TOMORROW'S CHALLENGES

What's in a mission?

Lessons from Toyota

As described in the first part of this series, James Burke led Johnson and Johnson (J&J) through one of the most significant recalls of all time after the company discovered that certain capsules of Tylenol had been deliberately laced with a deadly poison resulting in the "Chicago Tylenol Murders". Within a week, the company had recalled all products. Although the move cost Tylenol $100 million at the outset alone and plummeted the stock, Tylenol rebounded within two months and recovered its entire market share soon after. J&J had followed its corporate mission religiously, but not all organizations have done the same.

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tomorrow's challenges

IS VUCA THE END OF STRATEGY AND LEADERSHIP?

In the current era of volatility, unpredictability, complexity and ambiguity, managers need to adapt the way to navigate.

We've all been in meetings during which two parties were arguing about whether they should spend their time discussing strategy or focus on organizing immediate action. This kind of debate is likely to become more and more frequent.

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Tomorrow's Challenges

Re-engagement

Opportunities for great leaders

Sam is holding a pair of scissors to Sheila's throat, saying that he is going to kill as many people as he can. He cuts her throat. She starts bleeding and screaming.

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Tomorrow's Challenges

Time for Sustainable Leadership

Why two tragic losses at the top call for a new leadership model

In the last two months, Switzerland has woken up to tragic losses at the top of two of its leading companies. Carsten Schloter, CEO of Swisscom, was found dead on July 23rd in an apparent suicide. A few weeks later, on August 26th, Pierre Wauthier, CFO of Zurich Insurance, committed suicide.

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tomorrow's challenges

RESILIENT LEADERSHIP

How to thrive in the face of the pressures of modern working life

Resilience is the capacity to adapt well in the face of adversity, loss and failures, and to recover and thrive again. It is a crucial characteristic of high-performers, and one that leaders must cultivate to avoid becoming a hostage to events and forces around them, or even to themselves.

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Tomorrow's Challenges

10 'people' mistakes leaders make

Much of today's leadership writing focuses on what high performing leaders should do. Certainly, that material helps from a theoretical and aspirational point of view. Yet what really haunts leaders on a day-to-day basis is the mistakes that they make. They don't trip up because they are bad people; they most often fumble because of a lack of knowledge, bad habits or too much stress.

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Tomorrow's Challenges

Re-engagement

Opportunities for great leaders

We are all aware of the numerous company hardships and collapses in recent years. Often unnoticed, however, is the human story of individual employees and their increasing disconnection from work. Never have as many people felt so disengaged from their jobs, and so removed from their leaders and the values of their company.

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Tomorrow's Challenges

It shouldn't be lonely at the top

Why the best business leaders are at the heart of their organization

The traditional image of business leaders positions them at the top of an organizational pyramid. They are visionaries who create distance between themselves and others, experts who are isolated from the people making up the organization. This image reinforces the sense that it's lonely at the top. Leaders, we assume, need to be slightly disconnected from others in order to take charge and remain objective.

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High Performance Leadership

Listen, influence, impact

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Advanced High Performance Leadership

A unique retreat for HPL alumni

Provides HPL alumni with the opportunity to reflect, refocus, recharge - and move to the next level of their leadership effectiveness

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IMD in the rankings

IMD's programs are ranked highly by the world's most influential business publications.

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High Performance Leadership