What is the IMPM
What is the IMPM
You can see the basic layout of the program below. The core is a set of five modules of 10 days each that take place over 16 months, organized by managerial mindsets. Accompanying these are all kinds of intriguing activities, in the class and out: Co-coaching, Friendly Consulting, Dedicated Tables, Managerial Exchanges, and Impact Teams. Those who wish to receive the masters in management degree, beyond the IMPM Certificate, write a Final Paper that allows them to probe more deeply into some issue of key concern. These elements are described below.
the Five Mindsets
MODULE 1 MANAGING SELF: THE REFLECTIVE MINDSET
The Lake District of northern England, far from the hectic pace of managing, is the perfect setting for thoughtful reflection on yourself and your experiences as a manager. Participants experience The Nature of Engaging Management (Henry Mintzberg), Ethics and Virtue within the Organization (Lucas Introna), and in the footsteps of Woodworth before undertaking a cultural audit of a British company. The module is developed and delivered by leading faculty at the Lancaster University School of Management, consistently ranked among the top research school in the UK.
MODULE 2 MANAGING ORGANIZATIONS: THE ANALYTIC MINDSET
We move to Montreal, one of North America's most engaging cities, where Canada's foremost university, McGill, hosts the second module, on the analytic mindset. Sessions on big data, finance, and marketing, ect. focus on developing an understanding of analysis beyond techniques —and away from both "extinction by instinct" and "paralysis by analysis". Estelle Metayer takes the class to the hidden web, and Henry Mintzberg contrasts adhocracies with bureaucracies and emergent strategies with deliberate ones.
MODULE 3 MANAGING Relationships: THE Collaborative MINDSET
At Renmin, one of China's most prestigious universities, the class explores collaboration in all of its aspects: in teams, alliances, and with governments ect. Participants explore a uniquely Chinese perspective on the world of business, drawing on the traditional process of Guanxi to understand the importance of Harmony and Balance. They are also exposed to urban and rural development and sustainability in China(Wen Tiejun).
MODULE 4 MANAGING change: THE action MINDSET
In Rio de Janeiro, at EPABE/FGV, Brazil's renowned school of administration, the class considers not only managing change, but also managing continuity. There is no better place than Rio to contrast the "Why Not?" mentality of people who create change with the more common "Why?" mentality. Visits to local organizations and companies illustrate how culture and power affect trust and values in the workplace.(Alexandre Faria).
MODULE 5 MANAGING context: THE worldly MINDSET
India is another world. This is the place to learn about other people's worlds in order to better understand our own. This module, at the Indian Institute of Management Bangalore, ranked the best business school in Central Asia, delves into all sides of the world around the enterprise: from financial markets and consumer behavior, championing and sustaining business growth (S. Raghunath), to stakeholder relationships and cultural differences. The experience comes alive through visits to different places that illustrate India's diversity, from a food market to a software campus, separated by just a few kilometers and several centuries.
We have a 50:50 rule in the IMPM: half the time over to you on your agendas. You sit at roundtables, to share your experiences and learn with your peers. Most of the time you are in mixed groups, to gain from the diversity of experiences. But now we also have dedicated tables, where you can spend some of the discussion time with related managers. You might join a table of entrepreneurs or family-business owners, or you might come to the program with colleagues from your industry or your own company. (LG and Lufthansa have been sending teams of managers for almost all of our twenty years.)
Engaging managers means more than just doing workshops and discussing ideas. The managers of the IMPM bring in concerns from their own work, to benefit from the experience of their colleagues. This is ongoing in the program—around the tables all the time. But it is now institutionalized in a process we call friendly consulting, where small teams of your colleagues work with you on your concerns. This has become one of the highlights of the program.
Reflection Papers and Peer Coaching
Learning from each other and the faculty does not stay in the classroom. After each module (except the last), you write a reflection paper. This is not an academic paper: you review what particularly struck you at the module and relate it your own needs—personal - at your job, or in your organization. During this process of writing, you connect with a team of colleagues, and a faculty tutor, who work with you to make these papers as helpful as they can possible be. We call this peer coaching.
Midway in the program, you pair up with a colleague and spend the better part of a week as host and as visitor at each other's workplace. This process of observing another manager at work and providing feedback is simple yet powerful. It is quite amazing what has come out of these exchanges.
"When visiting with one of my LG colleagues in Korea, I realized that our company is vulnerable to a disruptive technology. As a result we launched a startup company together with a top IT university in Brazil. We believe this will save our company." Gustavo Miotti, Board Chair, Soprano Eletrometalugica Ltd., Brazil
"Never send a changed person back to an unchanged organization." Yet that is what almost all development programs do. We have changed that. You are given the opportunity, with our guidance and supporting materials, to designate an impact team back at work, of colleagues or reports, to help you carry your learning into the organization. In effect, these people do the IMPM virtually. You debrief your team after each module, and discuss how to carry use the learning for constructive change. Thus does management development become organization development. And thus does education that may seem pricy to an HR department become an astute investment for the organization—in training several managers for the price of one and in the profound changes that they can champion. Some companies send teams to the IMPM to work on a key issue.
I coached my team as I learned. I grew my team as I was growing. As I went through the modules, I took the basic principles and they were so appreciated by my team at work that they kept on asking, "When are you going to the next module?" Daniel Smedo, VP and General Manager, Metro Supply Chain Group, Canada