IMD Presidents feedback 8 july 2015

Alumni Club Presidents Meeting IMD June 2015 Lausanne

1

Alumni strategy – ACPM 2015

Johan GoveaDirector -‐ Alumni

4

We are unique, the world is different and should play to our strengths and our own rules.

Number of Alumni

91 000

80 000 78 000

47 000 44 000 43 000 34 000

27 000

-‐10 000 20 000 30 000 40 000 50 000 60 000 70 000 80 000 90 000

100 000

Countries represented

167 159140 140

120 122 118

020406080

100120140160180

IMD LBS HBS INSEAD IESE Stanford Wharton Chicago

Alumni 80,000 34,000 78,000 43,000 44,000 27,000 91,000 47,000

Staff 3 20 51 24 22 20 12 50

275

130108

80 80 78

36 31

0

50

100

150

200

250

300

Alumni clubs

IMD Alumni strategy - Johan Govea 5

Where are we in this co-‐creation journey?

III. Extend IMD experience to, and through Alumni

10

BUSINESS AS USUALServing the on-going needs of 80,000 Alumni

II. Strengthen relationship betweenIMD, programs, clubs, Alumni

I. Strengthen foundations(completed)

IMD Alumni strategy - Johan Govea

Reason d’etreof clubs?

Alumni strategy -‐ To achieve our vision we need to 1. Grow our relevance to Alumni by constantly creating new value for Alumni

2. Enable Alumni to increasingly play a more strategic role in IMD

7

Alumnito become our competitive

advantage

IMD Alumni strategy - Johan Govea

Lifelon

g Learning

Powerful Business Networks

Alumni Value Proposition

• Referrals• Returning Alumni• Donations• Brand• Co-‐creation• Social learning

10

Login link: https://imd-ext.jiveon.comYour login is your email, to which you are receiving this invitation. Your password is set as ACPM2015.

The Global Center for Digital Business Transformation

An IMD and Cisco Initiative

Michael WadeIMD Professor of Innovation and StrategyCisco Chair in Digital Business Transformation 11

Time

Chan

ge

Adapted from Scott Brinker, 2013

Ubiquitous connectivity

§ Technology is changing exponentially, but business processes stuck in slow, logarithmic change

§ Digital transformation opportunities arise from adapting business activity to harness disruptive technological change

Organizational Change through the use of Digital Technologies and Business Models to Improve Performance

12

The Global Center for Digital Business Transformation

• Cisco has made a $10 Million contribution over 5 years for the Center and a Professorial Chair

• This is a global first: A major multi-‐year commitment between a global technology leader and a business school focused on the business side of digital

• The Center has one single focus: To become the preferred global source for research and thought leadership on digital business transformation

(The Center will not deliver programs)(The Center will not do consulting)

13

The Center has a physical presenceAn office, a Digital Business Innovation Lab, and telepresence links to

IMD Singapore and various Cisco sites worldwide

14

• Full time staff– There will be the equivalent of 6 full time research staff, split equally between IMD and Cisco. Plus, the Director and a Center Manager based at IMD

• Open to other organizations– Center plans to create consortia on topics of mutual interest. If you are interest in participating, please contact Mike Wade

• Center output will be publicly available– Majority of the Center research will be open to all

• Organizations may use the Business Innovation lab– Center will facilitate digital business innovation brainstorming

• When will the Center get started?– It has already started! The official inauguration was on June 23rdduring OWP

15

Leading Digital Business Transformation (LDBT)

Leveraging digital innovations to transform your business

Dates Sept 28 -‐ Oct 2 2015, Lausanne Nov 23-‐27 2015, Singapore

Faculty Mike WadeMisiek PiskorskiDon Marchand

Format 5 days with….-‐Case studies-‐Lectures an discussions-‐Challenge projects-‐Guest speakers

16

IMD Supervisory Board Feedback

17

Peter Wuffli, Chairman, IMD Foundation Board•Growing office in Singapore•Effect of Swiss Frank appreciation vs Euro•Challenges with recruiting professors, given unique IMD positioning•New Chair to be established at IMD – personal donation

18

Dominique Turpin, IMD President•Rankings -‐ all KPIs in the right direction•Reconnect with IMD alumni (image, scholarships, contact)•Numerous activities in emerging markets (SEA, Latin America) and with global players (BCG, Cisco)•Singapore is being established, •Strong focus on customized programs to differentiate (eg. New Digital Transformation)•Investing a lot in new pedagogical approaches (not only case studies)•Competition from top business schools & consulting companies (providing educational programs)•Operating income 2014 – up 5%

IMD Supervisory Board Feedback

Evolving Role of Alumni Clubs, Professor Tom MalnightApproachIMD from decide and set direction => inspire and challenge

from control and risk management => set discipline and purpose.

Alumni Club from propose and execute => create and deliverPrinciples: (1) set no limits, (2) think alternatively, (3) drive positive change

Create value to strengthen the network•Relevant themes for extended time period•Food security, Africa agenda, Navigating in the uncertain future, Region specific, Use technology•Disciplines: Co-‐creation as a mantra•Individual impact•Network visibility, similar to LinkedIn network updates•Automating invitation of new alumni to Clubs

Value for/from IMDInsights on key thoughts/issuesRelevant communication => ongoingUpdates, issues on the marketVisibility of what is happening in other regionsBrochure package from IMD (for Clubs as ambassadors)Job board=>people looking for people, people on the market, looking for projects

19

20

Priorities•Clean the database with HPL•Use One IMD collaboration platform•Events with “Wow” factor•Push & Pull approach•Support Director IMD Alumni

Alumni Network Club

South Africa

IMD Presidents feedback 8 july 2015

Education

Transcript of IMD Presidents feedback 8 july 2015