At a time of tremendous growth, Polaris becomes an Executive Education member for round-the-clock access to professional development opportunities and expert advice.Polaris Industries, Inc. designs, engineers, and manufactures off-road and on-road vehicles sold in the United States, Canada, and Europe. Polaris is an American manufacturer of snowmobiles, ATV, and neighbourhood electric vehicles.
With a tagline as “the bank for a changing world”, BNP Paribas collaborated with Singapore Management University Executive Development School for a leadership training programme aimed at developing the ever-burgeoning Asian market into a stronghold. French multinational bank BNP Paribas has shown great commitment to growing its business in the Asia-Pacific region.
Xella is a building materials manufacturer that was created out of the merger of three German companies in 2003, and now has manufacturing operations in 18 countries and sales and marketing ones in over 30 countries worldwide across its family of brands. Its 2014 turnover was 1.27 billion euros.
With more than 10,000 employees and offices in 25 countries, Chubb Insurance is a Fortune 500 company and the eighth largest property and casualty insurer in the United States. While all industries continually change, “Our industry is changing at a more rapid pace than I can ever remember,” notes Kathleen Overlin, Agency Education Manager.
Marsa Maroc has teamed up with ESSEC Executive Education in order to established and develop à cross-functional skills programme among 250 Senior Executives of the group.
With US$7.4bn in annual revenues and over 155,000 employees, Infosys is a leader in people development and has one of the largest corporate universities in the world. It is one of the first few organisations in the country with a dedicated diversity team that works towards improving workplace growth opportunities for women.
Saudi women would be permitted to drive in the country — an overturn of a longstanding, globally controversial law.The news came while Ross Executive Education faculty were running a leadership development program for 32 high-potential leaders of Saudi Telecom Company, or STC, the largest provider of internet and mobile services in the country. Five of the participants were women
Aurivo is a globally focused agribusiness with leading businesses and consumer brands in dairy ingredients, consumer foods, sports nutrition, animal nutrition, agri and lifestyle retail stores and livestock marts. Aurivo has a strong ambition that is supported by a robust business model and strategic plan that positions the business for sustainable growth, creating value for its members.
DB Schenker is a division of Deutsche Bahn AG that focuses on logistics. The company, created by reorganisation and rebranding of Deutsche Bahn subsidiaries, comprises a logistics division encompassing air, land, and sea freight, and a rail division made up of European rail freight companies.
SunTrust Banks, Inc., is an American bank holding company. The largest subsidiary is SunTrust Bank. Within the organisation of SunTrust, there was an inadequate representation of leadership diversity, and that succession planning talent gaps existed beneath the top executive team. The company wanted to create a commitment to promote from within the organisation but needed a way to train their potential new leaders.
The telecom industry is constantly being redefined through digital convergence, changing customer needs and technological development, so Telefónica needs new and innovative business models in order to stay ahead of its competitors. Telefónica approached Imperial College Business School to design a highly customised programme to accelerate its transformation from a state-owned utility to a world-class global digital communications company.
In 2015, Boehringer identified a clear and pressing need to accelerate management development for high-potential managers. They were looking for a program that would engage and motivate top talent to acquire broaden their perspectives and build global leadership competencies.
Since 2009, David Jones has partnered with Melbourne Business School-Mt Eliza Executive Education to design and deliver the Senior Executive Leadership Development Programme
Established in 1938, Atkins is now one of the world’s leading design, engineering and project management consultancies, with the breadth and depth of expertise to respond to the most technically challenging and time critical infrastructure projects. Over the past few years, the company has evolved from the UK oriented to a truly international business with a major presence in Europe, North America, the Middle East and Asia. Employing 18,000 staff and a turnover approaching £2bn, the company is now positioned for its next phase of growth.
The Volvo Car Corporation (VCC) is an automobile manufacturer founded in Gothenburg in 1927. In 2010, the company was acquired by Zhejiang Geely Holding Group, Hangzhou, China. Today, Volvo continues to operate as a separate company under Geely’s ownership, guaranteeing VCC’s continued independence. Volvo continues to be one of the world’s strongest brands, known in the automobile industry for its environmental work and social responsibility.
Management expert Peter Drucker once described non-profits as “human-change agents.” Others describe them as safety nets — institutions that tackle some of the society’s thorniest problems. But many non-profit agencies that provide community health services are facing challenges: potential gaps in leadership as Baby Boomers retire by the thousands over the next decade, and a need for creative, bold strategies to maintain quality care and services with limited resources.
Nissan Motor Company Ltd, a Japanese multinational automobile manufacturer headquartered in Nishi-Ku, Yokohama is the sixth largest automaker in the world, after Toyota, General Motors, Volkswagen Group, Hyundai Motor Group, and Ford. Nissan is the world's largest electric vehicle (EV) manufacturer, with global sales of more than 275,000 all-electric vehicles as of mid-December 2016.
Panasonic is one of the largest Japanese multinational electronics corporations, headquartered in Japan. Under the leadership of the newly appointed President, managers across the globe were given the mandate to innovate on both a local and global scale under the banner “cross value innovation”.
Shell is a global group of energy and petrochemicals companies with around 94,000 employees in more than 70 countries and territories. They use advanced technologies and take an innovative approach to help build a sustainable energy future. The Upstream business searches for and recovers crude oil, natural gas, and operates the infrastructure needed to deliver both oil and natural gas to market. Shell also develop wind power as a means to generate electricity. The Downstream business manages their refining and marketing activities for oil products and chemicals. The Downstream business also trades crude oil, oil products, and petrochemicals - including supply to our own business - and markets gas and power. It provides shipping services by managing one of the world’s largest fleets of liquefied natural gas (LNG) carriers and oil tankers. In addition, Downstream oversees Shell’s interests in alternative energy (excluding wind) and CO2management.
Construction, Infrastructure and Real Estate Company, Lend Lease partners with Ashridge Executive Education with a win-win approach delivering an intense hit of knowledge to meet specific business challenges through resources designed in-line with Lendlease’s capability frameworks.
Start with the imperative to develop next-generation leaders, add the pressure to do it efficiently, and then kick it up a notch by mixing employees from 16 countries into the same experience. A partnership between Xerox Corporation and the Center for Creative Leadership (CCL) has taken this complex challenge and turned it into a recipe for success.
Customised Executive Education programs help better understand business and innovate strategies. This is exactly what Abu Dhabi based National Ambulance attempted when they approached INSEAD to tailor a programme to match their needs due to rapid growth
Pitney Bowes is a global technology company with more than 15,000 employees worldwide. They help power billions of transactions, both digital and physical, to facilitate global commerce in a variety of ways. Pitney Bowes has served 90 percent of the Fortune 500 companies and more than 1 million businesses total, and they’ve been around for almost 100 years. Whether it’s providing data so businesses can best market to their customers, securing payments, or enabling package shipment, Pitney Bowes thrives by helping its clients navigate the complicated realm of commerce.
From the office above his new factory in the Melbourne suburb of Hallam, Carl van Loon, CEO of Powerplants Australia, monitors production on the floor. Below, greenhouse computerized climate controllers move through the new stations with clean efficiency.
Between July 2010 and January 2012, some 200 leaders took part in the program in ten cohorts.
CIMB group is a leading universal bank in Asia. Today we offer a comprehensive range of financial products.
We chose to work with IMD for obvious reasons. As I always say when you walk through the gate on the Monday morning on our week at IMD
In May 2017 Singapore Airlines (SIA) released a crushing series of financial results, reporting a group net loss of S$138 million for the most recent quarter.
Want to know if someone's lying to you? Telltale signs may include running of the mouth, an excessive use of third-person pronouns, and an increase in profanity.
Confi began in 2015 as a free online resource for credible and relatable answers to health questions that women weren’t comfortable asking their friends or partners.
The average length of an NFL career is 3½ years, and the next profes¬sional steps for former players aren’t always obvious. The Trust, an organ¬ization powered by the NFL Players Assoc¬iation, is designed to help former players success¬fully trans¬ition to life off the field after football.
L’Oréal has very clear ambitions: to continue to lead in a highly competitive sector, to continue to globalise and, over the next ten years, to double the number of consumers the organisation serves. As the world moves towards emerging markets they recognise a need to change and adapt.
It is a great opportunity for European Senior Procurement Management to learn about doing business in Brazil, especially with regard to the economic development and importance of Brazil and of EADS’ objectives in the country.
Henkel is a truly global FMCG company with sales in excess of €9.4 bn, affiliates in more than 70 countries and over 45,000 employees.
Kerry Costello the course coordinator of Emlyon Business School , Executive Education, Explains about the collaboration withGroupama SA in designing a programme
“Babson helps us develop leaders who are better prepared for the competitive challenges we face today and into the future.” – ThanasisMolokotos, President and CEO ,AssaAbloy
Novo Nordisk CEO Lars Sørensen has been lauded for his leadership in this highly competitive world ; Harvard Business Review named him the best-performing CEO of 2015.
Emirates Bank Group is one of the leading financial institutions in the UAE, with its flagship, Emirates Bank, regularly earning first place among UAE banks in the Arab rankings.
Leigh Naylor, Consultant, Leadership and Talent speaks about her experience with building her skills with executive education .How do you work with Ashridge Hult Exed?
Founded in 2000 with the mission of curing cancer, Merrimack Pharmaceuticals is a publically traded biopharmaceutical company known for innovative diagnostics and treatments.
A Leadership Academy for managers/leaders at all stages of the leadership pipeline, with a number of interventions addressing live business issues and supporting culture change.
With increasing globalization of markets and cultural awareness ,global mindset is fast becoming a leadership quality that organizations would wish their leaders to possess.
“A 10 out of a 10,” said PepsiCo Inc.’s executive vice president & chief financial officer, Hugh F. Johnston, ’87, regarding Chicago Booth’s custom tailored program for PepsiCo top talent.
The Children's Hospital of Atlanta helped senior leaders in the hospital develop leadership skills to better prepare them for greater levels of responsibility in the future.
For the eighth time, AGC invites selected junior managers to “take the Junior University Management Program, JUMP” at Vlerick, confirms Learning & Development Manager.
MTN is an Africa-based multinational mobile telecommunications company, which also operates in the Middle East shares their experience with IMD on Cloud learning programs.
In conversation with the Leaders of Halifax Port Authority who strongly believe that Dalhousie Executive Education leadership program has literally led them to “Prosperity”.
According to Laurie Stetzer , professional development director for Kurt Salmon consulting “Kurt is a global consulting firm with approximately 1400 consultants worldwide.”
Apex-Brasil, the Brazilian Trade and Investment Promotion Agency, attracts foreign investments for strategic industries within the Brazilian economy.
IBM brought together three global organizations – Marketing, Communications and Corporate Social Responsibility – leading to a fundamental shift in job roles.
ANZ Banking Group is rethinking hierarchy and leadership for a volatile new world. To lead this change, executives needed a mindset shift to embrace uncertainty and solve complex problems.
When surveyed, CFOs frequently say their finance organizations are not effective in the areas of strategic decisions, information integration, and risk and opportunity management.
As many microfinance institution (MFI) decision makers face greater complexity from their industry’s commercialization, how do they effectively balance their social mission to serve the world’s poorest entrepreneurs with the need to grow a sustainable business?
Whirlpool began to invest in leadership in the early 1990s through the introduction of its corporate university. Company leaders turned to Center for Creative Leadership to help strengthen its pipeline of future company directors and senior leaders. CCL programs help employees grow professionally and increase their leadership skills. Whirlpool plans to use CCL programming throughout its employees’ careers.
Like most market sectors, the pharma industry struggled in the recent economic downturn, facing new healthcare models, an uncertain policy climate, globalization, consolidations, shrinking margins, and rising competition from generics. Merck, the world’s second-largest healthcare company, was not immune to these market forces.
According to Juha Lappalainen, Senior Vice President, Strategy and Operational Development at Valmet the leading global developer and supplier of technologies, automation, and services for the pulp, paper, and energy industries opting for executive education at Aaltohas brought direct financial advantages to Valmet.
Accelerating sustainable business results through transformational change — at a pivotal time — requires a business partnership that is flexible and adaptive. In the case of the Center for Creative Leadership’s relationship with Mars Corporation, that partnership took the form of a program called Accelerated Leadership.
Roche ranks among the world’s leading healthcare companies with its expertise in two core businesses – Diagnostics and Pharmaceuticals. Combined with its strength in biotechnology, the company paves the way to the future of healthcare with innovations in areas such as personalised healthcare.
Lessons from Southwestern Energy's Roadmap
Many organizations are facing change and disruption at a rate they have never seen before. While some organizations hope that their people will be able to handle the turbulence, others are proactively equipping their people with the skills, tools, and mindset to cope with this new environment.
A former colleague liked to remind leaders of their impact by telling them, “There are children you’ve never met who know your name.” The point was simple: Their followers were also moms or dads who were going home and talking about their day in front of their children. And you, their leader, had a starring role in that story. As leaders, we are far more visible than we realize, and we are sending signals to followers all the time — even when we don’t realize it.
Work has changed. Things that we now take for granted and consider essential in our daily lives—media such as Facebook and Twitter, for example—didn’t even exist until about a decade ago. YouTube, now 11 years old, is an example of a fantastic business: users—ordinary people—are the ones who develop the content, but who profits? The company!
The economy is quietly dominated by family businesses, but they tend to be short-lived: few make it to the third generation. Victoria Mars YC ’78, part of the fourth generation of her family at Mars Inc., told Yale Insights that the company’s culture and mission play a key role in keeping each generation involved and ready to take over.
A Harvard University study reported that at any given time, 50 per cent of the population is unfocused. Half of a company’s staff are not focused on their work. The study also showed that those people who were focused on their tasks were happier than those who were unfocused. Whatever people were doing, whether it was working or reading or shopping, they tended to be happier if they focused on the activity in hand, instead of thinking about something else.
Ronald Coase nailed it back in 1937 when he identified scalable efficiency as the key driver of the growth of large institutions. It’s far easier and cheaper to coordinate the activities of a large number of people if they’re within one institution rather than spread out across many independent organizations.
Think of Airbnb and one instinctively thinks of a particular type of business model. Research conducted at Cass Business School asks how innovative business models like Airbnb's become iconic.
How do you initiate a mindset shift among an organisation's leaders? How do you expose leaders to a new way of seeing the volatile, uncertain, complex and ambiguous world so that they navigate and respond accordingly? What tools and behaviors – if made a habit – can ingrain this mindset shift in a leader?
Adrian Zwingli, entrepreneur and founder-chairman of SwissQ, a Zurich-based tech company, has found the elixir to a sustained and exciting leadership approach.
Adrian has participated in a number of programmes at IMD including their famed High Performance Leadership (HPL), Advanced High Performance Leadership, and High Performance Boards
Microsoft Ireland encompasses four distinct operations at its campus in Sandyford in Dublin which employ over 1,200 full-time employees and 700 full-time contract staff. Microsoft's operations involve software development and testing, localisation, operations, finance, IT, HR and sales & marketing.
Rio Tinto is a world leader in finding, mining, and processing the Earth’s mineral resources. Founded more than 140 years ago, Rio Tinto currently employs more than 60,000 people across 40 countries.
Hong Kong owes much to its advanced telecommunications infrastructure for enabling its position as a leading business center in Asia Pacific. Its privately owned telecommunications industry offers a level playing field with no restriction on foreign investment. HKBN is the second largest provider of residential broadband services and the largest high-speed fiber broadband operator by number of subscriptions.
MBS and PwC sought to operationalise the leadership differentiators that set individuals and organisations up for success by creating a unique personal development program for emerging C-suite executives from large organisations who aim to become outstanding future business leaders.
PepsiCo believes that its People are its greatest asset. It believes in building a workforce that reflects the diverse consumers and communities that it serves. Diversity and engagement is core to the company’s values and how it operates as a global corporate citizen. A key driver of the company’s vision, Performance with Purpose, helps create sustainable advantage.
“It’s a fast-paced industry and the expectation is high,” says Rob’s manager, Lorie Jardine, General Manager for Ground Operations. “With the airport servicing more than 60 per cent of our aircraft, a ripple in Sydney sends a tidal wave through the entire Virgin network.”
Cargill got its start as a single grain elevator in Iowa in 1865. Today, headquartered just outside of Minneapolis, it is one of the world’s largest privately owned companies with 90 different businesses around the globe.
The “profound apology” issued by Uber founder and CEO Travis Kalanick that he must “fundamentally change as a leader and grow up,” in response to a video showing him berating a driver that went viral,
Panasonic is one of the largest Japanese multinational electronics corporations, headquartered in Japan. Under the leadership of the newly appointed President, managers across the globe were given a mandate to innovate on both a local and global scale under the banner “cross value innovation”.
Peter Laforest joined Colgate-Palmolive in Sydney as a senior brand manager in 2009. In 2014, he now leads Palmolive Body Cleansing’s worldwide marketing as Associate Director, Personal Care
Beautiful rugs and floor cushions replaced traditional classroom tables and chairs when high-potential supervisors from Saudi Aramco gathered for a Thunderbird Executive Education program.
Mahindra & Mahindra Group operates in many key industries including: aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting services,
“Midea has rapidly transformed itself from a company focused on original equipment manufacturing (OEM) in China to becoming a global player..
Swarovski is a large, international family business with 24,000 employees and 2,480 stores. In the last 15 years Swarovski has grown and shifted
The purpose of the research was to explore the performance and leadership dynamics of a winning team in the demanding and competitive context of around the world ocean racing. In the last edition..
Conventional wisdom says that the entry of a competitor hurts sales and profit, especially when both are operating close by and targeting similar customers. Thus, some companies set up shop far away from competitors to enjoy a larger market share.
Participants were shuttled into the barren Arizona desert and divided into teams. A different skill station was assigned to each team member (map reading, compass navigation, flora and fauna, area landmarks, and score/timekeeper).
EFMD Excellence in Practice Award 2011 Awarded to: Royal Philips Electronics, Center for Creative Leadership, The Wharton School (University of Pennsylvania)
For nearly eight decades, Textron, Inc., operated like a classic holding company. It embarked on a program emphasizing that real transformation must start with each individual.
Sumit Mitra, Head-Group Human Resources and Corporate Services of the 18, 000 employee Godrej Group in India drives the Godrej Employer Brand that is built on the philosophy of tough love.