IMD Wednesday Webcasts

Replay of this week's webcast

July 28, 2010

Training Cast: Benchmarking Innovation Practices
Professor William Fischer

Every organization that I work with aspires to be innovative, yet most fail in converting this aspiration into reality. Over the past four plus years, IMD has been collaborating with MIT's Sloan school in the joint-Driving Strategic Innovation Program, and out of this program has come a number of insights into innovation practices that might help organizations actually rethink what innovation means to them, and how they might do it better.

Upcoming Webcasts

August 04, 2010

Training Cast: Building Trust in Times of Change and Uncertainty
Professor George Kohlrieser

In today's world, the one thing that is constant is change. If this is not enough in itself, there is the added anxiety of what is coming next and what is the right thing to do. As a result leaders and employees are left unsettled and anxious about the short and long term consequences. One major outcome of all this uncertainty is that emotional engagement to one's work and related high motivation is in serious decline on the job. Long term studies following emotional attachment to work over the last 30 years has shown a recent melt down to the lowest levels ever measured especially in Europe. This means that leaders must address this critical issue by providing secure anchors and secure bases to counteract the negative consequences of ongoing change and uncertainty. The organizations that do succeed in these times of uncertainty find the solution in how their leaders behave and lead.This session will focus on what leaders need to understand and do to create stability in an unstable world. We will examine what followers need in order to remain fully committed, highly motivated, and deeply engaged to achieve maximum results. The latest research demonstrates that the mindset of the leader is the key. When leaders create a sense of security even in the most uncertain and dangerous environment, followers are protected from all the negative consequences of uncertainty. Once the correct mindset is in place the behavior and language of the leader becomes their most powerful tool to influence and persuade others to collaborate and stay fully involved. This can be done with or without formal authority. The leader as a lighthouse becomes the anchor to handle the big and small storms to help keep followers aliened regardless of how much turmoil surrounds them. Drawing on the studies of high performance leadership from the business world, sports, education, high performance teams, and personal achievement; we will translate this cutting edge knowledge to the real world of leading in times of uncertainty.

August 11, 2010

Training Cast: Advanced Strategic Management: 1. Assessing your Reality
Professor Thomas Malnight

Only a wide, interconnected view of your business and the world in which it operates can help you to become an effective, operational and visionary leader. By having a better view of the world, markets, industries, consumers and business as a sustainable institution, you will be able to further define a comprehensive strategy for the success of your organization, develop your ability as an influential leader and build a stronger, committed leadership team.

August 18, 2010

Training Cast: Advanced Strategic Management 2. Challenging your Possibilities
Professor Thomas Malnight

In this webcast, we will be examining how managers and leaders need to align ambitions throughout an organization by a detailed and carefully thought out process of clarifying alternatives.

August 25, 2010

Training Cast: Advanced Strategic Management 3. Stretching your Potential
Professor Thomas Malnight

This webcast will deal with how best to focus on choices and align focus, priorities and actions.

September 01, 2010

Cascading Vision
Professor Robert Hooijberg
Execution, Strategy

Join Professor Robert Hooijberg as he shares frameworks to assist companies not only in cascading their vision throughout their organisation but to ensure the vision is genuinely implemented.

September 08, 2010

Mini Series: Organizational Learning: 1. Cultural Enablers for Organizational Learning
Professor Shlomo Ben-Hur
Corporate Culture, Governance, Human Resources, Leadership, Strategy

There is a wide-spread recognition among corporate executives that learning is key to operational excellence and innovation and the organization¿s capacity to learn a key competitive advantage. The reality is, however, that in many organizations a significant gap exists between the ¿talk¿ and the ¿walk¿ about the importance of learning and the implementation in the field. In this session, Prof. Ben-Hur will share his current research on the components of the corporate learning cycle and the cultural enablers which underpin it. This will allow participants to develop their own organizational learning score card to assess the degree to which they enable learning to take place in their business.

September 15, 2010

Mini Series: Organizational Learning: 1. Cultural Enablers for Organizational Learning
Professor Shlomo Ben-Hur
Corporate Culture, Governance, Human Resources, Leadership, Strategy

As a follow-up to the September 8th webcast on the cultural enablers of corporate learning, Prof. Ben-Hur will outline the key strategic and operational options decision makers have in setting-up or restructuring their corporate learning function. Tapping into his experience as a chief learning officer of blue chip multinational corporations, he will outline the key dimensions that determine the success of this function and the importance of their alignment. As a co-founder of efmd¿s CLIP accreditation process for corporate universities, Prof. Ben-Hur will also share his observations on corporate learning practices across organizations and industries.

September 29, 2010

Global HR
Professor Maury Peiperl

NA

October 06, 2010

Implicit Theories of Management
Professors Stuart Read & Phil Rosenzweig
Innovation, Leadership

Research in psychology has classified people according to personality types -- introvert or extrovert, thinking or feeling, and more. But how these types are related to specific managerial decisions isn't clear. In this research project, IMD professors Stuart Read and Phil Rosenzweig examine the basic beliefs people hold about management, and how those beliefs shape their decisions. Join us for this webcast to learn about this innovative research, and to see whether your beliefs -- including some you might not even know you have -- explain some of your managerial decisions.

October 13, 2010

Mini Series: Leadership Part 1: Energy
Professor Preston Bottger
Leadership

Join Professor Preston Bottger for the first in this three part mini-series as he delves into the sources of energy that are essential for any leader to stay the course

October 20, 2010

Mini Series: Leadership Part 2: Assessment
Professor Preston Bottger
Leadership

In this webcast Preston Bottger will provide frameworks and tools that he believes every leader needs to master in an increasingly complex global environment

October 27, 2010

Mini Series: Leadership Part 3: Influence
Professor Preston Bottger
Leadership

A leader's capacity to influence is undoubtedly a key pillar in her/his success. In this third webcast join Professor Bottger as he shares from a wealth of experience what strategies bear most fruit.

November 03, 2010