- IMD Business School
 - IMD Business School
Phil Rosenzweig

Professor Emeritus of Strategy and International Management

Phil Rosenzweig is Professor Emeritus of Strategy and International Management. He is Co-director of Transition to Business Leadership and was Co-director of the Dual Executive MBA Program with CKGSB.

His areas of expertise include strategy, firm performance, and complex organizational design. He has written on the management of multinational firms, with articles published in Strategic Management Journal, the Journal of International Business Studies, Academy of Management Review, Management Science, and California Management Review. He has also authored numerous case studies on firms including Microsoft, Daimler Benz, Matsushita, Heineken, Accor, MTN, Dubai Aluminium, and Vodafone.

More recently, Rosenzweig has focused his attention on critical thinking and managerial decision making. His 2007 book, The Halo Effect and the Eight Other Business Delusions that Deceive Managers, takes a critical look at the errors that pervade much business thinking. It was named Best Business Book of the Year by getAbstract and favorably reviewed in Harvard Business Review, the Financial Times, The Wall Street Journal, USA Today, and dozens of other newspapers and magazines. It has been translated into 14 languages. His 2014 book, Left Brain, Right Stuff: How Leaders Make Winning Decisions, extends research about decision making into the world of strategy and management.

Drawing on more than 30 years of business and academic experience, he has consulted with numerous firms in Europe and North America and has taught executive courses in North America, South America, Europe, Japan, Singapore, and the Middle East. Most recently, he has worked closely with CKGSB regarding China and Chinese management.

Prior to joining IMD, Rosenzweig was an assistant professor at Harvard Business School from 1990 to 1996. Prior to his academic experience, he worked with Hewlett-Packard in California from 1979 to 1986. He received his PhD from the Wharton School, University of Pennsylvania in 1990, his MBA from the University of California, Los Angeles, in 1980, and his BA in economics from the University of California, Santa Barbara, in 1976.

Academic publications
Insight for Executives
O que torna as decisões estratégicas diferentes

China’s foray abroad is not new. In addition to the acquisitions of established companies in Europe and the Americas, China is also undertaking extensive investment in many developing regions of th...

Leadership Strategy Global Business China
27 April 2017
A head for good decisions; winning decisions require two different skills - left brain and the right stuff

Left brain is shorthand for a deliberate and analytical approach to problem solving. It’s a bit of a misnomer,¦because both of the brain’s hemispheres are used in many tasks. Problem solving isn’t ...

Decision Making Leadership
16 February 2014
The benefits - and limits - of decision models

The growing power of decision models has captured plenty of C-suite attention in recent years. Combining¦vast amounts of data and increasingly sophisticated algorithms, modeling has opened up new p...

Decision Making Strategy
11 February 2014
 - IMD Business School
How managers let themselves be deceived
The Halo Effect - Updated ed.