The Tomorrow's Challenges Video Podcasts summarize current ideas, research output and projects of IMD Faculty. This podcast is only an excerpt , for the full story please find the link in the podcast video. www.imd.ch/podcast<br /> <br /> The IMD Business School uniqueness is a chemistry of extraordinary people, highly relevant programs, state-of-the-art facilities, rankings time after time at the top, research you can act on. Celebrating diversity: over 50 renowned Faculty from over 22 countries. A network of some 180 international companies and 55000 alumni worldwide. Watch the IMD Experience www.imd.ch/xp and discover why IMD is unique among business schools, <br /> http://www.imd.ch/tc Business, Education Copyright © 2007 IMD International http://www.rssboard.org/rss-specification en-us Wed, 10 Mar 2010 09:35:39 +0100 real.learning@imd.ch Wed, 10 Mar 2010 09:33:34 +0100 clean Tomorrow's Challenges TC http://www.imd.ch/tc 60 FeedForAll v2.0 (2.0.2.7) http://www.feedforall.com Top business school faculty discuss critical business topics, see www.imd.ch/tc for in-depth articles. Tomorrow's Challenges present top-ranked business school IMD's latest research results. Faculty discuss critical business topics such as leadership, innovation, change and governance. See www.imd.ch/tc for in-depth articles. IMD International IMD International info@imd.ch IMD business school, higher education, MBA, Lausanne clean no IMD International 2007-01-26T18:07:53 +01:00 Tomorrow's Challenges present top-ranked business school IMD's latest research results. Faculty discuss critical business topics such as leadership, innovation, change and governance. See www.imd.ch/tc for in-depth articles. en IMD International IMD Tomorrow's Challenges Video Podcast http://www.imd.ch/podcast/ http://www.imd.ch/podcast/IMD_TC-Video-Podcast144.jpg http://www.imd.ch/tc IMD Tomorrow's Challenges Podcast 144 144 Much has been said recently about the economic turbulence in terms of the impact on industries, on companies, on countries. There has not been much on how it affects us as individuals. How does the current situation impact our internal drivers? And importantly, how do we deal with it effectively? http://www.imd.ch/research/challenges/TC043-09.cfm Leadership DC11227A-8233-411C-9E19-AAD90630A9D0 Wed, 10 Mar 2010 09:33:34 +0100 Leadership - Six pillars for dealing with your emotions in turbulent times By Professor Ben Bryant - www.imd.ch/POD943 Much has been said recently about the economic turbulence in terms of the impact on industries, on companies, on countries. There has not been much on how it affects us as individuals. How does the current situation impact our internal drivers? And importantly, how do we deal with it effectively? 6:02 IMD Business School Publishing Leadership no no Survival mode involves only a limited amount of energy and opportunistic thinking - and it is up to leaders to inspire oft over-extended, frustrated people and help them to see the opportunities that come with any crisis. In order to lead the switch from the prevailing negative mindset to the idea that we are poised for a recovery, leaders need to "lead at the edge" - or - in other words, lead the way to a positive mindset and a state of inspired energy. http://www.imd.ch/research/challenges/TC044-09.cfm Leadership 6CA546D4-70EB-4FE1-AFFF-A48260689D84 Tue, 17 Nov 2009 10:42:25 +0100 Leadership - What great leaders do best By Professor George Kohlrieser - www.imd.ch/POD944 Survival mode involves only a limited amount of energy and opportunistic thinking - and it is up to leaders to inspire oft over-extended, frustrated people and help them to see the opportunities that come with any crisis. In order to lead the switch from the prevailing negative mindset to the idea that we are poised for a recovery, leaders need to "lead at the edge" - or - in other words, lead the way to a positive mindset and a state of inspired energy. 3:26 IMD Business School Publishing Leadership no no We have a new reality - it looks as if uncertainty is here to stay for a while. And the effects are filtering through: complexity, interdependence, variety and change - words we will be hearing frequently in the future. We must all learn to embrace uncertainty and make it part of our operating reality. Here we look at some of the management essentials for dealing with uncertainty - Simplify and Amplify using the three Cs... http://www.imd.ch/research/challenges/TC032-09.cfm Leadership 35277F6F-F37A-459C-ABC6-4DB36319B72F Fri, 21 Aug 2009 13:46:36 +0200 Leadership - Managing uncertainty By Professor Martha Maznevski - www.imd.ch/POD932 We have a new reality - it looks as if uncertainty is here to stay for a while. And the effects are filtering through: complexity, interdependence, variety and change - words we will be hearing frequently in the future. We must all learn to embrace uncertainty and make it part of our operating reality. Here we look at some of the management essentials for dealing with uncertainty - Simplify and Amplify using the three Cs... 4:16 IMD Business School Publishing Leadership no no The United States is still the most competitive economy in the world, Denmark is the country best equipped to deal with the current world economic crisis, and the economic crisis has undoubtedly taken its toll on certain countries, including Ireland and Taiwan, both of which are dropping in competitiveness. These are some of the results of IMD’s 2009 World Competitiveness Rankings - the world’s most renowned, comprehensive Annual Report on the competitiveness of nations - which sets out to rank and analyze how a nation’s environment creates and sustains the competitiveness of enterprises. http://www.imd.ch/research/challenges/TC031-09.cfm Governance 34FAA687-5C55-4120-BD1D-8EA502D3AD0F Fri, 7 Aug 2009 14:36:09 +0200 Governance - Talking about competitiveness By Professor Stéphane Garelli - www.imd.ch/POD931 The United States is still the most competitive economy in the world, Denmark is the country best equipped to deal with the current world economic crisis, and the economic crisis has undoubtedly taken its toll on certain countries, including Ireland and Taiwan, both of which are dropping in competitiveness. These are some of the results of IMD’s 2009 World Competitiveness Rankings - the world’s most renowned, comprehensive Annual Report on the competitiveness of nations - which sets out to rank and analyze how a nation’s environment creates and sustains the competitiveness of enterprises. 3:39 IMD Business School Publishing Governance no no Last November, IMD Finance Professor Stewart Hamilton gave his reaction as some of the largest financial institutions went into meltdown. Six months on, he takes a fresh look at the financial crisis, where we stand today and what lessons we can learn going forward... http://www.imd.ch/research/challenges/TC027-09.cfm Governance 4EC7BFA8-9001-4ECF-9A4B-88369A9B9A8A Thu, 9 Jul 2009 15:33:37 +0200 Governance - A fresh look at the current financial situation By Professor Stewart Hamilton - www.imd.ch/POD927 Last November, IMD Finance Professor Stewart Hamilton gave his reaction as some of the largest financial institutions went into meltdown. Six months on, he takes a fresh look at the financial crisis, where we stand today and what lessons we can learn going forward... 4:33 IMD Business School Publishing Governance no no With the boom well and truly bust, how do you go about managing your customers in today’s economic downturn? As part of IMD’s series on "Leading in turbulent times", Professor Jacques Horovitz explains why now, more than ever, it’s time to put the customer first... When times are good and your company is growing, you tend to focus on markets - increasing market share or targeting new markets - and it’s easy to forget about your customers. http://www.imd.ch/research/challenges/TC020-09.cfm Leadership 35949088-59F8-406D-A67A-BDD333D35C13 Tue, 30 Jun 2009 16:34:09 +0200 Leadership - Leading in turbulent times By Professor Jacques Horovitz - www.imd.ch/POD920 With the boom well and truly bust, how do you go about managing your customers in today’s economic downturn? As part of IMD’s series on "Leading in turbulent times", Professor Jacques Horovitz explains why now, more than ever, it’s time to put the customer first... When times are good and your company is growing, you tend to focus on markets - increasing market share or targeting new markets - and it’s easy to forget about your customers. 2:53 IMD Business School Publishing Leadership no no Once upon a time, there was a girl who came from a very poor family in the countryside in China. When she was 16, her father could no longer afford for her to attend school and gave her RMB 600 (the equivalent of around US $80) hoping she could set herself up to earn a living with it. The girl rented a three square meter space tucked behind a barber’s shop, and started selling shoes. Because space was so limited, she biked to get a few pairs of shoes each week and once sold would return for more. After a few years, our girl had saved enough money to rent the whole barber’s shop. In five years, she had made a million RMB in a region where the average annual income was about RMB 2,000 at that time. http://www.imd.ch/research/challenges/TC019-09.cfm Change B0520718-0094-4BA7-9A2B-F92D72C02E18 Thu, 11 Jun 2009 14:18:20 +0200 Change - Moving up the value chain By Professor Winter Nie - www.imd.ch/POD919 Once upon a time, there was a girl who came from a very poor family in the countryside in China. When she was 16, her father could no longer afford for her to attend school and gave her RMB 600 (the equivalent of around US $80) hoping she could set herself up to earn a living with it. 3:09 IMD Business School Publishing Change no no As much as I consider myself a realist on matters related to the global economy - indeed some call me a pessimist - never would I have believed that in my lifetime I would be seeing anything remotely resembling the 1930s. I did invariably remonstrate with those who in the booming last couple of decades would claim that "globalization was irreversible". Nonsense, globalization has been repeatedly reversed throughout history. But I never expected it would go quite so far. http://www.imd.ch/research/challenges/TC017-09.cfm Globalization F01D8625-FC42-418D-83D8-D94E608A84EC Fri, 5 Jun 2009 16:34:22 +0200 Globalization - If Globalization is to be saved... By Professor Jean-Pierre Lehmann - www.imd.ch/POD917 As much as I consider myself a realist on matters related to the global economy - indeed some call me a pessimist - never would I have believed that in my lifetime I would be seeing anything remotely resembling the 1930s. I did invariably remonstrate with those who in the booming last couple of decades would claim that "globalization was irreversible". Nonsense, globalization has been repeatedly reversed throughout history. But I never expected it would go quite so far. 3:39 IMD Business School Publishing Globalization no no IMD is ranked number one outside the United States and number two worldwide in the Financial Times 2009 Executive Education Rankings. IMD’s open programs were ranked second (up from third in 2008) and custom-designed programs fourth. http://www.imd.ch/about/keyfacts/rankings.cfm Leadership 0BEA7773-DCA3-45BF-AB78-5491B7EBAF03 Mon, 11 May 2009 14:49:21 +0200 Leadership - First outside the US and second worldwide in Executive Education, The Financial Times 2009 Survey - www.imd.ch/rankings IMD is ranked number one outside the United States and number two worldwide in the Financial Times 2009 Executive Education Rankings. IMD’s open programs were ranked second (up from third in 2008) and custom-designed programs fourth. 1:41 IMD Business School Publishing Leadership no no Credit crunch, downturn, recession, layoffs - open a newspaper today and these are the words that leap off the page. When cash is tight, people and companies are only too happy to turn to cheaper alternatives. Firms with a strong brand are undoubtedly in a better position, but it is becoming clear that in many sectors, people and companies are willing to give up brand and premium quality for "good enough" quality and lower prices. In many industries, low cost competitors are winning, while their traditional rivals are sailing on turbulent seas. http://www.imd.ch/research/challenges/TC014-09.cfm Innovation 9DF87341-4500-4872-A67B-90685829E07D Fri, 8 May 2009 11:17:39 +0200 Innovation - Who wins in turbulent times? By Professor Adrian Ryans - www.imd.ch/POD914 Credit crunch, downturn, recession, layoffs - open a newspaper today and these are the words that leap off the page. When cash is tight, people and companies are only too happy to turn to cheaper alternatives. Firms with a strong brand are undoubtedly in a better position, but it is becoming clear that in many sectors, people and companies are willing to give up brand and premium quality for "good enough" quality and lower prices. In many industries, low cost competitors are winning, while their traditional rivals are sailing on turbulent seas. 4:25 IMD Business School Publishing Innovation no no January 2009 and it’s official. Recession is here. After the "are we, aren't we" of the past six months, the bright side is that now any doubt has gone, it’s time to risk predicting the future so contingency plans can be made. How long will it take us to get out of it and into what kind of world are we going to emerge on the other side of the recession? What will Obama bring to the table? What influence does he have on what happens in the US economy? What will kick start the economy? Will businesses increase their Asian focus? Will China and India be the saviour of the emerging markets? How will currencies play out in the next six to twelve months? http://www.imd.ch/research/challenges/TC011-09.cfm Leadership 211970C3-72AD-4D22-9C81-972712DCB022 Fri, 1 May 2009 11:14:13 +0200 Leadership - Economy: Life after a black hole By Professor Stéphane Garelli - www.imd.ch/POD911 January 2009 and it’s official. Recession is here. After the "are we, aren't we" of the past six months, the bright side is that now any doubt has gone, it’s time to risk predicting the future so contingency plans can be made. How long will it take us to get out of it and into what kind of world are we going to emerge on the other side of the recession? What will Obama bring to the table? What influence does he have on what happens in the US economy? What will kick start the economy? Will businesses increase their Asian focus? Will China and India be the saviour of the emerging markets? How will currencies play out in the next six to twelve months? 3:08 IMD Business School Publishing Leadership no no As a subsidiary of a large global business, how can you make sure that you are firmly on the radar screen? IMD Professor Cyril Bouquet reveals some of the strategies that subsidiary executives can use to increase their influence on, and investment from parent companies... http://www.imd.ch/research/challenges/TC006-09.cfm Globalization E7AB1674-BD9C-45A0-8B5B-7403D3E053F6 Fri, 24 Apr 2009 16:22:23 +0200 Globalization - Is your subsidiary on the map? By Professor Cyril Bouquet - www.imd.ch/POD906 As a subsidiary of a large global business, how can you make sure that you are firmly on the radar screen? IMD Professor Cyril Bouquet reveals some of the strategies that subsidiary executives can use to increase their influence on, and investment from parent companies... 3:34 IMD Business School Publishing Globalization no no As the pressure on leaders increases, so does the need for understanding the roles and responsibilities that come with the job. This is especially true in today’s rough waters. Each top leadership position has different areas of responsibility, all of which must function together like the legs on a chair to keep the organization up-and-running. In a three-part series, we are looking at the basics of leadership. In this final part, Professor Bottger and Mr Al-Saleh address the challenges and responsibilities of leadership in general: those of the CXO. http://www.imd.ch/research/challenges/TC004-09.cfm Leadership 737687EE-3B38-4618-B4E5-BC35FF57DCB1 Fri, 3 Apr 2009 16:11:28 +0200 Leadership - Leaders of the pack Part III - The CXO By Professor Preston Bottger and Adel Al-Saleh, President EMEA, IMS - www.imd.ch/POD904 As the pressure on leaders increases, so does the need for understanding the roles and responsibilities that come with the job. This is especially true in today’s rough waters. Each top leadership position has different areas of responsibility, all of which must function together like the legs on a chair to keep the organization up-and-running. In a three-part series, we are looking at the basics of leadership. In this final part, Professor Bottger and Mr Al-Saleh address the challenges and responsibilities of leadership in general: those of the CXO. 2:38 IMD Business School Publishing Leadership no no As the pressure on leaders increases, so does the need for understanding the roles and responsibilities that come with the job. This is especially true in today’s rough waters. Each top leadership position has different areas of responsibility, all of which must function together like the legs on a chair to keep the organization up-and-running. Today we look at the CIO. http://www.imd.ch/research/challenges/TC003-09.cfm Leadership B424EE26-032A-4EAF-8CC2-859531BC6FB3 Fri, 27 Mar 2009 16:08:42 +0100 Leadership - Leaders of the pack Part II - The CIO By Professor Donald A. Marchand - www.imd.ch/POD903 As the pressure on leaders increases, so does the need for understanding the roles and responsibilities that come with the job. This is especially true in today’s rough waters. Each top leadership position has different areas of responsibility, all of which must function together like the legs on a chair to keep the organization up-and-running. Today we look at the CIO. 3:05 IMD Business School Publishing Leadership no no Most high-level leaders will be aware of the five big tools of leadership: the mission, the structure, the processes, the culture, and the communications. And with effective leadership, what comes out the other end is the results: economic and social wealth. This is nothing new. The important thing to ensure is that all these areas are well-designed, well-managed and in synchrony. This is the role of the leader. http://www.imd.ch/research/challenges/TC002-09.cfm Leadership 7C798BC9-64CE-45E3-8FE4-E2C4F455E146 Fri, 13 Mar 2009 11:00:43 +0100 Leadership - Leaders of the pack Part I - The fundamentals By Professor Preston Bottger - www.imd.ch/POD902 Most high-level leaders will be aware of the five big tools of leadership: the mission, the structure, the processes, the culture, and the communications. And with effective leadership, what comes out the other end is the results: economic and social wealth. This is nothing new. The important thing to ensure is that all these areas are well-designed, well-managed and in synchrony. This is the role of the leader. 3:29 IMD Business School Publishing Leadership no no The impact of the financial crisis is being felt all over the world and has rarely been out of the news in recent months. But what is the impact for you and what steps can your company take to ride the storm? IMD Professor Didier Cossin offers four steps to good risk thinking... http://www.imd.ch/research/challenges/TC001-09.cfm Governance BE65510E-F54C-47A5-B850-02038B9EFC6C Fri, 6 Mar 2009 16:03:17 +0100 Governance - Surviving the financial crisis By Professor Didier Cossin - www.imd.ch/POD901 The impact of the financial crisis is being felt all over the world and has rarely been out of the news in recent months. But what is the impact for you and what steps can your company take to ride the storm? IMD Professor Didier Cossin offers four steps to good risk thinking... 3:08 IMD Business School Publishing Governance no no Service failure isn't necessarily a disaster for a company. If the service recovery - the actions taken in response to the failure - is handled well, then customer satisfaction, trust and loyalty can actually increase. In this article, Professor Stefan Michel explains this apparent paradox and how companies can avoid service recovery failure. http://www.imd.ch/research/challenges/TC089-08.cfm Governance 4F8A253D-EF1E-4470-86DC-18AA9DA29B42 Wed, 11 Feb 2009 16:09:51 +0100 Governance - Recovering from service failure By Professor Stefan Michel - www.imd.ch/POD889 Service failure isn't necessarily a disaster for a company. If the service recovery - the actions taken in response to the failure - is handled well, then customer satisfaction, trust and loyalty can actually increase. In this article, Professor Stefan Michel explains this apparent paradox and how companies can avoid service recovery failure. 3:27 IMD Business School Publishing Governance no no Many companies today are striving for more innovation, more new products and faster top-line growth. All of this depends on effective business development. In some companies, business development is viewed as a strategy and applies more to acquisitions or targeting of major investments. In any event, business development is an important sub-discipline of marketing and needs to be pushing the launch of new products and services, and obtaining a foothold in new territories or segments. What are some of the challenges companies face when getting out there? http://www.imd.ch/research/challenges/TC088-08.cfm Growth 41B689F1-7FB9-43D4-9E4F-A1408A0F50BE Fri, 16 Jan 2009 09:54:07 +0100 Growth - New metrics for business development By Professor Jean-Pierre Jeannet - www.imd.ch/POD888 Many companies today are striving for more innovation, more new products and faster top-line growth. All of this depends on effective business development. In some companies, business development is viewed as a strategy and applies more to acquisitions or targeting of major investments. In any event, business development is an important sub-discipline of marketing and needs to be pushing the launch of new products and services, and obtaining a foothold in new territories or segments. What are some of the challenges companies face when getting out there? 3:52 IMD Business School Publishing Growth no no While it would be true to say that much of marketing lore has been around for the last thirty odd years, it would be equally true to say that a good deal of it has not been particularly effectively applied. Is there really anything new under the marketing sun these days or is it just the same old, same old? http://www.imd.ch/research/challenges/TC087-08.cfm Globalization 28A5D637-1809-40B7-B886-34A0AC4AD61B Fri, 9 Jan 2009 09:51:53 +0100 Globalization - Opportunity-based marketing By Professor Jean-Pierre Jeannet - www.imd.ch/POD887 While it would be true to say that much of marketing lore has been around for the last thirty odd years, it would be equally true to say that a good deal of it has not been particularly effectively applied. Is there really anything new under the marketing sun these days or is it just the same old, same old? 3:20 IMD Business School Publishing Globalization no no In the past, family businesses were often viewed as the most common and oldest type of business; but on the other hand, they were considered boring and were underestimated. However, recent studies show that the best family businesses outperform traditional public companies when it comes to growth, profitability and financial stability. The takeover of big names like Volkswagen and Continental by family-owned businesses sets the tone for a new era. http://www.imd.ch/research/challenges/TC084-08.cfm Governance A75824EF-7B81-43C8-A27B-31EB6B55AD65 Fri, 19 Dec 2008 15:35:33 +0100 Governance - Leading the family business By Professor Peter May - www.imd.ch/POD884 In the past, family businesses were often viewed as the most common and oldest type of business; but on the other hand, they were considered boring and were underestimated. However, recent studies show that the best family businesses outperform traditional public companies when it comes to growth, profitability and financial stability. The takeover of big names like Volkswagen and Continental by family-owned businesses sets the tone for a new era. 4:29 IMD Business School Publishing Governance no no A couple of decades ago, when the world was a simpler place, people who worked internationally simply moved from one culture or country to the next. Today, all this has changed. Despite working with people from both multiple country and professional cultures, many people who work in the international arena may barely leave home. The ability to do this successfully from any starting point depends on people’s level of cultural intelligence. http://www.imd.ch/research/challenges/TC081-08.cfm Change 824279E6-998C-430A-8CDC-812668DDF1D3 Fri, 12 Dec 2008 15:32:13 +0100 Change - How cultural intelligence can improve performance By Professor Martha Maznevski - www.imd.ch/POD881 A couple of decades ago, when the world was a simpler place, people who worked internationally simply moved from one culture or country to the next. Today, all this has changed. Despite working with people from both multiple country and professional cultures, many people who work in the international arena may barely leave home. The ability to do this successfully from any starting point depends on people’s level of cultural intelligence. 3:28 IMD Business School Publishing Change no no This Tomorrow’s Challenge is the third and last in a series on strategically engaging your organization. The first part, "Assessing your reality", highlighted the importance of starting a strategy process by building an aligned perspective of your company’s current reality. Without a shared perspective, leadership teams often have vastly different views and focus on solving different issues. Facing reality starts by looking at your organization from the outside-in, challenging fixed perspectives and strong internal held biases. The second part, "Challenging your ambition", looked at challenging the team’s assumptions of the company’s possibilities and the direction it is heading, in order to build a shared ambition for where the company should go. Without exploring the range of possible directions that a team can choose to lead an organization, leaders often act as if they are on a fixed path, managing (not leading) the organization based on historical patterns, not future opportunities. http://www.imd.ch/research/challenges/TC034-08.cfm Governance 743DBF32-1FA9-4FEE-80DE-4DA500F0D16B Fri, 5 Dec 2008 15:29:19 +0100 Governance - Strategically engaging your organization III By Professor Thomas Malnight - www.imd.ch/POD834 This Tomorrow’s Challenge is the third and last in a series on strategically engaging your organization. The first part, "Assessing your reality", highlighted the importance of starting a strategy process by building an aligned perspective of your company’s current reality. Without a shared perspective, leadership teams often have vastly different views and focus on solving different issues. Facing reality starts by looking at your organization from the outside-in, challenging fixed perspectives and strong internal held biases. The second part, "Challenging your ambition", looked at challenging the team’s assumptions of the company’s possibilities and the direction it is heading, in order to build a shared ambition for where the company should go. Without exploring the range of possible directions that a team can choose to lead an organization, leaders often act as if they are on a fixed path, managing (not leading) the organization based on historical patterns, not future opportunities. 2:54 IMD Business School Publishing Governance no no For years, Western multinationals have had the belief, and perhaps felt relief as well, that while they might increasingly be unable to compete effectively on price, at least they have had greater innovative capacities than the rising "tiger" economies. Today, however, with the rising economies of the emerging markets, there is no way that the West can rest on its laurels. Beware of the claws and jaws - tigers can be innovative too! http://www.imd.ch/research/challenges/TC098-08.cfm Innovation 6549CEBF-77FA-4643-A72B-ED4BCB311876 Fri, 28 Nov 2008 17:01:00 +0100 Innovation - Dealing with innovation from emerging markets By Professor William A. Fischer - www.imd.ch/POD898 For years, Western multinationals have had the belief, and perhaps felt relief as well, that while they might increasingly be unable to compete effectively on price, at least they have had greater innovative capacities than the rising "tiger" economies. Today, however, with the rising economies of the emerging markets, there is no way that the West can rest on its laurels. Beware of the claws and jaws - tigers can be innovative too! 3:10 IMD Business School Publishing Innovation no no Perhaps you are in a situation where revenues are falling, profits are also on the red path and you have a team that is blaming each other for who is responsible for this. You have tried to really work with this team on your own to come up with a decision about how to move forward, but with little success. An option here could be facilitation. http://www.imd.ch/research/challenges/TC069-08.cfm Change A4FEB419-EE17-4962-BDF1-AD340F89B285 Fri, 21 Nov 2008 15:16:29 +0100 Change - Facilitating groups to drive change By Professor Bettina Buechel - www.imd.ch/POD869 Perhaps you are in a situation where revenues are falling, profits are also on the red path and you have a team that is blaming each other for who is responsible for this. You have tried to really work with this team on your own to come up with a decision about how to move forward, but with little success. An option here could be facilitation. 3:42 IMD Business School Publishing Change no no Over-confidence is a common trait in successful ambitious leaders. Success breeds confidence. But does confidence breed success? Some companies have paid a high price for the self-esteem of their top people. The major disasters in the recent and ongoing credit meltdown, at banks like Citigroup, UBS, Merrill Lynch and Lehman Brothers, can be traced back to the firm controlled by a dominant personality, a docile top team and boards with a glaring lack of financial expertise. Obviously, the blame can be shared: with regulators and rating agencies that didn’t do their job properly, risk managers who didn’t raise the red flag high enough, the Federal Reserve that threw money at the party, and the yes-men that made up a majority of those boards. http://www.imd.ch/research/challenges/TC060-08.cfm Goverance E07BDEBC-03C2-4896-929B-108E23118FF9 Mon, 17 Nov 2008 09:15:17 +0100 Governance - Saving CEOs (and their companies) from themselves By Professor Paul Strebel & Research Associate Anne-Valerie Ohlsson - www.imd.ch/POD860 Over-confidence is a common trait in successful ambitious leaders. Success breeds confidence. But does confidence breed success? Some companies have paid a high price for the self-esteem of their top people. The major disasters in the recent and ongoing credit meltdown, at banks like Citigroup, UBS, Merrill Lynch and Lehman Brothers, can be traced back to the firm controlled by a dominant personality, a docile top team and boards with a glaring lack of financial expertise. Obviously, the blame can be shared: with regulators and rating agencies that didn't do their job properly, risk managers who didn't raise the red flag high enough, the Federal Reserve that threw money at the party, and the yes-men that made up a majority of those boards. 4:56 IMD Business School Publishing Governance no no The economic turmoil in our world is rooted in the sub-prime crisis, which is characterized by contracted liquidity in global credit markets and banking systems. Why did the sub-prime crisis occur? http://www.imd.ch/news/IMD-Professor-Arturo-Bris-simplifies-sub-prime-crisis-in-video-presentation.cfm Globalization AABA542B-F6B4-4B57-8C12-035BC37F2E83 Fri, 7 Nov 2008 16:35:00 +0100 IMD Professor Arturo Bris explains the origins of the financial crisis in a video presentation The economic turmoil in our world is rooted in the sub-prime crisis, which is characterized by contracted liquidity in global credit markets and banking systems. Why did the sub-prime crisis occur? 16:57 IMD Business School Publishing Globalization no no Global markets are the source of substantial cash flows. Your globalization strategy asks that you develop relationships with new and existing customers abroad. And the overall credibility of your company abroad requires management to be visible in places that count. This means you cannot simply sit at headquarters and just shuffle paper around. You have to give personal attention to customers, employees and other major constituencies abroad. But does the attention you spend abroad actually help your company’s bottom-line? http://www.imd.ch/research/challenges/TC086-08.cfm Governance 839ECE5A-4E38-4CD0-B001-B66C0E1B7BDD Tue, 4 Nov 2008 14:24:08 +0100 Governance - Managing (your attention) abroad By Professor Cyril Bouquet - www.imd.ch/POD886 Global markets are the source of substantial cash flows. Your globalization strategy asks that you develop relationships with new and existing customers abroad. And the overall credibility of your company abroad requires management to be visible in places that count. This means you cannot simply sit at headquarters and just shuffle paper around. You have to give personal attention to customers, employees and other major constituencies abroad. But does the attention you spend abroad actually help your company’s bottom-line? 4:27 IMD Business School Publishing Governance no no This Tomorrow's Challenge is the second in a series on innovation leadership. The first part, Promoting bottom-up innovation, looked at how to build a company culture that encourages and supports bottom-up innovation - the spontaneous innovation that comes from the ideas and entrepreneurship of a company's people. This article looks at the second, complementary innovation mode, top-down. http://www.imd.ch/research/challenges/TC052-08.cfm Innovation F1AB3125-4518-49DE-839E-F86F146FA7AF Mon, 20 Oct 2008 16:36:07 +0200 Innovation - Innovation leadership in practice - II By Professor Jean-Philippe Deschamps - www.imd.ch/POD852 This Tomorrow's Challenge is the second in a series on innovation leadership. The first part, Promoting bottom-up innovation, looked at how to build a company culture that encourages and supports bottom-up innovation - the spontaneous innovation that comes from the ideas and entrepreneurship of a company's people. This article looks at the second, complementary innovation mode, top-down. 3:40 IMD Business School Publishing Innovation no no One of the great paradoxes of management is that the goal for little companies is to become a big company; and for big companies, the goal is always to become more entrepreneurial. The question is how expertise shapes decision making and whether entrepreneurs make decisions differently from corporate executives. http://www.imd.ch/research/challenges/TC068-08.cfm Innovation 21A42FD3-61D9-4FE2-A164-F22FD8DAA37E Thu, 2 Oct 2008 17:13:19 +0200 Innovation - How expertise shapes decision making By Professor Stuart Read - www.imd.ch/POD868 One of the great paradoxes of management is that the goal for little companies is to become a big company; and for big companies, the goal is always to become more entrepreneurial. The question is how expertise shapes decision making and whether entrepreneurs make decisions differently from corporate executives. 3:07 IMD Business School Publishing Innovation no no When Dick Clark took over as CEO of Merck in 2005, he was asked about his strategy for restoring the pharmaceutical company to greatness in the face of lawsuits over its painkiller Vioxx, expirations of patents on some of its most profitable drugs and a weak product pipeline. His strategy, he said, was to put strategy second and focus on changing the company’s insular, academic culture. "The fact is, culture eats strategy for lunch," Clark explained. "You can have a good strategy in place, but if you don't have the culture and the enabling systems that allow you to successfully implement it... the culture of the organization will defeat the strategy." http://www.imd.ch/research/challenges/TC055-08.cfm Governance 61719B3E-E05C-498D-B987-530347259399 Fri, 26 Sep 2008 17:10:24 +0200 Governance - An unpopular corporate culture By Professor John Weeks - www.imd.ch/POD855 When Dick Clark took over as CEO of Merck in 2005, he was asked about his strategy for restoring the pharmaceutical company to greatness in the face of lawsuits over its painkiller Vioxx, expirations of patents on some of its most profitable drugs and a weak product pipeline. His strategy, he said, was to put strategy second and focus on changing the company’s insular, academic culture. "The fact is, culture eats strategy for lunch," Clark explained. "You can have a good strategy in place, but if you don't have the culture and the enabling systems that allow you to successfully implement it... the culture of the organization will defeat the strategy." 3:42 IMD Business School Publishing Governance no no Communication, respect, integrity, excellence - corporate values we've all heard before - not the least of which from Enron! Talk, however, as we all know, is cheap - and what is more important is that values need to be lived when it comes to creating a culture that has a positive impact on innovation. The challenge in many companies is to bridge the disconnect between values and what is actually happening on an everyday operational level. http://www.imd.ch/research/challenges/TC047-08.cfm Innovation 7B9C2FF1-F9E7-4C82-A534-97D20D7867E5 Thu, 25 Sep 2008 11:21:10 +0200 Innovation - Creating a successful culture of innovation By Professor Dan Denison - www.imd.ch/POD847 Communication, respect, integrity, excellence - corporate values we've all heard before - not the least of which from Enron! Talk, however, as we all know, is cheap - and what is more important is that values need to be lived when it comes to creating a culture that has a positive impact on innovation. The challenge in many companies is to bridge the disconnect between values and what is actually happening on an everyday operational level. 4:10 IMD Business School Publishing Innovation no no Now that everyone is talking about the greenhouse effect, Corporate Social Responsibility (CSR) is very much in vogue. But I maintain that it has always been important for companies to demonstrate their social responsibility. CSR conveys how you conduct your affairs. And people judge that. http://www.imd.ch/research/challenges/TC046-08.cfm Change DDF01451-AA92-4046-A135-6E119C93DE65 Fri, 12 Sep 2008 11:11:50 +0200 Change - Corporate social responsibility problems? By Professor Corey Billington - www.imd.ch/POD846 Now that everyone is talking about the greenhouse effect, Corporate Social Responsibility (CSR) is very much in vogue. But I maintain that it has always been important for companies to demonstrate their social responsibility. CSR conveys how you conduct your affairs. And people judge that. 4:25 IMD Business School Publishing Change no no Based on the chapter "Bottom-up Innovation", of his recently published book, "Innovation Leaders: How Senior Executives Stimulate, Steer and Promote Innovation", published by Wiley/Jossey-Bass, Professor Deschamps explains how innovation occurs under two complementary modes: bottom-up innovation and top-down innovation. Both have the same objective - creating value for customers or for the company - but each has different drivers and processes. http://www.imd.ch/research/challenges/TC051-08.cfm Innovation E418CF3C-AA9D-49CA-A281-0CFE553803FB Fri, 5 Sep 2008 16:17:04 +0200 Innovation - Innovation leadership in practice - I By Professor Jean-Philippe Deschamps - www.imd.ch/POD851 Based on the chapter "Bottom-up Innovation", of his recently published book, "Innovation Leaders: How Senior Executives Stimulate, Steer and Promote Innovation", published by Wiley/Jossey-Bass, Professor Deschamps explains how innovation occurs under two complementary modes: bottom-up innovation and top-down innovation. Both have the same objective - creating value for customers or for the company - but each has different drivers and processes. 2:56 IMD Business School Publishing Innovation no no Margins are tight and the competition powerful. Just getting your feet under the negotiation table is a challenge nowadays. All the more reason, once you're there, to make sure you capitalize on your opportunity. The key here is good negotiation skills. So what makes a good negotiator? http://www.imd.ch/research/challenges/TC045-08.cfm Innovation 86BE4661-F05C-44D1-88E4-7018D9D665CF Fri, 29 Aug 2008 16:53:44 +0200 Innovation - Be a smarter negotiator By Professor Michael Watkins - www.imd.ch/POD845 Margins are tight and the competition powerful. Just getting your feet under the negotiation table is a challenge nowadays. All the more reason, once you're there, to make sure you capitalize on your opportunity. The key here is good negotiation skills. So what makes a good negotiator? 3:09 IMD Business School Publishing Innovation no no Everyone is busy nowadays. While this is intrinsically a good thing, situations are developing increasingly in which this busyness turns negative, and results in stress. This hinders development and positive leadership. So what can we do about it? http://www.imd.ch/research/challenges/TC043-08.cfm Leadership 37CF4C3F-BA66-4062-AFE9-85EE034BBF3A Fri, 22 Aug 2008 14:29:43 +0200 Leadership - Smarter leadership By Professor Ben Bryant - www.imd.ch/POD843 Everyone is busy nowadays. While this is intrinsically a good thing, situations are developing increasingly in which this busyness turns negative, and results in stress. This hinders development and positive leadership. So what can we do about it? 3:54 IMD Business School Publishing Leadership no no This article focuses on building an aligned ambition around where the firm is moving, challenging how the leadership team defines both the possibilities to which the organization can aspire and the direction it is heading. http://www.imd.ch/research/challenges/TC031-08.cfm Governance F228E921-40C7-45C6-8EA6-E44C51D79BD6 Mon, 18 Aug 2008 15:23:35 +0200 Governance - Strategically engaging your organization - II By Professor Thomas Malnight - www.imd.ch/POD831 This article focuses on building an aligned ambition around where the firm is moving, challenging how the leadership team defines both the possibilities to which the organization can aspire and the direction it is heading. 3:00 IMD Business School Publishing Governance no no Family businesses are inherently complex: in addition to dealing with business issues, they must also deal with ownership and family issues. This complexity confers tremendous strength - families have values and look towards future generations and sustainability; ownership is independent and long-term; and the company can adopt unconventional business models. Because of this, family businesses can, and often do, outperform publicly held corporations. http://www.imd.ch/research/challenges/TC025-08.cfm Governance 2C891B9A-1F47-452C-81E9-28E9D6B13253 Fri, 8 Aug 2008 09:59:40 +0200 Governance - Dealing with the complexity of family businesses By Professor Joachim Schwass - www.imd.ch/POD825 Family businesses are inherently complex: in addition to dealing with business issues, they must also deal with ownership and family issues. This complexity confers tremendous strength - families have values and look towards future generations and sustainability; ownership is independent and long-term; and the company can adopt unconventional business models. Because of this, family businesses can, and often do, outperform publicly held corporations. 3:13 IMD Business School Publishing Governance no no When the dust settles, the question will have to be asked: Where were the boards of directors when the leading banks and financial firms were loading up on subprime backed CDOs and SIVs? What happened to the risk management procedures laid out in their corporate governance guidelines? How is it possible that some had to take more than ten billion dollars in write-downs, while others like Goldman Sachs and Credit Suisse sensed the risk and were much less exposed? http://www.imd.ch/research/challenges/TC010-08.cfm Governance EAF5C212-467D-400E-BB72-7F8F80339085 Thu, 31 Jul 2008 10:07:27 +0200 Governance - Boards out of depth in subprime? By Professor Paul Strebel - www.imd.ch/POD810 When the dust settles, the question will have to be asked: Where were the boards of directors when the leading banks and financial firms were loading up on subprime backed CDOs and SIVs? What happened to the risk management procedures laid out in their corporate governance guidelines? How is it possible that some had to take more than ten billion dollars in write-downs, while others like Goldman Sachs and Credit Suisse sensed the risk and were much less exposed? 3:11 IMD Business School Publishing Governance no no Sponsorship in and over the coming years is set to expand further. As markets become more cluttered, companies are finding fewer effective ways of communicating with their clients. Sponsorship offers one way out of this. http://www.imd.ch/research/challenges/TC033-08.cfm Growth 73019D0F-F79A-438C-A4F0-029FC4B54EFE Mon, 28 Jul 2008 11:23:50 +0200 Growth - Sponsorship: does it really pay By Professor Dominique Turpin - www.imd.ch/POD833 Sponsorship in and over the coming years is set to expand further. As markets become more cluttered, companies are finding fewer effective ways of communicating with their clients. Sponsorship offers one way out of this. 3:32 IMD Business School Publishing Growth no no Coaching comprises a set of methods to mobilize and focus human energy in the pursuit of useful, "bankable" results, whether these are immediate and short-term, or longer-term developmental goals. Coaching methods have long existed in the repertoires of leadership, communication and motivation. http://www.imd.ch/research/challenges/TC054-06.cfm Leadership 6B21398A-17A9-450B-9E95-1C522F429959 Fri, 25 Jul 2008 09:56:19 +0200 Leadership - Mobilizing your team By Professor Preston C. Bottger - www.imd.ch/POD654 Coaching comprises a set of methods to mobilize and focus human energy in the pursuit of useful, "bankable" results, whether these are immediate and short-term, or longer-term developmental goals. Coaching methods have long existed in the repertoires of leadership, communication and motivation. 4:27 IMD Business School Publishing Leadership no no In academic discussions of leadership over the past thirty years, there has been too much emphasis on "leaders as equals among equals". This emphasis is misleading and dangerous. Actually, leaders must show the way to others. Here are some propositions and questions to assist you to develop your own leadership "must do’s". An ongoing challenge for you, the leader-manager, is to train people within your sphere of influence to work together and to contribute as individuals. How strong is your leadership "mind-set/heart-set"? Do you approach each task, each project, each day, with the thoughts: "I’m a leader. What is required of me here? What can I contribute - as a leader?" http://www.imd.ch/research/challenges/TC049-06.cfm Leadership F8424322-1599-4BF9-859D-F614ABED6D7F Fri, 11 Jul 2008 14:40:08 +0200 Leadership - you must show the way By Professor Preston C. Bottger - www.imd.ch/POD649 In academic discussions of leadership over the past thirty years, there has been too much emphasis on "leaders as equals among equals". This emphasis is misleading and dangerous. Actually, leaders must show the way to others. Here are some propositions and questions to assist you to develop your own leadership "must do’s". An ongoing challenge for you, the leader-manager, is to train people within your sphere of influence to work together and to contribute as individuals. How strong is your leadership "mind-set/heart-set"? Do you approach each task, each project, each day, with the thoughts: "I’m a leader. What is required of me here? What can I contribute - as a leader?" 2:08 IMD Business School Publishing Leadership no no Not all innovation leaders are equally talented at steering the "fuzzy front-end" of innovation, where the emphasis is on applied creativity, and the "speedy back-end", which requires a lot of implementation discipline. Perfectly balanced innovation leaders should be able to steer innovation projects from A to Z, but there are very few of them. Most leaders have a "default" mode of operation. On one hand, front-end leaders tend to focus on exploration and experimentation. They encourage the search for unarticulated customer needs and promising technology ideas. They tend to authorize innovators to break rules and create a challenging environment. Back-end leaders, on the other hand, are process and execution-oriented people who have the discipline, operational knowledge and the urge to commercialize innovation. Both front-end and back-end leaders share some common characteristics, notably a strong personal credibility based on their innovation track-record, a strong personal attachment to their products, services and customers and a similar level of passion, even though it may be expressed in very different ways. Innovative companies should make sure they have an adequate and balanced number of front-end and back-end leaders in their top management group. http://www.imd.ch/research/challenges/TC029-06.cfm Innovation 80C1BBF3-B1DC-445B-94BC-1EB01C393140 Tue, 8 Jul 2008 16:49:51 +0200 Innovation - Passing on the passion by Professor Jean-Philippe Deschamps - www.imd.ch/POD629 Not all innovation leaders are equally talented at steering the "fuzzy front-end" of innovation, where the emphasis is on applied creativity, and the "speedy back-end", which requires a lot of implementation discipline. Perfectly balanced innovation leaders should be able to steer innovation projects from A to Z, but there are very few of them. Most leaders have a "default" mode of operation. On one hand, front-end leaders tend to focus on exploration and experimentation. They encourage the search for unarticulated customer needs and promising technology ideas. They tend to authorize innovators to break rules and create a challenging environment. Back-end leaders, on the other hand, are process and execution-oriented people who have the discipline, operational knowledge and the urge to commercialize innovation. Both front-end and back-end leaders share some common characteristics, notably a strong personal credibility based on their innovation track-record, a strong personal attachment to their products, services and customers and a similar level of passion, even though it may be expressed in very different ways. Innovative companies should make sure they have an adequate and balanced number of front-end and back-end leaders in their top management group. 2:28 IMD Business School Publishing Innovation no no The usual explanations why an IT-enabled business project does not deliver expected benefits include poor initial definition of requirements, poor business management, inappropriate or complex software technology, insufficient funds, poor project management discipline, and/or poor acceptance of the project as it goes live. http://www.imd.ch/research/challenges/TC061-06.cfm Change ECA20DE9-FEA0-42AA-B88F-444DAF68E01B Fri, 20 Jun 2008 10:50:30 +0200 Change - Designed to fail by Professor Donald A. Marchand - www.imd.ch/POD661 The usual explanations why an IT-enabled business project does not deliver expected benefits include poor initial definition of requirements, poor business management, inappropriate or complex software technology, insufficient funds, poor project management discipline, and/or poor acceptance of the project as it goes live. 6:00 IMD Business School Publishing Change no no Polite teams get polite results. The upshot is that leaders need to be, if not disruptive, capable of creating the capacity for constructive confrontation. All too often, however, both organizations and individuals shy away from this. It is easier to build a team that gets along with one another than to push people to fulfill their potential. Great innovators, however, push people to a level that they themselves might not realize they are capable of. http://www.imd.ch/research/challenges/TC030-08.cfm Innovation 1D39E9D9-A72C-499A-AA96-C598EFB88E9E Fri, 13 Jun 2008 11:25:47 +0200 Innovation - The critical path to success or failure by Professor William A. Fischer - www.imd.ch/POD830 Polite teams get polite results. The upshot is that leaders need to be, if not disruptive, capable of creating the capacity for constructive confrontation. All too often, however, both organizations and individuals shy away from this. It is easier to build a team that gets along with one another than to push people to fulfill their potential. Great innovators, however, push people to a level that they themselves might not realize they are capable of. 5:03 IMD Business School Publishing Innovation no no A recent article in the Economist magazine stated: 'If China can keep flying high, it will help keep the world economy safe'. That’s quite a statement. Clearly, we are sailing through uncharted water. It would not be too bold a statement to say that the fate of the world’s economy now hinges not just on America, but also on China’s economic fitness. At least over the next two years. http://www.imd.ch/research/challenges/TC009-08.cfm Globalization 030BE24E-E5EC-41FF-950A-088B60711F8D Mon, 9 Jun 2008 14:43:25 +0200 Globalization - China and India whisper no more by Professor Jean-Pierre Lehmann and Josef Mueller - www.imd.ch/pod809 A recent article in the Economist magazine stated: 'If China can keep flying high, it will help keep the world economy safe'. That’s quite a statement. Clearly, we are sailing through uncharted water. It would not be too bold a statement to say that the fate of the world’s economy now hinges not just on America, but also on China’s economic fitness. At least over the next two years. 3:39 IMD Business School Publishing Globalization no no In this IMD webcast, Mr Warren Buffett, recently cited in Forbes magazine as the richest man in the world, explains the rationale behind the investment decisions that have made him and his holding company Berkshire Hathaway Inc so successful. Leadership E59DB0EE-523A-4669-9059-32E10B26CB99 Wed, 21 May 2008 16:50:35 +0200 IMD webcast with Warren Buffett and Eitan Wertheimer - How to grow wealth in a responsible and sustainable manner In this IMD webcast, Mr Warren Buffett, recently cited in Forbes magazine as the richest man in the world, explains the rationale behind the investment decisions that have made him and his holding company Berkshire Hathaway Inc so successful. 6:56 IMD Business School Publishing Warren Buffett, Eitan Wertheimer no no Will the US keep its first place? Once again, the United States is in first place in the rankings of the 2008 IMD World Competitiveness Yearbook (WCY), a pioneer in competitiveness since 1989. The US pushed Japan out of the top slot in 1994 and has maintained its leading position ever since. But will this continue? In our 20th anniversary edition this year, we may be seeing the US in the number one position for the last time! Singapore has been quickly catching up over the past couple of years and may boot the US out of its top spot next year, closing the gap that has become infinitely smaller. With the US at 100, Singapore is in a close second place at 99.3 in the WCY overall ranking. This year may be the turning point where the US falls from its leadership of top competitors in the world economy. Looking back over the 20-year history of competitiveness, we may learn some lessons from another leading country’s experience - Japan. Is this "déjà vu"? http://www.imd.ch/research/challenges/TC039-08.cfm Globalization CE9D912F-5F52-4D03-849E-22B95F2C0E0C Fri, 16 May 2008 15:34:17 +0200 Globalization - How much longer will the U.S. remain the leader in world competitiveness -by Professor Stéphane Garelli - www.imd.ch/pod639 Will the US keep its first place? Once again, the United States is in first place in the rankings of the 2008 IMD World Competitiveness Yearbook (WCY), a pioneer in competitiveness since 1989. The US pushed Japan out of the top slot in 1994 and has maintained its leading position ever since. But will this continue? In our 20th anniversary edition this year, we may be seeing the US in the number one position for the last time! Singapore has been quickly catching up over the past couple of years and may boot the US out of its top spot next year, closing the gap that has become infinitely smaller. With the US at 100, Singapore is in a close second place at 99.3 in the WCY overall ranking. This year may be the turning point where the US falls from its leadership of top competitors in the world economy. Looking back over the 20-year history of competitiveness, we may learn some lessons from another leading country’s experience - Japan. Is this "déjà vu"? 2:45 IMD Business School Publishing Globalization no no In food retailing, hard discounters are capturing a growing share of the retail grocery market in many countries and have almost a 20% market share across Western Europe. Local value competitors are capturing significant market shares in countries like China and India. Huawei, a Chinese telecommunications and networking equipment company, has been doubling its international sales in recent years, and is now a supplier to some major European carriers. http://www.imd.ch/research/challenges/TC018-06.cfm Growth 1BEC254E-F485-4932-9AB6-CA6337A9711B Mon, 5 May 2008 14:38:30 +0200 Growth - Ignore low cost competitors at your risk and peril by Professor Adrian Ryans - www.imd.ch/pod618 In food retailing, hard discounters are capturing a growing share of the retail grocery market in many countries and have almost a 20% market share across Western Europe. Local value competitors are capturing significant market shares in countries like China and India. Huawei, a Chinese telecommunications and networking equipment company, has been doubling its international sales in recent years, and is now a supplier to some major European carriers. 2:37 IMD Business School Publishing Growth no no Sub-prime scares, credit crunches, talk of inflation and recession, is the world of economy in trouble and is the party really over? http://www.imd.ch/research/challenges/TC017-08.cfm Change ECD06E79-313F-4ED4-9034-0ED36E6E6B6B Mon, 28 Apr 2008 09:27:27 +0200 Change - The economic slow down by Professor Spéphane Garelli - www.imd.ch/POD817 Sub-prime scares, credit crunches, talk of inflation and recession, is the world of economy in trouble and is the party really over? 5:27 IMD Business School Publishing Change no no The mind's eye determines 24 hours a day what we focus on. Even in sleep, the mind's eye can be working. There are some people who are going to see a half-full glass or a half-empty glass. So if you have somebody that is constantly looking for what is wrong, they are not going to reach their highest potential. And we can easily be taken hostage because we focus on the wrong thing. The winners are going to be able to always see, no matter what the frustration, no matter what the pain is, where the opportunity lies. http://www.imd.ch/research/challenges/TC012-06.cfm Leadership FD857E28-86FE-4F00-868E-409CECDABE4B Mon, 21 Apr 2008 13:46:03 +0200 Leadership - Hostage at the table by Professor Georges Kohlrieser - www.imd.ch/POD612/ The mind's eye determines 24 hours a day what we focus on. Even in sleep, the mind's eye can be working. There are some people who are going to see a half-full glass or a half-empty glass. So if you have somebody that is constantly looking for what is wrong, they are not going to reach their highest potential. And we can easily be taken hostage because we focus on the wrong thing. The winners are going to be able to always see, no matter what the frustration, no matter what the pain is, where the opportunity lies. 5:06 IMD Business School Publishing Leadership no no The first step in shaping the future requires identifying what trends exist and how important their impact on our organizations might be. To find out how organizations perceive these trends and deal with the associated threats and opportunities, we presented information on nine global trends, and surveyed a diverse group of 289 senior executives about them at the IMD Orchestrating Winning Performance Program in June 2007. So where among these forces of change do respondents see the greatest impact? http://www.imd.ch/research/challenges/TC085-07.cfm Globalization E2093E00-9A0D-49B4-89B4-93E1242D4499 Fri, 11 Apr 2008 15:00:08 +0200 Globalization - Surf the storm by Professor Thomas Malnight and Program Manager Tracey Keys - www.imd.ch/POD785/ The first step in shaping the future requires identifying what trends exist and how important their impact on our organizations might be. To find out how organizations perceive these trends and deal with the associated threats and opportunities, we presented information on nine global trends, and surveyed a diverse group of 289 senior executives about them at the IMD Orchestrating Winning Performance Program in June 2007. So where among these forces of change do respondents see the greatest impact? 4:54 IMD Business School Publishing Globalization no no China today is probably one of the most competitive markets in the world. It is not the low-cost economy it used to be, and many local and foreign companies are facing the challenge how to build and maintain competitive advantage in a rapidly changing environment - with a permanent shortage of talent. How can HR increase the company capability to compete? The best Chinese companies can provide some useful lessons. How can HR add value? A good example is Haier Group, a Chinese company that grew aggressively over the last twenty years. Starting in 1984 with 100 employees, Haier today is the world’s third largest home appliance producer. CEO, Zhang Ruimin says, "We must think about talent management and performance management. How can we change the mindset of the employees to get the results we need?" http://www.imd.ch/research/challenges/TC008-06.cfm Globalization 80DA02A8-180B-4B5A-AA96-E8807B9E0572 Fri, 4 Apr 2008 15:15:15 +0200 Globalization - Learning from the best in China By Professor Katherine Xin and Vladimir Pucik - www.imd.ch/POD608/ China today is probably one of the most competitive markets in the world. It is not the low-cost economy it used to be, and many local and foreign companies are facing the challenge how to build and maintain competitive advantage in a rapidly changing environment - with a permanent shortage of talent. How can HR increase the company capability to compete? The best Chinese companies can provide some useful lessons. How can HR add value? A good example is Haier Group, a Chinese company that grew aggressively over the last twenty years. Starting in 1984 with 100 employees, Haier today is the world’s third largest home appliance producer. CEO, Zhang Ruimin says, "We must think about talent management and performance management. How can we change the mindset of the employees to get the results we need?" 3:37 IMD Business School Publishing Globalization no no A decision to save $20,000 a year by not subscribing for a second Reuters terminal ultimately cost Allied Irish Bank’s American subsidiary, Allfirst, some $690 million in 2002: possibly the worst bargain ever. Allied Irish was big enough to absorb the losses and did not suffer the same fate as Barings Bank, which had failed some seven years earlier after a ‘rogue trader’ ran up even greater losses. It was abundantly clear that Allied Irish had learnt nothing from that high-profile disaster. Sadly, this was only one of many such omissions that have led to history repeating itself so dramatically in the first years of the new century. A thorough understanding of what has gone wrong, what the major causes of corporate failure are and where the responsibility lies is essential if we are not to continue repeating the mistakes of the past. http://www.imd.ch/research/challenges/TC010-06.cfm Governance F68DB1AC-A5B1-44E7-9C31-FCB0BFD53F74 Fri, 4 Apr 2008 14:50:49 +0200 Governance - Corporate failure: few reasons, enormous consequences by Professor Stuart Hamilton - www.imd.ch/POD610/ A decision to save $20,000 a year by not subscribing for a second Reuters terminal ultimately cost Allied Irish Bank’s American subsidiary, Allfirst, some $690 million in 2002: possibly the worst bargain ever. Allied Irish was big enough to absorb the losses and did not suffer the same fate as Barings Bank, which had failed some seven years earlier after a ‘rogue trader’ ran up even greater losses. It was abundantly clear that Allied Irish had learnt nothing from that high-profile disaster. Sadly, this was only one of many such omissions that have led to history repeating itself so dramatically in the first years of the new century. A thorough understanding of what has gone wrong, what the major causes of corporate failure are and where the responsibility lies is essential if we are not to continue repeating the mistakes of the past. 4:24 IMD Business School Publishing Governance no no In parallel with the current trend towards financial globalization, a single system of regulation is fast becoming de rigueur for an increasing number of countries. This trend is primarily fueled by companies seeking to raise financing abroad, and secondly by investors wishing to diversify risk and find new investment opportunities in other markets. While there are currently still many different systems out there, the US model is winning the race by several lengths, as much in China as in more developed economies. While, however, the US system has proved extremely useful as an export to other countries, there is no "one size fits all" solution. In Europe, there is a very small percentage of shares held by minority shareholders, so consequently a system that protects them against top executives is not required. There is a greater need for a system that protects them against institutional investors. Originated by international organizations, like the World Bank or the IMF, the late nineties was an interesting period of tremendous effort by regulators to deliver reform in all countries of the world. http://www.imd.ch/research/challenges/TC006-06.cfm Governance 94FE1AB6-B0F9-4E98-96A5-19FBC00FE36E Fri, 28 Mar 2008 16:06:33 +0100 Governance - Trends in financial regulation by Professor Arturo Bris - www.imd.ch/POD606/ In parallel with the current trend towards financial globalization, a single system of regulation is fast becoming de rigueur for an increasing number of countries. This trend is primarily fueled by companies seeking to raise financing abroad, and secondly by investors wishing to diversify risk and find new investment opportunities in other markets. While there are currently still many different systems out there, the US model is winning the race by several lengths, as much in China as in more developed economies. While, however, the US system has proved extremely useful as an export to other countries, there is no "one size fits all" solution. In Europe, there is a very small percentage of shares held by minority shareholders, so consequently a system that protects them against top executives is not required. There is a greater need for a system that protects them against institutional investors. Originated by international organizations, like the World Bank or the IMF, the late nineties was an interesting period of tremendous effort by regulators to deliver reform in all countries of the world. 3:22 IMD Business School Publishing Governance no no Strategic management today must focus not only on meeting short term targets and budgets but also on building an organization prepared to succeed and lead into the future. This is obvious, you may say. But how is this simple reality reflected in how we strategically lead and engage our organizations. If we honestly look at our companies, how much do we manage through pre-determined linear steps towards incrementally higher targets in successive budget periods? How often do we honestly engage our organization in challenging internal thinking and focusing on creating opportunities for moving the business forward? Ask yourself a simple question -- are you and your company prepared today to be successful five years in the future? If not, what gets in your way and how can you start preparing today? http://www.imd.ch/research/challenges/TC029-08.cfm Governance FB898423-041B-4A7D-8E9E-BBCB2DA5DCCA Tue, 25 Mar 2008 11:09:51 +0100 Governance - Assessing your current reality by Professor Thomas Malnight - www.imd.ch/POD829/ Strategic management today must focus not only on meeting short term targets and budgets but also on building an organization prepared to succeed and lead into the future. This is obvious, you may say. But how is this simple reality reflected in how we strategically lead and engage our organizations. If we honestly look at our companies, how much do we manage through pre-determined linear steps towards incrementally higher targets in successive budget periods? How often do we honestly engage our organization in challenging internal thinking and focusing on creating opportunities for moving the business forward? Ask yourself a simple question -- are you and your company prepared today to be successful five years in the future? If not, what gets in your way and how can you start preparing today? 4:18 IMD Business School Publishing Governance no no Designing, implementing, and leveraging an enterprise architecture gives your company greater agility, faster time to market, lower risk, and lower costs, making you both more efficient and more agile than your competitors. Companies cannot predict the future but they can decide what makes them successful. They can create a low cost, high quality core of stability and constancy in a turbulent world. With a strong core of systems and processes, great companies slide smoothly into the next opportunity while their competitors stumble. http://www.imd.ch/research/challenges/TC005-06.cfm Change D82214C1-D4E8-44CA-A903-1AFF8EA26786 Fri, 7 Mar 2008 09:30:56 +0100 Change - Designing enterprise architecture by David Robertson - www.imd.ch/POD605/ Designing, implementing, and leveraging an enterprise architecture gives your company greater agility, faster time to market, lower risk, and lower costs, making you both more efficient and more agile than your competitors. Companies cannot predict the future but they can decide what makes them successful. They can create a low cost, high quality core of stability and constancy in a turbulent world. With a strong core of systems and processes, great companies slide smoothly into the next opportunity while their competitors stumble. 3:40 IMD Business School Publishing Change no no Almost all organizations work with suppliers with greater or lesser degrees of success. Billington, Cordon and Vollmann explore a new concept: super supplier collaboration. Super suppliers not only provide materials or services at reasonable price levels, they hugely enhance productivity, returns and the competitive advantage of both parties. So what are these super suppliers, and where can you get one? Super Suppliers - an introduction In super supplier collaboration, both firms truly work together in a win-win situation. Discarding the outdated model of combative customer-supplier relationships, suppliers gain significant competitive advantage. They do this by adopting unbiased competitive intelligence, insights, and engineering expertise and using it against their competition. http://www.imd.ch/research/challenges/TC004-06.cfm Growth F42A587E-1975-46D8-9841-A8ED55901509 Fri, 22 Feb 2008 11:01:44 +0100 Growth - Souping up the supply chain, by Professor Corey Billington, Carlos Cordon and Tom Vollmann - www.imd.ch/POD604/ Almost all organizations work with suppliers with greater or lesser degrees of success. Billington, Cordon and Vollmann explore a new concept: super supplier collaboration. Super suppliers not only provide materials or services at reasonable price levels, they hugely enhance productivity, returns and the competitive advantage of both parties. So what are these super suppliers, and where can you get one? Super Suppliers - an introduction In super supplier collaboration, both firms truly work together in a win-win situation. Discarding the outdated model of combative customer-supplier relationships, suppliers gain significant competitive advantage. They do this by adopting unbiased competitive intelligence, insights, and engineering expertise and using it against their competition. 2:14 IMD Business School Publishing Growth, supply chain no no Most company managers consider NGOs a pest. Yet increasingly, they are strange bedfellows in non-market partnerships. As in all good relationships, there are benefits for both sides. Hand in glove - complementary strengths At first glance, it may seem absurd: why partner with organizations that seem to be pursuing goals contrary to those of your own organization? The fact is, NGOs offer perspectives, competences and resources that you will find hard to acquire alone, yet which may perfectly dovetail your strengths. For example, money can’t buy you... http://www.imd.ch/research/challenges/TC003-06.cfm Governance 51B85274-ECEB-4A56-8886-9C2F940FF2CC Fri, 15 Feb 2008 12:38:38 +0100 Governance - Sleeping with the enemy for competitive advantage, by Professor Michael Yaziji - www.imd.ch/POD603/ Most company managers consider NGOs a pest. Yet increasingly, they are strange bedfellows in non-market partnerships. As in all good relationships, there are benefits for both sides. Hand in glove - complementary strengths At first glance, it may seem absurd: why partner with organizations that seem to be pursuing goals contrary to those of your own organization? The fact is, NGOs offer perspectives, competences and resources that you will find hard to acquire alone, yet which may perfectly dovetail your strengths. For example, money can’t buy you... 2:55 IMD Business School Publishing Governance no no Another month, another initiative? Strategy is top of most executive radar screens. But something isn’t working. Customers are less satisfied, profits are not growing and shareholders are disappointed. As one executive said: "How could we have such talented executives producing such mediocre results?" It doesn't have to be this way. You can break the stalemate by focusing your organization’s resources and energy on the three to five critical must-win battles that your organization must win to achieve its most important goals. The must-win battle journey tackles the challenges of combining strategic focus and emotional commitment to your goals, simultaneously, to drive step-changes in business performance. There are three key steps along the way. http://www.imd.ch/research/challenges/TC002-06.cfm Change 0EC7CB51-E9D9-4874-907E-B1C5EF3930FE Fri, 1 Feb 2008 15:40:02 +0100 Change - Focused on your key business goals? by Professor Peter Killing - www.imd.ch/POD601/ Another month, another initiative? Strategy is top of most executive radar screens. But something isn’t working. Customers are less satisfied, profits are not growing and shareholders are disappointed. As one executive said: "How could we have such talented executives producing such mediocre results?" It doesn't have to be this way. You can break the stalemate by focusing your organization’s resources and energy on the three to five critical must-win battles that your organization must win to achieve its most important goals. The must-win battle journey tackles the challenges of combining strategic focus and emotional commitment to your goals, simultaneously, to drive step-changes in business performance. There are three key steps along the way. 7:05 IMD Business School Publishing Change no no Assemble a team of talented professionals. Virtuosos in their fields. Then let them loose to fulfill their promise. Tricky to manage? Maybe. Top results? Virtually guaranteed. Here's a recipe for team success. Just make sure the chef is talented! http://www.imd.ch/research/challenges/TC001-06.cfm Leadership F3E44D7C-C361-4A33-87F4-DD100B519B39 Fri, 25 Jan 2008 13:59:33 +0100 Leadership - Creating virtuoso teams by Professor William A. Fischer - www.imd.ch/POD601/ Assemble a team of talented professionals. Virtuosos in their fields. Then let them loose to fulfill their promise. Tricky to manage? Maybe. Top results? Virtually guaranteed. Here's a recipe for team success. Just make sure the chef is talented! 3:12 IMD Business School Publishing Leadership no no In a fast changing environment, leading and managing profitable growth is critical for the development of sustainable competitive advantage. Every day, top executives increasingly face pressure for short term results, slower growth in many developed markets, more international competition from China in particular, a polarization of traditional markets (with mainstream segments squeezed between low cost and high-end brands), not enough leadership in strategy and change execution and more demanding boards to deliver ambitious business results. What it takes to succeed today and tomorrow is to understand all the forces that shape the new business world, to continuously challenge the ways we conduct business and to revisit traditional managerial processes. http://www.imd.ch/research/challenges/TC106-07.cfm Growth 02390BE5-7A27-4244-B0CD-3DE527DBFF00 Mon, 17 Dec 2007 14:58:40 +0100 Growth - Principles for succeeding in a fast-changing environment by Professor Dominique Turpin - www.imd.ch/POD7106/ In a fast changing environment, leading and managing profitable growth is critical for the development of sustainable competitive advantage. Every day, top executives increasingly face pressure for short term results, slower growth in many developed markets, more international competition from China in particular, a polarization of traditional markets (with mainstream segments squeezed between low cost and high-end brands), not enough leadership in strategy and change execution and more demanding boards to deliver ambitious business results. What it takes to succeed today and tomorrow is to understand all the forces that shape the new business world, to continuously challenge the ways we conduct business and to revisit traditional managerial processes. 6:50 IMD Business School Publishing Growth no no Invented out of a sales function, marketing is a discipline that has been around for some 60 years. And while the motto "You are in the business to serve and keep your customer" has helped numerous companies over the years, and is mostly still as valid today as it was some decades ago, the drive for innovation only picked up recently. http://www.imd.ch/research/challenges/TC044-07.cfm Innovation 2BBD2D68-F87F-4C67-8B26-A9D38726A3C2 Fri, 30 Nov 2007 13:58:00 +0100 Innovation - Increasing the performance of innovation by Professor Kamran Kashani - www.imd.ch/POD744/ Invented out of a sales function, marketing is a discipline that has been around for some 60 years. And while the motto "You are in the business to serve and keep your customer" has helped numerous companies over the years, and is mostly still as valid today as it was some decades ago, the drive for innovation only picked up recently. 7:20 IMD Business School Publishing Innovation no no Major shifts in consumer behavior have resulted in a number of changes in recent years in the automotive industry. Today, it tends to operate through franchized dealers and is governed by distribution and customer contact. http://www.imd.ch/research/challenges/TC074-07.cfm Innovation 2F895CBE-2650-4B82-B008-197887C6FB35 Fri, 23 Nov 2007 14:44:00 +0100 Innovation - The story of BMW in Portugal by Professor Jan Kubes - www.imd.ch/POD774/ Major shifts in consumer behavior have resulted in a number of changes in recent years in the automotive industry. Today, it tends to operate through franchized dealers and is governed by distribution and customer contact. 7:37 IMD Business School Publishing Innovation no no It has become clear to many managers that it is no longer enough to have a great product with great functional features and good quality. What is needed is to provide a great customer experience. The fact is that customers cannot but have an experience! They will have one whether you want them to or not. The question really is how random or how managed the experience your company is delivering and how the discrepancy between what customers perceive and what you believe your company is delivering impacts the customer experience. http://www.imd.ch/POD745/ Governance AF5196DF-62BB-44F5-9BEA-7BF3D2C26A20 Fri, 16 Nov 2007 14:31:55 +0100 www.imd.ch/POD745 - Increase the customer experience It has become clear to many managers that it is no longer enough to have a great product with great functional features and good quality. What is needed is to provide a great customer experience. The fact is that customers cannot but have an experience! They will have one whether you want them to or not. The question really is how random or how managed the experience your company is delivering and how the discrepancy between what customers perceive and what you believe your company is delivering impacts the customer experience. 7:03 Professor Winter Nie customer, governance, customer experience no no In 2006, we conducted a survey about low-cost competition amongst our partners and business associates. The results were as surprising as they were startling: eighty percent of companies said they were facing a very strong low-cost competition challenge. Ninety percent felt it was going to increase over the next five years, and only ten percent felt they were dealing with the challenge effectively. http://www.imd.ch/POD742/ Innovation 4764F164-CFA4-4947-8AD7-72A4374E38A7 Fri, 9 Nov 2007 16:13:05 +0100 www.imd.ch/POD742 - Dealing with low-cost competition In 2006, we conducted a survey about low-cost competition amongst our partners and business associates. The results were as surprising as they were startling: eighty percent of companies said they were facing a very strong low-cost competition challenge. Ninety percent felt it was going to increase over the next five years, and only ten percent felt they were dealing with the challenge effectively. 6:07 Professor Adrian Ryans Innovation no no Unfortunately corporate venture capital has tended to follow the much larger venture capital market, albeit with a lag. Why the lag? Venture capital is not a corporation’s core business. By the time the decision to take the plunge has been made, the markets are often “very” healthy with increasing numbers of IPOs. Increasing interest in this area during this upswing often means higher initial investments in the start-ups. And the less easy, three or four years down the road, to actually liquidate them through IPO or acquisition markets. http://www.imd.ch/POD775/ Growth 5A29E2C4-9DD3-4311-948A-8472EF8E0618 Fri, 2 Nov 2007 16:59:14 +0100 www.imd.ch/POD775 - When it works and when it doesn't Unfortunately corporate venture capital has tended to follow the much larger venture capital market, albeit with a lag. Why the lag? Venture capital is not a corporation’s core business. By the time the decision to take the plunge has been made, the markets are often “very” healthy with increasing numbers of IPOs. Increasing interest in this area during this upswing often means higher initial investments in the start-ups. And the less easy, three or four years down the road, to actually liquidate them through IPO or acquisition markets. 5:07 Professor James Henderson Growth no no Technology start-ups are tough going. Yet while often hugely demanding as to capital and time, the rewards and ROI can be equally impressive. In their forthcoming book on Nurturing Science-Based Ventures: An International Case Perspective (ISBN: 978-1-84628-873-9) Professors Leleux and Seifert summarize their research on the management challenges of early stage, technology-based companies. http://www.imd.ch/POD776/ Leadership 02694334-2208-4990-BEB3-0B7258DD3A18 Fri, 2 Nov 2007 16:55:24 +0100 www.imd.ch/POD776 - Key management challenges for technology start-ups Technology start-ups are tough going. Yet while often hugely demanding as to capital and time, the rewards and ROI can be equally impressive. In their forthcoming book on Nurturing Science-Based Ventures: An International Case Perspective (ISBN: 978-1-84628-873-9) Professors Leleux and Seifert summarize their research on the management challenges of early stage, technology-based companies. 4:00 Professors Ralf Seifert and Benoît Lel Leadership, Start-up, Technology no no Of the 55 economies ranked by IMD, the US still ranks No. 1 in 2007, closely followed by Singapore and Hong Kong. However, 40 economies are now increasing or maintaining their competitiveness compared to the US - in other words, “closing the gap”. Only 15 are losing ground. For the first time, the ranking indicates not only the competitive position of nations in 2007 but also their ability to catch up with the leader (the US). These trends are based on past competitive performance, drawn from the world’s most comprehensive database on world competitiveness built up over two decades by IMD. http://www.imd.ch/POD743/ Globalization B0339617-5605-435F-8D81-328B4AC3687C Fri, 19 Oct 2007 10:46:24 +0200 www.imd.ch/POD743 - The race is on to catch up with the US Of the 55 economies ranked by IMD, the US still ranks No. 1 in 2007, closely followed by Singapore and Hong Kong. However, 40 economies are now increasing or maintaining their competitiveness compared to the US - in other words, “closing the gap”. Only 15 are losing ground. For the first time, the ranking indicates not only the competitive position of nations in 2007 but also their ability to catch up with the leader (the US). These trends are based on past competitive performance, drawn from the world’s most comprehensive database on world competitiveness built up over two decades by IMD. 6:27 Professor Stéphane Garelli, Director of IMD's World Competitiveness Center Globalization, Competitiveness no no Most companies fall into one of two camps. In the first, the senior managers take a traditional view. They have grown up seeing IT as a competitive necessity. They invest as much as their competitors do in IT, but no more. The CIO reports to the CFO, and focuses on operating and standardizing systems. http://www.imd.ch/POD747/ Innovation D76176A1-82D4-432E-B29F-E1A4E90CEF2E Fri, 28 Sep 2007 14:04:19 +0200 www.imd.ch/POD747 - Why CIOs and senior managers should unite Most companies fall into one of two camps. In the first, the senior managers take a traditional view. They have grown up seeing IT as a competitive necessity. They invest as much as their competitors do in IT, but no more. The CIO reports to the CFO, and focuses on operating and standardizing systems. 7:02 Professor Donald A. Marchand Innovation, Information Technology no no IMD has found a successor to its current President, Dr. Peter Lorange, in the person of Dr. John R. Wells, Professor of Management Practice at Harvard Business School and a seasoned business leader. Dr. Wells will take IMD's reins as of Spring 2008. http://www.imd.ch/newpresident/ Leadership 8511BEBB-BBD4-43CD-98A9-1789B42B8D36 Wed, 19 Sep 2007 10:19:59 +0200 www.imd.ch/newpresident/ IMD announces new President: Dr. John R. Wells IMD has found a successor to its current President, Dr. Peter Lorange, in the person of Dr. John R. Wells, Professor of Management Practice at Harvard Business School and a seasoned business leader. Dr. Wells will take IMD’s reins as of Spring 2008. 4:33 IMD Business School Publishing Leadership no no The number of hedge funds now operating in the markets is more than nine thousand. Compared to about 3,130 stocks which are currently traded on the New York Stock Exchange, there are currently three times more hedge funds. http://www.imd.ch/POD723/ Governance BEBEAB47-9982-4887-B320-B84E5F1F23D6 Fri, 14 Sep 2007 10:10:17 +0200 www.imd.ch/POD723 - How hedge funds have changes our investment landscape The number of hedge funds now operating in the markets is more than nine thousand. Compared to about 3,130 stocks which are currently traded on the New York Stock Exchange, there are currently three times more hedge funds. 5:56 Professor Andrea Buraschi Governance, Finance no no Cyclical overcapacity is a phenomenon where we see excess capacity, or "overcapacity", going up and down over time. It tends to occur in capital-intensive industries such as steel, chemicals, petrochemicals, pulp and paper. http://www.imd.ch/POD706/ Governance EE9E25CE-E649-4618-B976-260E998763DF Fri, 7 Sep 2007 09:13:07 +0200 www.imd.ch/POD706 - The cause of the phenomenon Cyclical overcapacity is a phenomenon where we see excess capacity, or "overcapacity", going up and down over time. It tends to occur in capital-intensive industries such as steel, chemicals, petrochemicals, pulp and paper. 6:02 Professor James E. Henderson Governance, Business no no When automobile construction and repairs became computerized, there was widespread feeling that many mechanics would not be able to make the switch. Despite this, the vast majority learned how to use computers. The reason they accepted the change? The benefit of doing so was crystal clear and instead of being the disaster scenario predicted, the automobile industry provided one of the greatest change success stories of all time. http://www.imd.ch/POD720/ Change CA5C5783-04C0-4718-B2B4-3CB793F2828E Tue, 28 Aug 2007 10:51:13 +0200 www.imd.ch/POD720 - And make it happen When automobile construction and repairs became computerized, there was widespread feeling that many mechanics would not be able to make the switch. Despite this, the vast majority learned how to use computers. The reason they accepted the change? The benefit of doing so was crystal clear and instead of being the disaster scenario predicted, the automobile industry provided one of the greatest change success stories of all time. 4:09 Professor Georges Kohlrieser Hostage, Leadership no no A firm’s ability to generate timely market insights is a critical competency that has spawned extensive information support industries. Traditional market research providers have a panoply of finely honed offerings that include conducting market experiments, fielding surveys and calibrating sophisticated market response models. Firms can get help setting up and operating massive customer databases. And last, but not least, numerous professional voyeurs now offer services ranging from watching consumers shop to listening in on customer exchanges on the Internet. http://www.imd.ch/POD703/ Leadership http://www.imd.ch/podcast/IMD%20Tomorrows%20Challenges%20POD703.m4v Wed, 23 May 2007 18:18:54 +0200 www.imd.ch/POD703 - Do you have the insight to make timely decisions? A firm’s ability to generate timely market insights is a critical competency that has spawned extensive information support industries. Traditional market research providers have a panoply of finely honed offerings that include conducting market experiments, fielding surveys and calibrating sophisticated market response models. Firms can get help setting up and operating massive customer databases. And last, but not least, numerous professional voyeurs now offer services ranging from watching consumers shop to listening in on customer exchanges on the Internet. 6:40 Professor Martin A. Koschat market research, information industry no no A firm’s ability to generate timely market insights is a critical competency that has spawned extensive information support industries. Traditional market research providers have a panoply of finely honed offerings that include conducting market experiments, fielding surveys and calibrating sophisticated market response models. Firms can get help setting up and operating massive customer databases. And last, but not least, numerous professional voyeurs now offer services ranging from watching consumers shop to listening in on customer exchanges on the Internet. POD 703 Why is market research so frustrating? - Do you have the insight to make timely decisions? Today it is easier than ever for companies to operate globally. So why are so many struggling to staff their cross-border operations with the right executives? And how would a global career benefit you? Here are Professor Maury Peiperl's views on what is becoming a hot HR topic, global mobility. http://www.imd.ch/POD718/ Globalization http://www.imd.ch/podcast/IMD%20Tomorrows%20Challenges%20POD718.m4v Wed, 23 May 2007 18:13:50 +0200 www.imd.ch/POD718 - The latest "hot" HR topic Today it is easier than ever for companies to operate globally. So why are so many struggling to staff their cross-border operations with the right executives? And how would a global career benefit you? Here are Professor Maury Peiperl's views on what is becoming a hot HR topic, global mobility. 7:35 Professor Maury Peiperl human resources, strategy no no Today it is easier than ever for companies to operate globally. So why are so many struggling to staff their cross-border operations with the right executives? And how would a global career benefit you? Here are Professor Maury Peiperl's views on what is becoming a hot HR topic, global mobility. POD 718 Are you globally mobile? - The latest "hot" HR topic Many managers and leaders are struggling to move from strategy to execution and for some reason, it's not happening. But what are the typical obstacles that individuals and companies are facing which stop them making the project happening? http://www.imd.ch/POD714/ Innovation http://www.imd.ch/podcast/IMD%20Tomorrows%20Challenges%20POD714.m4v Wed, 23 May 2007 18:08:57 +0200 www.imd.ch/POD714 - Making projects happen Many managers and leaders are struggling to move from strategy to execution and for some reason, it's not happening. But what are the typical obstacles that individuals and companies are facing which stop them making the project happening? 8:55 Professor Corey Billington innovation, strategy, execution no no Many managers and leaders are struggling to move from strategy to execution and for some reason, it's not happening. But what are the typical obstacles that individuals and companies are facing which stop them making the project happening? POD714 To innovate or to invent - Making projects happen Do you understand the meaning of corporate identity and how it should be used to its best advantage? Professor Stuart Read sheds light on the corporate identity enigma and explains some important do's and don'ts... http://www.imd.ch/POD613/ Leadership http://www.imd.ch/podcast/IMD%20Tomorrows%20Challenges%20POD613.m4v Tue, 15 May 2007 17:49:03 +0200 www.imd.ch/POD613 - Understanding the meaning of corporate identity and how it should be used to its best advantage Do you understand the meaning of corporate identity and how it should be used to its best advantage? Professor Stuart Read sheds light on the corporate identity enigma and explains some important do's and don'ts... 2:49 Professor Stuart Read Corporate Identitiy, Brand no no Do you understand the meaning of corporate identity and how it should be used to its best advantage? Professor Stuart Read sheds light on the corporate identity enigma and explains some important do's and don'ts... POD613 Untangling corporate identity and brand - Understanding the meaning of corporate identity and how it should be used to its best advantage Research into the competitiveness of private enterprises has a longstanding tradition. The question is, what new insights can the relatively new discipline of investigating the competitiveness of nations bring to the table? What are the links between the two and how do enterprises and nations differ in their definitions of success? http://www.imd.ch/POD660/ Innovation http://www.imd.ch/podcast/IMD%20Tomorrows%20Challenges%20POD660.m4v Fri, 2 Feb 2007 16:59:42 +0100 www.imd.ch/POD660 - The link between enterprises and nations Research into the competitiveness of private enterprises has a longstanding tradition. The question is, what new insights can the relatively new discipline of investigating the competitiveness of nations bring to the table? What are the links between the two and how do enterprises and nations differ in their definitions of success? 5:10 Professor Stéphane Garelli Competitiveness, business no no Research into the competitiveness of private enterprises has a longstanding tradition. The question is, what new insights can the relatively new discipline of investigating the competitiveness of nations bring to the table? What are the links between the two and how do enterprises and nations differ in their definitions of success? POD660 Changing the mindset on comepetitiveness - The link between enterprises and nations Finance has become a highly sophisticated science of recent years, but when correctly managed in conjunction with tried and tested basics it can bring even greater value to corporations. The question is, as always, whether the devil you know is better than the devil you don’t or can the two be happily married? http://www.imd.ch/POD656/ Innovation http://www.imd.ch/podcast/IMD%20Tomorrows%20Challenges%20POD656.m4v Wed, 8 Nov 2006 19:00:00 +0000 www.imd.ch/POD656 - Classical versus modern risk management Finance has become a highly sophisticated science of recent years, but when correctly managed in conjunction with tried and tested basics it can bring even greater value to corporations. The question is, as always, whether the devil you know is better than the devil you don’t – or can the two be happily married? 6:19 Professor Didier Cossin Market, research no no Finance has become a highly sophisticated science of recent years, but when correctly managed in conjunction with tried and tested basics it can bring even greater value to corporations. The question is, as always, whether the devil you know is better than the devil you don’t – or can the two be happily married? POD656 The Devil You Know - Classical versus modern risk management