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Nov 21, 2024 | 
imd.org | Zhike Lei
Leading through failure and its aftermath is about listening, not commanding. When leaders ask questions instead of giving orders, they create a safe space for team members to suggest solutions for improvement– even under pressure. This “humble inquiry” sparks more innovative, effective responses. Don’t limit problem-solving to top experts. Empower the person with the most relevant knowledge, even if they lack formal authority.
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Nov 20, 2024 | 
imd.org | Patrick Reinmoeller |Zhike Lei
This concerns the composition of your team. Broadly speaking, organizations mirror top management. For example, if the C-suite and board are both filled with financial minds, the organization looks only at numbers. If it’s all marketing at the top, the company will be heavily advertising-focused. Instead, you want your top talent to come from different disciplines with different skills so that, together, they can innovate more successfully and take more informed decisions.
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May 2, 2024 | 
imd.org | Sarena Lin |Howard Yu |Zhike Lei |Jialu Shan
In recent years there has been an explosion of Chief Transformation Officer (CTO) appointments, as organizations grapple with an accelerated rate of disruption â from Black Swan events like the COVID-19 pandemic and the related disruption to rising geopolitical tension, fast-moving technological innovation, and evolving employee and customer expectations.
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Apr 23, 2024 | 
imd.org | Tania Lennon |James Caan |Zhike Lei |Patrick Reinmoeller
In the last 10 years or so, the 4B framework has passed into strategic talent planning lore, helping CHROs everywhere identify and address their organizationâs growth and human capital needs.
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Apr 17, 2024 | 
imd.org | James Caan |Zhike Lei |Patrick Reinmoeller |Knut Haanaes
Not long ago, Bosch announced a staggering plan to invest €2bn in retraining a portion of its 400,000 employees. As Europe’s largest car parts supplier, Bosch aimed to mitigate further job losses as the automotive industry transitions from traditional combustion engines to electric vehicles. The issue extends far beyond car-making. McKinsey & Company forecasts that by 2030, one in 16 workers – totaling over 100 million across eight economies – may need to change occupations.
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Mar 18, 2024 | 
imd.org | Howard Yu |Zhike Lei |Tania Lennon |Mark J Greeven
Leaders and organizations have always had to adapt to technological changes, society, and the environment. This challenge is not new; what makes our current era unique is the scale, depth, and speed of these changes and the response required from organizations to survive and thrive. Today, companies must constantly review their strategies and develop new skills – for individual leaders and their teams, and at an organizational level – to maintain their competitive edge.
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Mar 18, 2024 | 
imd.org | Ben Bryant |Diana Markaki-Bartholdi |Howard Yu |Zhike Lei
“Bringing your whole self to work” has passed into workplace orthodoxy. CEOs on both sides of the Atlantic routinely talk about the need for truth or authenticity in leadership. Hanneke Willenborg is the CEO of supplement manufacturer Olly, a Unilever firm. She speaks passionately about the need to “show up real” in the workplace. Macy’s boss Jeff Gennette wants his people to bring their “authentic selves” to work a view shared by Bill George, former CEO of Medtronic and now faculty at Harvard.
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Mar 6, 2024 | 
imd.org | Ginka Toegel |Simon J Evenett |Zhike Lei |Patrick Reinmoeller
With around 70% of the population projected to be under the age of 35 by 2030, Africa is the world’s youngest and fastest-growing continent. Within this context, there is a new generation of millennial and Gen Z leaders who are challenging the traditional model of authoritarian leadership. “Millennials and Gen Z are stepping into leadership roles and are willing to speak truth to power to address major issues.
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Feb 29, 2024 | 
imd.org | Zhike Lei |Patrick Reinmoeller |Andreas Kullberg |Thuy Tran
Teaming up to talk talent, IMD professors Zhike Lei and Patrick Reinmoeller share insights to optimize inputs (I), processes (P), and outcomes (O) – the IPO model – at work. Patrick Reinmoeller:I’m coming at the topic of managing team talent by looking at the top management team and what’s known as the upper echelon theory. To put it simply, we find the organization as a whole mirrors what’s seen in the top management team.
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Feb 29, 2024 | 
imd.org | Thuy Tran |Zhike Lei |Patrick Reinmoeller |Andreas Kullberg
AI has made a massive breakthrough across every sector and industry. Companies use it in their daily functions, opening the gates for businesses and individuals alike to consider a whole new landscape for the workplace of the future. In the latest annual McKinsey Global Survey, one-third of respondents say that their organizations regularly use generative AI in at least one business function.
