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By Arturo Bris,Thomas D. Meyer - 15/12/2014
Intangible and "soft" factors can be more powerful than narrow financial indicators in explaining why some companies grow more than others, according to a new study from the IMD World Competitiveness Center and Accenture.
By Francisco Szekely,Zahir Dossa - 11/12/2014
What is the best approach for companies embarking on the sustainability journey? Does growth matter for such firms, and what are the social implications if they shrink? How can they expand and contract and remain sustainable?
By Dominique Turpin - 11/12/2014
IMD President Dominique Turpin, who shares strong ties with Japan, takes a hard look at his adopted country
By Michael D. Watkins - 05/12/2014
Successful business leaders go through seven major, or seismic, shifts in moving from functional to business leadership. This article focuses on the sixth of these: the switch from "warrior" to "diplomat".
By George Kohlrieser - 05/12/2014
Leadership means never being a hostage to anyone, anything, anywhere, at any time, even to yourself. Leaders who are "psychological hostages" will not achieve their highest levels of performance and cannot lead and inspire others effectively in the organizati
By Stefan Michel - 27/11/2014
B2B companies wanting to charge a price premium generally have to show the customer that their product or service generates economic benefits despite the higher price. Here are three different ways they can do so.
By Francisco Szekely,Zahir Dossa - 27/11/2014
Few companies address the social side of sustainability. This is unfortunate, because organizations can create and redistribute real value by making their value chains more socially sustainable.
By Robert Hooijberg,Dan Denison,John Antonakis - 20/11/2014
In executive education, it is much more fun for both participants and professors to focus on developing an inspirational vision and strategy rather than making difficult instrumental decisions.
By Michael D. Watkins - 20/11/2014
Successful business leaders go through seven major, or seismic, shifts in moving from functional to business leadership. This article focuses on the fifth of these: the switch from "problem-solver" to "agenda-setter".
By Bouquet Cyril - 20/11/2014
France's national postal company reinvented itself thanks to a successful strategic transformation.
By Dominique Turpin - 13/11/2014
The Chinese brand breakthrough is coming. And it will come sooner rather than later, for two reasons.
By Ralf Boscheck - 07/11/2014
The conversation over what the energy mix of the future should look like culminates with a resounding call for renewable energy. But how can it be achieved?
By Cyril Bouquet - 06/11/2014
How can your organization bring out the innovation that your teams are capable of?
By Charles Dhanaraj,James Henderson - 30/10/2014
Business partnerships are on the rise but a large proportion of them fail. Companies can increase their chances of success by following five steps.
By Michael D. Watkins - 30/10/2014
Successful business leaders go through seven major, or seismic, shifts in moving from functional to business leadership. This article focuses on the fourth of these: the switch from "bricklayer" to "architect."
By Benoit Leleux,Anne-Catrin Glemser - 30/10/2014
One family has steered Ayala Corporation, one of the Philippines' oldest and most successful conglomerates, through the ups and downs of an emerging market for over 180 years.
By Carlos A. Primo Braga - 23/10/2014
The chemistry of increasing financial volatility, unusually low interest rates, and growing geopolitical tensions suggests that even if a disaster is avoided, 2014 will be a year to remember.
By Bill Fischer,William A. Fischer II - 23/10/2014
One reason why it has been so difficult to tackle the Ebola crisis is fear, which prevents healthcare workers from grappling effectively with the situation. Fear can hobble any organization, rendering it unable to respond to a fast-changing situation.
By Stewart Black,Allen Morrison - 16/10/2014
Many Japanese multinationals have failed to globalize since the mid-1990s, mainly because they didn't globalize their leaders. We see worrying signs today that big companies from the BRICs and South Korea are repeating these mistakes.
By Michael D. Watkins - 16/10/2014
Successful business leaders go through seven major, or seismic, shifts in moving from functional to business leadership. This article focuses on the third of these: the switch from "tactician" to "strategist."
By Ralf W. Seifert,Isik Biçer - 10/10/2014
Matching innovative products with the right supply chains is very difficult. We suggest that companies could follow a dual strategy that exploits both the cost advantage of efficient resources and the agility of reactive resources.
By Francisco Szekely,Zahir Dossa - 09/10/2014
What precisely does it mean for an organization to become "sustainable"? This second article in a two-part series addresses broader societal aspects of sustainability.
By Francisco Szekely,Zahir Dossa - 02/10/2014
What precisely does it mean for an organization to become "sustainable," and how did this trend start? Part one of a two-part series.
By Michael D. Watkins - 02/10/2014
Successful business leaders go through seven major, or seismic, shifts in moving from functional to business leadership. This article focuses on the second of these: the switch from "analyst" to "integrator."
By Nuno Fernandes - 25/09/2014
Business schools urgently need to put finance in a broader context and to start educating a new generation of more financially literate executives, but very few are doing so. This means far too many managers are still frighteningly unaware of the financial consequences of their decisions.
By Thomas Malnight,Tracey Keys - 25/09/2014
The opportunities available to Indian companies have never been greater. How these firms navigate them has major implications for their future and also for the entire shape of global competition.
By Michael D. Watkins - 18/09/2014
Successful business leaders go through seven major, or seismic, shifts in moving from functional to general management. This article focuses on the first of these: the switch from "specialist" to "generalist."
By Misiek Piskorski - 18/09/2014
Employed job seekers face the challenge of having to stay discreet or risk problems at their current place of work. LinkedIn offers a solution.
By Joachim Schwass - 18/09/2014
It's an incredible personal dilemma for an entrepreneur: the creation of a business requires them to be in control 24/7, but its continuity requires them to relinquish some power.
By Nuno Fernandes - 11/09/2014
The European Central Bank has done too little too late to boost the struggling European economy.
By Cyril Bouquet,Chloé Renault - 11/09/2014
By clinging to old business models, industry leaders risk being overtaken by innovative competitors
By Jean-Pierre Lehmann - 04/09/2014
The outlook in Asia is currently bleak but there are a few pockets of hope, observes Jean-Pierre Lehmann.
By Bettina Buechel - 04/09/2014
Have you ever wondered how far your stuff traveled to get to you? IMD explores Pak Lino's vision for exporting through Indonesia's largest port.
By Phil Rosenzweig - 28/08/2014
China's economic and corporate influence continues to grow. This means more and more western executives must learn to think in a different way.
By Howard Yu,Willy C. Shih - 28/08/2014
Most Taiwanese technology companies didn't succeed in developing global brand presence but Acer found its way to buck the trend.
By John Walsh - 28/08/2014
Is a system fair if people pay different prices for the same service? Such "price discrimination" is at the center of a debate surrounding a new multi-billion dollar blockbuster drug to cure Hepatitis C.
By Cyril Bouquet,Chloé Renault - 21/08/2014
The future of transportation shows that tomorrow's technology will be clean and smart but is "big brother" knowing our every move worth the benefits?
By Misiek Piskorski - 21/08/2014
Selling condoms in China was not easy but Durex adopted a new digital strategy and won over the country's market.
By Benoit Leleux,Jan van der Kaaij - 14/08/2014
Can sustainability really be turned into an effective driver of innovation and improve a firm's profitability? Here's how Dutch multinational company DSM made the case to investors and financial markets.
By Arturo Bris - 14/08/2014
"While many economies seem to be rebounding since the 2008 crisis, we shouldn't be complacent," says IMD Professor Arturo Bris. "Too often we do not learn from history and do not act when faced with a crisis we know is imminent."
By Denise Kenyon-Rouvinez,Joachim Schwass,Anne-Catrin Glemser - 07/08/2014
Family feuds at the heart of some big Asian companies show the damage that can arise from avoiding difficult conversations. By contrast, Indorama Ventures' Aloke Lohia had a tough talk with his father - and it held the key to his future success.
By Carlos A. Primo Braga - 05/08/2014
On July 30th Argentina again defaulted on its sovereign debt. This default is different to the country's previous one in 2001 and will hopefully lead to a fresh look at the idea of a sovereign debt restructuring mechanism.
By Jean-Louis Barsoux,Daina Mazutis - 31/07/2014
Sustainability retains a defensive connotation, and companies tend to concentrate mainly on what could go wrong. Instead, they should reframe the issue to reflect its transformative potential.
By Dominique Turpin - 24/07/2014
Product innovation is just one note in a whole piano of possible innovations. If your company is serious about differentiating itself from the competition, then it must innovate on all dimensions all the time.
By Jean-Pierre Lehmann - 15/07/2014
Can India re-find its past glory and draw on its formidable brain power - including that big chunk which constitutes its incomparable "diaspora"?
By Karsten Jonsen - 15/07/2014
The game's over but were all the matches really fair? IMD explores why FIFA refuses to incorporate better technology for making calls in the World Cup.
By Denise Kenyon-Rouvinez,Anne-Catrin Glemser - 11/07/2014
Family businesses must build and train a critical mass of potential successors. But what questions should next-generation members ask themselves before joining the family firm? We would suggest four.
By Bill Fischer - 09/07/2014
Disruption should not mean a wholesale rejection of the traditional five-forces approach to strategy, but rather a more balanced approach that incorporates dynamic change-centered thinking.
By Carlos A. Primo Braga - 03/07/2014
Unless the next administration can foster a private sector-led investment recovery, Brazil will continue to underperform. To break the vicious cycle of below-potential growth rates feeding into negative expectations and vice versa, a competition "shock" is required.
By Jean-Pierre Lehmann,Salim Ismail,Fabrice Lehmann - 03/07/2014
The transformations occurring in the world economy contain challenges with which Madagascar is presently ill-equipped to contend. But these transformations also provide the opportunity for it to build on existing assets.