Ric Roi is a senior business psychologist who advises boards and CEOs on matters related to board renewal, CEO succession, and leadership transitions. He is also an expert in top team effectiveness and strategic talent…
Ric Roi is a senior business psychologist who advises boards and CEOs on matters related to board renewal, CEO succession, and leadership transitions. He is also an expert in top team effectiveness and strategic talent management solutions. He has extensive experience in consulting and has led advisory projects for clients in over 30 countries.
Roi’s primary research focus is leadership ambidexterity – the need for leaders to simultaneously optimize their existing business operations and create future sources of revenue and profit by developing new business models or exploring opportunities.
He is therefore actively involved in building assessment tools and development solutions to improve leadership ambidexterity and strengthen executive performance, particularly in his role as Co-director of IMD Voyager, a comprehensive suite of tools and advisory services for strategic talent management. Voyager involves a 10-step executive development process that is underpinned by IMD’s proprietary 5s2 model, which assesses leaders’ effectiveness on five scales relating to the ability to lead strategy, execution, stakeholders, people, and themselves, leading to individualized development plans incorporating executive education, on-the-job training, and coaching.
Roi says modern organizations need to transform their core business while at the same time pursuing new revenue streams and business models in order to remain relevant, as companies who fail to tackle this dual transformation challenge will quickly become obsolete. In the past, the two tasks were separated in time and space, but now they have to be done at the same time by the same leaders, who therefore face much greater pressures than their predecessors. Leaders now need to be both operators and transformers, but these are two very different personality profiles and require two different skill sets, and IMD research shows that only 12% of leaders are naturally ambidextrous.
At IMD, he has carried out advisory work or taught in custom programs for Konica Minolta, SMBC, Siam Commercial Bank, Velux, Hager Group, Julius Baer, LEGO Group, Mondelez, The World Bank, GC Dental, Bank Mandiri, and Curium, as well as teaching in the High Performance Boards (HPB) and Advanced Management Program (AMP) open programs.
During his consultancy career, he worked with a diverse range of clients including BNP Paribas, Bank Indonesia, L’Oréal, Nomura, Essilor, Globe Telcom, DBS Bank, Standard Chartered Bank, Toyota, Unilever, Fidelity, Bank Muscat, Schneider Electric, Barclays Global Investors, HP, Total, Maxis, Motorola, Carlyle Group, MetLife, Baker McKenzie, Olam, IHH Healthcare, Aflac Insurance, Lafarge-Holcim, Grosvenor Group, Danske Bank, FWD Insurance, Ericsson, MUFG, Suntory, Bank Danamon, KKR, Cisco, Dole, CIMB, Shiseido, Widex-Sivantos, Hitachi, Thai Military Bank, PIMCO, Temasek Holdings, Bajaj Group, and Norges Bank.
His research has been published by the Stanford University Executive Briefing Series, The Economist Intelligence Unit, The Conference Board, HQ Asia, Diamond Japan and the Human Resource Journal. He is also the author of Advanced Change Methodology for Internal and External Consultants, a practitioner manual and digital change toolkit for corporate change leaders. The book’s findings and digital change tools have been adopted by leading companies including Cisco Systems, HP, Johnson & Johnson and McKesson.
Roi is a frequent conference keynote and corporate event speaker and he previously served as a jury member for the Best Learning Organizations in Asia consortium, receiving their Leadership Luminary Award in recognition of his work in the field of leadership development.
He joined IMD in 2020 with over 25 years of consulting and teaching experience, including 18 years based in Asia. He held senior Asia Pacific roles at Korn Ferry, Russell Reynolds, and Right Management in Singapore and Tokyo and previously led the change management and executive development practices for international clients at Crawford International in California.
He also taught organizational development at the University of San Francisco and executive education at Singapore Management University, as well as serving as a visiting professor at Nagoya University of Commerce and Business in Japan.
Business transformation and how to handle it: Lessons from the front line (I by IMD, 2022)
Developing ambidextrous leaders: A solution to strategic talent deficit (I by IMD, 2021)
Inside the mind of the Asian CEO (HQ Asia, 2017)
Global trends in leadership development (The Conference Board, 2013)
Return to growth: Positioning the workforce for recovery (Diamond Japan, 2009)
Do you have a winner? (Human Resource Journal, 2009)
Advanced Change Methodology for Internal and External Consultants (Eventec, 2005)
Best Learning Organizations in Asia Leadership Luminary Award (2011)
BS (Mechanical Engineering)
University of Arizona
MS (Whole Systems Design)
Antioch University, USA
Doctorate (Leadership and Organization)
University of San Francisco
Mikołaj Jan Piskorski, also known as Misiek Piskorski, is an expert on digital strategy, platform strategy and the process of digital business transformation. He works with companies in various industries across the…
Mikołaj Jan Piskorski, also known as Misiek Piskorski, is an expert on digital strategy, platform strategy and the process of digital business transformation. He works with companies in various industries across the globe to support them through digital transformation.
He aims to demystify digital transformation by taking this complex and complicated topic and distilling it down to its core principles, and to the five or six key decisions that companies need to take. The multilayered framework that he developed to help companies devise a digital transformation strategy consists of a series of steps that are very easy to understand. This exercise is made more accessible by the use of cases to show how other companies have tackled the process. Companies come out at the end with a detailed strategy they can implement in full or in part.
One element of digital transformation is the use of social platforms, which Piskorski documented in his book A Social Strategy: How We Profit from Social Media, the winner of an Axiom Business Book Awards Gold Medal in 2015. Backed by original research, case studies, and proprietary data from social media sites, the book provides insights on how companies can leverage social platforms to create a sustainable competitive advantage.
Piskorski uses his framework for digital transformation to help companies from a broad range of industries including financial services, automotive, manufacturing, and healthcare as they seek to tap into the opportunities offered by digitalization. He carries out a lot of work with senior teams, but specializes in transformations that span the entire organization. This approach typically embraces strategic advisory services to the CEO, strategic transformation projects and business development with the top management team, executive education with middle managers, and online education with the rest of the organization.
At IMD, he is currently leading custom programs for Johnson & Johnson, Telecom Malaysia, the Asian Development Bank, Bayer, SHV and DNB. In addition, he is the Director of the Digital Strategy (DS) open program and a Co-Director of the Leading Digital Business Transformation (LDBT) program. As Dean of Southeast Asia and Oceania, he also runs IMD’s activities in the region.
Piskorski’s research has been published in Administrative Science Quarterly, American Journal of Sociology, Harvard Business Review, Management Science, MIT Sloan Management Review, and Social Forces. He is also an associate editor at the Journal of Organizational Design, and has served on the editorial boards of several academic journals including American Journal of Sociology, Administrative Science Quarterly, Management Science and Organization Science.
Before joining IMD in 2014 he was Associate Professor of Business Administration at Harvard Business School and started his academic career as a faculty member at the Graduate School of Business at Stanford University.
How legacy businesses can compete in the sharing economy (MIT Sloan Management Review, 2020)
Competing by restricting choice: The case of matching platforms (Management Science, 2018)
Testing Coleman’s social-norm enforcement mechanism: Evidence from Wikipedia (American Journal of Sociology, 2017)
A Social Strategy: How We Profit from Social Media (Princeton University Press, 2014)
Social strategies that work (Harvard Business Review, 2011)
New Twitter research: Men follow men and nobody tweets (Harvard Business Review, 2009)
When more power makes you worse off: Turning a profit in the American economy (Social Forces, 2006)
Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory (Administrative Science Quarterly, 2005)
EFMD Excellence in Practice Gold Award (2019)
Axiom Business Book Awards Gold Medal winner (2015)
BA/MA (Economics and Politics)
University of Cambridge
Master of Arts (Sociology)
PhD (Organizational Behavior)
Voyager team members
Katharina Lange specializes in teaching executives globally about leading self, leading teams, and leading organizations, and in building resilience at the individual, team, and organizational level as well as leading…
Katharina Lange specializes in teaching executives globally about leading self, leading teams, and leading organizations, and in building resilience at the individual, team, and organizational level as well as leading customer-centric organizations. She has a strong track record of designing and directing innovative executive education programs for virtual, face-to-face, and blended learning.
She currently directs IMD custom programs for Mondelez, BAE Systems and E&Y, and is Co-director of IMD’s signature program Orchestrating Winning Performance (OWP). She also co-directs the new Leading Customer-Centric Strategies (LCCS) program, which takes a fresh approach to customer centricity, integrating strategic, digital, and leadership angles.
Lange’s teaching on self-leadership focuses on creating better awareness of a leader’s bright and dark sides. In her sessions, executives discover the key values that motivate and inspire them. Just as importantly, they discuss how to integrate their weaknesses with courage and humility into their (professional) lives and learn to speak from the heart.
Her work on leading teams focuses on psychodynamics, analyzing subconscious and conscious drivers, and building resilience, particularly in relation to boards.
Lange’s PhD in pharmacology adds the empirical lens of a natural scientist to her profile and she appreciates insights provided by data and assessments. She has certifications in all major assessment instruments and makes particular use of IMD’s newly developed 5s2 model. This model assesses leaders’ ability to transform their present business model for higher performance, and at the same time transform the organization for a successful future. These “dual transformations” require ambidextrous leadership in five behavioral dimensions: leading strategy, execution, stakeholders, people, and self.
Lange has held leadership positions herself, and what she teaches in class has been tested in reality. This ensures the real impact of her sessions. Before joining IMD in 2019, she led the Office of Executive Development at Singapore Management University (SMU). This role gave her valuable insights into leading cross-cultural teams. Previously, she was Program Director and Head of Life Science Industries and head of Open Enrollment Programs at the European School of Management and Technology (ESMT) in Berlin. Before embarking on her academic career, she worked for 10 years in senior roles with Arthur Andersen and Deloitte Consulting.
She also serves on the Board of UNICON, the global consortium for university-based executive education. She currently co-chairs its research committee, having previously headed its membership and benchmarking committee.
Courageous leadership is needed now to address systemic challenges (IMD, 2022)
Business on the move (IMD, 2022)
Why talent management is crucial in transforming business models (I by IMD, 2021)
Fuse soft skills and digital for customer centricity on steroids (I by IMD, 2021)
Zuellig Pharma: A case for transformation (IMD, 2020)
Agility and resilience: The essential qualities of leadership in the digital age (The European Business Review, 2019)
Leadership capabilities: Transforming your organisation for the digital age (Asian Management Insights, 2019)
Master’s degree (Pharmacy)
University of Freiburg
PhD (Pharmacology and toxicology)
Free University of Berlin
James Henderson is an expert on strategic agility, or the development and implementation of strategy under uncertainty. His research focuses on competitive strategy, corporate strategy, digital transformation, ecosystems…
James Henderson is an expert on strategic agility, or the development and implementation of strategy under uncertainty. His research focuses on competitive strategy, corporate strategy, digital transformation, ecosystems, sustainability, and strategy execution.
Henderson says agility is all about an organization’s ability to respond to changing situations and to balance current performance with the exploration of opportunities for future growth. It may, therefore, involve an options-based approach in which small investments are made in projects with potential so they can be scaled up quickly if necessary, but without any major commitments if they don’t prove to be commercially viable. His research in this area has focused on investment timing, corporate venturing, strategic partnerships, and ecosystems.
He says agility takes different forms when applied to digital or sustainability transformation. Digital transformation initiatives usually incur rapid change cycles where getting it wrong can be quickly corrected. On the other hand, sustainability transformation initiatives often require long-term investments in physical infrastructure where companies need to be sure that the economics are right before making heavy commitments. However, he notes, conditions for sustainability transformations are now changing due to growing political will to support the transition to new sources of clean energy.
Henderson has also recently explored the topic of inclusive strategy, finding that giving employees and stakeholders a bigger say in strategy can foster greater engagement and understanding and thereby give firms a competitive edge.
He has helped many companies achieve and sustain their competitive advantage at a business unit, corporate, or global level through directing custom-specific executive programs, facilitating strategy workshops, or teaching MBAs and executives. He has designed, delivered, and directed programs for companies in a variety of industries including healthcare, aerospace and defense, capital-intensive industries, professional and financial services, high technology, consumer products, and economic development agencies.
At IMD, Henderson is Director of the Strategic Partnerships (SP) online course and Co-Director of the Leading Sustainable Business Transformation (LSBT) open program. He was also Director of the International Consulting Projects component of the MBA program between 2008 and 2021, and Dean of Programs and Innovation between 2012 and 2016, overseeing the doubling of the institute’s EMBA program, the redesign of its Program for Executive Development diploma, the launch of its Global Leadership in the Cloud portfolio of online programs, and the development of the Global Leader Index assessment tool.
He coedited the 2005 Strategic Management Society book Restructuring Strategy: New Networks and Industry Challenges, and his articles have been published in well-known journals such as the Strategic Management Journal, Academy of Management Journal, Journal of Business Venturing, and Journal of Operations Management. He also sits on the editorial board of the Strategic Management Journal. Furthermore, he has developed more than 50 published case studies, and won several research and teaching awards.
Before joining IMD in 2006, he was an Associate Professor of Strategic Management at Babson College and Babson School of Executive Education in Boston, Massachusetts.
Overcoming the seven concerns stopping you from building a more inclusive strategy (I by IMD, 2022)
Sustainability: From the drawing board into the business (I by IMD, 2021)
The influence of relational experience and contractual governance on negotiation strategies in buyer-supplier disputes (Journal of Operations Management, 2012)
Commitment versus flexibility: The role of resource accumulation lags (Academy of Management Journal, 2008)
From a hierarchy to a heterarchy of strategies: Adapting to a changing context (Management Decision, 2007)
Restructuring Strategy: New Networks and Industry Challenges (Blackwell Publishing, 2005)
Learning to time capacity expansion decisions: An empirical study of the global petrochemical industry (Strategic Management Journal, 2003)
EFMD Excellence in Practice Gold Award (2018)
Management Decision Best Article award (2007)
ECCH Best Selling Case in Europe award (1993)
Academy of Management Conference Business Policy and Strategy Division Carolyn Dexter Award (2009)
Paper included in Academy of Management Best Paper Proceedings (2003)
Nominations for Strategic Management Society Best Paper Prize (2003 and 2004)
University of Western Ontario, Canada
Ivey School of Business, University of Western Ontario, Canada
PhD (Strategic Management)
Robert Hooijberg’s areas of interest include leadership, negotiations, team building, digital transformation, and organizational culture, with a specific focus on the alignment of culture and strategy. He helps…
Robert Hooijberg’s areas of interest include leadership, negotiations, team building, digital transformation, and organizational culture, with a specific focus on the alignment of culture and strategy. He helps organizations to create powerful performance-oriented cultures aligned with strategy, and has developed an innovative approach to the study of cases on the topic.
Hooijberg believes that too many companies lose out because they artificially separate strategy and culture, seeing culture as of secondary importance, whereas aligning strategy and culture from the start leads to better strategy, and better execution of strategy, as people feel more engaged.
He outlined this thinking in Leading Culture Change in Global Organizations: Aligning Culture and Strategy, his 2012 book with organizational culture expert Dan Denison, and in more recent years he has developed a series of video cases on the topic to help executives understand how to address the issue. Hooijberg has applied this technique to several cases including AIA, Allianz Africa, BCG, Carlsberg, Lundbeck and the National CEO Program of Oman.
His research has appeared in Harvard Business Review, MIT Sloan Management Review, Academy of Management Learning & Education, The Leadership Quarterly, Journal of Management, Human Relations, Organization Science, Human Resource Management, Hospital & Health Services Administration, Journal of Applied Social Psychology, Journal of Management Education, Administration & Society, International Journal of Organizational Analysis, and Journal of Organizational Behavior. His article The Future of Team Leadership Is Multimodal, co-authored with Michael Watkins, was the most read piece of 2021 in MIT Sloan Management Review.
Hooijberg’s recent articles have focused particularly on lessons that can be learned from the COVID-19 pandemic, and he argues that the crisis has fostered more efficient and effective ways of working that have the potential to lead to a better quality of life at work and at home if they are implemented well.
He says people’s working lives are likely to be divided between time in the office and working from home in the future, but this split should be based on the nature of the tasks they have to perform, with people coming to the office when interaction with colleagues is required but working from home when carrying out individual tasks. Prescribing fixed allocations of time at home or in the office just creates unnecessary friction and diminishes people’s quality of life.
At IMD, Hooijberg has provided programs and consultancy services for a wide range of organizations, including KPN, Carlsberg, Eneva, Julius Bär, Bayer, Safran, FirstRand, Allianz Africa, EY, PSE&G, Korea Telecom, FrieslandCampina, Axiata, and the Dutch Ministry of Social Affairs and Employment.
He is also Director of Breakthrough Program for Senior Executives (BPSE) and Negotiating for Value Creation (NVC).
Before joining IMD in 2000, he taught at Rutgers University in their MBA and EMBA programs in New Jersey, Singapore, and Beijing.
Leading Culture Change in Global Organizations: Aligning Culture and Strategy (John Wiley & Sons, 2012)
The future of team leadership is multimodal (MIT Sloan Management Review, 2021)
When do we really need face-to-face interactions (Harvard Business Review, 2021)
How boards botch CEO succession (MIT Sloan Management Review, 2016)
Being there even when you are not: Leading through strategy, structures, and systems (Elsevier Press, 2007)
Allianz: Putting a premium on African peace of mind (I by IMD, 2022)
Brandon Hall Group Excellence in Leadership Development Gold Awards (2019 and 2021)
Axiom Business Book Awards Silver Medal winner (2013)
Rutgers Business School Professor of the Year (1997)
University of Nijmegen
MA (Psychology of Work and Organization)
University of Nijmegen
PhD (Organizational Psychology)
University of Michigan
Bettina Büchel is an expert on strategy implementation, new business development, and change management. Her work is focused on leading strategic transformation programs and working closely with CEOs to build…
Bettina Büchel is an expert on strategy implementation, new business development, and change management. Her work is focused on leading strategic transformation programs and working closely with CEOs to build capabilities to deliver strategic priorities.
She says that many strategic initiatives fail to generate commitment and deliver value for businesses because leaders do not adequately address underlying barriers to change, such as gaps in the organization’s capacity to execute strategic changes. Her work is therefore devoted to helping companies increase the likelihood of successful implementation of strategic initiatives.
Büchel has published several books on smarter strategy execution and related topics, and her latest book Strategy Execution Playbook: A Trusted Companion for Leading Initiatives is aimed at helping leaders of strategic initiatives increase the likelihood of successful implementation.
She has led custom programs for fast-moving consumer goods groups (Nestlé, Orkla, Barilla), B2B firms (AGC, Tetra Pak, Metso Outotec, Hydro, Nilfisk, TDK, OCP), and specialty chemicals companies (Evonik, Hempel). The custom program she developed for Moroccan state-owned mining and fertilizer firm OCP in partnership with Africa Business School won an EFMD Excellence in Practice Gold Award in 2022.
She also directs IMD’s Strategy Execution and Change Management open programs, as well as teaching on the flagship Orchestrating Winning Performance (OWP) program.
A key pedagogical innovation in her portfolio of activities is the use of simulation games such as Strategic Feat, which she co-designed with technology company Ososim in 2009, as well as other board-based simulations on change and sustainability that have since been used in various MBA and executive education programs.
Her academic articles have appeared in leading journals such as the Journal of Management Studies, Journal of World Business, and MIT Sloan Management Review, and she has written numerous case studies based on her work with companies all over the world such as Nestlé, Barclays, SGS, Tetra Pak, Ooredoo Mobile Money, and Best Buy.
In addition to her work with multinational companies, she is currently an angel investor, sits on the board of a small private equity investor, and works with venture capital firms to evaluate and invest in startups.
Büchel was the first director of IMD’s hub in Singapore and previously served as Dean of Programs and Innovation. Before joining IMD in 2000, she worked as an Assistant Professor at the Asian Institute of Technology in Bangkok, where she taught MBA and PhD students from across Asia.
Strategy Execution Playbook: A Trusted Companion for Leading Initiatives (IMD, 2022 forthcoming)
Strategic Agility: The Art of Piloting Initiatives (IMD, 2019)
Smarter Execution: Seven Steps to Getting Results (Financial Times Prentice Hall, 2008)
Facilitating Groups to Drive Change (Palgrave Macmillan, 2007)
International Joint Venture Management: Learning to Cooperate and Cooperating to Learn (John Wiley & Sons, 1998)
EFMD Excellence in Practice Gold Award (2022)
Winner of EFMD Case Writing Competition Award (2000)
Bachelor’s degree (Economics and public administration)
University of Konstanz
Master’s degree (Human resources and industrial relations)
Rutgers University, USA
PhD (Business administration and management)
University of Geneva
Winter Nie’s expertise lies at the intersection of change management and leadership, with a focus on strategy, team dynamics, and change initiatives. She has a deep understanding of how people at different levels…
Winter Nie’s expertise lies at the intersection of change management and leadership, with a focus on strategy, team dynamics, and change initiatives. She has a deep understanding of how people at different levels in an organization react to change and how leaders can effectively manage resistance and organizational dynamics.
Nie says companies are always dealing with tensions in relation to their external environment, strategic direction or internal capabilities, and that there are no perfect answers that always apply – everything depends on the individual company’s situation, purpose, strategy, and positioning – but she is able to help leaders skillfully navigate through these tensions into the future.
She is trained in psychodynamics as well as business, holding a Tavistock Consulting Advanced Certificate in Decoding Group Dynamics and certifications in several psychometric instruments on leadership and organizational development, so a lot of her work focuses on top management team dynamics. She helps business leaders to improve team dynamics where necessary, but also to identify situations where problems may have their roots in the strategy or external environment rather than the dynamics of the team.
Nie is also able to guide companies through organizational transformation and change initiatives, believing that the only way to keep up with the unrelenting pace of change in the world is to constantly learn, unlearn and relearn, with openness, courage, and humility.
She is particularly well equipped to provide support on strategic initiatives in areas such as customer centricity, moving from products to solutions, and operational/service excellence, and she has in-depth knowledge of doing business in emerging markets, low-cost competition, and innovation culture.
Nie works with companies who want to embark on organizational transformation at the individual, team, and organizational levels, looking beyond surface rationality into the unconscious forces below that shape the direction and speed of change. She also supports companies with senior leadership development, including work with both Western and Chinese companies on CEO and senior executive succession. Her advice is always anchored in the organization's goals and business requirements and leverages her keen observations of team dynamics and individual behaviors and insights into human nature.
She has worked with many global companies in a wide range of industries, including engineering and technology, service and consulting professions, fast-moving consumer products, banking and finance, telecommunications, pharmaceuticals, gaming, and the internet, and sits on the boards of Singaporean software company Opsis and Chinese e-commerce group Valuesense.
Nie teaches on IMD's flagship Orchestrating Winning Performance (OWP) program and is Dean of IMD China with responsibility for the school's business development and client relationships in the country. She also served as IMD’s Regional Director of Southeast Asia, Australia, New Zealand, and Oceania until 2019.
She is the author of several books and articles in academic and practitioner-oriented journals.
Her 2021 book The Future of Global Retail: Learning from China's Retail Revolution provides a roadmap to help global retail executives prepare for the decade ahead, drawing on lessons on innovation, purpose and agility in emerging markets. Nie and co-authors Mark Greeven, Yunfei Fang and James Wang call this framework the “Beyond” Value Chain Model.
Her MIT Sloan Management Review article “Rethinking the East Asian Leadership Gap” showed how the difficulties experienced by many multinationals in identifying managers with leadership potential in East Asia are more to do with prevailing Western views of leadership than about available talent.
Nie’s 2012 book In the Shadow of the Dragon: The Global Expansion of Chinese Companies – and How It Will Change Business Forever provides insights into subtle yet powerful strategies used to gain market dominance, key players' approach to going global and the Chinese way of innovation, and her 2009 title Made in China – Secrets of China's Dynamic Entrepreneurs explains how multinationals can compete or work with Chinese entrepreneurs.
Before joining IMD in 2006, she was a tenured Associate Professor at Thunderbird School of Global Management in the United States.
The Future of Global Retail: Learning from China's Retail Revolution (Routledge, 2021)
Rethinking the East Asian Leadership Gap (MIT Sloan Management Review, 2017)
In the Shadow of the Dragon: The Global Expansion of Chinese Companies – and How It Will Change Business Forever (AMACOM, 2012)
Made in China: Secrets of China's Dynamic Entrepreneurs (John Wiley & Sons, 2009)
John Molson MBA International Case Writing Competition award (2022)
Zhejiang University, China
University of Montana
PhD (Operations Management)
University of Utah
Mark Greeven draws on a decade of experience in research, teaching and consulting in China to explore how to organize innovation in a turbulent world. He was named on the prestigious Thinkers50 Radar list of 30 Next…
Mark Greeven draws on a decade of experience in research, teaching and consulting in China to explore how to organize innovation in a turbulent world. He was named on the prestigious Thinkers50 Radar list of 30 Next Generation Business Thinkers in 2017.
Greeven has collaborated with innovative Chinese companies (such as Ping An, Alibaba, Pinduoduo, Haier) and entrepreneurial multinationals (including Bayer, Evonik, Johnson & Johnson, Daimler, Nestlé, Richemont, Swiss Re) to explore novel ways of organizing, accelerating corporate innovation, enabling digital business transformation and designing business ecosystems to thrive on uncertainty. He is a fluent Chinese speaker.
He is the author of three books in this field.
His 2018 work Business Ecosystems in China: Alibaba and Competing Baidu, Tencent, Xiaomi and LeEco, which has a cover endorsement by renowned venture capital investor Tim Draper, explores the application of a business ecosystem approach in the Chinese context, and offers insights and practical lessons on leading, creating and disrupting markets for corporate executives and professionals in global business.
This was followed in 2019 by Pioneers, Hidden Champions, Change Makers and Underdogs: Lessons from China’s Innovators, which provides an insider’s view of China’s under-the-radar, globally competitive innovators. The book has a cover testimonial from Henry Chesbrough, Adjunct Professor at University of California, Berkeley.
Most recently, his 2021 book The Future of Global Retail decodes China’s retail revolution to help global retail and innovation executives understand its implications for the rest of the world. The publication, co-authored with Winter Nie, Yunfei Fang and James Wang, has a cover endorsement from Jørgen Vig Knudstorp, Executive Chair, the LEGO Brand Group.
At IMD, he is Director of the new Digital Ecosystem program that is being launched in partnership with Cheung Kong Graduate School of Business. As Dean of IMD China, he is also responsible for the school’s activities and outreach in the country. Greeven is a founding member of the Business Ecosystem Alliance, a research associate at China’s National Institute for Innovation Management, the Center for China and Globalization and the Center for Global R&D and Innovation.
Findings from his research have been featured in international academic journals, such as Harvard Business Review, MIT Sloan Management Review, European Management Journal and Asia-Pacific Journal of Management, as well as in global media such as Forbes, the Financial Times, Wired, CNN, Bloomberg, Fast Company, Dialogue, LSE Business Review, The Business Times, Le Temps, Nikkei Asian Review, The Telegraph, South China Morning Post and China Daily.
Before joining IMD in 2019, he held faculty positions at Zhejiang University in China and the Rotterdam School of Management in The Netherlands.
The Future of Global Retail (Routledge, 2021)
Why some retailers are thriving amid disruption (MIT Sloan Management Review, 2020)
How autonomy creates resilience in the face of crisis (MIT Sloan Management Review, 2020)
In a crisis, ecosystem businesses have a competitive advantage (Harvard Business Review, 2020)
Pioneers, Hidden Champions, Change Makers and Underdogs: Lessons from China’s Innovators (MIT Press, 2019)
Understanding China’s next wave of innovation (MIT Sloan Management Review, 2019)
Business Ecosystems in China: Alibaba and Competing Baidu, Tencent, Xiaomi and LeEco (Routledge, 2018)
Case Centre Outstanding Case Teacher Award nominee (2018)
Named on Thinkers50 Radar list of management thinkers to watch in the coming year (2017)
Benelux Chamber of Commerce in China Personality of the Year (2017)
MSc (Business Administration - International Strategic Management)
Erasmus University Rotterdam
PhD (Innovation Management)
Rotterdam School of Management, Erasmus University
Experienced Development Advisor with a demonstrated history of working in the education management industry. Strong human resources professional skilled in Negotiation, Sales, Market Research, Management, and Marketing…
Experienced Development Advisor with a demonstrated history of working in the education management industry. Strong human resources professional skilled in Negotiation, Sales, Market Research, Management, and Marketing Strategy.