Go global to be worldly
Managerial mindsets beyond business functions
Friendly consulting, not becoming a consultant
Carry the learning to your own IMpact Teams
Share Insights with Accomplished Peers.
Join colleagues at your own dedicated table
Beyond the classroom, learning from different approaches to business
John Varley IMPM alumnus receives OBE| January 13, 2016
A leading member of the Clinton Devon Estates team says he was shocked to find his name on the Queen's New Year Honours list. John Varley, estates director, and IMPM Cycle 3 participant received an OBE for his services to agriculture, the environment and the rural community.
IMPM Alumnus Damiano Baj speaks about his experiences| October 13, 2015
Damiano Baj, Cycle 19 alumnus speaks about his career and his IMPM experience
HENRY MINTZBERG TO RECEIVE THINKERS50 LIFETIME ACHIEVEMENT AWARD| October 5, 2015
Henry Mintzberg will receive the Lifetime Achievement Award at the Thinkers50 awards evening on 9 November 2015 at Drapers' Hall in London at an event which will be attended by
management thinkers from throughout the world. Throughout October, Thinkers50 will be highlighting Mintzberg's work.
IMPM Cycle 7 alumnus Ashish Kashyap CEO of Ibibo in the news| September 22, 2015
Ashish Kashyap is the CEO of the e-commerce and travel organization Ibibo Group. While starting as a social networking medium back in 2007, it wasn't long before the company changed its model to venture into travel and e-commerce. Kashyap's experience while working with large organizations gave him the right exposure to turn into the perfect entrepreneur and has today turned the Ibibo group into one of the largest companies in India.
Two Campuses for the Price of One| September 18, 2015
The Independent reports on universities that have more than one campus. The IMPM has FIVE campuses for the price of one.
Social Learning for Social IMPACT - based on pedagogy of the IMPM| September 4, 2015
Social Learning for Social Impact,
Prof. Breitner says the design of the course draws from past experiences in successful teaching innovation in two of the faculty's executive education programs – the International Masters for Health Leadership (where she serves as its international director) and the school's International Masters in Practicing Management, founded by Prof. Mintzberg.
Both mid-career executive programs feature a mix of online and in-class instruction, with the emphasis on promoting personal and class reflection, peer-to-peer interaction and opportunities for participants to connect theory and practice.
Learning from Experience and Evidence| August 24, 2015
Truly management education becomes significantly impactful when it draws on the lived experience of practicing managers. That is why we have a 50:50 rule in our classrooms (imhl.org for health care and impm.org for business managers): our mid-career participants, who sit at small round tables, spend half the class time discussing their concerns, sharing their experiences, and generally learning from each other. The other half is for us, as faculty, to maintain the balance by introducing broader evidence in our lectures and exercises. It thus becomes natural for the participants to carry this blend of experience with evidence back into their organizations.
«Il faut offrir à chacun la chance de réveiller ses talents latents»,Mintzberg| August 10, 2015
L.A. – Une étude de la firme de sondage Gallup abonde dans le même sens que vous. Elle a mis au jour cette année le fait que, chez nos voisins du Sud, seulement 35 % des managers se sentent engagés dans leur travail. Et que cela a un effet boule de neige sur les employés : ceux qui travaillent sous la gouverne d'un manager peu ou pas motivé sont 59 % plus à risque que les autres d'être eux-mêmes démotivés.
H.M. – Je ne connaissais pas cette étude, mais elle ne me surprend pas. Le mismanagement endommage clairement les équipes dans lesquelles il sévit. Il peut même les mener droit dans le mur. L'important, par conséquent, est de réagir dès lors qu'on décèle sa présence. Et le meilleur moyen de s'y prendre, c'est justement en misant sur les talents des uns et des autres.
L.A. – Comment ça ?
H.M. – Mes travaux de recherche m'ont amené à considérer que l'idéal pour éviter l'écueil du mismanagement, c'est de recourir au coaching entre pairs. Pourquoi par les pairs et pas autrement, me direz-vous ? La raison est triple : ça renforce le sens de la communauté, ça stimule l'échange de points de vue et ça favorise l'esprit d'équipe