imd presidents feedback 8 july 2015
TRANSCRIPT
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
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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
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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
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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
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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)
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The Center has a physical presenceAn office, a Digital Business Innovation Lab, and telepresence links to
IMD Singapore and various Cisco sites worldwide
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• 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
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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
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IMD Supervisory Board Feedback
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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
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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
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Priorities•Clean the database with HPL•Use One IMD collaboration platform•Events with “Wow” factor•Push & Pull approach•Support Director IMD Alumni