Xavier Gilbert
Professor Emeritus
Xavier Gilbert is Professor Emeritus. He was Professor of Business Administration at IMD from 1971 to 2016.
He is a graduate of ESSEC (France) and has a Doctorate in Business Administration (DBA) from Harvard Business School.
This note presents contrasting opinions concerning the key challenges that are often encountered when executing strategic initiatives. The note doesn’t require preparation. It should be used with b...
This note describes a step-by-step approach to identify and assess the competitive-formula options a company has: how it might structure its activities both to best leverage the characteristics of ...
A "radar chart" is proposed to visualize where the company needs to improve. It can also be used to support the discussion of any group of executives on the reasons for failure of most strategic in...
When you lead a strategic initiative, you are asking your team to operate outside of the organization's mainstream. Such leadership cannot be done from a distance. You have to be hands-on with your...
A compelling justification for globalization is that it yields substantial competitive advantages without which companies could no longer survive, such as access to new markets, opening the door to...
In this paper, the authors consider the ways that global leaders can promote global learning in their companies. In the first section, the authors ask four questions to help readers determine if th...
Business projects provide a rich opportunity to address the hidden agenda of management development: enhancing the manager's cognitive capability to build viable mental roadmaps to address complex ...
Project work creates an excellent opportunity for executive learning from the construction of new mental patterns. To get the best learning impact from projects, you have to pay special attention t...
Companies entering new markets should be asking themselves this key question: how are we going to be better off after the move? Addressing this issue is instrumental in making sure that a learning ...
Learning is fast becoming one of the key strategic capabilities that companies can use to stay ahead in the competitive race. Replicating successful home strategies, processes and approaches is no ...
Smart companies have a global learning agenda from the outset. These firms not only take the best lessons from wherever they expand, but they expand depending on where they think they can best lear...
International growth is one of the most important challenges facing companies today. For companies of all sizes and in almost all industries, building a strong international position isn't an optio...
Exploiting the strategic flexibility of an energized organization is not possible with the traditional methods of alignment and control. In this chapter, Xavier Gilbert explains how companies can c...
In this chapter, the author focuses on the four elements for proactive and rapid learning, helping managers rethink how they learn and use information to develop innovative business solutions.
In today's every-changing business landscape, more than ever before, focused energy is needed, for organizations that stimulate energy on the frontline, show great flexibility, and focus quickly on...
