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.
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 âimpact economyâ is changing the way we do business â 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 tomorrowâs 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 IÂ 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 12, 2024 ⢠by Salvatore Cantale, Marc Woodfield⯠in Magazine ⢠8 min read
Companies figuring out how to respond to the shock of higher borrowing costs must beware of three common misconceptions....
Audio available
January 11, 2024 ⢠by Kristin Hull in Magazine ⢠8 min read
Activist investors have the power to direct the corporate world to embrace positive change. Kristin Hull offers a four-step guide to effective engagement....
January 10, 2024 ⢠by Emil Moldovan, Todd Cort, Matthew Goldberg, Jennifer Marlon, Anthony Leiserowitz in Magazine ⢠12 min read
The responsibility to maximize profits guides how institutional investors, such as pension funds, invest on behalf of others. But that does not mean investing in climate change is off the table....
Audio available
IMDâs Mark Greeven was joined by Reuters US autos journalist Mike Colias to discuss his new book Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles, which explores how the development of...
Our regular series of short articles on the most pressing issues of the moment attracted a good deal of attention this year. Here are the 10 you viewed the most â including...
Steps that are too big can paralyze us. Sometimes we avoid taking action because decisions feel too uncertain or too risky and we choke or âfreezeâ, making action impossible. In the second...
Radical collaboration and breaking data silos can free trapped industrial value, says Caspar Herzberg, improving efficiency across global supply chains....
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