IMD - The Global Meeting Place for Executive Learning

Having trouble viewing the e-mail below? Then please visit the online version.


	Dear reader, IMD's MBA program has been ranked No.1 worldwide by The Economist, up four places from 2007. The Economist surveyed the current MBA class and alumni from 2005 to 2007 on four factors: new career opportunities, personal development and educational experience, salary increase and the potential to network. We had a 64% response rate on the survey, which reflects the strong commitment of our participants and alumni. The 50th Anniversary of the Annual Program, marking the first graduating class of an IMD program, took place on October 10. Celebrations were held at the new Maersk Mc-Kinney Moeller Center attended by over 40 alumni from 1958 to 1971. "You are the school, you are our heritage and you help make us great", said IMD President John Wells. Your opinion counts Please continue to give us your feedback: what you like, what you don't. Let us know what more we can do to make the website and Webletter even more valuable and relevant to you. Kind regards, IMD Webletter Team

GOVERNANCE

	The financial meltdown
	What went wrong and how do we move forward?

	Saving CEOs (and their companies) from themselves
	How to avoid the ego traps in big moves

	Managing (your attention) abroad
	Are you feeling overstretched?

LEADERSHIP

	Keeping the US number one in competitiveness
	What Barack Obama and John McCain must do

	How to implement an effective coaching strategy
	Keeping Cinderella's coach from turning into a pumpkin

CHANGE

	Shaping the regulatory environment
	Why those who don't do politics get done by politics

	Facilitating groups to drive change
	Overcoming obstacles to moving forward

	The battle for consumer minds
	Is brand power shifting from manufacturers to retailers?

RESEARCH THEMES

Building an effective network
Where should you invest and how?
By Jim Pulcrano, Janet Shaner and Professor Bill Fischer
This is the second part of the authors' reflections on the hot topic of networks and networking. Here they suggest why your skills in this area are assets, and that how you use and improve them is a strategic choice. You can just hope that your network assets will increase in value, or you can proactively choose to invest in them, as you would with your financial assets.

The Chief Information Officer:
Achieving credibility, relevance and business impact
By Professor Donald A. Marchand
What is unique about the CIO's role? In this article, the author explains how, in addition to managing IT resources and operations, the CIO must influence IT-enabled processes and projects. This involves close collaboration with managers inside the company and with customers, partners and suppliers outside.