14 hours ago ⢠by RaphaÍl Grieco, Karl Schmedders in Capital Conversations ⢠1 min read
The founding partner of DAA capital gives a deep dive on how pension funds shape their engagement with venture capital...
Continue reading22 hours ago ⢠by Bryony Jansen van Tuyll in Sustainability
16 May 2024 ⢠by Simon J. Evenett in Strategy
15 May 2024 ⢠by Benjamin Von Wong in Audio articles
Amid mounting geopolitical tensions, CEOs must take direct control of supply chain resilience, says IMDâs Carlos Cordon
Looking at previous customer purchase data might seem like an obvious source of information upon which to base your forecasts. But itâs not quite as straightforward as youâd think
Organizations are facing increasingly demanding challenges, from soaring materials costs to new geopolitical risks and perpetual supply chain instability. New international rules add to the pressure, requiring companies to manage
Benjamin Von Wong, a Canadian artist, explains how the creative impact of his work can translate for business leaders.
Leaders often get asked to spearhead discussions at global gatherings.âŻYou cannot just rock up and hope for the best. Preparation, active listening, and adaptability are the guiding principles for creating
Nine out of every ten employees globally work for a private business, and their capitalization and turnover dwarf those of list companies â but their challenge for the future is
CEOs face unprecedented pressure to address environmental concerns ânowâ. Knut Haanaes, Julia Binder, and Bryony Jansen-van Tuyll explain why companies must heed this urgent imperative to act.
Criticisms of artificial intelligenceâs impact on sustainability are justified, says IMDâs Tomoko Yokoi, but there are important steps that technology companies can take to address the problem
Until recently, the sustainability risks of banks and other financial institutions were assessed mostly on their internal activities and on possible impacts from outside their operations. Now, thanks to new regulations that take a wider view, these organizations are in the spotlight for downstream environmental risks related to the businesses they finance or invest in.
Amid mounting geopolitical tensions, CEOs must take direct control of supply chain resilience, says IMDâs Carlos Cordon
Looking at previous customer purchase data might seem like an obvious source of information upon which to base your forecasts. But itâs not quite as straightforward as youâd think
Organizations are facing increasingly demanding challenges, from soaring materials costs to new geopolitical risks and perpetual supply chain instability. New international rules add to the pressure, requiring companies to manage the Scope 3 greenhouse gas (GHG) emissions in their supply chains. Could a more integrated approach be the answer?
Benjamin Von Wong, a Canadian artist, explains how the creative impact of his work can translate for business leaders.
Leaders often get asked to spearhead discussions at global gatherings.âŻYou cannot just rock up and hope for the best. Preparation, active listening, and adaptability are the guiding principles for creating forums of exchange and exploration.âŻ
Nine out of every ten employees globally work for a private business, and their capitalization and turnover dwarf those of list companies â but their challenge for the future is not only doing good, but to be seen to be doing good.
CEOs face unprecedented pressure to address environmental concerns ânowâ. Knut Haanaes, Julia Binder, and Bryony Jansen-van Tuyll explain why companies must heed this urgent imperative to act.
Criticisms of artificial intelligenceâs impact on sustainability are justified, says IMDâs Tomoko Yokoi, but there are important steps that technology companies can take to address the problem
Until recently, the sustainability risks of banks and other financial institutions were assessed mostly on their internal activities and on possible impacts from outside their operations. Now, thanks to new regulations that take a wider view, these organizations are in the spotlight for downstream environmental risks related to the businesses they finance or invest in.
Amid mounting geopolitical tensions, CEOs must take direct control of supply chain resilience, says IMDâs Carlos Cordon
Looking at previous customer purchase data might seem like an obvious source of information upon which to base your forecasts. But itâs not quite as straightforward as youâd think
Organizations are facing increasingly demanding challenges, from soaring materials costs to new geopolitical risks and perpetual supply chain instability. New international rules add to the pressure, requiring companies to manage
Benjamin Von Wong, a Canadian artist, explains how the creative impact of his work can translate for business leaders.
Leaders often get asked to spearhead discussions at global gatherings.âŻYou cannot just rock up and hope for the best. Preparation, active listening, and adaptability are the guiding principles for creating
Nine out of every ten employees globally work for a private business, and their capitalization and turnover dwarf those of list companies â but their challenge for the future is
CEOs face unprecedented pressure to address environmental concerns ânowâ. Knut Haanaes, Julia Binder, and Bryony Jansen-van Tuyll explain why companies must heed this urgent imperative to act.
Criticisms of artificial intelligenceâs impact on sustainability are justified, says IMDâs Tomoko Yokoi, but there are important steps that technology companies can take to address the problem
Until recently, the sustainability risks of banks and other financial institutions were assessed mostly on their internal activities and on possible impacts from outside their operations. Now, thanks to new
In 25 minutes or less, the brightest minds of the business world explain the ideas, attitudes, and strategies that underpin successful companies.
In the seventh episode As a has helped companies successfully implement digital strategies. In this episode of ManagementCast, Amit Joshi, Professor of AI, Analytics, and Marketing Strategy at IMD, discusses how firms can avoid the pitfalls of rolling out Artificial Intelligence.
24 March 2021 ⢠by Knut Haanaes in Videos
Knut Haanaes, Professor of Strategy and Lundin Sustainability Chair at IMD, paints a picture of what the future might look like and guides leaders in analyzing the way forward in this ever-changing...
23 March 2021 in Videos
In an interview with IMD President Jean-François Manzoni, the head of Belgian chemicals multinational Solvay talks about how coronavirus could galvanize a much-needed international response to global warming...
Team building
6 May 2024 ⢠by Michael D. Watkins in Team building
Here are seven questions to ask as you select the top team to lead your company. ...
Technology
8 May 2024 ⢠by Tawfik Jelassi in Technology
UNESCO guidelines for the governance of digital platforms offer lessons for more effective collaboration between companies, civil society, and governments....
Finance
29 April 2024 ⢠by Jim Pulcrano in Finance
A flurry of venture capital activity presents investors with a challenge: how to distinguish genuine innovators from opportunistic players capitalizing on the AI hype. Enter Harshul Sanghi, a seasoned technology investor with...
Competitiveness
7 February 2024 ⢠by Mark J. Greeven in Competitiveness
IMD research places world leader Nike ahead of local rivals, but its podium position is under threat as local sentiment and quality products build a growing loyalty for national apparel brands....
Luxury
27 March 2024 ⢠by StÊphane J. G. Girod, Roberto Eggs, Rui Meng in Luxury
What does it mean to be excellent, not perfect, in 2024, and why should luxury brands weave the answer into their strategy? ...
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