News

Don't Just Sit There

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Using different seating arrangements can lead to better decisions.   In the IMPM you learn through using various seating methods in groups discussions and in workshops.

The Managers' emba: Engaging Managers Beyond Administration

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How about an emba that engages managers beyond administration? We can do wonderful things in a classroom that draws on managers' own experience. Real experience, deeply felt. (Cases are other people's experience, in small, disconnected doses. The IMPM has tables(participants sit in tables not in rows of individual seats). These tables can be dedicated to entrepreneurs, or people from particular industries or companies, who can spend time delving deeply into their concerns. Instead of training people to become consultants, imagine using these tables for "friendly consulting": the managers bring in issues of major concern which their colleagues help them think through. And they can take their learning back to their organizations, to share it with colleagues in "impact teams" and explore the implications for consequential change.

If you can't measure it, you had better manage it

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Wait, that's not it. It's supposed to be: "If you can't measure it, you can't manage it."  BUT have you ever seen an acceptable measure of culture? Does that mean we can't manage culture, and so better get rid of it in our organizations?  

The Brazil Module - learning to be a "why not" person

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The Change Module of the IMPM takes place in Brazil where many of the changes happen because you have people who are "why not" people rather than "why".  In other words let's try it.  The IMPM classroom and company visits in Rio de Janeiro let managers experience this mindset

Support for IMPM and the pedagogy

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Business schools' fundamental purpose of offering MBA should be to enhance the quality of leadership capacity in society. This managerial leadership requires a different delivery approach, which relies on more face-to-face interaction, collaboration and discussion. The case method is "magnificent" for most things, but there are a few things that you can only learn by doing.

The International Masters in Practicing Management (IMPM) programme, an initiative of Henry Mintzberg, follows some practical principles in their management schooling. According to him, management education should be restricted to practicing managers; the classroom should leverage the managers' experience in their education. Insightful theories help managers make sense of their experience. "Sharing" their competencies raises the managers' consciousness about their practice. Beyond reflection in the classroom comes learning from impact on the organisation. All of the above should be blended into a process of "experienced reflection."

Rick Heinick IMPM Cycle 12 Alumnus Becomes CEO

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Calhoun Vision, Inc. today announced that Rick A. Heinick has been named Chief Executive Officer and President, effective March 30. Mr. Heinick brings more than 25 years of leadership experience positioning organizations for growth and profitability. Prior to Calhoun, he served as Executive Vice President and Chief Human Resources and Transformation Officer at Bausch + Lomb Incorporated. During his tenure, Mr. Heinick contributed to the company's strong bottom-line performance, culminating in its sale to Valeant Pharmaceuticals in August 2013.

Experiencing the Worldly Mindset in India

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The IMPM encourages students to think about the consequences of their actions. Mike Fitzgerald, VP at Cepheid shares how the Worldly Mindset module has encouraged him to reflect and challenge his ingrained assumptions, and to adopt a worldly mindset when he deals with colleagues in various countries.

IMPM students learn both inside and outside the classroom

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A group of executive students from organisations around the world recently visited disadvantaged Indian districts to learn how micro-entrepreneurship is helping transform emerging economies.