
- [WCY Bahrain 2024](https://www.imd.org/country-profile/wcy-bahrain-2024/)
- [WCY Estonia 2024](https://www.imd.org/country-profile/wcy-estonia-2024/)
- [WCY Malaysia 2024](https://www.imd.org/country-profile/wcy-malaysia-2024/)
- [WCY Korea Rep. 2024](https://www.imd.org/country-profile/wcy-korea-rep-2024/)
- [WCY United Kingdom 2024](https://www.imd.org/country-profile/wcy-united-kingdom-2024/)
- [WCY Thailand 2024](https://www.imd.org/country-profile/wcy-thailand-2024/)
- [WCY New Zealand 2024](https://www.imd.org/country-profile/wcy-new-zealand-2024/)
- [WCY Lithuania 2024](https://www.imd.org/country-profile/wcy-lithuania-2024/)
- [WCY France 2024](https://www.imd.org/country-profile/wcy-france-2024/)
- [WCY Indonesia 2024](https://www.imd.org/country-profile/wcy-indonesia-2024/)
- [WCY Japan 2024](https://www.imd.org/country-profile/wcy-japan-2024/)
- [WCY Spain 2024](https://www.imd.org/country-profile/wcy-spain-2024/)
- [WCY Kazakhstan 2024](https://www.imd.org/country-profile/wcy-kazakhstan-2024/)
- [WCY Kuwait 2024](https://www.imd.org/country-profile/wcy-kuwait-2024/)
- [WCY Portugal 2024](https://www.imd.org/country-profile/wcy-portugal-2024/)
- [WCY India 2024](https://www.imd.org/country-profile/wcy-india-2024/)
- [WCY Italy 2024](https://www.imd.org/country-profile/wcy-italy-2024/)
- [WCY Slovenia 2024](https://www.imd.org/country-profile/wcy-slovenia-2024/)
- [WCY Poland 2024](https://www.imd.org/country-profile/wcy-poland-2024/)
- [WCY Chile 2024](https://www.imd.org/country-profile/wcy-chile-2024/)
- [WCY Cyprus 2024](https://www.imd.org/country-profile/wcy-cyprus-2024/)
- [WCY Hungary 2024](https://www.imd.org/country-profile/wcy-hungary-2024/)
- [WCY Turkey 2024](https://www.imd.org/country-profile/wcy-turkey-2024/)
- [WCY Romania 2024](https://www.imd.org/country-profile/wcy-romania-2024/)
- [WCY Greece 2024](https://www.imd.org/country-profile/wcy-greece-2024/)
- [WCY Croatia 2024](https://www.imd.org/country-profile/wcy-croatia-2024/)
- [WCY Latvia 2024](https://www.imd.org/country-profile/wcy-latvia-2024/)
- [WCY Philippines 2024](https://www.imd.org/country-profile/wcy-philippines-2024/)
- [WCY Slovak Republic 2024](https://www.imd.org/country-profile/wcy-slovak-republic-2024/)
- [WCY Jordan 2024](https://www.imd.org/country-profile/wcy-jordan-2024/)
- [WCY Peru 2024](https://www.imd.org/country-profile/wcy-peru-2024/)
- [WCY Mexico 2024](https://www.imd.org/country-profile/wcy-mexico-2024/)
- [WCY Bulgaria 2024](https://www.imd.org/country-profile/wcy-bulgaria-2024/)
- [WCY Colombia 2024](https://www.imd.org/country-profile/wcy-colombia-2024/)
- [WCY Botswana 2024](https://www.imd.org/country-profile/wcy-botswana-2024/)
- [WCY Brazil 2024](https://www.imd.org/country-profile/wcy-brazil-2024/)
- [WCY South Africa 2024](https://www.imd.org/country-profile/wcy-south-africa-2024/)
- [WCY Mongolia 2024](https://www.imd.org/country-profile/wcy-mongolia-2024/)
- [WCY Venezuela 2024](https://www.imd.org/country-profile/wcy-venezuela-2024/)

## Clients

- [Volvo Group](https://www.imd.org/client/volvo-group/)
- [STATKRAFT AS.](https://www.imd.org/client/statkraft-as/)
- [Berner Kantonalbank](https://www.imd.org/client/berner-kantonalbank/)
- [UNIBANCO-UNIAO DE BANCOS BRASILEIROS SA](https://www.imd.org/client/unibanco-uniao-de-bancos-brasileiros-sa/)
- [Oypka GmbH](https://www.imd.org/client/oypka-gmbh/)
- [PHOENIX PETROLEUM PHILIPPINES, INC.](https://www.imd.org/client/phoenix-petroleum-philippines-inc/)
- [Nova Post](https://www.imd.org/client/nova-post/)
- [MONDI PAPER SALES GMBH](https://www.imd.org/client/mondi-paper-sales-gmbh/)
- [FACEBOOK Inc.](https://www.imd.org/client/facebook-inc/)
- [Asia Strategic Holdings Limited](https://www.imd.org/client/asia-strategic-holdings-limited/)
- [Technology Control Co.](https://www.imd.org/client/technology-control-co/)
- [IMPRESATECH SYSTEMS LIMITED](https://www.imd.org/client/impresatech-systems-limited/)
- [IE BUSINESS SCHOOL](https://www.imd.org/client/ie-business-school/)
- [ORASCOM DEVELOPMENT HOLDING AG](https://www.imd.org/client/orascom-development-holding-ag/)
- [TIRUPATI MARKETING](https://www.imd.org/client/tirupati-marketing/)
- [RTX](https://www.imd.org/client/rtx/)
- [HAVI GLOBAL LOGISTICS GMBH](https://www.imd.org/client/havi-global-logistics-gmbh/)
- [STORA ENSO WOOD PRODUCTS GMBH](https://www.imd.org/client/stora-enso-wood-products-gmbh/)
- [The University of Nottingham Malaysia](https://www.imd.org/client/the-university-of-nottingham-malaysia/)
- [BAYER CROPSCIENCE AG](https://www.imd.org/client/bayer-cropscience-ag/)
- [DNB](https://www.imd.org/client/dnb/)
- [ASE TECHNIK AG](https://www.imd.org/client/ase-technik-ag/)
- [MOLNLYCKE HEALTH CARE AB](https://www.imd.org/client/molnlycke-health-care-ab/)
- [MAERSK LINE](https://www.imd.org/client/maersk-line/)
- [Deltager AS](https://www.imd.org/client/deltager-as/)
- [RETIREMENT FUND INCORPORATED (KWAP)](https://www.imd.org/client/retirement-fund-incorporated-kwap/)
- [MINISTRY OF TRANSPORT](https://www.imd.org/client/ministry-of-transport/)
- [Simah Credit Bureau](https://www.imd.org/client/simah-credit-bureau/)
- [The Saudi Credit Bureau](https://www.imd.org/client/the-saudi-credit-bureau/)
- [SUMITOMO MITSUI FINANCIAL GROUP INC](https://www.imd.org/client/sumitomo-mitsui-financial-group-inc/)
- [MKS (SWITZERLAND) SA](https://www.imd.org/client/mks-switzerland-sa/)
- [HRVATSKA POSTANSKA BANKA D.D.](https://www.imd.org/client/hrvatska-postanska-banka-d-d/)
- [Nespresso](https://www.imd.org/client/nespresso/)
- [FastFiber - Infraestruturas de Comunicações, S.A.](https://www.imd.org/client/fastfiber-infraestruturas-de-comunicacoes-s-a/)
- [UNIVERSITAET WUPPERTAL](https://www.imd.org/client/universitaet-wuppertal/)
- [Forvis Mazars](https://www.imd.org/client/forvis-mazars-2/)
- [CHUNG-HUA INSTITUTION FOR ECONOMIC RESEARCH (CIER)](https://www.imd.org/client/chung-hua-institution-for-economic-research-cier/)
- [SCHWEIZERISCHE BUNDESBAHNEN SBB](https://www.imd.org/client/schweizerische-bundesbahnen-sbb/)
- [Office of the Crown Prince - Abu Dhabi](https://www.imd.org/client/office-of-the-crown-prince-abu-dhabi/)
- [Groupe Pictet](https://www.imd.org/client/groupe-pictet/)
- [Department of Government Enablement](https://www.imd.org/client/department-of-government-enablement/)
- [LONGBOW FINANCE SA](https://www.imd.org/client/longbow-finance-sa/)
- [ESSKA a.s.b.l.](https://www.imd.org/client/esska-a-s-b-l/)
- [Vonovia Immobilienmanagement GmbH c/o Vonovia SE, Personal PE](https://www.imd.org/client/vonovia-immobilienmanagement-gmbh-c-o-vonovia-se-personal-pe/)
- [BOYD HEALTH MANAGEMENT](https://www.imd.org/client/boyd-health-management/)
- [Fondation Just for Smiles](https://www.imd.org/client/fondation-just-for-smiles/)
- [JT International Asia Manufacturing Corp.](https://www.imd.org/client/jt-international-asia-manufacturing-corp/)
- [IPM CONSULTING GMBH - SYNET GROUP](https://www.imd.org/client/ipm-consulting-gmbh-synet-group/)
- [BCORPORATE](https://www.imd.org/client/bcorporate/)
- [THE CENTRAL BANK OF HUNGARY / MAGYAR NEMZETI BANK](https://www.imd.org/client/the-central-bank-of-hungary-magyar-nemzeti-bank/)
- [Kuraray Noritake Dental Inc.](https://www.imd.org/client/kuraray-noritake-dental-inc/)
- [NGS Super](https://www.imd.org/client/ngs-super/)
- [JGC HOLDINGS CORPORATION](https://www.imd.org/client/jgc-holdings-corporation/)
- [Skywalk GmbH & Co KG](https://www.imd.org/client/skywalk-gmbh-co-kg/)
- [GIESECKE+DEVRIENT APAC Ltd](https://www.imd.org/client/gieseckedevrient-apac-ltd/)
- [CENEXT CONSULTING & INVESTMENT PVT LTD](https://www.imd.org/client/cenext-consulting-investment-pvt-ltd/)
- [AMERICAN EXPRESS BANKING CORP](https://www.imd.org/client/american-express-banking-corp/)
- [BUNZL PLC](https://www.imd.org/client/bunzl-plc/)
- [Saudi Mining Services Company (ESNAD)](https://www.imd.org/client/saudi-mining-services-company-esnad/)
- [Creative Business Management Ltd](https://www.imd.org/client/creative-business-management-ltd/)
- [AMIRI DIWAN](https://www.imd.org/client/amiri-diwan/)
- [Dunya Travel LLC](https://www.imd.org/client/dunya-travel-llc/)
- [GROUPE L'OREAL Comptabilité BEST](https://www.imd.org/client/groupe-loreal-comptabilite-best/)
- [CHUV](https://www.imd.org/client/chuv/)
- [Suomen Viljava Oy](https://www.imd.org/client/suomen-viljava-oy/)
- [KOTRA LIBRARY](https://www.imd.org/client/kotra-library/)
- [Korea Institute of Civil Engineering and Building Technology (KICT)](https://www.imd.org/client/korea-institute-of-civil-engineering-and-building-technology-kict/)
- [HEMLATA](https://www.imd.org/client/hemlata/)
- [GARTNER INC](https://www.imd.org/client/gartner-inc/)
- [Staffelbach & Partner Sàrl](https://www.imd.org/client/staffelbach-partner-sarl/)
- [M+W GROUP GMBH](https://www.imd.org/client/mw-group-gmbh/)
- [MEDELA A.G.](https://www.imd.org/client/medela-a-g/)
- [ASML HOLDING N.V.](https://www.imd.org/client/asml-holding-n-v/)
- [CENTRAL BANK OF THE UNITED ARAB EMIRATES](https://www.imd.org/client/central-bank-of-the-united-arab-emirates/)
- [Avril Family Office](https://www.imd.org/client/avril-family-office/)
- [MANE INC](https://www.imd.org/client/mane-inc/)
- [KUKA AG](https://www.imd.org/client/kuka-ag/)
- [Human Capability Development Program](https://www.imd.org/client/human-capability-development-program/)
- [NAMA HOLDING](https://www.imd.org/client/nama-holding/)
- [Bulgari Global Operations SA](https://www.imd.org/client/bulgari-global-operations-sa/)
- [ZURICH AIRPORT (FLUGHAFEN ZURICH AG)](https://www.imd.org/client/zurich-airport-flughafen-zurich-ag/)
- [CHAMBRE DE COMMERCE LUXEMBOURG](https://www.imd.org/client/chambre-de-commerce-luxembourg/)
- [Philipp Morris International](https://www.imd.org/client/philipp-morris-international/)
- [ASHOK LEYLAND LTD](https://www.imd.org/client/ashok-leyland-ltd/)
- [Arwa Designs / Wood Selection](https://www.imd.org/client/arwa-designs-wood-selection/)
- [TUI HOLDING SPAIN, S.L.U](https://www.imd.org/client/tui-holding-spain-s-l-u/)
- [AMC INTERNATIONAL AG](https://www.imd.org/client/amc-international-ag/)
- [Southey Mauritius Limited](https://www.imd.org/client/southey-mauritius-limited/)
- [Mast-Jägermeister SE](https://www.imd.org/client/mast-jagermeister-se/)
- [QATAR NATIONAL BANK (QNB)](https://www.imd.org/client/qatar-national-bank-qnb/)
- [TOPSOE A/S.](https://www.imd.org/client/topsoe-a-s/)
- [KOREAN EDUCATIONAL DEVELOPMENT INSTITUTE (KEDI)](https://www.imd.org/client/korean-educational-development-institute-kedi/)
- [FIRST NATIONAL BANK ZAMBIA](https://www.imd.org/client/first-national-bank-zambia/)
- [RAINER MORITA ADVISORY PTE. LTD.](https://www.imd.org/client/rainer-morita-advisory-pte-ltd/)
- [ServiceNow](https://www.imd.org/client/servicenow/)
- [GLOBALPRAXIS GROUP](https://www.imd.org/client/globalpraxis-group/)
- [CONCORDIA](https://www.imd.org/client/concordia/)
- [Thara Investment Company ](https://www.imd.org/client/thara-investment-company/)
- [MAGAZINE LUIZA S.A.](https://www.imd.org/client/magazine-luiza-s-a/)
- [Actona Group A/S](https://www.imd.org/client/actona-group-a-s/)
- [FINANCIERA MADERERA SA](https://www.imd.org/client/financiera-maderera-sa/)
- [GIJU CO.,LTD](https://www.imd.org/client/giju-co-ltd-4/)
- [GOVERNMENT OF HUNGARY](https://www.imd.org/client/government-of-hungary/)
- [INDEPENDENT COMMISSION AGAINST CORRUPTION - ICAC.](https://www.imd.org/client/independent-commission-against-corruption-icac/)
- [Konica Minolta Inc](https://www.imd.org/client/konica-minolta-inc/)
- [EDENRED](https://www.imd.org/client/edenred/)
- [HILDEBRANDT & BRANDI P/S](https://www.imd.org/client/hildebrandt-brandi-p-s/)
- [ALLIED BANK LTD](https://www.imd.org/client/allied-bank-ltd/)
- [CENTRE FOR POLICY RESEARCH IN CYBERSPACE](https://www.imd.org/client/centre-for-policy-research-in-cyberspace/)
- [Lidl Supermercados S.A.U.](https://www.imd.org/client/lidl-supermercados-s-a-u/)
- [Digital Government Authority](https://www.imd.org/client/digital-government-authority/)
- [The Capital Market Authority (CMA)](https://www.imd.org/client/the-capital-market-authority-cma/)
- [Oman’s National Competitiveness Office (NCO)](https://www.imd.org/client/omans-national-competitiveness-office-nco/)
- [Siemens Healthineers](https://www.imd.org/client/siemens-healthineers/)
- [GIJU CO.,LTD](https://www.imd.org/client/giju-co-ltd-3/)
- [ISS FACILITY SERVICES.](https://www.imd.org/client/iss-facility-services/)
- [50Hertz Transmission GmbH](https://www.imd.org/client/50hertz-transmission-gmbh/)
- [SYLVAC SA](https://www.imd.org/client/sylvac-sa/)
- [Kennametal Shared Services GmbH](https://www.imd.org/client/kennametal-shared-services-gmbh/)
- [BIOGEN INTERNATIONAL GMBH.](https://www.imd.org/client/biogen-international-gmbh/)
- [SEESTATTEXPERTS](https://www.imd.org/client/seestattexperts/)
- [MIRAL ASSET MANAGEMENT](https://www.imd.org/client/miral-asset-management/)
- [Mawhiba](https://www.imd.org/client/mawhiba/)
- [Terre Vivante Internationale Inc](https://www.imd.org/client/terre-vivante-internationale-inc/)
- [Thor Group Limited](https://www.imd.org/client/thor-group-limited/)
- [DELOITTE FRANCE](https://www.imd.org/client/deloitte-france/)
- [G&F Châtelain](https://www.imd.org/client/gf-chatelain/)
- [FEDERATION OF AUSTRIAN INDUSTRIES](https://www.imd.org/client/federation-of-austrian-industries/)
- [WSP GROUP PLC](https://www.imd.org/client/wsp-group-plc/)
- [Saudi Credit Buearu SIMAH](https://www.imd.org/client/saudi-credit-buearu-simah/)
- [Galp](https://www.imd.org/client/galp/)
- [NOVARES GROUP SAS](https://www.imd.org/client/novares-group-sas/)
- [ADWEA - ABU DHABI WATER & ELECTRICITY AUTHORITY](https://www.imd.org/client/adwea-abu-dhabi-water-electricity-authority/)
- [INFINEON TECHNOLOGIES AG](https://www.imd.org/client/infineon-technologies-ag/)
- [Teknos B.V.](https://www.imd.org/client/teknos-b-v/)
- [PRODYCON SUPPLY](https://www.imd.org/client/prodycon-supply/)
- [Nutraceutical Products LLC](https://www.imd.org/client/nutraceutical-products-llc/)
- [PRODUCTIVITY SA](https://www.imd.org/client/productivity-sa/)
- [Zutari Pty Ltd](https://www.imd.org/client/zutari-pty-ltd-6/)
- [SOUTHWEST AIRLINES](https://www.imd.org/client/southwest-airlines/)
- [EDGE MANAGEMENT CONSULTING](https://www.imd.org/client/edge-management-consulting/)
- [SERVICES INDUSTRIELS DE GENEVE - SIG](https://www.imd.org/client/services-industriels-de-geneve-sig/)
- [PEFAM GMBH](https://www.imd.org/client/pefam-gmbh/)
- [Julhiet-Sterwen](https://www.imd.org/client/julhiet-sterwen/)
- [Abu Dhabi Executive Office (ADEO)](https://www.imd.org/client/abu-dhabi-executive-office-adeo/)
- [REVO GROUP (PTY) LTD](https://www.imd.org/client/revo-group-pty-ltd/)
- [Laudes Foundation](https://www.imd.org/client/laudes-foundation/)
- [Sécheron SA](https://www.imd.org/client/secheron-sa/)
- [TRANSPORTS PUBLICS DE LA REGION LAUSANNOISE](https://www.imd.org/client/transports-publics-de-la-region-lausannoise/)
- [MERCK KGAA](https://www.imd.org/client/merck-kgaa/)
- [SCB-Julius Baer Securities Co., Ltd (Head Office)](https://www.imd.org/client/scb-julius-baer-securities-co-ltd-head-office/)
- [INSTITUT STRAUMANN AG](https://www.imd.org/client/institut-straumann-ag/)
- [Chiesi Farmaceutici S.p.A.](https://www.imd.org/client/chiesi-farmaceutici-s-p-a/)
- [CRDB BANK PLC](https://www.imd.org/client/crdb-bank-plc/)
- [NESTLE NUTRITION SA](https://www.imd.org/client/nestle-nutrition-sa/)
- [ALJ Global Energy DMCC](https://www.imd.org/client/alj-global-energy-dmcc/)
- [Navin Fluorine International Ltd](https://www.imd.org/client/navin-fluorine-international-ltd/)
- [Alghanim international](https://www.imd.org/client/alghanim-international/)
- [THE RUSSIAN PRESIDENTIAL ACADEMY OF NATIONAL ECONOMY & PUBLIC ADMINISTRATION (RANEPA)](https://www.imd.org/client/the-russian-presidential-academy-of-national-economy-public-administration-ranepa/)
- [Entrix GmbH](https://www.imd.org/client/entrix-gmbh/)
- [BASF SE](https://www.imd.org/client/basf-se/)
- [SABESP - CIA SANEAMENTO BASICO DO ESTADO DE SAO PAULO](https://www.imd.org/client/sabesp-cia-saneamento-basico-do-estado-de-sao-paulo/)
- [BEACONSIM OY (TETRASIM)](https://www.imd.org/client/beaconsim-oy-tetrasim/)
- [Shell Nigeria Exploration and Production Company](https://www.imd.org/client/shell-nigeria-exploration-and-production-company/)
- [AESCHBACH CHAUSSURES](https://www.imd.org/client/aeschbach-chaussures-3/)
- [GE HealthCare (GE Medical Systems Schweiz) AG](https://www.imd.org/client/ge-healthcare-ge-medical-systems-schweiz-ag/)
- [S&C INFORMATION CENTER](https://www.imd.org/client/sc-information-center/)
- [Syna Caisse de Chômage](https://www.imd.org/client/syna-caisse-de-chomage/)
- [Zutari Pty Ltd](https://www.imd.org/client/zutari-pty-ltd-5/)
- [DSM NUTRITIONAL PRODUCTS LTD](https://www.imd.org/client/dsm-nutritional-products-ltd/)
- [Garlock Sealing Technologies (Shanghai) Co. Ltd.](https://www.imd.org/client/garlock-sealing-technologies-shanghai-co-ltd/)
- [TenneT TSO GmbH.](https://www.imd.org/client/tennet-tso-gmbh/)
- [TenniswithD, L3C](https://www.imd.org/client/tenniswithd-l3c/)
- [Knauf Insulation s.r.o.](https://www.imd.org/client/knauf-insulation-s-r-o/)
- [Zutari Pty Ltd](https://www.imd.org/client/zutari-pty-ltd-4/)
- [WRIGHT BUS LIMITED](https://www.imd.org/client/wright-bus-limited/)
- [INTERNATIONAL ROBOTICS ACADEMY](https://www.imd.org/client/international-robotics-academy/)
- [BLUESCOPE STEEL LTD](https://www.imd.org/client/bluescope-steel-ltd/)
- [GOVERNMENT OF THE REPUBLIC OF SINGAPORE](https://www.imd.org/client/government-of-the-republic-of-singapore/)
- [LABCORP - LABORATORY CORPORATION OF AMERICA HOLDINGS](https://www.imd.org/client/labcorp-laboratory-corporation-of-america-holdings/)
- [The Global Fund](https://www.imd.org/client/the-global-fund/)
- [ESDEN BUSINESS SCHOOL](https://www.imd.org/client/esden-business-school/)
- [Standard Bank (Mauritius) Limited](https://www.imd.org/client/standard-bank-mauritius-limited/)
- [Plattform Agrarexport](https://www.imd.org/client/plattform-agrarexport/)
- [TRYGHEDSGRUPPEN SMBA](https://www.imd.org/client/tryghedsgruppen-smba/)
- [Daimler Truck AG](https://www.imd.org/client/daimler-truck-ag/)
- [GLOBAL BLUE SA](https://www.imd.org/client/global-blue-sa/)
- [STICHTING'S HEEREN LOO ZORGGROEP](https://www.imd.org/client/stichtings-heeren-loo-zorggroep/)
- [King Salman Foundation](https://www.imd.org/client/king-salman-foundation/)
- [Bettina Baumgartner AB](https://www.imd.org/client/bettina-baumgartner-ab/)
- [World Heart Federation](https://www.imd.org/client/world-heart-federation/)
- [NEST WEALTH ASSET MANAGEMENT INC.](https://www.imd.org/client/nest-wealth-asset-management-inc/)
- [MOTA - ENGIL BRASIL](https://www.imd.org/client/mota-engil-brasil/)
- [URBAN GYM GROUP](https://www.imd.org/client/urban-gym-group/)
- [Raiffeisen Bank Romania](https://www.imd.org/client/raiffeisen-bank-romania/)
- [LEGO Production s.r.o.](https://www.imd.org/client/lego-production-s-r-o/)
- [AMPLIFON SPA](https://www.imd.org/client/amplifon-spa/)
- [Irdeto BV](https://www.imd.org/client/irdeto-bv/)
- [DIFC Courts](https://www.imd.org/client/difc-courts/)
- [Forum Servicios Financieros S.A.](https://www.imd.org/client/forum-servicios-financieros-s-a/)
- [UHRENHOLT A/S](https://www.imd.org/client/uhrenholt-a-s/)
- [Infosys Limited](https://www.imd.org/client/infosys-limited/)
- [Agro-Import AG](https://www.imd.org/client/agro-import-ag/)
- [ADVIZZO](https://www.imd.org/client/advizzo/)
- [Ase](https://www.imd.org/client/ase/)
- [Parfums Christian Dior AG](https://www.imd.org/client/parfums-christian-dior-ag/)
- [Muthol company](https://www.imd.org/client/muthol-company/)
- [JERONIMO MARTINS SLOVENSKO](https://www.imd.org/client/jeronimo-martins-slovensko/)
- [International Seed Federation (ISF)](https://www.imd.org/client/international-seed-federation-isf/)
- [IDEMIA Latvia SIA](https://www.imd.org/client/idemia-latvia-sia/)
- [Ökoworld AG](https://www.imd.org/client/okoworld-ag/)
- [THE ZOO & AQUARIUM PUBLIC INSTITUTION IN AL AIN](https://www.imd.org/client/the-zoo-aquarium-public-institution-in-al-ain/)
- [Thai Cane Paper](https://www.imd.org/client/thai-cane-paper/)
- [DACHSER GROUP SE & CO. KG](https://www.imd.org/client/dachser-group-se-co-kg/)
- [CARGILL INC](https://www.imd.org/client/cargill-inc/)
- [Johns Hopkins University School of Medicine](https://www.imd.org/client/johns-hopkins-university-school-of-medicine/)
- [Technical University of Munich](https://www.imd.org/client/technical-university-of-munich/)
- [KEB Automation AG](https://www.imd.org/client/keb-automation-ag/)
- [TCS TOURING CLUB SUISSE](https://www.imd.org/client/tcs-touring-club-suisse/)
- [HG QUAN QIU LIMITED](https://www.imd.org/client/hg-quan-qiu-limited/)
- [GC International AG](https://www.imd.org/client/gc-international-ag/)
- [Stanbic IBTC Bank](https://www.imd.org/client/stanbic-ibtc-bank/)
- [pggm](https://www.imd.org/client/pggm/)
- [Central Bank of Kenya](https://www.imd.org/client/central-bank-of-kenya/)
- [GUNVOR SA](https://www.imd.org/client/gunvor-sa/)
- [INTERNATIONAL SCHOOL OF LAUSANNE](https://www.imd.org/client/international-school-of-lausanne/)
- [Zoi BCN](https://www.imd.org/client/zoi-bcn/)
- [NESCHEN AG](https://www.imd.org/client/neschen-ag/)
- [BROWN-FORMAN](https://www.imd.org/client/brown-forman/)
- [University of Liverpool](https://www.imd.org/client/university-of-liverpool/)
- [GROUPE LACTALIS](https://www.imd.org/client/groupe-lactalis/)
- [LAUREATE EDUCATION INC](https://www.imd.org/client/laureate-education-inc/)
- [MOHINANI GROUP](https://www.imd.org/client/mohinani-group/)
- [KELLERHALS CARRARD](https://www.imd.org/client/kellerhals-carrard/)
- [HOVIONE FARMACIENCIA SA](https://www.imd.org/client/hovione-farmaciencia-sa/)
- [Vertigo Studio SRL](https://www.imd.org/client/vertigo-studio-srl/)
- [ABB TURBO SYSTEMS AG](https://www.imd.org/client/abb-turbo-systems-ag/)
- [ALUMIL SA](https://www.imd.org/client/alumil-sa/)
- [ROSBANK OAO](https://www.imd.org/client/rosbank-oao/)
- [Xylem](https://www.imd.org/client/xylem/)
- [COPENHAGEN MALMÖ PORT](https://www.imd.org/client/copenhagen-malmo-port/)
- [PANDORA A/S](https://www.imd.org/client/pandora-a-s/)
- [NORTON ROSE FULBRIGHT LLP](https://www.imd.org/client/norton-rose-fulbright-llp/)
- [HiiL](https://www.imd.org/client/hiil/)
- [CASALEND SA](https://www.imd.org/client/casalend-sa/)
- [Pure Storage](https://www.imd.org/client/pure-storage/)
- [Wiz-Team SA](https://www.imd.org/client/wiz-team-sa/)
- [KUVERA ASSET MANAGEMENT](https://www.imd.org/client/kuvera-asset-management/)
- [Chargeurs SA](https://www.imd.org/client/chargeurs-sa/)
- [FIRMENICH SA](https://www.imd.org/client/firmenich-sa/)
- [D ONE Solutions AG](https://www.imd.org/client/d-one-solutions-ag/)
- [EVKARIN MEIERHANS](https://www.imd.org/client/evkarin-meierhans/)
- [Enagas S.A.](https://www.imd.org/client/enagas-s-a/)
- [QVANTEQ AG](https://www.imd.org/client/qvanteq-ag/)
- [NGF NATURE ENERGY](https://www.imd.org/client/ngf-nature-energy/)
- [SCHAEFFLER AG](https://www.imd.org/client/schaeffler-ag/)
- [TX Group AG](https://www.imd.org/client/tx-group-ag/)
- [International Petroleum Corporation](https://www.imd.org/client/international-petroleum-corporation/)
- [BOBST GROUP S.A.](https://www.imd.org/client/bobst-group-s-a/)
- [Cytiva](https://www.imd.org/client/cytiva/)
- [AMMANN SCHWEIZ AG](https://www.imd.org/client/ammann-schweiz-ag/)
- [BEYOND STRATEGY GROUP](https://www.imd.org/client/beyond-strategy-group/)
- [SONAE SIERRA.](https://www.imd.org/client/sonae-sierra/)
- [SMITH & NEPHEW PLC](https://www.imd.org/client/smith-nephew-plc/)
- [BARILLA JAPAN K.K.](https://www.imd.org/client/barilla-japan-k-k/)
- [FINANCE LINK OY](https://www.imd.org/client/finance-link-oy/)
- [FONDATION SWISS CENTERS](https://www.imd.org/client/fondation-swiss-centers/)
- [SWISS L LTD](https://www.imd.org/client/swiss-l-ltd/)
- [G2 Ocean Singapore Pte Ltd](https://www.imd.org/client/g2-ocean-singapore-pte-ltd/)
- [SENSILE TECHNOLOGIES SA](https://www.imd.org/client/sensile-technologies-sa/)
- [ENERGIE WASSER BERN](https://www.imd.org/client/energie-wasser-bern/)
- [IMEC](https://www.imd.org/client/imec/)
- [FACHHOCHSCHULE FRANKFURT AM MAIN - UNIVERSITY OF APPLIED SCIENCES](https://www.imd.org/client/fachhochschule-frankfurt-am-main-university-of-applied-sciences/)
- [TECH HOLDING](https://www.imd.org/client/tech-holding/)
- [KENDRIS AG](https://www.imd.org/client/kendris-ag/)
- [THE BOSTON CONSULTING GROUP AG (SWITZERLAND)](https://www.imd.org/client/the-boston-consulting-group-ag-switzerland/)
- [Habico Invest A/S](https://www.imd.org/client/habico-invest-a-s/)
- [Swiss Marketplace Group](https://www.imd.org/client/swiss-marketplace-group/)
- [Medinova AG](https://www.imd.org/client/medinova-ag/)
- [Mota-Engil SGPS, S.A.](https://www.imd.org/client/mota-engil-sgps-s-a/)
- [OFFICE OF NATIONAL HIGHER EDUCATION SCIENCE RESEARCH AND INNOVATION POLICY COUNCIL](https://www.imd.org/client/office-of-national-higher-education-science-research-and-innovation-policy-council/)
- [PILATUS AIRCRAFT LTD](https://www.imd.org/client/pilatus-aircraft-ltd/)
- [Amazon Deutschland Services GmbH](https://www.imd.org/client/amazon-deutschland-services-gmbh/)
- [SCHURTER HOLDING AG](https://www.imd.org/client/schurter-holding-ag/)
- [METTLER-TOLEDO AG.](https://www.imd.org/client/mettler-toledo-ag/)
- [BANK JULIUS BAER & CO LTD](https://www.imd.org/client/bank-julius-baer-co-ltd/)
- [UNIVERSITY OF VIRGINIA DARDEN GRADUATE SCHOOL OF BUSINESS](https://www.imd.org/client/university-of-virginia-darden-graduate-school-of-business/)
- [BANK VONTOBEL A.G.](https://www.imd.org/client/bank-vontobel-a-g/)
- [DBJ Asset Management Co., Ltd.](https://www.imd.org/client/dbj-asset-management-co-ltd/)
- [Siemens Healthineers Innovation GmbH & Co. KG](https://www.imd.org/client/siemens-healthineers-innovation-gmbh-co-kg/)
- [Covidien AG](https://www.imd.org/client/covidien-ag/)
- [NRF](https://www.imd.org/client/nrf/)
- [HES-SO Valais-Wallis](https://www.imd.org/client/hes-so-valais-wallis/)
- [KUNSKAPSSKOLAN I SVERIGE AB](https://www.imd.org/client/kunskapsskolan-i-sverige-ab/)
- [Okregowa Spoldzielnia Mleczarska w Piatnicy](https://www.imd.org/client/okregowa-spoldzielnia-mleczarska-w-piatnicy/)
- [TotalEnergies EP Nigeria CPFA Ltd](https://www.imd.org/client/totalenergies-ep-nigeria-cpfa-ltd/)
- [INFOCOMM MEDIA DEVELOPMENT AUTHORITY - IMDA](https://www.imd.org/client/infocomm-media-development-authority-imda/)
- [RMB Insurance Brokers](https://www.imd.org/client/rmb-insurance-brokers/)
- [NRF Holding BV](https://www.imd.org/client/nrf-holding-bv/)
- [Masic Logistics](https://www.imd.org/client/masic-logistics/)
- [KNF Holding AG](https://www.imd.org/client/knf-holding-ag/)
- [JSC Laboratory of New Information Technologies LANIT](https://www.imd.org/client/jsc-laboratory-of-new-information-technologies-lanit/)
- [HMS Hamburg Media School GmbH](https://www.imd.org/client/hms-hamburg-media-school-gmbh/)
- [Abdul Qader AlMuhaidib & SonsCompany](https://www.imd.org/client/abdul-qader-almuhaidib-sonscompany/)
- [Menghrani GmbH](https://www.imd.org/client/menghrani-gmbh/)
- [ECONOMIC CITIES AUTHORITY (ECA)](https://www.imd.org/client/economic-cities-authority-eca/)
- [Raiffeisenbank Weinland Genossenschaft](https://www.imd.org/client/raiffeisenbank-weinland-genossenschaft/)
- [Abdul Latif Jameel Commercial Development Company Limited](https://www.imd.org/client/abdul-latif-jameel-commercial-development-company-limited/)
- [LEROY MERLIN SA](https://www.imd.org/client/leroy-merlin-sa/)
- [Golf Saudi](https://www.imd.org/client/golf-saudi/)
- [Axpo Power AG](https://www.imd.org/client/axpo-power-ag/)
- [STORA ENSO BRASIL LTDA](https://www.imd.org/client/stora-enso-brasil-ltda/)
- [Baringa](https://www.imd.org/client/baringa/)
- [QoQa Services SA](https://www.imd.org/client/qoqa-services-sa/)
- [Aéroport International de Genève](https://www.imd.org/client/aeroport-international-de-geneve/)
- [Xorion](https://www.imd.org/client/xorion/)
- [QMAT Srl](https://www.imd.org/client/qmat-srl/)
- [MICROSOFT SWITZERLAND GMBH](https://www.imd.org/client/microsoft-switzerland-gmbh/)
- [PUBLICIS GROUPE SA](https://www.imd.org/client/publicis-groupe-sa/)
- [Vitra International AG](https://www.imd.org/client/vitra-international-ag/)
- [Nederlandse Financierings-Maatschappij voor Ontwikkelingslanden N.V. (FMO)](https://www.imd.org/client/nederlandse-financierings-maatschappij-voor-ontwikkelingslanden-n-v-fmo/)
- [Haleon](https://www.imd.org/client/haleon/)
- [Shell International Petroleum Company Ltd](https://www.imd.org/client/shell-international-petroleum-company-ltd/)
- [BIOLINGUS AG](https://www.imd.org/client/biolingus-ag/)
- [APG SGA](https://www.imd.org/client/apg-sga/)
- [NEWSCOPE GmbH](https://www.imd.org/client/newscope-gmbh/)
- [BULGARI](https://www.imd.org/client/bulgari/)
- [Kaizen Digital Services SA](https://www.imd.org/client/kaizen-digital-services-sa/)
- [G5 Projects](https://www.imd.org/client/g5-projects/)
- [MEC METAL EXCHANGE INTERNATIONAL GMBH](https://www.imd.org/client/mec-metal-exchange-international-gmbh/)
- [CONADOR](https://www.imd.org/client/conador/)
- [Industrieverband Klebstoffe e.V.](https://www.imd.org/client/industrieverband-klebstoffe-e-v/)
- [NCMS - NATIONAL COMPANY FOR MECHANICAL SYSTEMS LLC](https://www.imd.org/client/ncms-national-company-for-mechanical-systems-llc/)
- [William Reed Limited](https://www.imd.org/client/william-reed-limited/)
- [Alfa Laval S.A. (Argentina)](https://www.imd.org/client/alfa-laval-s-a-argentina/)
- [MARUBENI CORPORATION](https://www.imd.org/client/marubeni-corporation/)
- [Saudi Venture Capital Company](https://www.imd.org/client/saudi-venture-capital-company/)
- [SINGAPORE AIRLINES LIMITED MANAGEMENT DEVELOPMENT CENTER.](https://www.imd.org/client/singapore-airlines-limited-management-development-center/)
- [Turkuaz Saglik Hizmetleri Medikal Temizlik Kimyasal Urunler Sanayi ve Ticaret A.S.](https://www.imd.org/client/turkuaz-saglik-hizmetleri-medikal-temizlik-kimyasal-urunler-sanayi-ve-ticaret-a-s/)
- [Efiko Management Sàrl](https://www.imd.org/client/efiko-management-sarl/)
- [INTERNATIONAL COACHING FEDERATION SWITZERLAND (ICF)](https://www.imd.org/client/international-coaching-federation-switzerland-icf/)
- [M.A. ABUDAWOOD & PARTNERS FOR INDUSTRY](https://www.imd.org/client/m-a-abudawood-partners-for-industry/)
- [SAFCO & IBN AL BAYTAR COMPANY](https://www.imd.org/client/safco-ibn-al-baytar-company/)
- [Fives Cinetic](https://www.imd.org/client/fives-cinetic/)
- [Cofinimmo](https://www.imd.org/client/cofinimmo/)
- [Quickline](https://www.imd.org/client/quickline/)
- [Banking Circle S.A.](https://www.imd.org/client/banking-circle-s-a/)
- [SAVENCIA Fromage & Dairy](https://www.imd.org/client/savencia-fromage-dairy/)
- [Saudi Central Bank (SAMA)](https://www.imd.org/client/saudi-central-bank-sama/)
- [RoomPriceGenie AG](https://www.imd.org/client/roompricegenie-ag/)
- [Schulthess Zimmermann & Jauch](https://www.imd.org/client/schulthess-zimmermann-jauch/)
- [CAMLOG BIOTECHNOLOGIES AG](https://www.imd.org/client/camlog-biotechnologies-ag/)
- [Aestec Amsterdam](https://www.imd.org/client/aestec-amsterdam/)
- [ECOHZ AS](https://www.imd.org/client/ecohz-as/)
- [Siemens Healthineers AG](https://www.imd.org/client/siemens-healthineers-ag/)
- [swisstopo](https://www.imd.org/client/swisstopo/)
- [DEVELOPMENT BANK OF JAPAN](https://www.imd.org/client/development-bank-of-japan/)
- [ALPES DURANCE GRANULES](https://www.imd.org/client/alpes-durance-granules/)
- [MEDICINES FOR MALARIA VENTURE - MMV](https://www.imd.org/client/medicines-for-malaria-venture-mmv/)
- [Spijkenisse Medisch Centrum](https://www.imd.org/client/spijkenisse-medisch-centrum/)
- [KNAUF INSULATION](https://www.imd.org/client/knauf-insulation/)
- [DEKRA E.V.](https://www.imd.org/client/dekra-e-v/)
- [Jeronimo Martins Drogerie i Farmacja Sp.z o.o.](https://www.imd.org/client/jeronimo-martins-drogerie-i-farmacja-sp-z-o-o/)
- [MVP LOGISTICS & SERVICES - MVP](https://www.imd.org/client/mvp-logistics-services-mvp/)
- [EMIL FREY AG](https://www.imd.org/client/emil-frey-ag/)
- [CBTL Computer Based Training and Learning GmbH](https://www.imd.org/client/cbtl-computer-based-training-and-learning-gmbh/)
- [Calouste Gulbenkian Foundation](https://www.imd.org/client/calouste-gulbenkian-foundation/)
- [Archer Daniels Midland](https://www.imd.org/client/archer-daniels-midland/)
- [SULZER AG](https://www.imd.org/client/sulzer-ag/)
- [Callidus Welding Solutions](https://www.imd.org/client/callidus-welding-solutions/)
- [Zutari Pty Ltd](https://www.imd.org/client/zutari-pty-ltd-3/)
- [CDI GLOBAL](https://www.imd.org/client/cdi-global/)
- [PERNOD RICARD SA](https://www.imd.org/client/pernod-ricard-sa/)
- [BOREALIS AG.](https://www.imd.org/client/borealis-ag/)
- [TORRES DISTRIBUICAO](https://www.imd.org/client/torres-distribuicao/)
- [SolidarMed](https://www.imd.org/client/solidarmed/)
- [TOKIO MARINE HOLDINGS INC](https://www.imd.org/client/tokio-marine-holdings-inc-2/)
- [KFW](https://www.imd.org/client/kfw/)
- [KWIKGIELEN CORPORATE FINANCE](https://www.imd.org/client/kwikgielen-corporate-finance/)
- [LEO PHARMA LTDA](https://www.imd.org/client/leo-pharma-ltda/)
- [ALPLA-WERKE ALWIN LEHNER GMBH CO KG](https://www.imd.org/client/alpla-werke-alwin-lehner-gmbh-co-kg/)
- [CEDEM](https://www.imd.org/client/cedem/)
- [KUDELSKI SECURITY](https://www.imd.org/client/kudelski-security/)
- [ADNOC Global Trading](https://www.imd.org/client/adnoc-global-trading/)
- [USTER TECHNOLOGIES AG](https://www.imd.org/client/uster-technologies-ag/)
- [Stëftung Hëllef Doheem](https://www.imd.org/client/steftung-hellef-doheem/)
- [SWISS FINANCE & PROPERTY AG](https://www.imd.org/client/swiss-finance-property-ag/)
- [SCHINDLER ELEVATOR LTD](https://www.imd.org/client/schindler-elevator-ltd/)
- [VALTECH](https://www.imd.org/client/valtech/)
- [Abu Dhabi Aviation](https://www.imd.org/client/abu-dhabi-aviation/)
- [MNG Development Program](https://www.imd.org/client/mng-development-program/)
- [OLIVE EBUSINESS SOLUTIONS](https://www.imd.org/client/olive-ebusiness-solutions/)
- [Mahajaya Group](https://www.imd.org/client/mahajaya-group/)
- [GIJU CO.,LTD](https://www.imd.org/client/giju-co-ltd-2/)
- [Jeronimo  Martins Colombia  SAS](https://www.imd.org/client/jeronimo-martins-colombia-sas/)
- [LKQ Europe GmbH](https://www.imd.org/client/lkq-europe-gmbh/)
- [Saudi Electricity Regulatory Authority (SERA)](https://www.imd.org/client/saudi-electricity-regulatory-authority-sera/)
- [Boralex inv.](https://www.imd.org/client/boralex-inv/)
- [GENEVA CENTRE FOR SECURITY POLICY (GCSP)](https://www.imd.org/client/geneva-centre-for-security-policy-gcsp/)
- [Seplat Energy Plc.](https://www.imd.org/client/seplat-energy-plc/)
- [UNO Wealth SL](https://www.imd.org/client/uno-wealth-sl/)
- [AMCON - ASSET MANAGEMENT CORPORATION OF NIGERIA.](https://www.imd.org/client/amcon-asset-management-corporation-of-nigeria/)
- [HEG](https://www.imd.org/client/heg/)
- [VICTORINOX AG](https://www.imd.org/client/victorinox-ag/)
- [KNF GLOBAL STRATEGIES AG](https://www.imd.org/client/knf-global-strategies-ag/)
- [SNAP INC.](https://www.imd.org/client/snap-inc/)
- [Mammut](https://www.imd.org/client/mammut/)
- [NOS Corporate Center, S.A.](https://www.imd.org/client/nos-corporate-center-s-a/)
- [MAASTRICHT UMC+ - UNIVERSITY MEDICAL CENTER](https://www.imd.org/client/maastricht-umc-university-medical-center/)
- [HEALTH.ON VENTURES GMBH](https://www.imd.org/client/health-on-ventures-gmbh/)
- [INTERNATIONAL ASSOCIATION OF INSURANCE SUPERVISORS (IAIS)](https://www.imd.org/client/international-association-of-insurance-supervisors-iais/)
- [Blue Brain Project, EPFL](https://www.imd.org/client/blue-brain-project-epfl/)
- [MKO](https://www.imd.org/client/mko/)
- [Azqore SA](https://www.imd.org/client/azqore-sa/)
- [Arxada AG](https://www.imd.org/client/arxada-ag/)
- [EASTNETS](https://www.imd.org/client/eastnets/)
- [Trans Link Systems B.V.](https://www.imd.org/client/trans-link-systems-b-v/)
- [Husqvarna Schweiz AG](https://www.imd.org/client/husqvarna-schweiz-ag/)
- [HOUSING DEVELOPMENT FINANCE CORPORATION LTD - HDFC](https://www.imd.org/client/housing-development-finance-corporation-ltd-hdfc/)
- [NIVEA (Shanghai) Co., Ltd.](https://www.imd.org/client/nivea-shanghai-co-ltd/)
- [UNIVERSITE DE LAUSANNE](https://www.imd.org/client/universite-de-lausanne/)
- [LOUIS DREYFUS HOLDING B.V.](https://www.imd.org/client/louis-dreyfus-holding-b-v/)
- [Marel Red Meat B.V.](https://www.imd.org/client/marel-red-meat-b-v/)
- [PVL PARTNERS AG](https://www.imd.org/client/pvl-partners-ag/)
- [CO-RO A/S](https://www.imd.org/client/co-ro-a-s/)
- [Medical Doctors Pension Fund and Bank](https://www.imd.org/client/medical-doctors-pension-fund-and-bank/)
- [ZUEHLKE ENGINEERING AG](https://www.imd.org/client/zuehlke-engineering-ag/)
- [Coca Cola HBC Schweiz AG](https://www.imd.org/client/coca-cola-hbc-schweiz-ag/)
- [Fitinvest d.o.o](https://www.imd.org/client/fitinvest-d-o-o/)
- [SOCIETE BIC SA](https://www.imd.org/client/societe-bic-sa/)
- [MDCPAR S/A  ](https://www.imd.org/client/mdcpar-s-a/)
- [Konica Minolta Business Solutions Europe GmbH](https://www.imd.org/client/konica-minolta-business-solutions-europe-gmbh/)
- [HOGAN LOVELLS INTERNATIONAL LLP](https://www.imd.org/client/hogan-lovells-international-llp/)
- [Al Salama Hospital](https://www.imd.org/client/al-salama-hospital/)
- [FEATHER INVEST](https://www.imd.org/client/feather-invest/)
- [Kneipp (Schweiz) GmbH](https://www.imd.org/client/kneipp-schweiz-gmbh/)
- [Sygnum Bank AG](https://www.imd.org/client/sygnum-bank-ag/)
- [NORDEA BANK FINLAND PLC](https://www.imd.org/client/nordea-bank-finland-plc/)
- [u-blox AG](https://www.imd.org/client/u-blox-ag/)
- [Sevigne Saltel SAS](https://www.imd.org/client/sevigne-saltel-sas/)
- [INVESTOR AB](https://www.imd.org/client/investor-ab/)
- [CHANEL COORDINATION S.A.S](https://www.imd.org/client/chanel-coordination-s-a-s/)
- [WORLD BUSINESS COUNCIL FOR SUSTAINABLE DEVELOPMENT - WBCSD](https://www.imd.org/client/world-business-council-for-sustainable-development-wbcsd/)
- [RAIFFEISEN BANK AS](https://www.imd.org/client/raiffeisen-bank-as/)
- [UNSW](https://www.imd.org/client/unsw/)
- [GOOGLE INC](https://www.imd.org/client/google-inc/)
- [AUTOMOBILI LAMBORGHINI SPA](https://www.imd.org/client/automobili-lamborghini-spa/)
- [ESSENCE RELATIONS AG](https://www.imd.org/client/essence-relations-ag/)
- [THE DUTCH AUTHORITY FOR THE FINANCIAL MARKETS (AFM)](https://www.imd.org/client/the-dutch-authority-for-the-financial-markets-afm/)
- [EIB - EUROPEAN INVESTMENT BANK.](https://www.imd.org/client/eib-european-investment-bank/)
- [ENERGIZER HOLDINGS INC](https://www.imd.org/client/energizer-holdings-inc/)
- [Pharmatech Asia Group Ltd.](https://www.imd.org/client/pharmatech-asia-group-ltd/)
- [Russell Reynolds](https://www.imd.org/client/russell-reynolds/)
- [TS CONSULTING](https://www.imd.org/client/ts-consulting/)
- [HOLZLE, BURI & PARTNER CONSULTING](https://www.imd.org/client/holzle-buri-partner-consulting/)
- [RAWBANK SA](https://www.imd.org/client/rawbank-sa/)
- [Nutreco Trouw Nutrition](https://www.imd.org/client/nutreco-trouw-nutrition/)
- [SUPPLY CHAIN MEDIA BV](https://www.imd.org/client/supply-chain-media-bv/)
- [FIVES](https://www.imd.org/client/fives/)
- [Zutari Pty Ltd](https://www.imd.org/client/zutari-pty-ltd-2/)
- [ROSEN GROUP](https://www.imd.org/client/rosen-group/)
- [MAERSK (CHINA) SHIPPING CO LTD](https://www.imd.org/client/maersk-china-shipping-co-ltd/)
- [NISSENS COOLING SOLUTIONS A/S](https://www.imd.org/client/nissens-cooling-solutions-a-s/)
- [MINDSHARE PR](https://www.imd.org/client/mindshare-pr/)
- [PHOENIX PHARMAHANDEL GMBH & CO KG](https://www.imd.org/client/phoenix-pharmahandel-gmbh-co-kg/)
- [Var Energi](https://www.imd.org/client/var-energi/)
- [AB SKF](https://www.imd.org/client/ab-skf/)
- [Swiss Life AG](https://www.imd.org/client/swiss-life-ag/)
- [Safaricom PLC](https://www.imd.org/client/safaricom-plc/)
- [DANISH TAXATION AGENCY](https://www.imd.org/client/danish-taxation-agency/)
- [SWISS NATIONAL SCIENCE FOUNDATION (SNSF)](https://www.imd.org/client/swiss-national-science-foundation-snsf/)
- [Interdiscount](https://www.imd.org/client/interdiscount/)
- [HUNTER DOUGLAS NV](https://www.imd.org/client/hunter-douglas-nv/)
- [Independent Consultant](https://www.imd.org/client/independent-consultant/)
- [SWISSCOM IT SERVICES AG](https://www.imd.org/client/swisscom-it-services-ag/)
- [BACARDI & CO LTD](https://www.imd.org/client/bacardi-co-ltd/)
- [BKW ENERGIE AG.](https://www.imd.org/client/bkw-energie-ag/)
- [SECUNET SECURITY NETWORKS AG](https://www.imd.org/client/secunet-security-networks-ag/)
- [Lindt & Sprüngli](https://www.imd.org/client/lindt-sprungli/)
- [Fini Group](https://www.imd.org/client/fini-group/)
- [Federal Office of Police fedpol](https://www.imd.org/client/federal-office-of-police-fedpol/)
- [Royal Affairs Office](https://www.imd.org/client/royal-affairs-office/)
- [NIKE INC](https://www.imd.org/client/nike-inc/)
- [Klinik für Anästhesiologie HOCH](https://www.imd.org/client/klinik-fur-anasthesiologie-hoch/)
- [ELDORA SA](https://www.imd.org/client/eldora-sa/)
- [SD CONSULTING](https://www.imd.org/client/sd-consulting/)
- [Open Systems AG](https://www.imd.org/client/open-systems-ag/)
- [International Organization for Standardization - ISO](https://www.imd.org/client/international-organization-for-standardization-iso-2/)
- [VI PARTNERS AG](https://www.imd.org/client/vi-partners-ag/)
- [Commercial International Bank(Egypt)](https://www.imd.org/client/commercial-international-bankegypt/)
- [WERFEN](https://www.imd.org/client/werfen/)
- [LRE Medical GmbH](https://www.imd.org/client/lre-medical-gmbh/)
- [Civil Service College Civil Service Bureau HKSAR Government](https://www.imd.org/client/civil-service-college-civil-service-bureau-hksar-government/)
- [THAILAND PRODUCTIVITY INSTITUTE](https://www.imd.org/client/thailand-productivity-institute/)
- [Highberg](https://www.imd.org/client/highberg/)
- [LAS VEGAS SANDS CORP](https://www.imd.org/client/las-vegas-sands-corp/)
- [FarmRight Limited](https://www.imd.org/client/farmright-limited/)
- [Al Madinah Al-Munawarah Development Authority (MDA)](https://www.imd.org/client/al-madinah-al-munawarah-development-authority-mda/)
- [Erasmus University Medical center](https://www.imd.org/client/erasmus-university-medical-center/)
- [FORTENOVA GRUPA](https://www.imd.org/client/fortenova-grupa/)
- [Outokumpu Oyj](https://www.imd.org/client/outokumpu-oyj/)
- [HOBRA - Skolnik s.r.o.](https://www.imd.org/client/hobra-skolnik-s-r-o/)
- [King Abdullah Financial District Development](https://www.imd.org/client/king-abdullah-financial-district-development/)
- [COPENHAGEN BUSINESS-SCHOOL](https://www.imd.org/client/copenhagen-business-school/)
- [HRSD](https://www.imd.org/client/hrsd/)
- [Bauer Media Group](https://www.imd.org/client/bauer-media-group/)
- [Kaizen Digital Services Single Partner SA](https://www.imd.org/client/kaizen-digital-services-single-partner-sa/)
- [Evooq](https://www.imd.org/client/evooq/)
- [Fuji Europe Africa BV](https://www.imd.org/client/fuji-europe-africa-bv/)
- [JT INTERNATIONAL MANUFACTURING S.A.](https://www.imd.org/client/jt-international-manufacturing-s-a/)
- [ICECAPITAL Securities Ltd](https://www.imd.org/client/icecapital-securities-ltd/)
- [Savola Group](https://www.imd.org/client/savola-group/)
- [Osmotics Consulting Ltd](https://www.imd.org/client/osmotics-consulting-ltd/)
- [Alta Booking Ltd](https://www.imd.org/client/alta-booking-ltd/)
- [Flyability](https://www.imd.org/client/flyability/)
- [National Heart Centre of Singapore Pte Ltd](https://www.imd.org/client/national-heart-centre-of-singapore-pte-ltd/)
- [BRAND GMBH + CO KG](https://www.imd.org/client/brand-gmbh-co-kg/)
- [THE SWATCH GROUP SA](https://www.imd.org/client/the-swatch-group-sa/)
- [DANONE LTD](https://www.imd.org/client/danone-ltd/)
- [SUSE](https://www.imd.org/client/suse/)
- [GENERALI SWITZERLAND](https://www.imd.org/client/generali-switzerland/)
- [IKEA OF SWEDEN AB](https://www.imd.org/client/ikea-of-sweden-ab/)
- [AMAZON.COM INC](https://www.imd.org/client/amazon-com-inc/)
- [Bizzdesign](https://www.imd.org/client/bizzdesign/)
- [Liebherr Machines Bulle SA](https://www.imd.org/client/liebherr-machines-bulle-sa/)
- [GOOGLE ASIA PACIFIC PTE LTD](https://www.imd.org/client/google-asia-pacific-pte-ltd/)
- [INTERACSO](https://www.imd.org/client/interacso/)
- [Aditya Birla Management Corporation Pvt. Ltd](https://www.imd.org/client/aditya-birla-management-corporation-pvt-ltd-2/)
- [Sandoz](https://www.imd.org/client/sandoz/)
- [UNIVERSITY OF APPLIED SCIENCES WESTERN SWITZERLAND (HES-SO)](https://www.imd.org/client/university-of-applied-sciences-western-switzerland-hes-so/)
- [Redalpine Venture Partner AG](https://www.imd.org/client/redalpine-venture-partner-ag/)
- [VAISALA OYJ](https://www.imd.org/client/vaisala-oyj/)
- [MAWREF](https://www.imd.org/client/mawref/)
- [TODI NUPUR AND COMPANY](https://www.imd.org/client/todi-nupur-and-company/)
- [Maersk Line Netherlands B.V.](https://www.imd.org/client/maersk-line-netherlands-b-v/)
- [SERGE FERRARI](https://www.imd.org/client/serge-ferrari/)
- [Equiti Group](https://www.imd.org/client/equiti-group/)
- [WIEBECKE CONSULTING AG](https://www.imd.org/client/wiebecke-consulting-ag/)
- [UEM EDGENTA BERHAD](https://www.imd.org/client/uem-edgenta-berhad/)
- [MIELE & CIE GMBH & CO](https://www.imd.org/client/miele-cie-gmbh-co/)
- [TÜV SÜD Digital Service GmbH](https://www.imd.org/client/tuv-sud-digital-service-gmbh/)
- [NEW DEVELOPMENT BANK](https://www.imd.org/client/new-development-bank/)
- [Zagrebački holding](https://www.imd.org/client/zagrebacki-holding/)
- [Pratt & Whitney Materials International Sarl](https://www.imd.org/client/pratt-whitney-materials-international-sarl/)
- [DRUGS FOR NEGLECTED DISEASES INITIATIVE (DNDI)](https://www.imd.org/client/drugs-for-neglected-diseases-initiative-dndi/)
- [Aldrees Industrial and Trading Co. (ALITCO)](https://www.imd.org/client/aldrees-industrial-and-trading-co-alitco/)
- [ALMATIS GMBH](https://www.imd.org/client/almatis-gmbh/)
- [BASF COATINGS GMBH](https://www.imd.org/client/basf-coatings-gmbh/)
- [Superintendencia Financiera](https://www.imd.org/client/superintendencia-financiera/)
- [Saab Bofors Dynamics Switzerland Ltd](https://www.imd.org/client/saab-bofors-dynamics-switzerland-ltd/)
- [HOFFMANN NEOPAC AG](https://www.imd.org/client/hoffmann-neopac-ag/)
- [Stolt-Nielsen Limited](https://www.imd.org/client/stolt-nielsen-limited/)
- [OMAN AIRPORTS MANAGEMENT COMPANY](https://www.imd.org/client/oman-airports-management-company/)
- [Ministry of National Guard Development Program](https://www.imd.org/client/ministry-of-national-guard-development-program/)
- [Riyadh Infrastructure Project Center (RIPC)](https://www.imd.org/client/riyadh-infrastructure-project-center-ripc/)
- [FIRSTLIGHT Capital](https://www.imd.org/client/firstlight-capital/)
- [Sirar by stc](https://www.imd.org/client/sirar-by-stc/)
- [STC](https://www.imd.org/client/stc/)
- [VOLVO TRUCK CORPORATION](https://www.imd.org/client/volvo-truck-corporation/)
- [FIDELITY BANK PLC](https://www.imd.org/client/fidelity-bank-plc/)
- [Abudawood Group Saudi - AICS - CBM](https://www.imd.org/client/abudawood-group-saudi-aics-cbm/)
- [ALCON LABORATORIES INC](https://www.imd.org/client/alcon-laboratories-inc/)
- [FERROVIAL CORPORACIÓN S.A.](https://www.imd.org/client/ferrovial-corporacion-s-a/)
- [Olam Europe Limited](https://www.imd.org/client/olam-europe-limited/)
- [Ennatuurlijk](https://www.imd.org/client/ennatuurlijk/)
- [Norinchukin Bank Europe NV](https://www.imd.org/client/norinchukin-bank-europe-nv/)
- [Ferring Pharmaceuticals](https://www.imd.org/client/ferring-pharmaceuticals/)
- [Grifols Deutschland GmbH](https://www.imd.org/client/grifols-deutschland-gmbh/)
- [UCL Finance and Business Affairs](https://www.imd.org/client/ucl-finance-and-business-affairs/)
- [CAIA ASSOCIATION](https://www.imd.org/client/caia-association/)
- [GARLOCK GMBH](https://www.imd.org/client/garlock-gmbh/)
- [Khoo Teck Puat Hospital Private Ltd](https://www.imd.org/client/khoo-teck-puat-hospital-private-ltd/)
- [MetaBeratung GmbH](https://www.imd.org/client/metaberatung-gmbh/)
- [The Swatch Group Assembly SA](https://www.imd.org/client/the-swatch-group-assembly-sa/)
- [The Conference Board - Belgium](https://www.imd.org/client/the-conference-board-belgium/)
- [GUPEDICON e.U.](https://www.imd.org/client/gupedicon-e-u/)
- [WORLD HEALTH ORGANIZATION (WHO)](https://www.imd.org/client/world-health-organization-who/)
- [Emissium SA](https://www.imd.org/client/emissium-sa/)
- [CMA CGM GROUP](https://www.imd.org/client/cma-cgm-group/)
- [Ing. Punzenberger COPA-DATA GmbH](https://www.imd.org/client/ing-punzenberger-copa-data-gmbh/)
- [Panasonic Holdings Corporation](https://www.imd.org/client/panasonic-holdings-corporation/)
- [Terre des Hommes Foundation](https://www.imd.org/client/terre-des-hommes-foundation/)
- [IBM SWITZERLAND LTD](https://www.imd.org/client/ibm-switzerland-ltd/)
- [Applied Medical Europe](https://www.imd.org/client/applied-medical-europe/)
- [FREY FAMILY OFFICE AG](https://www.imd.org/client/frey-family-office-ag/)
- [SAFE HOST SA](https://www.imd.org/client/safe-host-sa/)
- [Handtmann Service GmbH & Co. KG](https://www.imd.org/client/handtmann-service-gmbh-co-kg/)
- [Pedersen & Partners BV](https://www.imd.org/client/pedersen-partners-bv/)
- [FINDEISS CONSULT LTDA](https://www.imd.org/client/findeiss-consult-ltda/)
- [Sveaskog Förvaltnings AB](https://www.imd.org/client/sveaskog-forvaltnings-ab/)
- [Coach Tatjana](https://www.imd.org/client/coach-tatjana/)
- [ISDERA AG](https://www.imd.org/client/isdera-ag/)
- [Blandy SGPS, S.A](https://www.imd.org/client/blandy-sgps-s-a/)
- [YALE UNIVERSITY](https://www.imd.org/client/yale-university/)
- [COCA-COLA HELLENIC BOTTLING COMPANY SA](https://www.imd.org/client/coca-cola-hellenic-bottling-company-sa/)
- [RECHEIO CASH & CARRY SA](https://www.imd.org/client/recheio-cash-carry-sa/)
- [ENIWA AG](https://www.imd.org/client/eniwa-ag/)
- [FOZZY GROUP](https://www.imd.org/client/fozzy-group/)
- [Hélios Sàrl](https://www.imd.org/client/helios-sarl/)
- [RUAG International Holding AG](https://www.imd.org/client/ruag-international-holding-ag/)
- [Casa del Caffè Vergnano s.p.a](https://www.imd.org/client/casa-del-caffe-vergnano-s-p-a/)
- [Kanadevia Inova](https://www.imd.org/client/kanadevia-inova/)
- [ERNST & YOUNG (CIS)](https://www.imd.org/client/ernst-young-cis/)
- [FAIRINVEST.INFO SARL](https://www.imd.org/client/fairinvest-info-sarl/)
- [SAL Saudi Logistics Services](https://www.imd.org/client/sal-saudi-logistics-services/)
- [STANDARD CHARTERED BANK LTD](https://www.imd.org/client/standard-chartered-bank-ltd/)
- [HEMPEL A/S](https://www.imd.org/client/hempel-a-s/)
- [Littelfuse LT](https://www.imd.org/client/littelfuse-lt/)
- [TECOM Group](https://www.imd.org/client/tecom-group/)
- [Zuercher Kantonalbank](https://www.imd.org/client/zuercher-kantonalbank/)
- [UniDistance Suisse](https://www.imd.org/client/unidistance-suisse/)
- [Devoteam Saudi Limited](https://www.imd.org/client/devoteam-saudi-limited/)
- [MSF Switzerland](https://www.imd.org/client/msf-switzerland/)
- [GLENCORE](https://www.imd.org/client/glencore/)
- [Shell US Hosting Company](https://www.imd.org/client/shell-us-hosting-company/)
- [Saudia Group](https://www.imd.org/client/saudia-group/)
- [CORBION](https://www.imd.org/client/corbion/)
- [Ingenius Technologies & Consulting GmbH](https://www.imd.org/client/ingenius-technologies-consulting-gmbh/)
- [HUESKER Synthetic GmbH](https://www.imd.org/client/huesker-synthetic-gmbh/)
- [HAEMONETICS SA](https://www.imd.org/client/haemonetics-sa/)
- [First Health Cluster](https://www.imd.org/client/first-health-cluster/)
- [New Murabba](https://www.imd.org/client/new-murabba/)
- [TechnipFMC](https://www.imd.org/client/technipfmc/)
- [REVAMP CORPORATION](https://www.imd.org/client/revamp-corporation/)
- [Aboitiz Equity Ventures, Inc](https://www.imd.org/client/aboitiz-equity-ventures-inc/)
- [AGROLIMEN SA](https://www.imd.org/client/agrolimen-sa/)
- [Shop-Apotheke Service B.V.](https://www.imd.org/client/shop-apotheke-service-b-v/)
- [DANFOSS GMBH.](https://www.imd.org/client/danfoss-gmbh/)
- [LKQ Benelux-France Holding B.V.](https://www.imd.org/client/lkq-benelux-france-holding-b-v/)
- [WIPRO TECHNOLOGIES](https://www.imd.org/client/wipro-technologies/)
- [DENTSU INC](https://www.imd.org/client/dentsu-inc/)
- [Tesco Stores Ltd](https://www.imd.org/client/tesco-stores-ltd/)
- [Dash Brands Ltd](https://www.imd.org/client/dash-brands-ltd/)
- [MINISTRY OF HEALTH](https://www.imd.org/client/ministry-of-health/)
- [Interdigit S.A.](https://www.imd.org/client/interdigit-s-a/)
- [IQVIA](https://www.imd.org/client/iqvia/)
- [Oerlikon OSS AG](https://www.imd.org/client/oerlikon-oss-ag/)
- [PRIMO ASSET MANAGEMENT SARL](https://www.imd.org/client/primo-asset-management-sarl/)
- [Kuraray Co., Ltd, Personnel Development Department](https://www.imd.org/client/kuraray-co-ltd-personnel-development-department/)
- [Burkart Advisory GmbH](https://www.imd.org/client/burkart-advisory-gmbh/)
- [APM TERMINALS MANAGEMENT B.V.](https://www.imd.org/client/apm-terminals-management-b-v/)
- [PORSCHE AUTOMOBIL HOLDING SE](https://www.imd.org/client/porsche-automobil-holding-se/)
- [GALAPAGOS NV](https://www.imd.org/client/galapagos-nv/)
- [Roland Berger Strategy Consultants](https://www.imd.org/client/roland-berger-strategy-consultants/)
- [Solvay S.A.](https://www.imd.org/client/solvay-s-a/)
- [AESCHBACH CHAUSSURES](https://www.imd.org/client/aeschbach-chaussures-2/)
- [Transoceanica Logistics.](https://www.imd.org/client/transoceanica-logistics/)
- [Axelera AI](https://www.imd.org/client/axelera-ai/)
- [Daiichi Life Group, Inc.](https://www.imd.org/client/daiichi-life-group-inc/)
- [Crédit Agricole next bank](https://www.imd.org/client/credit-agricole-next-bank/)
- [AUSTRADE AUSTRALIAN TRADE COMMISSION.](https://www.imd.org/client/austrade-australian-trade-commission/)
- [Raiffeisenbank Russia](https://www.imd.org/client/raiffeisenbank-russia/)
- [Vestas Manufacturing A/S](https://www.imd.org/client/vestas-manufacturing-a-s/)
- [Julius Meinl General Trading LLC](https://www.imd.org/client/julius-meinl-general-trading-llc/)
- [SABIC STORAGE AND TERMINAL SERVICES COMPANY](https://www.imd.org/client/sabic-storage-and-terminal-services-company/)
- [Department of Economy and Tourism](https://www.imd.org/client/department-of-economy-and-tourism/)
- [MOODY'S CORPORATION](https://www.imd.org/client/moodys-corporation/)
- [VITOL S.A.](https://www.imd.org/client/vitol-s-a/)
- [Aquis Systems AG](https://www.imd.org/client/aquis-systems-ag/)
- [SSA Head Office](https://www.imd.org/client/ssa-head-office/)
- [ARA BORGSTENA SDN BHD](https://www.imd.org/client/ara-borgstena-sdn-bhd/)
- [AN, S.COOP](https://www.imd.org/client/an-s-coop/)
- [Revere Capital Limited](https://www.imd.org/client/revere-capital-limited/)
- [PICTET ASSET MANAGEMENT SA](https://www.imd.org/client/pictet-asset-management-sa/)
- [Alder Tree Investments](https://www.imd.org/client/alder-tree-investments/)
- [Alinma Investment](https://www.imd.org/client/alinma-investment/)
- [EVOLTA ENGINEERS NV](https://www.imd.org/client/evolta-engineers-nv/)
- [Bank Frick AG](https://www.imd.org/client/bank-frick-ag/)
- [Arabian internet and communication services co.Ltd](https://www.imd.org/client/arabian-internet-and-communication-services-co-ltd/)
- [SIX GROUP](https://www.imd.org/client/six-group/)
- [Emmi Schweiz AG](https://www.imd.org/client/emmi-schweiz-ag/)
- [Sengkang General Hospital Pte. Ltd.](https://www.imd.org/client/sengkang-general-hospital-pte-ltd/)
- [Transfar Zhilian](https://www.imd.org/client/transfar-zhilian/)
- [Egorgest SGPS SA](https://www.imd.org/client/egorgest-sgps-sa/)
- [Digital Realty Switzerland GmbH](https://www.imd.org/client/digital-realty-switzerland-gmbh/)
- [COPPEL](https://www.imd.org/client/coppel/)
- [AC IMMUNE SA](https://www.imd.org/client/ac-immune-sa/)
- [Vinted, UAB](https://www.imd.org/client/vinted-uab/)
- [KALI GROUP](https://www.imd.org/client/kali-group/)
- [SCIENCE & TECHNOLOGY POLICY RESEARCH & INFORMATION CENTER (STPI)](https://www.imd.org/client/science-technology-policy-research-information-center-stpi/)
- [DNV Services UK Ltd](https://www.imd.org/client/dnv-services-uk-ltd/)
- [ORICA LTD](https://www.imd.org/client/orica-ltd/)
- [IBRAHIMIA FOR INVESTMENT & DEVELOPMENT](https://www.imd.org/client/ibrahimia-for-investment-development/)
- [Aurum Research Limited](https://www.imd.org/client/aurum-research-limited/)
- [ASTRAZENECA PLC](https://www.imd.org/client/astrazeneca-plc/)
- [Manufacture Ruedin SA](https://www.imd.org/client/manufacture-ruedin-sa/)
- [Alpha Morgan Bank](https://www.imd.org/client/alpha-morgan-bank/)
- [Benefit Systems Spor Hizmetleri Ltd. Şti.](https://www.imd.org/client/benefit-systems-spor-hizmetleri-ltd-sti/)
- [HIIP](https://www.imd.org/client/hiip/)
- [Golf Cost Real Estate Development](https://www.imd.org/client/golf-cost-real-estate-development/)
- [Servisource Healthcare Ltd](https://www.imd.org/client/servisource-healthcare-ltd/)
- [Takeda](https://www.imd.org/client/takeda/)
- [WILLIS TOWERS WATSON](https://www.imd.org/client/willis-towers-watson/)
- [ONTDEKKRACHT - ACCOUNTANTSKANTOOR VAN HOEK](https://www.imd.org/client/ontdekkracht-accountantskantoor-van-hoek/)
- [DELCREDERE](https://www.imd.org/client/delcredere/)
- [SAUDI STOCK EXCHANGE (TADAWUL)](https://www.imd.org/client/saudi-stock-exchange-tadawul/)
- [Totalenergies](https://www.imd.org/client/totalenergies/)
- [Flow Traders](https://www.imd.org/client/flow-traders/)
- [Strategic Management Office](https://www.imd.org/client/strategic-management-office/)
- [KUWAIT FOUNDATION FOR THE ADVANCEMENT OF SCIENCE - KFAS](https://www.imd.org/client/kuwait-foundation-for-the-advancement-of-science-kfas/)
- [Pictet Asset Management Ltd](https://www.imd.org/client/pictet-asset-management-ltd/)
- [SIX FINANCIAL INFORMATION AG](https://www.imd.org/client/six-financial-information-ag/)
- [TAHAKOM](https://www.imd.org/client/tahakom/)
- [INFOSYS TECHNOLOGIES LTD](https://www.imd.org/client/infosys-technologies-ltd/)
- [Monterosa Services AG](https://www.imd.org/client/monterosa-services-ag/)
- [OBRIST SA](https://www.imd.org/client/obrist-sa/)
- [CARDINAL HEALTH SWITZERLAND 515 GMBH](https://www.imd.org/client/cardinal-health-switzerland-515-gmbh/)
- [SML Solutions AG](https://www.imd.org/client/sml-solutions-ag/)
- [SAP (SCHWEIZ) AG](https://www.imd.org/client/sap-schweiz-ag/)
- [SEPLAT PETROLEUM DEVELOPMENT COMPANY LTD](https://www.imd.org/client/seplat-petroleum-development-company-ltd/)
- [OURGLOBE LLC](https://www.imd.org/client/ourglobe-llc/)
- [PICTET WEALTH MANAGEMENT](https://www.imd.org/client/pictet-wealth-management/)
- [Pink Chili](https://www.imd.org/client/pink-chili/)
- [SWISS LIFE LTD](https://www.imd.org/client/swiss-life-ltd/)
- [SELF](https://www.imd.org/client/self/)
- [L'OCCITANE LIMITED](https://www.imd.org/client/loccitane-limited/)
- [Omron Electronics Limited](https://www.imd.org/client/omron-electronics-limited/)
- [INTERNATIONAL ELECTROTECHNICAL COMMISSION (IEC)](https://www.imd.org/client/international-electrotechnical-commission-iec/)
- [Benefit Systems International](https://www.imd.org/client/benefit-systems-international/)
- [FROST & SULLIVAN](https://www.imd.org/client/frost-sullivan/)
- [UNIVERSITY OF GENEVA](https://www.imd.org/client/university-of-geneva/)
- [ASL Airlines Belgium](https://www.imd.org/client/asl-airlines-belgium/)
- [TOTAL SE](https://www.imd.org/client/total-se/)
- [Vardhman Special steels limited](https://www.imd.org/client/vardhman-special-steels-limited/)
- [MANPOWER GROUP](https://www.imd.org/client/manpower-group/)
- [SCG PACKAGING PUBLIC COMPANY LIMITED](https://www.imd.org/client/scg-packaging-public-company-limited/)
- [Bapco Energies Group](https://www.imd.org/client/bapco-energies-group/)
- [SVC](https://www.imd.org/client/svc/)
- [GRUPPO CAMPARI](https://www.imd.org/client/gruppo-campari/)
- [Sumitomo Mitsui Trust Panasonic Finance Co., Ltd.](https://www.imd.org/client/sumitomo-mitsui-trust-panasonic-finance-co-ltd/)
- [Schindler](https://www.imd.org/client/schindler/)
- [TRINITI MARKETING LTD](https://www.imd.org/client/triniti-marketing-ltd/)
- [Anarosa Asset Management AG](https://www.imd.org/client/anarosa-asset-management-ag/)
- [BANK JULIUS BAER](https://www.imd.org/client/bank-julius-baer/)
- [Salomon SAS](https://www.imd.org/client/salomon-sas/)
- [Department of Culture and Tourism](https://www.imd.org/client/department-of-culture-and-tourism/)
- [Mountain America Credit Union](https://www.imd.org/client/mountain-america-credit-union/)
- [Clariant Produkte (Deutschland) GmbH](https://www.imd.org/client/clariant-produkte-deutschland-gmbh/)
- [SINGAPORE TELECOMMUNICATIONS LTD (SINGTEL)](https://www.imd.org/client/singapore-telecommunications-ltd-singtel/)
- [Air Liquide](https://www.imd.org/client/air-liquide/)
- [Esteve Pharmaceuticals S.A.](https://www.imd.org/client/esteve-pharmaceuticals-s-a/)
- [BNP Paribas Fortis NV/SA](https://www.imd.org/client/bnp-paribas-fortis-nv-sa/)
- [Cairos BV](https://www.imd.org/client/cairos-bv/)
- [SONAE MC](https://www.imd.org/client/sonae-mc/)
- [RepRisk AG](https://www.imd.org/client/reprisk-ag/)
- [MAXON INTERNATIONAL AG](https://www.imd.org/client/maxon-international-ag/)
- [GENERAL Authority for AWQAF](https://www.imd.org/client/general-authority-for-awqaf/)
- [Türkiye Kızılay Derneği](https://www.imd.org/client/turkiye-kizilay-dernegi/)
- [NETAPP](https://www.imd.org/client/netapp/)
- [AIT - AUSTRIAN INSTITUTE OF TECHNOLOGY](https://www.imd.org/client/ait-austrian-institute-of-technology/)
- [IMCD Deutschland GmbH](https://www.imd.org/client/imcd-deutschland-gmbh/)
- [EAO AG](https://www.imd.org/client/eao-ag/)
- [DSV Holding Germany GmbH](https://www.imd.org/client/dsv-holding-germany-gmbh/)
- [MAREL HF](https://www.imd.org/client/marel-hf/)
- [ADV LLC](https://www.imd.org/client/adv-llc/)
- [Institute of Studies and Consulting Services - Majmaah University](https://www.imd.org/client/institute-of-studies-and-consulting-services-majmaah-university/)
- [COMET AG](https://www.imd.org/client/comet-ag/)
- [THE PRACTICE COMPANY](https://www.imd.org/client/the-practice-company/)
- [Danone Nutricia Nederland B.V](https://www.imd.org/client/danone-nutricia-nederland-b-v/)
- [HAMILTON MEDICAL AG](https://www.imd.org/client/hamilton-medical-ag/)
- [HINDUSTAN UNILEVER LIMITED](https://www.imd.org/client/hindustan-unilever-limited/)
- [NETCRACKER TECHNOLOGY CORP](https://www.imd.org/client/netcracker-technology-corp/)
- [Unilabs Group Services](https://www.imd.org/client/unilabs-group-services/)
- [Alko Inc.](https://www.imd.org/client/alko-inc/)
- [ZATCA (Zakat, Tax and Customs Authority)](https://www.imd.org/client/zatca-zakat-tax-and-customs-authority/)
- [OCP SA](https://www.imd.org/client/ocp-sa/)
- [Sumitomo Corporation](https://www.imd.org/client/sumitomo-corporation/)
- [HELABA LANDESBANK HESSEN-THUERINGEN](https://www.imd.org/client/helaba-landesbank-hessen-thueringen/)
- [FURRER EHS CONSULTING](https://www.imd.org/client/furrer-ehs-consulting/)
- [LOOKS Vienna](https://www.imd.org/client/looks-vienna/)
- [PER AARSLEFF A/S](https://www.imd.org/client/per-aarsleff-a-s/)
- [BRISTOL-MYERS SQUIBB INC](https://www.imd.org/client/bristol-myers-squibb-inc/)
- [European House of Beds](https://www.imd.org/client/european-house-of-beds/)
- [TETRA PAK INTERNATIONAL S.A.](https://www.imd.org/client/tetra-pak-international-s-a/)
- [CLARIANT INTERNATIONAL LTD](https://www.imd.org/client/clariant-international-ltd/)
- [ACERTA BV](https://www.imd.org/client/acerta-bv/)
- [OOREDOO GROUP (QTEL Group LLC)](https://www.imd.org/client/ooredoo-group-qtel-group-llc/)
- [SCHIPHOL GROUP](https://www.imd.org/client/schiphol-group/)
- [Green Rock Charitable Foundation](https://www.imd.org/client/green-rock-charitable-foundation/)
- [Vrioni Consulting](https://www.imd.org/client/vrioni-consulting/)
- [VP Bank (Switzerland) AG](https://www.imd.org/client/vp-bank-switzerland-ag/)
- [EBP Schweiz AG](https://www.imd.org/client/ebp-schweiz-ag/)
- [Telenor Asia Pte Ltd](https://www.imd.org/client/telenor-asia-pte-ltd/)
- [Barilla Switzerland AG](https://www.imd.org/client/barilla-switzerland-ag/)
- [Confidential Government](https://www.imd.org/client/confidential-government/)
- [General Authority for Military Industries](https://www.imd.org/client/general-authority-for-military-industries/)
- [ACWA POWER](https://www.imd.org/client/acwa-power/)
- [Egis Pharmaceuticals PLC](https://www.imd.org/client/egis-pharmaceuticals-plc/)
- [Katayama New Business Corporation Inc.](https://www.imd.org/client/katayama-new-business-corporation-inc/)
- [AB INITIO SOFTWARE CORPORATION](https://www.imd.org/client/ab-initio-software-corporation/)
- [Peleven AG](https://www.imd.org/client/peleven-ag/)
- [ENGIE GBS](https://www.imd.org/client/engie-gbs/)
- [Zurich Denmark](https://www.imd.org/client/zurich-denmark/)
- [Banque Cantonale Vaudoise](https://www.imd.org/client/banque-cantonale-vaudoise/)
- [ABB SPA](https://www.imd.org/client/abb-spa/)
- [Suisse-Atlantique Group](https://www.imd.org/client/suisse-atlantique-group/)
- [NATIONAL RESEARCH COUNCIL OF THAILAND (NRC)](https://www.imd.org/client/national-research-council-of-thailand-nrc/)
- [THE GLOBAL FUND TO FIGHT AIDS, TUBERCULOSIS & MALARIA](https://www.imd.org/client/the-global-fund-to-fight-aids-tuberculosis-malaria/)
- [VCM SARL](https://www.imd.org/client/vcm-sarl/)
- [TOTSA TOTAL ENERGIES TRADING SA](https://www.imd.org/client/totsa-total-energies-trading-sa/)
- [Nestlé Nespresso SA](https://www.imd.org/client/nestle-nespresso-sa/)
- [Fortnox](https://www.imd.org/client/fortnox/)
- [GRUNDFOS PUMPS PTY LTD](https://www.imd.org/client/grundfos-pumps-pty-ltd/)
- [AIRBUS GROUP SE](https://www.imd.org/client/airbus-group-se/)
- [AUTODESK INC](https://www.imd.org/client/autodesk-inc/)
- [Ethos Services SA](https://www.imd.org/client/ethos-services-sa/)
- [ADNOVUM INFORMATIK AG](https://www.imd.org/client/adnovum-informatik-ag/)
- [Services industriels de Lausanne](https://www.imd.org/client/services-industriels-de-lausanne/)
- [ALFA LAVAL CORPORATE AB](https://www.imd.org/client/alfa-laval-corporate-ab/)
- [INSEAD](https://www.imd.org/client/insead/)
- [INTERNATIONAL TELECOMMUNICATION UNION (ITU)](https://www.imd.org/client/international-telecommunication-union-itu/)
- [BLME Capital](https://www.imd.org/client/blme-capital/)
- [Saudi Heritage Commission, Ministry of Culture](https://www.imd.org/client/saudi-heritage-commission-ministry-of-culture/)
- [INTEGRA LIFESCIENCE](https://www.imd.org/client/integra-lifescience/)
- [CEMEX SAB DE CV](https://www.imd.org/client/cemex-sab-de-cv/)
- [AS Watson (Health & Beauty Continental Europe) Benelux](https://www.imd.org/client/as-watson-health-beauty-continental-europe-benelux/)
- [Walldorf Consulting GmbH](https://www.imd.org/client/walldorf-consulting-gmbh/)
- [Tetra Pak Packaging Solutions S.p.A](https://www.imd.org/client/tetra-pak-packaging-solutions-s-p-a/)
- [ALPENROSE WEALTH MANAGEMENT AG](https://www.imd.org/client/alpenrose-wealth-management-ag/)
- [IDS BORJOMI INTERNATIONAL](https://www.imd.org/client/ids-borjomi-international/)
- [3I GROUP PLC](https://www.imd.org/client/3i-group-plc/)
- [UNIVERSITY OF NIIGATA PREFECTURE](https://www.imd.org/client/university-of-niigata-prefecture/)
- [Origanogami Consultants Pvt Limited](https://www.imd.org/client/origanogami-consultants-pvt-limited/)
- [TENAX SPA](https://www.imd.org/client/tenax-spa/)
- [FTI Consulting](https://www.imd.org/client/fti-consulting/)
- [Oman Power & Water Procurement Company (OPWP)](https://www.imd.org/client/oman-power-water-procurement-company-opwp/)
- [Audi AG](https://www.imd.org/client/audi-ag/)
- [gan direct](https://www.imd.org/client/gan-direct/)
- [Pacific Basin Shipping (HK) Limited](https://www.imd.org/client/pacific-basin-shipping-hk-limited/)
- [VERLUMENDA SA](https://www.imd.org/client/verlumenda-sa/)
- [Nordea bank Abp](https://www.imd.org/client/nordea-bank-abp/)
- [Le Cabinet Du Leman](https://www.imd.org/client/le-cabinet-du-leman/)
- [NORDEA FONDEN](https://www.imd.org/client/nordea-fonden/)
- [Therainnova AG](https://www.imd.org/client/therainnova-ag/)
- [Warwickshire Estate Georgian Representation Ltd](https://www.imd.org/client/warwickshire-estate-georgian-representation-ltd/)
- [AMAZON WEB SERVICES](https://www.imd.org/client/amazon-web-services/)
- [RENK Group AG](https://www.imd.org/client/renk-group-ag/)
- [VOESTALPINE-AG](https://www.imd.org/client/voestalpine-ag/)
- [BUNGE Management Services Inc.](https://www.imd.org/client/bunge-management-services-inc/)
- [Ege Carpets](https://www.imd.org/client/ege-carpets/)
- [JDE](https://www.imd.org/client/jde/)
- [REMOBIS Refund Service C.V.](https://www.imd.org/client/remobis-refund-service-c-v/)
- [JERONIMO MARTINS POLSKA S.A.](https://www.imd.org/client/jeronimo-martins-polska-s-a/)
- [Institut et Haute Ecole de la Santé La Source](https://www.imd.org/client/institut-et-haute-ecole-de-la-sante-la-source/)
- [Interamerican Hellenic Insurance Company S.A.](https://www.imd.org/client/interamerican-hellenic-insurance-company-s-a/)
- [Bridgestone Europe NV/SA](https://www.imd.org/client/bridgestone-europe-nv-sa/)
- [PT GUNUNG SEWU MANAGEMEN SERVIS](https://www.imd.org/client/pt-gunung-sewu-managemen-servis/)
- [IKEA](https://www.imd.org/client/ikea/)
- [Vattenfall Eldistribution AB](https://www.imd.org/client/vattenfall-eldistribution-ab/)
- [BIO-RAD LABORATORIES DIAMED GMBH](https://www.imd.org/client/bio-rad-laboratories-diamed-gmbh/)
- [OCTAPHARMA AG](https://www.imd.org/client/octapharma-ag/)
- [SOFO CONSULTING LTD](https://www.imd.org/client/sofo-consulting-ltd/)
- [HEWLETT-PACKARD](https://www.imd.org/client/hewlett-packard/)
- [HUGO WERKT](https://www.imd.org/client/hugo-werkt/)
- [Clariant Iberica Produccion SA](https://www.imd.org/client/clariant-iberica-produccion-sa/)
- [SENSIRION AG](https://www.imd.org/client/sensirion-ag/)
- [AIMTEC a.s.](https://www.imd.org/client/aimtec-a-s/)
- [Saudi Olympic and Paralympic Comittee](https://www.imd.org/client/saudi-olympic-and-paralympic-comittee/)
- [AJ Tuotteet Oy](https://www.imd.org/client/aj-tuotteet-oy/)
- [Port Nelson Limited](https://www.imd.org/client/port-nelson-limited/)
- [NESTLE FRANCE SAS](https://www.imd.org/client/nestle-france-sas/)
- [Bank Julius Baer Europe S.A.](https://www.imd.org/client/bank-julius-baer-europe-s-a/)
- [Humano Seguros](https://www.imd.org/client/humano-seguros/)
- [HERE Technologies Global BV](https://www.imd.org/client/here-technologies-global-bv/)
- [SWISSGRID AG](https://www.imd.org/client/swissgrid-ag/)
- [The Private Infrastructure Development Group Ltd](https://www.imd.org/client/the-private-infrastructure-development-group-ltd/)
- [BOLDYN NETWORKS SPAIN](https://www.imd.org/client/boldyn-networks-spain/)
- [Bio-Rad Europe Gmbh](https://www.imd.org/client/bio-rad-europe-gmbh/)
- [FMDQ GROUP PLC](https://www.imd.org/client/fmdq-group-plc/)
- [Department of Health and Social Care](https://www.imd.org/client/department-of-health-and-social-care/)
- [Rawbite ApS](https://www.imd.org/client/rawbite-aps/)
- [Swiss Federal Institute of Intellectual Property](https://www.imd.org/client/swiss-federal-institute-of-intellectual-property/)
- [TELEFON AB LM ERICSSON](https://www.imd.org/client/telefon-ab-lm-ericsson/)
- [Ferrero](https://www.imd.org/client/ferrero/)
- [HCP INC](https://www.imd.org/client/hcp-inc/)
- [Google India Pvt. Ltd.](https://www.imd.org/client/google-india-pvt-ltd/)
- [Paquay & Associates BV](https://www.imd.org/client/paquay-associates-bv/)
- [DIAGEO PLC](https://www.imd.org/client/diageo-plc/)
- [Broadgate Advisers SA](https://www.imd.org/client/broadgate-advisers-sa/)
- [SHARP Devices Europe GmbH](https://www.imd.org/client/sharp-devices-europe-gmbh/)
- [RGF & ASSOCIADOS](https://www.imd.org/client/rgf-associados/)
- [CAPSTONE PARTNERS PTY LTD](https://www.imd.org/client/capstone-partners-pty-ltd/)
- [EDGE LABORATORIES AG](https://www.imd.org/client/edge-laboratories-ag/)
- [SKF INDUSTRIE SPA](https://www.imd.org/client/skf-industrie-spa/)
- [AALBERTS INDUSTRIES NV](https://www.imd.org/client/aalberts-industries-nv/)
- [SALESFORCE.COM SARL.](https://www.imd.org/client/salesforce-com-sarl/)
- [COWI A/S](https://www.imd.org/client/cowi-a-s/)
- [WIK Far East Ltd.](https://www.imd.org/client/wik-far-east-ltd/)
- [Röhm GmbH](https://www.imd.org/client/rohm-gmbh/)
- [Swisslog Healthcare AG](https://www.imd.org/client/swisslog-healthcare-ag/)
- [Zutari Engineering International Pty Ltd](https://www.imd.org/client/zutari-engineering-international-pty-ltd/)
- [H55 SA](https://www.imd.org/client/h55-sa/)
- [Banque MIRABAUD & CIE SA](https://www.imd.org/client/banque-mirabaud-cie-sa/)
- [Alsaif Gallery](https://www.imd.org/client/alsaif-gallery/)
- [NATURGY ENERGY GROUP S.A.](https://www.imd.org/client/naturgy-energy-group-s-a/)
- [Vision Invest](https://www.imd.org/client/vision-invest/)
- [CST](https://www.imd.org/client/cst/)
- [Equinor ASA](https://www.imd.org/client/equinor-asa/)
- [Van Lanschot Kempen](https://www.imd.org/client/van-lanschot-kempen/)
- [Arjun Infrastructure Partners (AIP)](https://www.imd.org/client/arjun-infrastructure-partners-aip/)
- [EMIRATES AIRLINES](https://www.imd.org/client/emirates-airlines/)
- [ABB SP.z.o.o.](https://www.imd.org/client/abb-sp-z-o-o/)
- [RHCONSEIL SA](https://www.imd.org/client/rhconseil-sa/)
- [RAWABI HOLDING COMPANY](https://www.imd.org/client/rawabi-holding-company/)
- [EDUCATE 2 TRADE](https://www.imd.org/client/educate-2-trade/)
- [VDL GROEP](https://www.imd.org/client/vdl-groep/)
- [Kuwait Business Town Co.](https://www.imd.org/client/kuwait-business-town-co/)
- [Royal Commission for Riyadh City](https://www.imd.org/client/royal-commission-for-riyadh-city/)
- [IDFC FIRST Bank Ltd](https://www.imd.org/client/idfc-first-bank-ltd/)
- [Analyses & Dév. Immobiliers sàrl](https://www.imd.org/client/analyses-dev-immobiliers-sarl/)
- [OMERS](https://www.imd.org/client/omers/)
- [Allseas SA](https://www.imd.org/client/allseas-sa/)
- [AMAZENTIS](https://www.imd.org/client/amazentis/)
- [QUOTIENT SUISSE SA](https://www.imd.org/client/quotient-suisse-sa/)
- [HELISERVICE INTERNATIONAL GMBH](https://www.imd.org/client/heliservice-international-gmbh/)
- [ABU DHABI PORTS](https://www.imd.org/client/abu-dhabi-ports/)
- [UNIPER SE](https://www.imd.org/client/uniper-se/)
- [Development Bank of Nigeria Plc](https://www.imd.org/client/development-bank-of-nigeria-plc/)
- [PARKER HANNIFIN EMEA SARL](https://www.imd.org/client/parker-hannifin-emea-sarl/)
- [Hidroelectrica](https://www.imd.org/client/hidroelectrica/)
- [KK Group](https://www.imd.org/client/kk-group/)
- [Habasit International AG.](https://www.imd.org/client/habasit-international-ag/)
- [GLAXOSMITHKLINE Corporate](https://www.imd.org/client/glaxosmithkline-corporate/)
- [S P Jain School of Global Management](https://www.imd.org/client/s-p-jain-school-of-global-management/)
- [N. KUZMANIC - BUSINESS CONSULTANT](https://www.imd.org/client/n-kuzmanic-business-consultant/)
- [BBVA BANCO BILBAO VIZCAYA ARGENTARIA](https://www.imd.org/client/bbva-banco-bilbao-vizcaya-argentaria/)
- [Tatweer Holding Company](https://www.imd.org/client/tatweer-holding-company/)
- [Groupe Acrotec SA](https://www.imd.org/client/groupe-acrotec-sa/)
- [Endress+Hauser Group Service AG](https://www.imd.org/client/endresshauser-group-service-ag/)
- [ACCENTURE A.G.](https://www.imd.org/client/accenture-a-g/)
- [TETRA PAK MIDDLE EAST FZE](https://www.imd.org/client/tetra-pak-middle-east-fze/)
- [NEDAP NV](https://www.imd.org/client/nedap-nv/)
- [FEI - FEDERATION EQUESTRE INTERNATIONALE](https://www.imd.org/client/fei-federation-equestre-internationale/)
- [Rabobank N.V.](https://www.imd.org/client/rabobank-n-v/)
- [PATEK PHILIPPE SA GENEVE](https://www.imd.org/client/patek-philippe-sa-geneve/)
- [GIVAUDAN S.A.](https://www.imd.org/client/givaudan-s-a/)
- [SAXO BANK AS](https://www.imd.org/client/saxo-bank-as/)
- [Vale International SA](https://www.imd.org/client/vale-international-sa/)
- [Ignea Sàrl](https://www.imd.org/client/ignea-sarl/)
- [STEVANATO GROUP SPA](https://www.imd.org/client/stevanato-group-spa/)
- [Leadbacker GmbH](https://www.imd.org/client/leadbacker-gmbh/)
- [MTR CORPORATION LIMITED](https://www.imd.org/client/mtr-corporation-limited/)
- [OTP banka d.d.](https://www.imd.org/client/otp-banka-d-d/)
- [SONCEBOZ SA](https://www.imd.org/client/sonceboz-sa/)
- [A&S Chronora SAL](https://www.imd.org/client/as-chronora-sal/)
- [ECAL - UNIVERSITY OF ART & DESIGN LAUSANNE](https://www.imd.org/client/ecal-university-of-art-design-lausanne/)
- [SIG Combibloc GmbH](https://www.imd.org/client/sig-combibloc-gmbh/)
- [GREENCORE GROUP PLC](https://www.imd.org/client/greencore-group-plc/)
- [GROSVENOR.](https://www.imd.org/client/grosvenor/)
- [BLASER SWISSLUBE AG](https://www.imd.org/client/blaser-swisslube-ag/)
- [LEMO SA](https://www.imd.org/client/lemo-sa/)
- [VILLE DE LAUSANNE](https://www.imd.org/client/ville-de-lausanne/)
- [ING BANK NV](https://www.imd.org/client/ing-bank-nv/)
- [FEDEX](https://www.imd.org/client/fedex/)
- [DEUTSCHE LUFTHANSA AG](https://www.imd.org/client/deutsche-lufthansa-ag/)
- [Tawuniya company](https://www.imd.org/client/tawuniya-company/)
- [Zurich Versicherungs-Gesellschaft AG](https://www.imd.org/client/zurich-versicherungs-gesellschaft-ag/)
- [MINISTRY OF ENERGY, INDUSTRY, & MINERAL RESOURCES](https://www.imd.org/client/ministry-of-energy-industry-mineral-resources/)
- [Neural Concept](https://www.imd.org/client/neural-concept/)
- [HASSI CONSULTING OY](https://www.imd.org/client/hassi-consulting-oy/)
- [TOP.CHEM(SHENZHEN) CO.,LTD](https://www.imd.org/client/top-chemshenzhen-co-ltd/)
- [MINISTRY OF COMMERCE](https://www.imd.org/client/ministry-of-commerce/)
- [Rieter AG](https://www.imd.org/client/rieter-ag/)
- [DU PONT DE NEMOURS INTERNATIONAL SARL](https://www.imd.org/client/du-pont-de-nemours-international-sarl/)
- [DOLPHIN INTERNATIONAL LLC OMAN](https://www.imd.org/client/dolphin-international-llc-oman/)
- [POWER & WATER UTILITY CO. FOR JUBAIL & YANBU (MARAFIQ)](https://www.imd.org/client/power-water-utility-co-for-jubail-yanbu-marafiq/)
- [Syngenta Seeds B.V.](https://www.imd.org/client/syngenta-seeds-b-v/)
- [UNITED INC](https://www.imd.org/client/united-inc/)
- [MSC MEDITERRANEAN SHIPPING CO SA](https://www.imd.org/client/msc-mediterranean-shipping-co-sa/)
- [Sinch AB](https://www.imd.org/client/sinch-ab/)
- [ALDI Süd KG](https://www.imd.org/client/aldi-sud-kg/)
- [TAMEDIA AG](https://www.imd.org/client/tamedia-ag/)
- [NIIT LTD](https://www.imd.org/client/niit-ltd/)
- [Schneider Electric SE](https://www.imd.org/client/schneider-electric-se/)
- [BUPA ARABIA](https://www.imd.org/client/bupa-arabia/)
- [Guangzhou Jinjue Investment Management Co., Ltd.](https://www.imd.org/client/guangzhou-jinjue-investment-management-co-ltd/)
- [The Qt Company Oy](https://www.imd.org/client/the-qt-company-oy/)
- [SODEXO SA](https://www.imd.org/client/sodexo-sa/)
- [DISTALMOTION SA](https://www.imd.org/client/distalmotion-sa/)
- [BAYER BUSINESS SERVICES GMBH.](https://www.imd.org/client/bayer-business-services-gmbh/)
- [RENOVA GROUP OF COMPANIES](https://www.imd.org/client/renova-group-of-companies/)
- [Hopping Owl](https://www.imd.org/client/hopping-owl/)
- [Zühlke Engineering AG](https://www.imd.org/client/zuhlke-engineering-ag/)
- [ERIKS BV](https://www.imd.org/client/eriks-bv/)
- [INDIGO AG, INC](https://www.imd.org/client/indigo-ag-inc/)
- [SQM](https://www.imd.org/client/sqm/)
- [AMCOR GROUP GMBH](https://www.imd.org/client/amcor-group-gmbh/)
- [Al-Istedamah Holding Company](https://www.imd.org/client/al-istedamah-holding-company/)
- [REXEL SA](https://www.imd.org/client/rexel-sa/)
- [THE SAUDI NATIONAL BANK - SNB](https://www.imd.org/client/the-saudi-national-bank-snb/)
- [HALDOR TOPSOE HOLDING A/S](https://www.imd.org/client/haldor-topsoe-holding-a-s/)
- [EARTHWORM FOUNDATION](https://www.imd.org/client/earthworm-foundation/)
- [Prosus Consulting ApS](https://www.imd.org/client/prosus-consulting-aps/)
- [Teoxane](https://www.imd.org/client/teoxane/)
- [DE ALLIANTIE](https://www.imd.org/client/de-alliantie/)
- [Cassava Technologies Ltd](https://www.imd.org/client/cassava-technologies-ltd/)
- [OSTNOR AB](https://www.imd.org/client/ostnor-ab/)
- [WILO SE](https://www.imd.org/client/wilo-se/)
- [GREATER GENEVA BERN AREA INVEST WESTERN SWITZERLAND](https://www.imd.org/client/greater-geneva-bern-area-invest-western-switzerland/)
- [Sonova Group](https://www.imd.org/client/sonova-group/)

## Categories

- [Uncategorized](https://www.imd.org/ibyimd/category/uncategorized/)
- [2024 trends](https://www.imd.org/ibyimd/category/2024-trends/)
- [2025 Trends](https://www.imd.org/ibyimd/category/2025-trends/)
- [AI](https://www.imd.org/ibyimd/category/brain-circuits/brain-circuits-ai/)
- [Artificial Intelligence](https://www.imd.org/ibyimd/category/artificial-intelligence/)
- [Asian hub](https://www.imd.org/ibyimd/category/asian-hub/)
- [Audio articles](https://www.imd.org/ibyimd/category/audio-articles/)
- [Book Review](https://www.imd.org/ibyimd/category/book-review/)
- [Books](https://www.imd.org/ibyimd/category/books/)
- [Brain Circuits](https://www.imd.org/ibyimd/category/brain-circuits/)
- [Business transformation](https://www.imd.org/ibyimd/category/business-transformation/)
- [Capital Conversations](https://www.imd.org/ibyimd/category/podcasts/capital-conversations/)
- [Career path](https://www.imd.org/ibyimd/category/career-path/)
- [Case study](https://www.imd.org/ibyimd/category/case-study/)
- [CCTI](https://www.imd.org/ibyimd/category/ccti/)
- [CEO Circle](https://www.imd.org/ibyimd/category/ceo-circle/)
- [CEO Dialogue podcast series](https://www.imd.org/ibyimd/category/podcasts/ceo-dialogue-podcast-series/)
- [CEO Dialogue Series](https://www.imd.org/ibyimd/category/videos/ceo-dialogue-series/)
- [CFO Horizons](https://www.imd.org/ibyimd/category/cfo-horizons/)
- [CHRO Circle](https://www.imd.org/ibyimd/category/chro-circle/)
- [Coaching Corner](https://www.imd.org/ibyimd/category/coaching-corner/)
- [Competitiveness](https://www.imd.org/ibyimd/category/competitiveness/)
- [Consumer Goods](https://www.imd.org/ibyimd/category/industry/consumer-goods/)
- [Creativity](https://www.imd.org/ibyimd/category/creativity/)
- [Crux of Capitalism](https://www.imd.org/ibyimd/category/crux-of-capitalism/)
- [Data in your Equity, Inclusion & Diversity strategy: friend or foe?](https://www.imd.org/ibyimd/category/videos/data-in-your-equity-inclusion-diversity-strategy-friend-or-foe/)
- [Diversity, Equity, and Inclusion](https://www.imd.org/ibyimd/category/diversity-inclusion/)
- [Energy](https://www.imd.org/ibyimd/category/industry/energy/)
- [Family business](https://www.imd.org/ibyimd/category/family-business/)
- [Family Business (Industry)](https://www.imd.org/ibyimd/category/industry/family-business-industry/)
- [Finance](https://www.imd.org/ibyimd/category/finance/)
- [Financial Services](https://www.imd.org/ibyimd/category/financial-services/)
- [Financial Services (Industry)](https://www.imd.org/ibyimd/category/industry/financial-services-industry/)
- [Future of Luxury](https://www.imd.org/ibyimd/category/future-of-luxury-live-events/)
- [Future readiness](https://www.imd.org/ibyimd/category/future-readiness/)
- [Geopolitics](https://www.imd.org/ibyimd/category/geopolitics/)
- [Governance (Brain Circuits)](https://www.imd.org/ibyimd/category/brain-circuits/brain-circuits-governance/)
- [Governance](https://www.imd.org/ibyimd/category/governance/)
- [Human Resources](https://www.imd.org/ibyimd/category/human-resources/)
- [I by IMD Book Club](https://www.imd.org/ibyimd/category/book-club/)
- [I by IMD Book Club - Questions](https://www.imd.org/ibyimd/category/phils-book-club-questions/)
- [Inclusion](https://www.imd.org/ibyimd/category/brain-circuits/brain-circuits-inclusion/)
- [Industrials](https://www.imd.org/ibyimd/category/industry/industrials/)
- [Industry](https://www.imd.org/ibyimd/category/industry/)
- [Innovation](https://www.imd.org/ibyimd/category/innovation/)
- [Leaders Unplugged](https://www.imd.org/ibyimd/category/podcasts/leaders-unplugged/)
- [Leadership (Brain Circuits)](https://www.imd.org/ibyimd/category/brain-circuits/brain-circuits-leadership/)
- [Leadership](https://www.imd.org/ibyimd/category/leadership/)
- [Leading in Turbulent Times](https://www.imd.org/ibyimd/category/videos/leading-in-turbulent-times/)
- [Library](https://www.imd.org/ibyimd/category/videos/library/)
- [Life Science](https://www.imd.org/ibyimd/category/industry/life-science/)
- [Live events](https://www.imd.org/ibyimd/category/live-events/)
- [Lorange / IMD special mini-series](https://www.imd.org/ibyimd/category/videos/lorange-network-imd-special-mini-series/)
- [Luxury](https://www.imd.org/ibyimd/category/luxury/)
- [Magazine](https://www.imd.org/ibyimd/category/magazine/)
- [Management](https://www.imd.org/ibyimd/category/management/)
- [Management Cast](https://www.imd.org/ibyimd/category/podcasts/management-cast/)
- [Management under the microscope](https://www.imd.org/ibyimd/category/podcasts/management-under-the-microscope/)
- [Mike & Amit Talk Tech](https://www.imd.org/ibyimd/category/podcasts/mike-amit-talk-tech/)
- [Mobility](https://www.imd.org/ibyimd/category/industry/mobility/)
- [Podcasts](https://www.imd.org/ibyimd/category/podcasts/)
- [Purpose](https://www.imd.org/ibyimd/category/purpose/)
- [Should I fly](https://www.imd.org/ibyimd/category/podcasts/should-i-fly/)
- [Siemens](https://www.imd.org/ibyimd/category/uncategorized/siemens/)
- [Strategy](https://www.imd.org/ibyimd/category/strategy/)
- [Strategy (Brain Circuits)](https://www.imd.org/ibyimd/category/brain-circuits/brain-circuits-strategy/)
- [Supply chain](https://www.imd.org/ibyimd/category/supply-chain/)
- [Sustainability (Brain Circuits)](https://www.imd.org/ibyimd/category/brain-circuits/brain-circuits-sustainability/)
- [Sustainability](https://www.imd.org/ibyimd/category/sustainability/)
- [Talent](https://www.imd.org/ibyimd/category/brain-circuits/brain-circuits-talent/)
- [Talent](https://www.imd.org/ibyimd/category/talent/)
- [Team building](https://www.imd.org/ibyimd/category/team-building/)
- [Tech for Good](https://www.imd.org/ibyimd/category/videos/tech-for-good/)
- [Technology](https://www.imd.org/ibyimd/category/technology/)
- [The Female Quotient](https://www.imd.org/ibyimd/category/podcasts/the-female-quotient/)
- [The Interview](https://www.imd.org/ibyimd/category/videos/the-interview/)
- [The Interview Podcast Series](https://www.imd.org/ibyimd/category/podcasts/the-interview-podcast-series/)
- [Videos](https://www.imd.org/ibyimd/category/videos/)
- [Wellness](https://www.imd.org/ibyimd/category/wellness/)
- [Women's empowerment](https://www.imd.org/ibyimd/category/womens-empowerment/)
- [Technology (Industry)](https://www.imd.org/ibyimd/category/industry/technology-industry/)
- [Geopolitics and Circularity](https://www.imd.org/ibyimd/category/geopolitics-and-circularity/)
- [Best Practice in Sustainable Business Transformation](https://www.imd.org/ibyimd/category/best-practice-in-sustainable-business-transformation/)
- [Global Peter Drucker Forum](https://www.imd.org/ibyimd/category/global-peter-drucker-forum/)
- [White Papers](https://www.imd.org/ibyimd/category/white-papers/)
- [I by IMD Podcasts](https://www.imd.org/ibyimd/category/podcasts/i-by-imd-podcasts/)
- [Spanish Articles](https://www.imd.org/ibyimd/category/spanish-articles/)
- [Coaching Corner - Spanish](https://www.imd.org/ibyimd/category/coaching-corner-spanish/)
- [Brain Circuits - Spanish](https://www.imd.org/ibyimd/category/brain-circuits-spanish/)
- [Featured content](https://www.imd.org/ibyimd/category/featured-content/)
- [Economics](https://www.imd.org/ibyimd/category/economics/)
- [Huawei](https://www.imd.org/ibyimd/category/featured-content/huawei/)

## Tags

- [Legacy](https://www.imd.org/ibyimd/tag/legacy/)
- [2024 trends](https://www.imd.org/ibyimd/tag/2024-trends/)
- [3D Printing](https://www.imd.org/ibyimd/tag/3d-printing/)
- [ACS](https://www.imd.org/ibyimd/tag/acs/)
- [Activism](https://www.imd.org/ibyimd/tag/activism/)
- [Adaptability](https://www.imd.org/ibyimd/tag/adaptability/)
- [Advertisment](https://www.imd.org/ibyimd/tag/advertisment/)
- [Africa](https://www.imd.org/ibyimd/tag/africa/)
- [Ageism](https://www.imd.org/ibyimd/tag/ageism/)
- [Agility](https://www.imd.org/ibyimd/tag/agility/)
- [Agriculture](https://www.imd.org/ibyimd/tag/agriculture/)
- [Agrobusiness](https://www.imd.org/ibyimd/tag/agrobusiness/)
- [AI](https://www.imd.org/ibyimd/tag/ai/)
- [AI Adoption](https://www.imd.org/ibyimd/tag/ai-adoption/)
- [AI index](https://www.imd.org/ibyimd/tag/ai-index/)
- [AI literacy](https://www.imd.org/ibyimd/tag/ai-literacy/)
- [AI trust](https://www.imd.org/ibyimd/tag/ai-trust/)
- [AI x 9](https://www.imd.org/ibyimd/tag/ai-x-9/)
- [Air pollution](https://www.imd.org/ibyimd/tag/air-pollution/)
- [Alliances](https://www.imd.org/ibyimd/tag/alliances/)
- [Allyship](https://www.imd.org/ibyimd/tag/allyship/)
- [Alumni](https://www.imd.org/ibyimd/tag/alumni/)
- [Amazon](https://www.imd.org/ibyimd/tag/amazon/)
- [Ambidextrous](https://www.imd.org/ibyimd/tag/ambidextrous/)
- [analytics](https://www.imd.org/ibyimd/tag/analytics/)
- [Anthropocene](https://www.imd.org/ibyimd/tag/anthropocene/)
- [App](https://www.imd.org/ibyimd/tag/app/)
- [Architecture](https://www.imd.org/ibyimd/tag/architecture/)
- [art collections](https://www.imd.org/ibyimd/tag/art-collections/)
- [Artificial intelligence](https://www.imd.org/ibyimd/tag/artificial-intelligence/)
- [Arts](https://www.imd.org/ibyimd/tag/arts/)
- [arts funding](https://www.imd.org/ibyimd/tag/arts-funding/)
- [arts sponsorship](https://www.imd.org/ibyimd/tag/arts-sponsorship/)
- [Asia](https://www.imd.org/ibyimd/tag/asia/)
- [Asian commerce](https://www.imd.org/ibyimd/tag/asian-commerce/)
- [Asking questions](https://www.imd.org/ibyimd/tag/asking-questions/)
- [Asset investments](https://www.imd.org/ibyimd/tag/asset-investments/)
- [Asset management](https://www.imd.org/ibyimd/tag/asset-management/)
- [Athletes](https://www.imd.org/ibyimd/tag/athletes/)
- [Australia business](https://www.imd.org/ibyimd/tag/australia-business/)
- [Automotive](https://www.imd.org/ibyimd/tag/automotive/)
- [B2B](https://www.imd.org/ibyimd/tag/b2b/)
- [Banking](https://www.imd.org/ibyimd/tag/banking/)
- [Barbara Martin Coppola](https://www.imd.org/ibyimd/tag/barbara-martin-coppola/)
- [Behavior modification](https://www.imd.org/ibyimd/tag/behavior-modification/)
- [Beliefs](https://www.imd.org/ibyimd/tag/beliefs/)
- [Bezos](https://www.imd.org/ibyimd/tag/bezos/)
- [Bias](https://www.imd.org/ibyimd/tag/bias/)
- [Big data](https://www.imd.org/ibyimd/tag/big-data/)
- [Biodiversity](https://www.imd.org/ibyimd/tag/biodiversity/)
- [Biotech](https://www.imd.org/ibyimd/tag/biotech/)
- [biotechnology](https://www.imd.org/ibyimd/tag/biotechnology/)
- [Bitcoin](https://www.imd.org/ibyimd/tag/bitcoin/)
- [BlackRock](https://www.imd.org/ibyimd/tag/blackrock/)
- [Blockchain](https://www.imd.org/ibyimd/tag/blockchain/)
- [Board of directors](https://www.imd.org/ibyimd/tag/board-directors/)
- [boards](https://www.imd.org/ibyimd/tag/boards/)
- [Book](https://www.imd.org/ibyimd/tag/book/)
- [Book Club Popular](https://www.imd.org/ibyimd/tag/book-club-popular/)
- [Books](https://www.imd.org/ibyimd/tag/books/)
- [Brand strategy](https://www.imd.org/ibyimd/tag/brand-strategy/)
- [Breakthrough solutions](https://www.imd.org/ibyimd/tag/breakthrough-solutions/)
- [Brexit](https://www.imd.org/ibyimd/tag/brexit/)
- [BRICS+](https://www.imd.org/ibyimd/tag/brics/)
- [Building trust](https://www.imd.org/ibyimd/tag/building-trust/)
- [Bulding trust](https://www.imd.org/ibyimd/tag/bulding-trust/)
- [Bureaucracy](https://www.imd.org/ibyimd/tag/bureaucracy/)
- [Burnout buster](https://www.imd.org/ibyimd/tag/burnout-buster/)
- [Business](https://www.imd.org/ibyimd/tag/business/)
- [Business ethics](https://www.imd.org/ibyimd/tag/business-ethics/)
- [Business innovation](https://www.imd.org/ibyimd/tag/business-innovation/)
- [Business Leaders](https://www.imd.org/ibyimd/tag/business-leaders/)
- [Business opportunities](https://www.imd.org/ibyimd/tag/business-opportunities/)
- [Business solutions](https://www.imd.org/ibyimd/tag/business-solutions/)
- [Business strategy](https://www.imd.org/ibyimd/tag/business-strategy/)
- [Business Sustainability Practices](https://www.imd.org/ibyimd/tag/business-sustainability-practices/)
- [Business transformation](https://www.imd.org/ibyimd/tag/business-transformation/)
- [C-suite](https://www.imd.org/ibyimd/tag/c-suite/)
- [Cancer treatment](https://www.imd.org/ibyimd/tag/cancer-treatment/)
- [Candidate](https://www.imd.org/ibyimd/tag/candidate/)
- [Capital](https://www.imd.org/ibyimd/tag/capital/)
- [Capitalism](https://www.imd.org/ibyimd/tag/capitalism/)
- [Carbon credit market](https://www.imd.org/ibyimd/tag/carbon-credit-market/)
- [Carbon emissions](https://www.imd.org/ibyimd/tag/carbon-emissions/)
- [Carbon tax](https://www.imd.org/ibyimd/tag/carbon-tax/)
- [Career path](https://www.imd.org/ibyimd/tag/career-path/)
- [career transition](https://www.imd.org/ibyimd/tag/career-transition/)
- [CATL](https://www.imd.org/ibyimd/tag/catl/)
- [CDR](https://www.imd.org/ibyimd/tag/cdr/)
- [Central & South America](https://www.imd.org/ibyimd/tag/central-south-america/)
- [centure capital](https://www.imd.org/ibyimd/tag/centure-capital/)
- [CEO](https://www.imd.org/ibyimd/tag/ceo/)
- [CEO Circle](https://www.imd.org/ibyimd/tag/ceo-circle/)
- [CEO interview](https://www.imd.org/ibyimd/tag/ceo-interview/)
- [CEO succession](https://www.imd.org/ibyimd/tag/ceo-succession/)
- [Challenges](https://www.imd.org/ibyimd/tag/challenges/)
- [CHANEL](https://www.imd.org/ibyimd/tag/chanel/)
- [Change](https://www.imd.org/ibyimd/tag/change/)
- [Change management](https://www.imd.org/ibyimd/tag/change-management/)
- [Changing jobs](https://www.imd.org/ibyimd/tag/changing-jobs/)
- [ChatGPT](https://www.imd.org/ibyimd/tag/chatgpt/)
- [Chief executives](https://www.imd.org/ibyimd/tag/chief-executives/)
- [Chief learning officer](https://www.imd.org/ibyimd/tag/chief-learning-officer/)
- [Chief sustainality officers](https://www.imd.org/ibyimd/tag/chief-sustainality-officers/)
- [China](https://www.imd.org/ibyimd/tag/china/)
- [chips](https://www.imd.org/ibyimd/tag/chips/)
- [Chronic illness](https://www.imd.org/ibyimd/tag/chronic-illness/)
- [Circular economy](https://www.imd.org/ibyimd/tag/circular-economy/)
- [Citizen activism](https://www.imd.org/ibyimd/tag/citizen-activism/)
- [Citizens](https://www.imd.org/ibyimd/tag/citizens/)
- [Climate](https://www.imd.org/ibyimd/tag/climate/)
- [climate activism](https://www.imd.org/ibyimd/tag/climate-activism/)
- [Climate Change](https://www.imd.org/ibyimd/tag/climate-change/)
- [CMO](https://www.imd.org/ibyimd/tag/cmo/)
- [Co2 emissions](https://www.imd.org/ibyimd/tag/co2-emissions/)
- [Coaching](https://www.imd.org/ibyimd/tag/coaching/)
- [Coalitions](https://www.imd.org/ibyimd/tag/coalitions/)
- [Collaboration](https://www.imd.org/ibyimd/tag/collaboration/)
- [Commodity](https://www.imd.org/ibyimd/tag/commodity/)
- [Communication](https://www.imd.org/ibyimd/tag/communication/)
- [Communities](https://www.imd.org/ibyimd/tag/communities/)
- [competition](https://www.imd.org/ibyimd/tag/competition/)
- [Competitiveness](https://www.imd.org/ibyimd/tag/competitiveness/)
- [Compliance](https://www.imd.org/ibyimd/tag/compliance/)
- [Concession-making](https://www.imd.org/ibyimd/tag/concession-making/)
- [Conflict](https://www.imd.org/ibyimd/tag/conflict/)
- [Conflict of interest](https://www.imd.org/ibyimd/tag/conflict-of-interest/)
- [Conflict resolution](https://www.imd.org/ibyimd/tag/conflict-resolution/)
- [Conservation](https://www.imd.org/ibyimd/tag/conservation/)
- [Consulting](https://www.imd.org/ibyimd/tag/consulting/)
- [Consumer behaviour](https://www.imd.org/ibyimd/tag/consumer-behaviour/)
- [consumer packaged goods](https://www.imd.org/ibyimd/tag/consumer-packaged-goods/)
- [Content](https://www.imd.org/ibyimd/tag/content/)
- [Cooperative economy](https://www.imd.org/ibyimd/tag/cooperative-economy/)
- [COP26](https://www.imd.org/ibyimd/tag/cop26/)
- [COP27](https://www.imd.org/ibyimd/tag/cop27/)
- [Corporate culture](https://www.imd.org/ibyimd/tag/corporate-culture/)
- [Corporate digital responsibility](https://www.imd.org/ibyimd/tag/corporate-digital-responsibility/)
- [Corporate ethics](https://www.imd.org/ibyimd/tag/corporate-ethics/)
- [Corporate governance](https://www.imd.org/ibyimd/tag/corporate-governance/)
- [Corporate Law](https://www.imd.org/ibyimd/tag/corporate-law/)
- [Corporate responsibility](https://www.imd.org/ibyimd/tag/corporate-responsibility/)
- [corporate social responsibility](https://www.imd.org/ibyimd/tag/corporate-social-responsibility/)
- [Corporate Social Responsibility (CSR)](https://www.imd.org/ibyimd/tag/corporate-social-responsibility-csr/)
- [Corruption](https://www.imd.org/ibyimd/tag/corruption/)
- [Cost reduction](https://www.imd.org/ibyimd/tag/cost-reduction/)
- [Courage](https://www.imd.org/ibyimd/tag/courage/)
- [Covid](https://www.imd.org/ibyimd/tag/covid/)
- [Covid-19](https://www.imd.org/ibyimd/tag/covid-19/)
- [Creative thinking](https://www.imd.org/ibyimd/tag/creative-thinking/)
- [Creativity](https://www.imd.org/ibyimd/tag/creativity/)
- [Credit](https://www.imd.org/ibyimd/tag/credit/)
- [Credit crunch](https://www.imd.org/ibyimd/tag/credit-crunch/)
- [Credit suisse](https://www.imd.org/ibyimd/tag/credit-suisse/)
- [Crisis](https://www.imd.org/ibyimd/tag/crisis/)
- [Crisis management](https://www.imd.org/ibyimd/tag/crisis-management/)
- [Crisis recovery](https://www.imd.org/ibyimd/tag/crisis-recovery/)
- [Critical thinking](https://www.imd.org/ibyimd/tag/critical-thinking/)
- [Crowdsourcing](https://www.imd.org/ibyimd/tag/crowdsourcing/)
- [Crux of Capitalism](https://www.imd.org/ibyimd/tag/crux-of-capital/)
- [Cryptocurrencies](https://www.imd.org/ibyimd/tag/cryptocurrencies/)
- [CTO](https://www.imd.org/ibyimd/tag/cto/)
- [Cultural Sensitivity](https://www.imd.org/ibyimd/tag/cultural-sensitivity/)
- [Culture](https://www.imd.org/ibyimd/tag/culture/)
- [Curiosity](https://www.imd.org/ibyimd/tag/curiosity/)
- [Customer](https://www.imd.org/ibyimd/tag/customer/)
- [Customer Centricity](https://www.imd.org/ibyimd/tag/customer-centricity-2/)
- [Customer engagement](https://www.imd.org/ibyimd/tag/customer-engagement/)
- [Customer-centricity](https://www.imd.org/ibyimd/tag/customer-centricity/)
- [Cyberattack](https://www.imd.org/ibyimd/tag/cyberattack/)
- [Cybersecurity](https://www.imd.org/ibyimd/tag/cybersecurity/)
- [dacadoo](https://www.imd.org/ibyimd/tag/dacadoo/)
- [Danone](https://www.imd.org/ibyimd/tag/danone/)
- [Darkside](https://www.imd.org/ibyimd/tag/darkside/)
- [Data](https://www.imd.org/ibyimd/tag/data/)
- [Data bias](https://www.imd.org/ibyimd/tag/data-bias/)
- [Data mining](https://www.imd.org/ibyimd/tag/data-mining/)
- [Decarbonization](https://www.imd.org/ibyimd/tag/decarbonization/)
- [Decentralizedfinance](https://www.imd.org/ibyimd/tag/decentralizedfinance/)
- [Decision making](https://www.imd.org/ibyimd/tag/decision-making/)
- [defence](https://www.imd.org/ibyimd/tag/defence/)
- [DEI](https://www.imd.org/ibyimd/tag/dei/)
- [Delegate](https://www.imd.org/ibyimd/tag/delegate/)
- [Demand](https://www.imd.org/ibyimd/tag/demand/)
- [Demographic](https://www.imd.org/ibyimd/tag/demographic/)
- [Design thinking](https://www.imd.org/ibyimd/tag/design-thinking/)
- [DHL](https://www.imd.org/ibyimd/tag/dhl/)
- [Dialogue](https://www.imd.org/ibyimd/tag/dialogue/)
- [Digital](https://www.imd.org/ibyimd/tag/digital/)
- [Digital automation](https://www.imd.org/ibyimd/tag/digital-automation/)
- [Digital code](https://www.imd.org/ibyimd/tag/digital-code/)
- [Digital disruption](https://www.imd.org/ibyimd/tag/digital-disruption/)
- [Digital ethics](https://www.imd.org/ibyimd/tag/digital-ethics/)
- [Digital Marketing](https://www.imd.org/ibyimd/tag/digital-marketing/)
- [Digital money](https://www.imd.org/ibyimd/tag/digital-money/)
- [Digital storm](https://www.imd.org/ibyimd/tag/digital-storm/)
- [Digital transformation](https://www.imd.org/ibyimd/tag/digital-transformation/)
- [Digital Vortex](https://www.imd.org/ibyimd/tag/digital-vortex/)
- [Digitalization](https://www.imd.org/ibyimd/tag/digitalization/)
- [Disability](https://www.imd.org/ibyimd/tag/disability/)
- [Discrimination](https://www.imd.org/ibyimd/tag/discrimination/)
- [Disruption](https://www.imd.org/ibyimd/tag/disruption/)
- [Diverse leaders](https://www.imd.org/ibyimd/tag/diverse-leaders/)
- [Diving](https://www.imd.org/ibyimd/tag/diving/)
- [Drinks industry](https://www.imd.org/ibyimd/tag/drinks-industry/)
- [Driving Empowerment and Competitiveness in the Value Chain](https://www.imd.org/ibyimd/tag/driving-empowerment-and-competitiveness-in-the-value-chain/)
- [easyJet](https://www.imd.org/ibyimd/tag/easyjet/)
- [eco-labels](https://www.imd.org/ibyimd/tag/eco-labels/)
- [Ecological rationality](https://www.imd.org/ibyimd/tag/ecological-rationality/)
- [Ecology](https://www.imd.org/ibyimd/tag/ecology/)
- [Economic profit](https://www.imd.org/ibyimd/tag/economic-profit/)
- [Economics](https://www.imd.org/ibyimd/tag/economics-2/)
- [Economics & finance](https://www.imd.org/ibyimd/tag/economics/)
- [Economies](https://www.imd.org/ibyimd/tag/economies/)
- [Economy](https://www.imd.org/ibyimd/tag/economy/)
- [Ecosystem](https://www.imd.org/ibyimd/tag/ecosystem/)
- [Education](https://www.imd.org/ibyimd/tag/education/)
- [efficiency](https://www.imd.org/ibyimd/tag/efficiency/)
- [EGS](https://www.imd.org/ibyimd/tag/egs/)
- [Electric Cars](https://www.imd.org/ibyimd/tag/electric-cars/)
- [Elon Musk](https://www.imd.org/ibyimd/tag/elon-musk/)
- [Email](https://www.imd.org/ibyimd/tag/email/)
- [EMBA](https://www.imd.org/ibyimd/tag/emba/)
- [Emerging market](https://www.imd.org/ibyimd/tag/emerging-market/)
- [Emotional intelligence](https://www.imd.org/ibyimd/tag/emotional-intelligence/)
- [Emotional resilisence](https://www.imd.org/ibyimd/tag/emotional-resilisence/)
- [Emotions](https://www.imd.org/ibyimd/tag/emotions/)
- [Employee](https://www.imd.org/ibyimd/tag/employee/)
- [Employee engagement](https://www.imd.org/ibyimd/tag/employee-engagement/)
- [Empowerment](https://www.imd.org/ibyimd/tag/empowerment/)
- [Energise](https://www.imd.org/ibyimd/tag/energise/)
- [Energy](https://www.imd.org/ibyimd/tag/energy/)
- [Energy company](https://www.imd.org/ibyimd/tag/energy-company/)
- [Energy prices](https://www.imd.org/ibyimd/tag/energy-prices/)
- [Engineering and Construction](https://www.imd.org/ibyimd/tag/engineering-construction/)
- [Entrepreneurship](https://www.imd.org/ibyimd/tag/entrepreneurship/)
- [Environment](https://www.imd.org/ibyimd/tag/environment/)
- [Environmental](https://www.imd.org/ibyimd/tag/environmental/)
- [Equal pay](https://www.imd.org/ibyimd/tag/equal-pay/)
- [Equality](https://www.imd.org/ibyimd/tag/equality/)
- [Equity](https://www.imd.org/ibyimd/tag/equity/)
- [Equity, inclusion and diversity](https://www.imd.org/ibyimd/tag/diversity/)
- [ESG](https://www.imd.org/ibyimd/tag/esg/)
- [ESG goals](https://www.imd.org/ibyimd/tag/esg-goals/)
- [ESG reporting](https://www.imd.org/ibyimd/tag/esg-reporting/)
- [Ethical](https://www.imd.org/ibyimd/tag/ethical/)
- [Ethical investing](https://www.imd.org/ibyimd/tag/ethical-investing/)
- [Ethics](https://www.imd.org/ibyimd/tag/ethics/)
- [Ethnic diversity](https://www.imd.org/ibyimd/tag/ethnic-diversity/)
- [Europe](https://www.imd.org/ibyimd/tag/europe/)
- [European business](https://www.imd.org/ibyimd/tag/european-business/)
- [EV](https://www.imd.org/ibyimd/tag/ev/)
- [Evil](https://www.imd.org/ibyimd/tag/evil/)
- [Executive coaching](https://www.imd.org/ibyimd/tag/executive-coaching/)
- [Executive pay](https://www.imd.org/ibyimd/tag/executive-pay/)
- [expertise](https://www.imd.org/ibyimd/tag/expertise/)
- [external stakeholders](https://www.imd.org/ibyimd/tag/external-stakeholders/)
- [Fake news](https://www.imd.org/ibyimd/tag/fake-news/)
- [Family business](https://www.imd.org/ibyimd/tag/family-business/)
- [Family office](https://www.imd.org/ibyimd/tag/family-office/)
- [Fashion](https://www.imd.org/ibyimd/tag/fashion/)
- [Featured partner content](https://www.imd.org/ibyimd/tag/featured-partner-content/)
- [Female empowerment](https://www.imd.org/ibyimd/tag/female-empowerment/)
- [Female executive](https://www.imd.org/ibyimd/tag/female-executive/)
- [female leader](https://www.imd.org/ibyimd/tag/female-leader/)
- [Feminism](https://www.imd.org/ibyimd/tag/feminism/)
- [Fiduciary duty](https://www.imd.org/ibyimd/tag/fiduciary-duty/)
- [Finance](https://www.imd.org/ibyimd/tag/finance/)
- [Finance policy](https://www.imd.org/ibyimd/tag/finance-policy/)
- [Financial disasters](https://www.imd.org/ibyimd/tag/financial-disasters/)
- [Financial service](https://www.imd.org/ibyimd/tag/financial-service/)
- [Financial Services](https://www.imd.org/ibyimd/tag/financial-services/)
- [Fintech](https://www.imd.org/ibyimd/tag/fintech/)
- [first 90 days](https://www.imd.org/ibyimd/tag/first-90-days/)
- [Food delivery](https://www.imd.org/ibyimd/tag/food-delivery/)
- [Football](https://www.imd.org/ibyimd/tag/football/)
- [Forecaster](https://www.imd.org/ibyimd/tag/forecaster/)
- [Foreign Investment](https://www.imd.org/ibyimd/tag/foreign-investment/)
- [Forum Horizon](https://www.imd.org/ibyimd/tag/forum-horizon/)
- [Fossil fuels](https://www.imd.org/ibyimd/tag/fossil-fuels/)
- [founders](https://www.imd.org/ibyimd/tag/founders/)
- [Frank Gehry](https://www.imd.org/ibyimd/tag/frank-gehry/)
- [Free speech](https://www.imd.org/ibyimd/tag/free-speech/)
- [French](https://www.imd.org/ibyimd/tag/french/)
- [Funding](https://www.imd.org/ibyimd/tag/funding/)
- [Fundings](https://www.imd.org/ibyimd/tag/fundings/)
- [funds](https://www.imd.org/ibyimd/tag/funds/)
- [Future](https://www.imd.org/ibyimd/tag/future/)
- [Future of work](https://www.imd.org/ibyimd/tag/future-of-work/)
- [Future readiness](https://www.imd.org/ibyimd/tag/future-readiness/)
- [G7 Summit](https://www.imd.org/ibyimd/tag/g7-summit/)
- [Game design](https://www.imd.org/ibyimd/tag/game-design/)
- [Gamification](https://www.imd.org/ibyimd/tag/gamification/)
- [Gaming](https://www.imd.org/ibyimd/tag/gaming/)
- [Gen AI](https://www.imd.org/ibyimd/tag/gen-ai/)
- [Gen Z](https://www.imd.org/ibyimd/tag/gen-z/)
- [GenAI](https://www.imd.org/ibyimd/tag/genai/)
- [Gender disparity](https://www.imd.org/ibyimd/tag/gender-disparity/)
- [Gender equality](https://www.imd.org/ibyimd/tag/gender-equality/)
- [gender pay gap](https://www.imd.org/ibyimd/tag/gender-pay-gap/)
- [gender pay parity](https://www.imd.org/ibyimd/tag/gender-pay-parity/)
- [Generative AI](https://www.imd.org/ibyimd/tag/generative-ai/)
- [Geopolitics](https://www.imd.org/ibyimd/tag/geopolitics/)
- [Germany](https://www.imd.org/ibyimd/tag/germany/)
- [Gig economy](https://www.imd.org/ibyimd/tag/gig-economy/)
- [Gigacorns](https://www.imd.org/ibyimd/tag/gigacorns/)
- [Global boards](https://www.imd.org/ibyimd/tag/global-boards/)
- [Global center](https://www.imd.org/ibyimd/tag/global-center/)
- [Global competitiveness](https://www.imd.org/ibyimd/tag/cglobal-competitiveness/)
- [Global food system](https://www.imd.org/ibyimd/tag/global-food-system/)
- [global hotspots](https://www.imd.org/ibyimd/tag/global-hotspots/)
- [Global shapers](https://www.imd.org/ibyimd/tag/global-shapers/)
- [Globalization](https://www.imd.org/ibyimd/tag/globalization/)
- [globotics](https://www.imd.org/ibyimd/tag/globotics/)
- [google](https://www.imd.org/ibyimd/tag/google/)
- [Governance](https://www.imd.org/ibyimd/tag/governance/)
- [Government](https://www.imd.org/ibyimd/tag/government/)
- [Green supply chain management](https://www.imd.org/ibyimd/tag/green-supply-chain-management/)
- [Greenwashing](https://www.imd.org/ibyimd/tag/greenwashing/)
- [Growth](https://www.imd.org/ibyimd/tag/growth/)
- [Hacking](https://www.imd.org/ibyimd/tag/hacking/)
- [Happiness](https://www.imd.org/ibyimd/tag/happiness/)
- [Healthcare](https://www.imd.org/ibyimd/tag/healthcare/)
- [Heritage](https://www.imd.org/ibyimd/tag/heritage/)
- [High-stakes conversation](https://www.imd.org/ibyimd/tag/high-stakes-conversation/)
- [Higher education](https://www.imd.org/ibyimd/tag/higher-education/)
- [Hiring](https://www.imd.org/ibyimd/tag/hiring/)
- [holidays](https://www.imd.org/ibyimd/tag/holidays/)
- [Home Office](https://www.imd.org/ibyimd/tag/home-office/)
- [home working](https://www.imd.org/ibyimd/tag/home-working/)
- [Hong Kong](https://www.imd.org/ibyimd/tag/hong-kong/)
- [Hospitality](https://www.imd.org/ibyimd/tag/hospitality/)
- [HR](https://www.imd.org/ibyimd/tag/hr/)
- [Human Capital](https://www.imd.org/ibyimd/tag/human-capital/)
- [Human experience](https://www.imd.org/ibyimd/tag/human-experience/)
- [Human Resources](https://www.imd.org/ibyimd/tag/human-resources/)
- [Human rights](https://www.imd.org/ibyimd/tag/human-rights/)
- [human-centric](https://www.imd.org/ibyimd/tag/human-centric/)
- [humour](https://www.imd.org/ibyimd/tag/humour/)
- [Hybrid office](https://www.imd.org/ibyimd/tag/hybrid-office/)
- [IBM](https://www.imd.org/ibyimd/tag/ibm/)
- [Iconoclast](https://www.imd.org/ibyimd/tag/iconoclast/)
- [Ideas](https://www.imd.org/ibyimd/tag/ideas/)
- [ideology](https://www.imd.org/ibyimd/tag/ideology/)
- [IKEA](https://www.imd.org/ibyimd/tag/ikea/)
- [IMD](https://www.imd.org/ibyimd/tag/imd/)
- [IMF](https://www.imd.org/ibyimd/tag/imf/)
- [impact](https://www.imd.org/ibyimd/tag/impact/)
- [Impact economy](https://www.imd.org/ibyimd/tag/impact-economy/)
- [Impact Finance Forum](https://www.imd.org/ibyimd/tag/impact-finance-forum/)
- [Impact investment](https://www.imd.org/ibyimd/tag/impact-investment/)
- [Impact Measurement and Reporting](https://www.imd.org/ibyimd/tag/impact-measurement-and-reporting/)
- [Imposter syndrome](https://www.imd.org/ibyimd/tag/imposter-syndrome/)
- [impostors](https://www.imd.org/ibyimd/tag/impostors/)
- [In a rapidly decarbonizing world](https://www.imd.org/ibyimd/tag/in-a-rapidly-decarbonizing-world/)
- [In Focus - Homepage](https://www.imd.org/ibyimd/tag/homepage/)
- [Inceptio](https://www.imd.org/ibyimd/tag/inceptio/)
- [inclusion](https://www.imd.org/ibyimd/tag/inclusion/)
- [Inclusion and diversity](https://www.imd.org/ibyimd/tag/inclusion-and-diversity/)
- [inclusive growth](https://www.imd.org/ibyimd/tag/inclusive-growth/)
- [Inclusive workplace](https://www.imd.org/ibyimd/tag/inclusive-workplace/)
- [India](https://www.imd.org/ibyimd/tag/india/)
- [Industrial Revolution](https://www.imd.org/ibyimd/tag/industrial-revolution/)
- [Industries](https://www.imd.org/ibyimd/tag/industries/)
- [Industry 4.0](https://www.imd.org/ibyimd/tag/industry-4-0/)
- [Inertia](https://www.imd.org/ibyimd/tag/inertia/)
- [inflation](https://www.imd.org/ibyimd/tag/inflation/)
- [inlfation](https://www.imd.org/ibyimd/tag/inlfation/)
- [Innovation](https://www.imd.org/ibyimd/tag/innovation/)
- [Innovation strategy](https://www.imd.org/ibyimd/tag/innovation-strategy/)
- [Innovative thinking](https://www.imd.org/ibyimd/tag/innovative-thinking/)
- [Inspiration](https://www.imd.org/ibyimd/tag/inspiration/)
- [Insurance](https://www.imd.org/ibyimd/tag/insurance/)
- [Interest conflict](https://www.imd.org/ibyimd/tag/interest-conflict/)
- [International](https://www.imd.org/ibyimd/tag/international/)
- [Internationalization](https://www.imd.org/ibyimd/tag/internationalization/)
- [internet disruptors](https://www.imd.org/ibyimd/tag/internet-disruptors/)
- [Internet regulation](https://www.imd.org/ibyimd/tag/internet-regulation/)
- [Interview](https://www.imd.org/ibyimd/tag/interview/)
- [intrapreneurship](https://www.imd.org/ibyimd/tag/intrapreneurship/)
- [Investing](https://www.imd.org/ibyimd/tag/investing/)
- [Investment](https://www.imd.org/ibyimd/tag/investment/)
- [IOC](https://www.imd.org/ibyimd/tag/ioc/)
- [ISC framework](https://www.imd.org/ibyimd/tag/isc-framework/)
- [Isolation](https://www.imd.org/ibyimd/tag/isolation/)
- [Japan](https://www.imd.org/ibyimd/tag/japan/)
- [Japanese culture](https://www.imd.org/ibyimd/tag/japanese-culture/)
- [Jim Beam](https://www.imd.org/ibyimd/tag/jim-beam/)
- [job market](https://www.imd.org/ibyimd/tag/job-market/)
- [Joe Biden](https://www.imd.org/ibyimd/tag/joe-biden/)
- [KPI](https://www.imd.org/ibyimd/tag/kpi/)
- [Labor](https://www.imd.org/ibyimd/tag/labor/)
- [LACE](https://www.imd.org/ibyimd/tag/lace/)
- [Large Language Models](https://www.imd.org/ibyimd/tag/large-language-models/)
- [Law](https://www.imd.org/ibyimd/tag/law/)
- [Leader](https://www.imd.org/ibyimd/tag/leader/)
- [Leadership](https://www.imd.org/ibyimd/tag/leadership/)
- [Leadership challenges](https://www.imd.org/ibyimd/tag/leadership-challenges/)
- [leadership culture](https://www.imd.org/ibyimd/tag/leadership-culture/)
- [Leadership in times of crisis](https://www.imd.org/ibyimd/tag/leadership-in-times-of-crisis/)
- [Leadership OS](https://www.imd.org/ibyimd/tag/leadership-os/)
- [Leadership skills](https://www.imd.org/ibyimd/tag/leadership-skills/)
- [Leadership strategies](https://www.imd.org/ibyimd/tag/leadership-strategies/)
- [Leadership transition](https://www.imd.org/ibyimd/tag/leadership-transition/)
- [leading change](https://www.imd.org/ibyimd/tag/leading-change/)
- [Leading through a crisis](https://www.imd.org/ibyimd/tag/leading-through-a-crisis/)
- [LEAP](https://www.imd.org/ibyimd/tag/leap/)
- [learning](https://www.imd.org/ibyimd/tag/learning/)
- [learning and development](https://www.imd.org/ibyimd/tag/learning-and-development/)
- [learning strategy](https://www.imd.org/ibyimd/tag/learning-strategy/)
- [legal challenges](https://www.imd.org/ibyimd/tag/legal-challenges/)
- [Lego](https://www.imd.org/ibyimd/tag/lego/)
- [LGBTQ+](https://www.imd.org/ibyimd/tag/lgbtq/)
- [Localization](https://www.imd.org/ibyimd/tag/localization/)
- [Lockdown](https://www.imd.org/ibyimd/tag/lockdown/)
- [logistics](https://www.imd.org/ibyimd/tag/logistics/)
- [longevity](https://www.imd.org/ibyimd/tag/longevity/)
- [loyalty](https://www.imd.org/ibyimd/tag/loyalty/)
- [luxury](https://www.imd.org/ibyimd/tag/luxury/)
- [Luxury brands](https://www.imd.org/ibyimd/tag/luxury-brands/)
- [M&A](https://www.imd.org/ibyimd/tag/ma/)
- [machine learning](https://www.imd.org/ibyimd/tag/machine-learning/)
- [macro-demand planning](https://www.imd.org/ibyimd/tag/macro-demand-planning/)
- [magazine](https://www.imd.org/ibyimd/tag/magazine/)
- [Maintaining competitiveness](https://www.imd.org/ibyimd/tag/maintaining-competitiveness/)
- [Management](https://www.imd.org/ibyimd/tag/management/)
- [management skills](https://www.imd.org/ibyimd/tag/management-skills/)
- [managing change](https://www.imd.org/ibyimd/tag/managing-change/)
- [Managing Crisis](https://www.imd.org/ibyimd/tag/managing-crisis/)
- [Managing people](https://www.imd.org/ibyimd/tag/managing-people/)
- [Manufacturing](https://www.imd.org/ibyimd/tag/manufacturing/)
- [Mike & Amit](https://www.imd.org/ibyimd/tag/mike-amit/)
- [Market leaders](https://www.imd.org/ibyimd/tag/market-leaders/)
- [Marketing](https://www.imd.org/ibyimd/tag/marketing/)
- [Mastercard](https://www.imd.org/ibyimd/tag/mastercard/)
- [materiality](https://www.imd.org/ibyimd/tag/materiality/)
- [Materials](https://www.imd.org/ibyimd/tag/materials/)
- [Matrix organization](https://www.imd.org/ibyimd/tag/matrix-organization/)
- [MBA](https://www.imd.org/ibyimd/tag/mba/)
- [Media](https://www.imd.org/ibyimd/tag/media/)
- [media representation](https://www.imd.org/ibyimd/tag/media-representation/)
- [medical advances](https://www.imd.org/ibyimd/tag/medical-advances/)
- [mental complexity](https://www.imd.org/ibyimd/tag/mental-complexity/)
- [Mental health](https://www.imd.org/ibyimd/tag/mental-health/)
- [merger and acquisition](https://www.imd.org/ibyimd/tag/merger-and-acquisition/)
- [metaverse](https://www.imd.org/ibyimd/tag/metaverse/)
- [Micro manager](https://www.imd.org/ibyimd/tag/micro-manager/)
- [Middle East](https://www.imd.org/ibyimd/tag/middle-east/)
- [Mindfulness](https://www.imd.org/ibyimd/tag/mindfulness/)
- [Mindset](https://www.imd.org/ibyimd/tag/mindset/)
- [Moncler](https://www.imd.org/ibyimd/tag/moncler/)
- [monetary policy](https://www.imd.org/ibyimd/tag/monetary-policy/)
- [money](https://www.imd.org/ibyimd/tag/money/)
- [Monopoly](https://www.imd.org/ibyimd/tag/monopoly/)
- [morale](https://www.imd.org/ibyimd/tag/morale/)
- [Motivation](https://www.imd.org/ibyimd/tag/motivation/)
- [Movies](https://www.imd.org/ibyimd/tag/movies/)
- [museums](https://www.imd.org/ibyimd/tag/museums/)
- [Myth](https://www.imd.org/ibyimd/tag/myth/)
- [National Australia Bank](https://www.imd.org/ibyimd/tag/national-australia-bank/)
- [Natural Capital](https://www.imd.org/ibyimd/tag/natural-capital/)
- [Negotiation](https://www.imd.org/ibyimd/tag/negotiation/)
- [Nespresso](https://www.imd.org/ibyimd/tag/nespresso/)
- [net zero](https://www.imd.org/ibyimd/tag/net-zero/)
- [networking](https://www.imd.org/ibyimd/tag/networking/)
- [neuroscience](https://www.imd.org/ibyimd/tag/neuroscience/)
- [New business models](https://www.imd.org/ibyimd/tag/new-business-models/)
- [new career](https://www.imd.org/ibyimd/tag/new-career/)
- [New job](https://www.imd.org/ibyimd/tag/new-job/)
- [New normal](https://www.imd.org/ibyimd/tag/new-normal/)
- [NFT](https://www.imd.org/ibyimd/tag/nft/)
- [NFTs](https://www.imd.org/ibyimd/tag/nfts/)
- [non-financial value](https://www.imd.org/ibyimd/tag/non-financial-value/)
- [Nuclear power](https://www.imd.org/ibyimd/tag/nuclear-power/)
- [nvidia](https://www.imd.org/ibyimd/tag/nvidia/)
- [Office](https://www.imd.org/ibyimd/tag/office/)
- [office life](https://www.imd.org/ibyimd/tag/office-life/)
- [offshoring](https://www.imd.org/ibyimd/tag/offshoring/)
- [oil](https://www.imd.org/ibyimd/tag/oil/)
- [Old Navy](https://www.imd.org/ibyimd/tag/old-navy/)
- [older workers](https://www.imd.org/ibyimd/tag/older-workers/)
- [Olympics](https://www.imd.org/ibyimd/tag/olympics/)
- [onboarding](https://www.imd.org/ibyimd/tag/onboarding/)
- [online retail](https://www.imd.org/ibyimd/tag/online-retail/)
- [open communication](https://www.imd.org/ibyimd/tag/open-communication/)
- [Operations](https://www.imd.org/ibyimd/tag/operations/)
- [Organizational behavior](https://www.imd.org/ibyimd/tag/organizational-behavior/)
- [organizational change](https://www.imd.org/ibyimd/tag/organizational-change/)
- [Organizational culture](https://www.imd.org/ibyimd/tag/organizational-culture/)
- [organizational design](https://www.imd.org/ibyimd/tag/organizational-design/)
- [Organizational performance](https://www.imd.org/ibyimd/tag/organizational-performance/)
- [Organizational strategy](https://www.imd.org/ibyimd/tag/organizational-strategy/)
- [Organizational transformation](https://www.imd.org/ibyimd/tag/organizational-transformation/)
- [outsourcing](https://www.imd.org/ibyimd/tag/outsourcing/)
- [OWP](https://www.imd.org/ibyimd/tag/owp/)
- [Pack model](https://www.imd.org/ibyimd/tag/pack-model/)
- [Pandemic](https://www.imd.org/ibyimd/tag/pandemic/)
- [Pandemic recovery](https://www.imd.org/ibyimd/tag/pandemic-recovery/)
- [Panel moderation](https://www.imd.org/ibyimd/tag/panel-moderation/)
- [parental leave](https://www.imd.org/ibyimd/tag/parental-leave/)
- [partnerships](https://www.imd.org/ibyimd/tag/partnerships/)
- [pay gap](https://www.imd.org/ibyimd/tag/pay-gap/)
- [Paypal](https://www.imd.org/ibyimd/tag/paypal/)
- [Pensions](https://www.imd.org/ibyimd/tag/pensions/)
- [perfectionism](https://www.imd.org/ibyimd/tag/perfectionism/)
- [Performance](https://www.imd.org/ibyimd/tag/performance/)
- [Personal development](https://www.imd.org/ibyimd/tag/personal-development/)
- [Perspective Change](https://www.imd.org/ibyimd/tag/perspective-change/)
- [Peru](https://www.imd.org/ibyimd/tag/peru/)
- [pharmaceutical](https://www.imd.org/ibyimd/tag/pharmaceutical/)
- [Pharmaceuticals](https://www.imd.org/ibyimd/tag/pharmaceuticals/)
- [philanthropy](https://www.imd.org/ibyimd/tag/philanthropy/)
- [Philip roth](https://www.imd.org/ibyimd/tag/philip-roth/)
- [philosophy](https://www.imd.org/ibyimd/tag/philosophy/)
- [Planetary Limits](https://www.imd.org/ibyimd/tag/planetary-limits/)
- [Planning](https://www.imd.org/ibyimd/tag/planning/)
- [Podcast](https://www.imd.org/ibyimd/tag/podcast/)
- [Policy](https://www.imd.org/ibyimd/tag/policy/)
- [Politics](https://www.imd.org/ibyimd/tag/politics/)
- [Pollution prevention](https://www.imd.org/ibyimd/tag/pollution-prevention/)
- [post pandemic](https://www.imd.org/ibyimd/tag/post-pandemic/)
- [Potential](https://www.imd.org/ibyimd/tag/potential/)
- [Power](https://www.imd.org/ibyimd/tag/power/)
- [prices](https://www.imd.org/ibyimd/tag/prices/)
- [private sector](https://www.imd.org/ibyimd/tag/private-sector/)
- [problem solving](https://www.imd.org/ibyimd/tag/problem-solving/)
- [Processes](https://www.imd.org/ibyimd/tag/processes/)
- [Productivity](https://www.imd.org/ibyimd/tag/productivity/)
- [Professional growth](https://www.imd.org/ibyimd/tag/professional-growth/)
- [Profit](https://www.imd.org/ibyimd/tag/profit/)
- [progression planning](https://www.imd.org/ibyimd/tag/progression-planning/)
- [Project management](https://www.imd.org/ibyimd/tag/project-management/)
- [Prosocial behavior](https://www.imd.org/ibyimd/tag/prosocial-behavior/)
- [Protectionism](https://www.imd.org/ibyimd/tag/protectionism/)
- [Psychology](https://www.imd.org/ibyimd/tag/psychology/)
- [public awareness](https://www.imd.org/ibyimd/tag/public-awareness/)
- [Public speaking](https://www.imd.org/ibyimd/tag/public-speaking/)
- [Purpose](https://www.imd.org/ibyimd/tag/purpose/)
- [quantum](https://www.imd.org/ibyimd/tag/quantum/)
- [quotas](https://www.imd.org/ibyimd/tag/quotas/)
- [racial equity](https://www.imd.org/ibyimd/tag/racial-equity/)
- [Radical leadership](https://www.imd.org/ibyimd/tag/radical-leadership/)
- [Ranking](https://www.imd.org/ibyimd/tag/ranking/)
- [rankings](https://www.imd.org/ibyimd/tag/rankings/)
- [re-energization](https://www.imd.org/ibyimd/tag/re-energization/)
- [readiness](https://www.imd.org/ibyimd/tag/readiness/)
- [rebound](https://www.imd.org/ibyimd/tag/rebound/)
- [recharge](https://www.imd.org/ibyimd/tag/recharge/)
- [recovery](https://www.imd.org/ibyimd/tag/recovery/)
- [Recruiting](https://www.imd.org/ibyimd/tag/recruiting/)
- [recruitment](https://www.imd.org/ibyimd/tag/recruitment/)
- [recycle](https://www.imd.org/ibyimd/tag/recycle/)
- [recycling](https://www.imd.org/ibyimd/tag/recycling/)
- [Reframing](https://www.imd.org/ibyimd/tag/reframing/)
- [regeneration economy](https://www.imd.org/ibyimd/tag/regeneration-economy/)
- [Regenerative business](https://www.imd.org/ibyimd/tag/regenerative-business/)
- [regenerative economy](https://www.imd.org/ibyimd/tag/regenerative-economy/)
- [Regulations](https://www.imd.org/ibyimd/tag/regulations/)
- [remote work](https://www.imd.org/ibyimd/tag/remote-work/)
- [renewables](https://www.imd.org/ibyimd/tag/renewables/)
- [reputation strategies](https://www.imd.org/ibyimd/tag/reputation-strategies/)
- [Resilience](https://www.imd.org/ibyimd/tag/resilience/)
- [responsible leadership](https://www.imd.org/ibyimd/tag/responsible-leadership/)
- [rest and recovery](https://www.imd.org/ibyimd/tag/rest-and-recovery/)
- [retail](https://www.imd.org/ibyimd/tag/retail/)
- [Retail & Consumer Goods](https://www.imd.org/ibyimd/tag/retail-consumer-goods/)
- [Retirement](https://www.imd.org/ibyimd/tag/retirement/)
- [Return to work](https://www.imd.org/ibyimd/tag/return-to-work/)
- [reuse](https://www.imd.org/ibyimd/tag/reuse/)
- [RFID](https://www.imd.org/ibyimd/tag/rfid/)
- [Risk](https://www.imd.org/ibyimd/tag/risk/)
- [Risk management](https://www.imd.org/ibyimd/tag/risk-management/)
- [robotics](https://www.imd.org/ibyimd/tag/robotics/)
- [Role models](https://www.imd.org/ibyimd/tag/role-models/)
- [Russia](https://www.imd.org/ibyimd/tag/russia/)
- [Safari](https://www.imd.org/ibyimd/tag/safari/)
- [safety](https://www.imd.org/ibyimd/tag/safety/)
- [schema theory](https://www.imd.org/ibyimd/tag/schema-theory/)
- [science](https://www.imd.org/ibyimd/tag/science/)
- [SDG](https://www.imd.org/ibyimd/tag/sdg/)
- [secure bases](https://www.imd.org/ibyimd/tag/secure-bases/)
- [Seed funding](https://www.imd.org/ibyimd/tag/seed-funding/)
- [self awareness](https://www.imd.org/ibyimd/tag/self-awareness/)
- [Self help](https://www.imd.org/ibyimd/tag/self-help/)
- [self improvement](https://www.imd.org/ibyimd/tag/self-improvement/)
- [self managament](https://www.imd.org/ibyimd/tag/self-managament/)
- [self reflection](https://www.imd.org/ibyimd/tag/self-reflection/)
- [Self-awareness](https://www.imd.org/ibyimd/tag/self-awareness-2/)
- [Self-care](https://www.imd.org/ibyimd/tag/self-care/)
- [sell out data](https://www.imd.org/ibyimd/tag/sell-out-data/)
- [semiconductors](https://www.imd.org/ibyimd/tag/semiconductors/)
- [senior](https://www.imd.org/ibyimd/tag/senior/)
- [Senior talent](https://www.imd.org/ibyimd/tag/senior-talent/)
- [serendipity](https://www.imd.org/ibyimd/tag/serendipity/)
- [shared participation](https://www.imd.org/ibyimd/tag/shared-participation/)
- [shareholder](https://www.imd.org/ibyimd/tag/shareholder/)
- [Shareholder value](https://www.imd.org/ibyimd/tag/shareholder-value/)
- [Shein](https://www.imd.org/ibyimd/tag/shein/)
- [shenzhen](https://www.imd.org/ibyimd/tag/shenzhen/)
- [Shipping](https://www.imd.org/ibyimd/tag/shipping/)
- [Side hustle](https://www.imd.org/ibyimd/tag/side-hustle/)
- [Siemens](https://www.imd.org/ibyimd/tag/siemens/)
- [skills](https://www.imd.org/ibyimd/tag/skills/)
- [sleep](https://www.imd.org/ibyimd/tag/sleep/)
- [Small to medium enterprises](https://www.imd.org/ibyimd/tag/small-to-medium-enterprises/)
- [Smart Cities](https://www.imd.org/ibyimd/tag/smart-cities/)
- [Smarter Execution Score](https://www.imd.org/ibyimd/tag/smarter-execution-score/)
- [Social](https://www.imd.org/ibyimd/tag/social/)
- [social animals](https://www.imd.org/ibyimd/tag/social-animals/)
- [social entrepreneurship](https://www.imd.org/ibyimd/tag/social-entrepreneurship/)
- [social media](https://www.imd.org/ibyimd/tag/social-media/)
- [Society](https://www.imd.org/ibyimd/tag/society/)
- [society needs](https://www.imd.org/ibyimd/tag/society-needs/)
- [Solvay](https://www.imd.org/ibyimd/tag/solvay/)
- [South Africa](https://www.imd.org/ibyimd/tag/south-africa/)
- [Southeast Asia Operations](https://www.imd.org/ibyimd/tag/southeast-asia-operations/)
- [Sponsorship](https://www.imd.org/ibyimd/tag/sponsorship/)
- [sport](https://www.imd.org/ibyimd/tag/sport/)
- [sport. Talent management](https://www.imd.org/ibyimd/tag/sport-talent-management/)
- [sports](https://www.imd.org/ibyimd/tag/sports/)
- [Sports world](https://www.imd.org/ibyimd/tag/sports-world/)
- [st gallen](https://www.imd.org/ibyimd/tag/st-gallen/)
- [St Gallen Symposium](https://www.imd.org/ibyimd/tag/st-gallen-symposium/)
- [Staff](https://www.imd.org/ibyimd/tag/staff/)
- [stakeholder](https://www.imd.org/ibyimd/tag/stakeholder/)
- [stakeholder captalism](https://www.imd.org/ibyimd/tag/stakeholder-captalism/)
- [stakeholder engagement](https://www.imd.org/ibyimd/tag/stakeholder-engagement/)
- [stance](https://www.imd.org/ibyimd/tag/stance/)
- [standardization](https://www.imd.org/ibyimd/tag/standardization/)
- [start-ups](https://www.imd.org/ibyimd/tag/start-ups/)
- [Startups](https://www.imd.org/ibyimd/tag/startups/)
- [Stefan Larsson](https://www.imd.org/ibyimd/tag/stefan-larsson/)
- [stereotype](https://www.imd.org/ibyimd/tag/stereotype/)
- [Steward-ownership](https://www.imd.org/ibyimd/tag/steward-ownership/)
- [Stock](https://www.imd.org/ibyimd/tag/stock/)
- [Stockmarkets](https://www.imd.org/ibyimd/tag/stockmarkets/)
- [storytelling](https://www.imd.org/ibyimd/tag/storytelling/)
- [Strategic adaptation](https://www.imd.org/ibyimd/tag/strategic-adaptation/)
- [Strategic Agility](https://www.imd.org/ibyimd/tag/strategic-agility/)
- [Strategic investment](https://www.imd.org/ibyimd/tag/strategic-investment/)
- [Strategic leadership](https://www.imd.org/ibyimd/tag/strategic-leadership/)
- [Strategic motivation](https://www.imd.org/ibyimd/tag/strategic-motivation/)
- [strategic thinking](https://www.imd.org/ibyimd/tag/strategic-thinking/)
- [Strategy](https://www.imd.org/ibyimd/tag/strategy/)
- [strategy](https://www.imd.org/ibyimd/tag/strategy-2/)
- [Stress management](https://www.imd.org/ibyimd/tag/stress-management/)
- [Stress mindset](https://www.imd.org/ibyimd/tag/stress-mindset/)
- [Subsidies](https://www.imd.org/ibyimd/tag/subsidies/)
- [success](https://www.imd.org/ibyimd/tag/success/)
- [succession](https://www.imd.org/ibyimd/tag/succession/)
- [succession planning](https://www.imd.org/ibyimd/tag/succession-planning/)
- [Suntory](https://www.imd.org/ibyimd/tag/suntory/)
- [super cities](https://www.imd.org/ibyimd/tag/super-cities/)
- [Supply Chain](https://www.imd.org/ibyimd/tag/supply-chain/)
- [supply chain execution](https://www.imd.org/ibyimd/tag/supply-chain-execution/)
- [Sustainability](https://www.imd.org/ibyimd/tag/sustainability/)
- [Sustainability law](https://www.imd.org/ibyimd/tag/sustainability-law/)
- [sustainability reporting](https://www.imd.org/ibyimd/tag/sustainability-reporting/)
- [Sustainability Toolkit](https://www.imd.org/ibyimd/tag/sustainability-toolkit/)
- [sustainabilty](https://www.imd.org/ibyimd/tag/sustainabilty/)
- [Sustainable business](https://www.imd.org/ibyimd/tag/sustainable-business/)
- [Sustainable practices](https://www.imd.org/ibyimd/tag/sustainable-practices/)
- [Switzerland](https://www.imd.org/ibyimd/tag/switzerland/)
- [symposium](https://www.imd.org/ibyimd/tag/symposium/)
- [Systems change](https://www.imd.org/ibyimd/tag/systems-change/)
- [Taiwan](https://www.imd.org/ibyimd/tag/taiwan/)
- [talent](https://www.imd.org/ibyimd/tag/talent/)
- [Talent management](https://www.imd.org/ibyimd/tag/talent-management/)
- [Talk Tech](https://www.imd.org/ibyimd/tag/talk-tech/)
- [Tariff](https://www.imd.org/ibyimd/tag/tariff/)
- [Tax](https://www.imd.org/ibyimd/tag/tax/)
- [Team Building](https://www.imd.org/ibyimd/tag/team-building/)
- [team conflict](https://www.imd.org/ibyimd/tag/team-conflict/)
- [team performance](https://www.imd.org/ibyimd/tag/team-performance/)
- [teams](https://www.imd.org/ibyimd/tag/teams/)
- [teamwork](https://www.imd.org/ibyimd/tag/teamwork/)
- [tech](https://www.imd.org/ibyimd/tag/tech/)
- [technique](https://www.imd.org/ibyimd/tag/technique/)
- [Technology](https://www.imd.org/ibyimd/tag/technology/)
- [Telecommunications](https://www.imd.org/ibyimd/tag/telecommunications/)
- [Terminator](https://www.imd.org/ibyimd/tag/terminator/)
- [Tesco](https://www.imd.org/ibyimd/tag/tesco/)
- [Tesla](https://www.imd.org/ibyimd/tag/tesla/)
- [The Female Quotient](https://www.imd.org/ibyimd/tag/female-quotient/)
- [Theory of change](https://www.imd.org/ibyimd/tag/theory-of-change/)
- [Tiger](https://www.imd.org/ibyimd/tag/tiger/)
- [Time Management](https://www.imd.org/ibyimd/tag/time-management/)
- [Tired team](https://www.imd.org/ibyimd/tag/tired-team/)
- [Top Teams](https://www.imd.org/ibyimd/tag/top-teams/)
- [Tourism industry](https://www.imd.org/ibyimd/tag/tourism-industry/)
- [Trade](https://www.imd.org/ibyimd/tag/trade/)
- [trade shows](https://www.imd.org/ibyimd/tag/trade-shows/)
- [Trade war](https://www.imd.org/ibyimd/tag/trade-war/)
- [Training](https://www.imd.org/ibyimd/tag/training/)
- [Transformation](https://www.imd.org/ibyimd/tag/transformation/)
- [transformation projects.](https://www.imd.org/ibyimd/tag/transformation-projects/)
- [Transition](https://www.imd.org/ibyimd/tag/transition/)
- [Travel](https://www.imd.org/ibyimd/tag/travel/)
- [Trend](https://www.imd.org/ibyimd/tag/trend/)
- [trends](https://www.imd.org/ibyimd/tag/trends/)
- [Tribalism](https://www.imd.org/ibyimd/tag/tribalism/)
- [triple bottom line](https://www.imd.org/ibyimd/tag/triple-bottom-line/)
- [turbocharge](https://www.imd.org/ibyimd/tag/turbocharge/)
- [turnaround](https://www.imd.org/ibyimd/tag/turnaround/)
- [Turnover](https://www.imd.org/ibyimd/tag/turnover/)
- [Ukraine](https://www.imd.org/ibyimd/tag/ukraine/)
- [UN](https://www.imd.org/ibyimd/tag/un/)
- [unemployment](https://www.imd.org/ibyimd/tag/unemployment/)
- [UNESCO](https://www.imd.org/ibyimd/tag/unesco/)
- [Unicorns](https://www.imd.org/ibyimd/tag/unicorns/)
- [Urban](https://www.imd.org/ibyimd/tag/urban/)
- [Urban environment](https://www.imd.org/ibyimd/tag/urban-environment/)
- [USA](https://www.imd.org/ibyimd/tag/usa/)
- [Vaccine](https://www.imd.org/ibyimd/tag/vaccine/)
- [Value](https://www.imd.org/ibyimd/tag/value/)
- [value creation](https://www.imd.org/ibyimd/tag/value-creation/)
- [VC](https://www.imd.org/ibyimd/tag/vc/)
- [Vending machines](https://www.imd.org/ibyimd/tag/vending-machines/)
- [venture capital](https://www.imd.org/ibyimd/tag/venture-capital/)
- [vertical integration](https://www.imd.org/ibyimd/tag/vertical-integration/)
- [Virtual teams](https://www.imd.org/ibyimd/tag/virtual-teams/)
- [Virtual workspace](https://www.imd.org/ibyimd/tag/virtual-workspace/)
- [Vortex report](https://www.imd.org/ibyimd/tag/vortex-report/)
- [VR](https://www.imd.org/ibyimd/tag/vr/)
- [VUCA](https://www.imd.org/ibyimd/tag/vuca/)
- [Wall Street](https://www.imd.org/ibyimd/tag/wall-street/)
- [War](https://www.imd.org/ibyimd/tag/war/)
- [Wealth](https://www.imd.org/ibyimd/tag/wealth/)
- [Well-being](https://www.imd.org/ibyimd/tag/well-being/)
- [Wellbeing](https://www.imd.org/ibyimd/tag/wellbeing/)
- [Wellness](https://www.imd.org/ibyimd/tag/wellness/)
- [Winners](https://www.imd.org/ibyimd/tag/winners/)
- [winter](https://www.imd.org/ibyimd/tag/winter/)
- [woman](https://www.imd.org/ibyimd/tag/woman/)
- [Women empowerment](https://www.imd.org/ibyimd/tag/women-empowerment/)
- [women in finance](https://www.imd.org/ibyimd/tag/women-in-finance/)
- [women in male-dominated industries](https://www.imd.org/ibyimd/tag/women-in-male-dominated-industries/)
- [Women leaders](https://www.imd.org/ibyimd/tag/women-leaders/)
- [women's empowerment](https://www.imd.org/ibyimd/tag/womens-empowerment/)
- [Work](https://www.imd.org/ibyimd/tag/work/)
- [work break](https://www.imd.org/ibyimd/tag/work-break/)
- [Work Culture](https://www.imd.org/ibyimd/tag/work-culture/)
- [Work/life balance](https://www.imd.org/ibyimd/tag/work-life-balance/)
- [workaholism](https://www.imd.org/ibyimd/tag/workaholism/)
- [workforce planning](https://www.imd.org/ibyimd/tag/workforce-planning/)
- [Workplace](https://www.imd.org/ibyimd/tag/workplace/)
- [workplace culture](https://www.imd.org/ibyimd/tag/workplace-culture/)
- [workplace problems](https://www.imd.org/ibyimd/tag/workplace-problems/)
- [Workplace wellbeing](https://www.imd.org/ibyimd/tag/workplace-wellbeing/)
- [World competitiveness center](https://www.imd.org/ibyimd/tag/world-competitiveness-center/)
- [world economy](https://www.imd.org/ibyimd/tag/world-economy/)
- [zero-sum](https://www.imd.org/ibyimd/tag/zero-sum/)
- [Digital Commerce](https://www.imd.org/ibyimd/tag/digital-commerce/)
- [Trump](https://www.imd.org/ibyimd/tag/trump/)
- [US politics](https://www.imd.org/ibyimd/tag/us-politics/)
- [Tech leaders](https://www.imd.org/ibyimd/tag/tech-leaders/)
- [Big business](https://www.imd.org/ibyimd/tag/big-business/)
- [nonmarket strategy](https://www.imd.org/ibyimd/tag/nonmarket-strategy/)
- [multipolar world](https://www.imd.org/ibyimd/tag/multipolar-world/)
- [managing conflict](https://www.imd.org/ibyimd/tag/managing-conflict/)
- [feedback](https://www.imd.org/ibyimd/tag/feedback/)
- [stakeholder capitalism](https://www.imd.org/ibyimd/tag/stakeholder-capitalism/)
- [tariffs](https://www.imd.org/ibyimd/tag/tariffs/)
- [energy transition](https://www.imd.org/ibyimd/tag/energy-transition/)
- [Generation Z](https://www.imd.org/ibyimd/tag/generation-z/)
- [digital natives](https://www.imd.org/ibyimd/tag/digital-natives/)
- [intuition](https://www.imd.org/ibyimd/tag/intuition/)
- [Supply Chain White Paper](https://www.imd.org/ibyimd/tag/supply-chain-white-paper/)
- [SEO](https://www.imd.org/ibyimd/tag/seo/)
- [biohacking](https://www.imd.org/ibyimd/tag/biohacking/)
- [CNY 2026](https://www.imd.org/ibyimd/tag/cny-2026/)
- [AI and the CxO](https://www.imd.org/ibyimd/tag/ai-and-the-cxo/)

## Algolia keywords

- [diversity](https://www.imd.org/algolia_keyword/diversity/)
- [inclusion](https://www.imd.org/algolia_keyword/inclusion/)
- [crypto](https://www.imd.org/algolia_keyword/crypto/)
- [bitcoin](https://www.imd.org/algolia_keyword/bitcoin/)
- [dei](https://www.imd.org/algolia_keyword/dei/)
- [on campus](https://www.imd.org/algolia_keyword/on-campus/)
- [on-site](https://www.imd.org/algolia_keyword/on-site/)
- [digital transformation](https://www.imd.org/algolia_keyword/digital-transformation/)
- [senior level](https://www.imd.org/algolia_keyword/senior-level/)
- [AI](https://www.imd.org/algolia_keyword/ai/)
- [executive program](https://www.imd.org/algolia_keyword/executive-program/)
- [coaching](https://www.imd.org/algolia_keyword/coaching/)
- [digital journey](https://www.imd.org/algolia_keyword/digital-journey/)
- [leadership](https://www.imd.org/algolia_keyword/leadership/)
- [artificial intelligence](https://www.imd.org/algolia_keyword/artificial-intelligence/)
- [digital](https://www.imd.org/algolia_keyword/digital/)
- [strategy](https://www.imd.org/algolia_keyword/strategy/)
- [digital strategy](https://www.imd.org/algolia_keyword/digital-strategy/)
- [lausanne](https://www.imd.org/algolia_keyword/lausanne/)
- [ceo](https://www.imd.org/algolia_keyword/ceo/)
- [digital analytics](https://www.imd.org/algolia_keyword/digital-analytics/)
- [classroom](https://www.imd.org/algolia_keyword/classroom/)
- [in person](https://www.imd.org/algolia_keyword/in-person/)
- [switzerland](https://www.imd.org/algolia_keyword/switzerland/)
- [training](https://www.imd.org/algolia_keyword/training/)
- [international](https://www.imd.org/algolia_keyword/international/)
- [technology](https://www.imd.org/algolia_keyword/technology/)
- [digital execution](https://www.imd.org/algolia_keyword/digital-execution/)
- [management](https://www.imd.org/algolia_keyword/management/)
- [courses](https://www.imd.org/algolia_keyword/courses/)
- [business](https://www.imd.org/algolia_keyword/business/)
- [executive](https://www.imd.org/algolia_keyword/executive/)
- [digital ecossystem](https://www.imd.org/algolia_keyword/digital-ecossystem/)
- [big data](https://www.imd.org/algolia_keyword/big-data/)
- [data science](https://www.imd.org/algolia_keyword/data-science/)
- [analytics](https://www.imd.org/algolia_keyword/analytics/)
- [executive education](https://www.imd.org/algolia_keyword/executive-education/)
- [robotics](https://www.imd.org/algolia_keyword/robotics/)
- [generative ai](https://www.imd.org/algolia_keyword/generative-ai/)
- [entrepreneurship](https://www.imd.org/algolia_keyword/entrepreneurship/)
- [design thinking](https://www.imd.org/algolia_keyword/design-thinking/)
- [blockchain](https://www.imd.org/algolia_keyword/blockchain/)
- [industry](https://www.imd.org/algolia_keyword/industry/)
- [digital marketing](https://www.imd.org/algolia_keyword/digital-marketing/)
- [marketing](https://www.imd.org/algolia_keyword/marketing/)
- [customer journey](https://www.imd.org/algolia_keyword/customer-journey/)
- [customer engagement](https://www.imd.org/algolia_keyword/customer-engagement/)
- [customer success](https://www.imd.org/algolia_keyword/customer-success/)
- [customer experience](https://www.imd.org/algolia_keyword/customer-experience/)
- [branding](https://www.imd.org/algolia_keyword/branding/)
- [business models](https://www.imd.org/algolia_keyword/business-models/)
- [data analytics](https://www.imd.org/algolia_keyword/data-analytics/)
- [inbound marketing](https://www.imd.org/algolia_keyword/inbound-marketing/)
- [face to face](https://www.imd.org/algolia_keyword/face-to-face/)
- [machine learning](https://www.imd.org/algolia_keyword/machine-learning/)
- [ai accelerator](https://www.imd.org/algolia_keyword/ai-accelerator/)
- [deep learning](https://www.imd.org/algolia_keyword/deep-learning/)
- [singapore](https://www.imd.org/algolia_keyword/singapore/)
- [asia](https://www.imd.org/algolia_keyword/asia/)
- [on campus program](https://www.imd.org/algolia_keyword/on-campus-program/)
- [online](https://www.imd.org/algolia_keyword/online/)
- [online program](https://www.imd.org/algolia_keyword/online-program/)
- [getsmarter](https://www.imd.org/algolia_keyword/getsmarter/)
- [risk management](https://www.imd.org/algolia_keyword/risk-management/)
- [c-level](https://www.imd.org/algolia_keyword/c-level/)
- [governance](https://www.imd.org/algolia_keyword/governance/)
- [remote](https://www.imd.org/algolia_keyword/remote/)
- [distance](https://www.imd.org/algolia_keyword/distance/)
- [virtual](https://www.imd.org/algolia_keyword/virtual/)
- [course](https://www.imd.org/algolia_keyword/course/)
- [e-commerce](https://www.imd.org/algolia_keyword/e-commerce/)
- [manufacturing](https://www.imd.org/algolia_keyword/manufacturing/)
- [digitalization](https://www.imd.org/algolia_keyword/digitalization/)
- [business strategy](https://www.imd.org/algolia_keyword/business-strategy/)
- [sprint program](https://www.imd.org/algolia_keyword/sprint-program/)
- [sprint](https://www.imd.org/algolia_keyword/sprint/)
- [certificate](https://www.imd.org/algolia_keyword/certificate/)
- [business agility](https://www.imd.org/algolia_keyword/business-agility/)
- [digital business](https://www.imd.org/algolia_keyword/digital-business/)
- [chatgpt](https://www.imd.org/algolia_keyword/chatgpt/)
- [ethical ai](https://www.imd.org/algolia_keyword/ethical-ai/)
- [leader](https://www.imd.org/algolia_keyword/leader/)
- [team leadership](https://www.imd.org/algolia_keyword/team-leadership/)
- [leadership training](https://www.imd.org/algolia_keyword/leadership-training/)
- [mindfulness](https://www.imd.org/algolia_keyword/mindfulness/)
- [certification](https://www.imd.org/algolia_keyword/certification/)
- [program for managers](https://www.imd.org/algolia_keyword/program-for-managers/)
- [creativity](https://www.imd.org/algolia_keyword/creativity/)
- [innovation](https://www.imd.org/algolia_keyword/innovation/)
- [business analytics](https://www.imd.org/algolia_keyword/business-analytics/)
- [business innovation](https://www.imd.org/algolia_keyword/business-innovation/)
- [blended](https://www.imd.org/algolia_keyword/blended/)
- [hybrid](https://www.imd.org/algolia_keyword/hybrid/)
- [live virtual](https://www.imd.org/algolia_keyword/live-virtual/)
- [transformational leader](https://www.imd.org/algolia_keyword/transformational-leader/)
- [executive coaching](https://www.imd.org/algolia_keyword/executive-coaching/)
- [europe](https://www.imd.org/algolia_keyword/europe/)
- [executive certificate](https://www.imd.org/algolia_keyword/executive-certificate/)
- [campus](https://www.imd.org/algolia_keyword/campus/)
- [development](https://www.imd.org/algolia_keyword/development/)
- [mobilizing people](https://www.imd.org/algolia_keyword/mobilizing-people/)
- [team empowerment](https://www.imd.org/algolia_keyword/team-empowerment/)
- [leadership development](https://www.imd.org/algolia_keyword/leadership-development/)
- [equity](https://www.imd.org/algolia_keyword/equity/)
- [unconscious bias](https://www.imd.org/algolia_keyword/unconscious-bias/)
- [corporate](https://www.imd.org/algolia_keyword/corporate/)
- [organizational culture](https://www.imd.org/algolia_keyword/organizational-culture/)
- [inclusive leadership](https://www.imd.org/algolia_keyword/inclusive-leadership/)
- [individual coaching](https://www.imd.org/algolia_keyword/individual-coaching/)
- [team leadersip](https://www.imd.org/algolia_keyword/team-leadersip/)
- [beginner](https://www.imd.org/algolia_keyword/beginner/)
- [new leaders](https://www.imd.org/algolia_keyword/new-leaders/)
- [career planning](https://www.imd.org/algolia_keyword/career-planning/)
- [manager](https://www.imd.org/algolia_keyword/manager/)
- [leadership transition](https://www.imd.org/algolia_keyword/leadership-transition/)
- [leadership strategy](https://www.imd.org/algolia_keyword/leadership-strategy/)
- [leaders](https://www.imd.org/algolia_keyword/leaders/)
- [team leaders](https://www.imd.org/algolia_keyword/team-leaders/)
- [women](https://www.imd.org/algolia_keyword/women/)
- [programs for women](https://www.imd.org/algolia_keyword/programs-for-women/)
- [adaptative leadership](https://www.imd.org/algolia_keyword/adaptative-leadership/)
- [in loco](https://www.imd.org/algolia_keyword/in-loco/)
- [leadership style](https://www.imd.org/algolia_keyword/leadership-style/)
- [team building](https://www.imd.org/algolia_keyword/team-building/)
- [growth](https://www.imd.org/algolia_keyword/growth/)
- [growth mindset](https://www.imd.org/algolia_keyword/growth-mindset/)
- [team management](https://www.imd.org/algolia_keyword/team-management/)
- [performance](https://www.imd.org/algolia_keyword/performance/)
- [negotiation](https://www.imd.org/algolia_keyword/negotiation/)
- [communication](https://www.imd.org/algolia_keyword/communication/)
- [leadership journey](https://www.imd.org/algolia_keyword/leadership-journey/)
- [high performance](https://www.imd.org/algolia_keyword/high-performance/)
- [leadership technique](https://www.imd.org/algolia_keyword/leadership-technique/)
- [advanced](https://www.imd.org/algolia_keyword/advanced/)
- [middle manager](https://www.imd.org/algolia_keyword/middle-manager/)
- [senior executive](https://www.imd.org/algolia_keyword/senior-executive/)
- [leadership skills](https://www.imd.org/algolia_keyword/leadership-skills/)
- [problem solving](https://www.imd.org/algolia_keyword/problem-solving/)
- [advanced leadership](https://www.imd.org/algolia_keyword/advanced-leadership/)
- [general management]](https://www.imd.org/algolia_keyword/general-management/)
- [business leadership](https://www.imd.org/algolia_keyword/business-leadership/)
- [business administration](https://www.imd.org/algolia_keyword/business-administration/)
- [decision-making](https://www.imd.org/algolia_keyword/decision-making/)
- [strategic thinking](https://www.imd.org/algolia_keyword/strategic-thinking/)
- [growth hacking](https://www.imd.org/algolia_keyword/growth-hacking/)
- [management training](https://www.imd.org/algolia_keyword/management-training/)
- [open program](https://www.imd.org/algolia_keyword/open-program/)
- [networking](https://www.imd.org/algolia_keyword/networking/)
- [future leaders](https://www.imd.org/algolia_keyword/future-leaders/)
- [global management](https://www.imd.org/algolia_keyword/global-management/)
- [breakthrough program](https://www.imd.org/algolia_keyword/breakthrough-program/)
- [owp](https://www.imd.org/algolia_keyword/owp/)
- [orchestrating winning performance](https://www.imd.org/algolia_keyword/orchestrating-winning-performance/)
- [diploma](https://www.imd.org/algolia_keyword/diploma/)
- [digital program](https://www.imd.org/algolia_keyword/digital-program/)
- [learning](https://www.imd.org/algolia_keyword/learning/)
- [executive development](https://www.imd.org/algolia_keyword/executive-development/)
- [7 weeks](https://www.imd.org/algolia_keyword/7-weeks/)
- [business foundations](https://www.imd.org/algolia_keyword/business-foundations/)
- [sustainability](https://www.imd.org/algolia_keyword/sustainability/)
- [sustainable business](https://www.imd.org/algolia_keyword/sustainable-business/)
- [portfolio](https://www.imd.org/algolia_keyword/portfolio/)
- [esg](https://www.imd.org/algolia_keyword/esg/)
- [circular economy](https://www.imd.org/algolia_keyword/circular-economy/)
- [shared economy](https://www.imd.org/algolia_keyword/shared-economy/)
- [stakeholder](https://www.imd.org/algolia_keyword/stakeholder/)
- [sustainable finance](https://www.imd.org/algolia_keyword/sustainable-finance/)
- [Digital Acceleration](https://www.imd.org/algolia_keyword/digital-acceleration/)
- [finance](https://www.imd.org/algolia_keyword/finance/)
- [specialization](https://www.imd.org/algolia_keyword/specialization/)
- [boardroom](https://www.imd.org/algolia_keyword/boardroom/)
- [board member](https://www.imd.org/algolia_keyword/board-member/)
- [board](https://www.imd.org/algolia_keyword/board/)
- [board director](https://www.imd.org/algolia_keyword/board-director/)
- [chair](https://www.imd.org/algolia_keyword/chair/)
- [chairman](https://www.imd.org/algolia_keyword/chairman/)
- [stakeholders](https://www.imd.org/algolia_keyword/stakeholders/)
- [directorship](https://www.imd.org/algolia_keyword/directorship/)
- [director](https://www.imd.org/algolia_keyword/director/)
- [stewardship](https://www.imd.org/algolia_keyword/stewardship/)
- [swiss](https://www.imd.org/algolia_keyword/swiss/)
- [partnership](https://www.imd.org/algolia_keyword/partnership/)
- [network](https://www.imd.org/algolia_keyword/network/)
- [senior education](https://www.imd.org/algolia_keyword/senior-education/)
- [5 weeks](https://www.imd.org/algolia_keyword/5-weeks/)
- [inspiration](https://www.imd.org/algolia_keyword/inspiration/)
- [leading](https://www.imd.org/algolia_keyword/leading/)
- [self-discovery](https://www.imd.org/algolia_keyword/self-discovery/)
- [self awareness](https://www.imd.org/algolia_keyword/self-awareness/)
- [influencing](https://www.imd.org/algolia_keyword/influencing/)
- [influence](https://www.imd.org/algolia_keyword/influence/)
- [people management](https://www.imd.org/algolia_keyword/people-management/)
- [high-performing](https://www.imd.org/algolia_keyword/high-performing/)
- [psychology](https://www.imd.org/algolia_keyword/psychology/)
- [persuading](https://www.imd.org/algolia_keyword/persuading/)
- [empower](https://www.imd.org/algolia_keyword/empower/)
- [persuade](https://www.imd.org/algolia_keyword/persuade/)
- [persuasion](https://www.imd.org/algolia_keyword/persuasion/)
- [distant](https://www.imd.org/algolia_keyword/distant/)
- [inspirational](https://www.imd.org/algolia_keyword/inspirational/)
- [coach](https://www.imd.org/algolia_keyword/coach/)
- [mobilize others](https://www.imd.org/algolia_keyword/mobilize-others/)
- [8 weeks](https://www.imd.org/algolia_keyword/8-weeks/)
- [resilience](https://www.imd.org/algolia_keyword/resilience/)
- [crisis management](https://www.imd.org/algolia_keyword/crisis-management/)
- [crisis plan](https://www.imd.org/algolia_keyword/crisis-plan/)
- [agile team](https://www.imd.org/algolia_keyword/agile-team/)
- [biases](https://www.imd.org/algolia_keyword/biases/)
- [challenges](https://www.imd.org/algolia_keyword/challenges/)
- [analysis](https://www.imd.org/algolia_keyword/analysis/)
- [behavior](https://www.imd.org/algolia_keyword/behavior/)
- [employee](https://www.imd.org/algolia_keyword/employee/)
- [employer](https://www.imd.org/algolia_keyword/employer/)
- [organization](https://www.imd.org/algolia_keyword/organization/)
- [motivational drivers](https://www.imd.org/algolia_keyword/motivational-drivers/)
- [motivation](https://www.imd.org/algolia_keyword/motivation/)
- [science](https://www.imd.org/algolia_keyword/science/)
- [organizational](https://www.imd.org/algolia_keyword/organizational/)
- [case studies](https://www.imd.org/algolia_keyword/case-studies/)
- [agility](https://www.imd.org/algolia_keyword/agility/)
- [Leadership Operating System](https://www.imd.org/algolia_keyword/leadership-operating-system/)
- [scrum](https://www.imd.org/algolia_keyword/scrum/)
- [strategist](https://www.imd.org/algolia_keyword/strategist/)
- [corporative](https://www.imd.org/algolia_keyword/corporative/)
- [corporation](https://www.imd.org/algolia_keyword/corporation/)
- [adaptability](https://www.imd.org/algolia_keyword/adaptability/)
- [mindset](https://www.imd.org/algolia_keyword/mindset/)
- [strategic success](https://www.imd.org/algolia_keyword/strategic-success/)
- [strategic initiatives](https://www.imd.org/algolia_keyword/strategic-initiatives/)
- [engagement](https://www.imd.org/algolia_keyword/engagement/)
- [execution plan](https://www.imd.org/algolia_keyword/execution-plan/)
- [project](https://www.imd.org/algolia_keyword/project/)
- [hans-on](https://www.imd.org/algolia_keyword/hans-on/)
- [implementation](https://www.imd.org/algolia_keyword/implementation/)
- [professional](https://www.imd.org/algolia_keyword/professional/)
- [framework](https://www.imd.org/algolia_keyword/framework/)
- [strategic](https://www.imd.org/algolia_keyword/strategic/)
- [partnerships](https://www.imd.org/algolia_keyword/partnerships/)
- [joint ventures](https://www.imd.org/algolia_keyword/joint-ventures/)
- [competitive advantage](https://www.imd.org/algolia_keyword/competitive-advantage/)
- [alliances](https://www.imd.org/algolia_keyword/alliances/)
- [partners](https://www.imd.org/algolia_keyword/partners/)
- [online course](https://www.imd.org/algolia_keyword/online-course/)
- [tech](https://www.imd.org/algolia_keyword/tech/)
- [roi](https://www.imd.org/algolia_keyword/roi/)
- [kpi](https://www.imd.org/algolia_keyword/kpi/)
- [research](https://www.imd.org/algolia_keyword/research/)
- [creative thinking](https://www.imd.org/algolia_keyword/creative-thinking/)
- [culture](https://www.imd.org/algolia_keyword/culture/)
- [data streams](https://www.imd.org/algolia_keyword/data-streams/)
- [innovative](https://www.imd.org/algolia_keyword/innovative/)
- [advertising](https://www.imd.org/algolia_keyword/advertising/)
- [propaganda](https://www.imd.org/algolia_keyword/propaganda/)
- [digital age](https://www.imd.org/algolia_keyword/digital-age/)
- [industry 4.0](https://www.imd.org/algolia_keyword/industry-4-0/)
- [fourth industrial revolution](https://www.imd.org/algolia_keyword/fourth-industrial-revolution/)
- [goals](https://www.imd.org/algolia_keyword/goals/)
- [objectives](https://www.imd.org/algolia_keyword/objectives/)
- [on demand](https://www.imd.org/algolia_keyword/on-demand/)
- [10 weeks](https://www.imd.org/algolia_keyword/10-weeks/)
- [kpis](https://www.imd.org/algolia_keyword/kpis/)
- [entrepreneur](https://www.imd.org/algolia_keyword/entrepreneur/)
- [senior program](https://www.imd.org/algolia_keyword/senior-program/)
- [lean six sigma](https://www.imd.org/algolia_keyword/lean-six-sigma/)
- [economy](https://www.imd.org/algolia_keyword/economy/)
- [investment](https://www.imd.org/algolia_keyword/investment/)
- [investing](https://www.imd.org/algolia_keyword/investing/)
- [investments](https://www.imd.org/algolia_keyword/investments/)
- [trends](https://www.imd.org/algolia_keyword/trends/)
- [cfo](https://www.imd.org/algolia_keyword/cfo/)
- [financial](https://www.imd.org/algolia_keyword/financial/)
- [education](https://www.imd.org/algolia_keyword/education/)
- [sustainable](https://www.imd.org/algolia_keyword/sustainable/)
- [green](https://www.imd.org/algolia_keyword/green/)
- [business model](https://www.imd.org/algolia_keyword/business-model/)
- [strategic advantage](https://www.imd.org/algolia_keyword/strategic-advantage/)
- [business success](https://www.imd.org/algolia_keyword/business-success/)
- [sdg](https://www.imd.org/algolia_keyword/sdg/)
- [competitive edge](https://www.imd.org/algolia_keyword/competitive-edge/)
- [vectoring](https://www.imd.org/algolia_keyword/vectoring/)
- [Sustainable Development Goals](https://www.imd.org/algolia_keyword/sustainable-development-goals/)
- [risk assessment](https://www.imd.org/algolia_keyword/risk-assessment/)
- [opportunities](https://www.imd.org/algolia_keyword/opportunities/)
- [strategic finance](https://www.imd.org/algolia_keyword/strategic-finance/)
- [senior lvele](https://www.imd.org/algolia_keyword/senior-lvele/)
- [accounting](https://www.imd.org/algolia_keyword/accounting/)
- [accountability](https://www.imd.org/algolia_keyword/accountability/)
- [banking](https://www.imd.org/algolia_keyword/banking/)
- [joint venture](https://www.imd.org/algolia_keyword/joint-venture/)
- [financial analysis](https://www.imd.org/algolia_keyword/financial-analysis/)
- [succession](https://www.imd.org/algolia_keyword/succession/)
- [membership](https://www.imd.org/algolia_keyword/membership/)
- [board simulation](https://www.imd.org/algolia_keyword/board-simulation/)
- [mba](https://www.imd.org/algolia_keyword/mba/)
- [master of business administration](https://www.imd.org/algolia_keyword/master-of-business-administration/)
- [degree program](https://www.imd.org/algolia_keyword/degree-program/)
- [graduation](https://www.imd.org/algolia_keyword/graduation/)
- [1 year](https://www.imd.org/algolia_keyword/1-year/)
- [2025](https://www.imd.org/algolia_keyword/2025/)
- [generative](https://www.imd.org/algolia_keyword/generative/)
- [hands on](https://www.imd.org/algolia_keyword/hands-on/)
- [Sustainable impact](https://www.imd.org/algolia_keyword/sustainable-impact/)
- [executive mba](https://www.imd.org/algolia_keyword/executive-mba/)
- [digital technologies](https://www.imd.org/algolia_keyword/digital-technologies/)
- [emba](https://www.imd.org/algolia_keyword/emba/)
- [global leader](https://www.imd.org/algolia_keyword/global-leader/)
- [msc](https://www.imd.org/algolia_keyword/msc/)
- [master of science](https://www.imd.org/algolia_keyword/master-of-science/)
- [Sustainable Management](https://www.imd.org/algolia_keyword/sustainable-management/)
- [University of Lausanne](https://www.imd.org/algolia_keyword/university-of-lausanne/)
- [Enterprise for Society](https://www.imd.org/algolia_keyword/enterprise-for-society/)
- [e4s](https://www.imd.org/algolia_keyword/e4s/)
- [UNIL](https://www.imd.org/algolia_keyword/unil/)
- [EPFL](https://www.imd.org/algolia_keyword/epfl/)
- [École Polytechnique Fédérale de Lausanne](https://www.imd.org/algolia_keyword/ecole-polytechnique-federale-de-lausanne/)
- [NGOs](https://www.imd.org/algolia_keyword/ngos/)
- [roadmap](https://www.imd.org/algolia_keyword/roadmap/)
- [impact](https://www.imd.org/algolia_keyword/impact/)
- [enviromental](https://www.imd.org/algolia_keyword/enviromental/)
- [enviroment](https://www.imd.org/algolia_keyword/enviroment/)
- [social responsability](https://www.imd.org/algolia_keyword/social-responsability/)
- [measuring and managing](https://www.imd.org/algolia_keyword/measuring-and-managing/)
- [reporting](https://www.imd.org/algolia_keyword/reporting/)
- [monitoring](https://www.imd.org/algolia_keyword/monitoring/)
- [offline](https://www.imd.org/algolia_keyword/offline/)
- [digital skills](https://www.imd.org/algolia_keyword/digital-skills/)
- [digital landscape](https://www.imd.org/algolia_keyword/digital-landscape/)
- [boards](https://www.imd.org/algolia_keyword/boards/)
- [board members](https://www.imd.org/algolia_keyword/board-members/)
- [board room](https://www.imd.org/algolia_keyword/board-room/)
- [executives](https://www.imd.org/algolia_keyword/executives/)
- [operations](https://www.imd.org/algolia_keyword/operations/)
- [commitee](https://www.imd.org/algolia_keyword/commitee/)
- [eruope](https://www.imd.org/algolia_keyword/eruope/)
- [immersion](https://www.imd.org/algolia_keyword/immersion/)
- [financing](https://www.imd.org/algolia_keyword/financing/)
- [commitees](https://www.imd.org/algolia_keyword/commitees/)
- [mergers & acquisitions](https://www.imd.org/algolia_keyword/mergers-acquisitions/)
- [m&a](https://www.imd.org/algolia_keyword/ma/)
- [dynamics](https://www.imd.org/algolia_keyword/dynamics/)
- [meeting](https://www.imd.org/algolia_keyword/meeting/)
- [venture](https://www.imd.org/algolia_keyword/venture/)
- [stewarship](https://www.imd.org/algolia_keyword/stewarship/)
- [woman](https://www.imd.org/algolia_keyword/woman/)
- [board role](https://www.imd.org/algolia_keyword/board-role/)
- [performing](https://www.imd.org/algolia_keyword/performing/)
- [learning journey](https://www.imd.org/algolia_keyword/learning-journey/)
- [equality](https://www.imd.org/algolia_keyword/equality/)
- [family business](https://www.imd.org/algolia_keyword/family-business/)
- [continuity](https://www.imd.org/algolia_keyword/continuity/)
- [wealth management](https://www.imd.org/algolia_keyword/wealth-management/)
- [southeast asia](https://www.imd.org/algolia_keyword/southeast-asia/)
- [legacy](https://www.imd.org/algolia_keyword/legacy/)
- [success](https://www.imd.org/algolia_keyword/success/)
- [enterprise](https://www.imd.org/algolia_keyword/enterprise/)
- [dubai](https://www.imd.org/algolia_keyword/dubai/)
- [emirates](https://www.imd.org/algolia_keyword/emirates/)
- [owners](https://www.imd.org/algolia_keyword/owners/)
- [navigate](https://www.imd.org/algolia_keyword/navigate/)
- [rmanagement](https://www.imd.org/algolia_keyword/rmanagement/)
- [mit](https://www.imd.org/algolia_keyword/mit/)
- [boston](https://www.imd.org/algolia_keyword/boston/)
- [united states](https://www.imd.org/algolia_keyword/united-states/)
- [usa](https://www.imd.org/algolia_keyword/usa/)
- [breakthrough](https://www.imd.org/algolia_keyword/breakthrough/)
- [planning](https://www.imd.org/algolia_keyword/planning/)
- [plan](https://www.imd.org/algolia_keyword/plan/)
- [techniques](https://www.imd.org/algolia_keyword/techniques/)
- [ioc](https://www.imd.org/algolia_keyword/ioc/)
- [uefa](https://www.imd.org/algolia_keyword/uefa/)
- [olympics](https://www.imd.org/algolia_keyword/olympics/)
- [action plan](https://www.imd.org/algolia_keyword/action-plan/)
- [venture asset](https://www.imd.org/algolia_keyword/venture-asset/)
- [venture capital](https://www.imd.org/algolia_keyword/venture-capital/)
- [portfolio diversification](https://www.imd.org/algolia_keyword/portfolio-diversification/)
- [venture capital market](https://www.imd.org/algolia_keyword/venture-capital-market/)
- [investment opportunities](https://www.imd.org/algolia_keyword/investment-opportunities/)
- [merge & acquisition](https://www.imd.org/algolia_keyword/merge-acquisition/)
- [open programs](https://www.imd.org/algolia_keyword/open-programs/)
- [finance for impact](https://www.imd.org/algolia_keyword/finance-for-impact/)
- [humanitarian](https://www.imd.org/algolia_keyword/humanitarian/)
- [high-impact project](https://www.imd.org/algolia_keyword/high-impact-project/)
- [impact investing](https://www.imd.org/algolia_keyword/impact-investing/)
- [simulations](https://www.imd.org/algolia_keyword/simulations/)
- [executive programs](https://www.imd.org/algolia_keyword/executive-programs/)
- [human resources](https://www.imd.org/algolia_keyword/human-resources/)
- [l&d](https://www.imd.org/algolia_keyword/ld/)
- [employers](https://www.imd.org/algolia_keyword/employers/)
- [future readiness](https://www.imd.org/algolia_keyword/future-readiness/)
- [competitors](https://www.imd.org/algolia_keyword/competitors/)
- [luxury](https://www.imd.org/algolia_keyword/luxury/)
- [luxurious](https://www.imd.org/algolia_keyword/luxurious/)
- [luxury lab](https://www.imd.org/algolia_keyword/luxury-lab/)
- [haute couture](https://www.imd.org/algolia_keyword/haute-couture/)
- [retail](https://www.imd.org/algolia_keyword/retail/)
- [manufacture](https://www.imd.org/algolia_keyword/manufacture/)
- [Audemars Piguet](https://www.imd.org/algolia_keyword/audemars-piguet/)
- [customer](https://www.imd.org/algolia_keyword/customer/)
- [customer value](https://www.imd.org/algolia_keyword/customer-value/)
- [expansion](https://www.imd.org/algolia_keyword/expansion/)
- [product performance](https://www.imd.org/algolia_keyword/product-performance/)
- [integration](https://www.imd.org/algolia_keyword/integration/)
- [senior leadership](https://www.imd.org/algolia_keyword/senior-leadership/)
- [team performance](https://www.imd.org/algolia_keyword/team-performance/)
- [degree](https://www.imd.org/ibyimd/algolia_keyword/degree/)

## Faculty Statuses

- [Professor](https://www.imd.org/imd_person_faculty_statusprofessor/)
- [Adjunct Professor](https://www.imd.org/imd_person_faculty_statusadjunct-professor/)
- [Affiliate Professor](https://www.imd.org/imd_person_faculty_statusaffiliate-professor/)
- [Emeritus Professor](https://www.imd.org/imd_person_faculty_statusemeritus-professor/)
- [Visiting Professor](https://www.imd.org/imd_person_faculty_statusvisiting-professor/)
- [Term Research Professor](https://www.imd.org/imd_person_faculty_statusterm-research-professor/)
- [Distinguished Scholar](https://www.imd.org/imd_person_faculty_statusdistinguished-scholar/)

## Faculty Types

- [Faculty](https://www.imd.org/faculty/)
- [Term Research Professor](https://www.imd.org/term-research-professor/)
- [Adjunct](https://www.imd.org/faculty-categoryadjunct/)
- [Visiting](https://www.imd.org/faculty-categoryvisiting/)
- [Distinguished Scholar](https://www.imd.org/faculty-categorydistinguished-scholar/)
- [Emeritus](https://www.imd.org/faculty-categoryemeritus/)

## Nationalities

- [Japanese](https://www.imd.org/imd_person_nationalityjapanese/)
- [Turkish](https://www.imd.org/imd_person_nationalityturkish/)

## Faculty Topics

- [SUSTAINABILITY](https://www.imd.org/faculty-topicsustainability/)
- [INNOVATION](https://www.imd.org/faculty-topicinnovation/)
- [ENTREPRENEURSHIP](https://www.imd.org/faculty-topicentrepreneurship/)
- [DIGITAL](https://www.imd.org/faculty-topicdigital/)
- [STRATEGY](https://www.imd.org/faculty-topicstrategy/)
- [ECONOMICS](https://www.imd.org/faculty-topiceconomics/)
- [FINANCE](https://www.imd.org/faculty-topicfinance/)
- [COMPETITIVENESS](https://www.imd.org/faculty-topiccompetitiveness/)
- [LEADERSHIP](https://www.imd.org/faculty-topicleadership/)
- [TOP TEAMS](https://www.imd.org/faculty-topictop-teams/)
- [MARKETING](https://www.imd.org/faculty-topicmarketing/)
- [DECISION-MAKING](https://www.imd.org/faculty-topicdecision-making/)
- [OPERATIONS](https://www.imd.org/faculty-topicoperations/)
- [GOVERNANCE](https://www.imd.org/faculty-topicgovernance/)
- [FAMILY BUSINESS](https://www.imd.org/faculty-topicfamily-business/)
- [AGILITY](https://www.imd.org/faculty-topicagility/)
- [COMMUNICATION](https://www.imd.org/faculty-topiccommunication/)
- [TRANSITIONS](https://www.imd.org/faculty-topictransitions/)
- [INTERPERSONAL LEADERSHIP](https://www.imd.org/?faculty-topic=interpersonal-leadership)
- [ORGANIZATIONAL DESIGN](https://www.imd.org/faculty-topicorganizational-design/)
- [TEAM LEADERSHIP](https://www.imd.org/faculty-topicteam-leadership/)
- [ORGANIZATION LEARNING](https://www.imd.org/faculty-topicorganization-learning/)
- [POLITICAL ECONOMY](https://www.imd.org/faculty-topicpolitical-economy/)