Leadership is about we and good business is about you. So, why the name I for our magazine? Because even the best teams and organizations rely on individuals to take bold action.
There is power in letting go. In Issue 21 of I by IMD, explore the future of competitive advantage.
Leaders and organizations must adapt to secure the dividend of longevity. In Issue 20 of I by IMD, we explore ways to lead with impact in a world reshaped by longer lives.
The energy transition is accelerating. Are you leading the charge, or running out of gas? In Issue 19 of I by IMD, discover how to fuel a brighter future for your organization, and the planet.
The world is changing. Business and leaders must change too. In Issue 18 of I by IMD, discover the tools you need to thrive in an age of geopolitical uncertainty.
Trust can make or break us. It is the foundation of leadership. In Issue 17 of I by IMD, we explore strategies to build and maintain trust in an uncertain world.
What does it take to lead responsibly in turbulent times? In Issue 16 of I by IMD, we explore the vital role and realm of responsible leadership, offering ways for decision-makers and organizations to deliver positive impact for all.
Potential is realized or wasted. How can we fulfil our own potential? Can organizations create winning environments for all talent? In Issue 15 of I by IMD, our diverse cast of experts offers ways to unlock potential in turbulent times.
The curious worlds of art and creativity that appear to orbit a different sun to planet "business" are interconnected. What might we discover as leaders and organizations if we explore the intersection between art, creativity, and business?
AI is revolutionizing the world of business, at pace. How do executives guarantee this mass adoption benefits both their organizations and society? In Issue XIII of I by IMD, we explore how to lead effectively - and responsibly - in the age of AI.
To secure a more sustainable and inclusive future, we need creative ideas and partnerships that reimagine the global economy. In Issue XII of I by IMD, we explore how the fast-emerging “impact economy” is changing the way we do business – and the world.
No organization can escape the need to transform to become more sustainable. The need to act is urgent. It calls for strong leadership, difficult decisions, and deep cultural change. In Issue XI, we explore how to build sustainable organizations to succeed in turbulent times.
Organizations must become more inclusive and diverse to thrive in the future: the business case is as a compelling as the moral imperative. How can executives foster inclusion to unlock the power of diversity, while recognizing and tackling inequity and discrimination? In Issue X, we explore how leaders can build organizations and design products and services that are truly inclusive.
Geopolitical tensions, persistent inflation, economic weakness, climate change, and sustainability. Business leaders are dealing with an unprecedented range of challenges simultaneously, making it harder than ever to know how to prioritize, navigate, and communicate effectively with teams. Scenario planning, listening and leading in new ways are part of the answer. In Issue IX, we unpack new approaches to dealing with the polycrisis that's facing us.
Family enterprises are among the most resilient businesses in the world. But now more than ever striking the right balance between resilience and adaptability is vital. In Issue VIII, we present crucial insights into how families can face up to the challenges created by a world in flux.
Leaders must understand that cyber is a business issue, not just for IT to tackle. In Issue VII, our experts unpack the essential elements of a successful organizational cyber strategy.
From CXOs to Gen Z activists, our experts examine where the real sway lies. In Issue VI, we explore the shifting centers of command and how leaders can inspire, empower and wield influence for good.
Inflation, e-commerce and geopolitical conflict are all driving change in global supply chains. In Issue V, we explore what is next in these chain reactions.
How can organizations identify and cultivate tomorrow’s leaders? Employers cannot expect employee commitment unless they reciprocate. Issue IV explores novel and practical ideas on how to ensure that today's top hire does not become tomorrow's high-profile departure.
Amid rising demand from customers, employees and investors, companies have moved sustainability to the top of their agendas. In Issue III, we explore how leaders are transforming their industries today to avoid disaster.
Issue II explores the managerial imperatives behind maintaining mental health in the workplace, analyzes the problems raised by the pandemic, and offers solutions that will help avoid burnout in teams.
In Issue I of I by IMD, we explore the impact of governance, geography and timing across sports, gaming and the arts, presenting the winners and losers one year after the pandemic hit.
January 29, 2024 • by Valentina Masseretti , Anita Quas , Stefano Romito, Clodia Vurro in Magazine • 8 min read
Impact venture capital in Europe is generating lower financial returns than its traditional counterpart. Here are three possible reasons why....
January 26, 2024 • by Michael Yaziji in Magazine • 11 min read
Executives often struggle to lead teams effectively because they are oblivious to the psychological factors that shape human behavior. Understanding and recognizing these factors opens the door to better outcomes....
Audio availableJanuary 22, 2024 • by Sonja Haut in Magazine • 11 min read
Impact metrics are not just about keeping regulators and investors happy, they can help unearth new pockets of value for companies, from talent and brand appeal to efficiency and innovation....
Audio available
Artificial intelligence is reshaping the COO role from operational executor to architect of predictive, intelligent, and resilient enterprise systems....
André Hoffmann has reshaped a 125-year legacy by redefining Roche’s identity, modernizing its governance, and anchoring the company in a renewed sense of purpose....
Once in pole position on the grid, Atlassian Williams F1 Team is rebuilding its competitive advantage. In conversation with Susan Goldsworthy, the company’s Chief Human Resources Officer, Ann Perrins, explains how people,...
Research indicates that 14% of companies report net positive effects from political risks that disrupted competitors, creating market openings to capitalize on temporary dislocations and long-term shifts in global trade patterns. Simon J...
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