Tomorrow's challenges

Fasten your seatbelts - More business transformation is on the way

Top execs share what has changed the most in recent years and what is to come

Do you have the impression that business transformation is proceeding at an ever-faster pace? If so, you're right.

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Tomorrow's Challenges

Step seven in the transition from functional to business leadership

When you become a business leader you move to the center of the stage. All eyes and ears are trained on you, especially if you are new to the role.

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Tomorrow's Challenges

Step six in the transition from functional to business leadership

Functional managers can focus on the fight with key competitors and give full rein to their competitive instincts as warriors in the battle for business ascendancy. But business leaders must know how to cooperate as well as to compete.

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Tomorrow's Challenges

FROM BRICKLAYER TO ARCHITECT

Step four in the transition from functional to business leadership

As they move up the corporate ladder, managers become increasingly responsible for creating the organizational context in which business breakthroughs can occur. They are responsible for laying the foundations for superior performance, and they must become the "architects" of business success.

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TOMORROW'S CHALLENGES

FROM TACTICIAN TO STRATEGIST

Step three in the transition from functional to business leadership

Business leaders need to be strategists and not just tacticians. Good strategists see the big picture; they see important patterns in complex environments, and are able to crystallize and communicate the strategic implications to others. In short, business leaders need a strategic mindset.

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Tomorrow's Challenges

FROM ANALYST TO INTEGRATOR

Step two in the transition from functional to business leader

The first responsibility of functional leaders is to ensure that staff has sufficient in-depth analytical knowledge of their business area. Business leaders, in contrast, manage cross-functional teams and must apply these teams' collective knowledge to solve important organizational problems. They have to learn how to manage integrative decision-making and problem solving and, critically, how to make appropriate trade-offs.

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Tomorrow's Challenges

FROM SPECIALIST TO GENERALIST

Step one in the transition from functional to general leadership

"Lead me, follow me, or get out of my way." U.S. General George Patton's gruff definition of leadership is engagingly direct. But what it gains in simplicity it loses in subtlety; it fails to capture differences, which are substantial, in the type of leadership demanded by different roles. This is the case whether we are talking colonels and captains, or general managers and functional managers.

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TOMORROW'S CHALLENGES

To implement change you must rewire your organization

The most important things leaders need to consider when leading organizational change

Why do organizational change efforts fail? Most often because leaders didn't give sufficient attention to the implementation phase of the process. When companies undertake major change initiatives, such as restructuring or post-acquisition integration, they typically do a good job in the design phase. They design the new strategy and structure. They create staffing plans and design unified processes and systems.

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Tomorrow's Challenges

FROM PROBLEM-SOLVER TO AGENDA-SETTER

Step five in the transition from functional to business leadership

Leaders can rise through the ranks on the strength of their problem-solving skills. But once at the top, a business leader needs to focus less on fixing problems and more on setting the agenda for what the organization should be doing.

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News

The fall of employer and the rise of employee power

IMD Professor Stewart Black presents 5 waves of change

Stewart Black, IMD Professor of Global Leadership and Strategy, launched into his #OWP2013 plenary session with a series of questions - asking participants if they found it increasingly difficult to retain customers because of their greater access to information and choice.

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Tomorrow's Challenges

Going Global is Key for Emerging Market Giants

By Professor Stewart Black

While it seems that the established global players are tripping over themselves to expand into emerging markets, what should companies from these emerging markets do in response? Should they stay at home and leverage their "home court advantage" against these interlopers? Should they take the competitive battle to these large giants' home turf to keep them on their toes? Should they focus on emerging market opportunities outside their home but where they can leverage their homegrown emerging market experience against the traditional global players? Should they do all of the above?

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Tomorrow's Challenges

Making Executive Appointments Work

By Professors Suzanne de Janasz and Michael Watkins with Kees van der Graaf

The appointment of a new leader is a defining moment for an organization and a challenging time for the individual involved. It is a time when leaders either build credibility and create momentum or stumble and sow doubts about their effectiveness. Much consideration has, therefore, been given to how leaders should take charge in their early days, but far too little attention has been paid to how the organization should set leaders up for success as they enter their new roles.

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Tomorrow's Challenges

Character is At the Heart of Global Leadership

By Professors Stewart Black and Allen Morrison

Ironically, most people think that the higher you go, the more authority and control you have. But our research finds that in today's complex, global environment, the higher you go, the more you get things done because of the goodwill and trust you develop, not because of your formal authority.

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Tomorrow's Challenges

Make that big promotion a happy one

Build external networks, and learn to let go

Moving into the executive suite is a major change. Executives who recognize the risks of stress and isolation, and take concrete steps to address these, can greatly increase their chances of further success.

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Transition to Business Leadership

Turning functional managers into business leaders

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Earn a Program for Executive Development Diploma

The Program for Executive Development comprises two parts, Foundations for Business Leadership and Transition to Business Leadership, each of which can also be taken as stand-alone programs.

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

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TBL - Transition to Business Leadership