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For leading corporations, talent is perhaps the only truly sustainable competitive advantage. In light of this, leading international corporations need to be staffed by the best possible executive talent from around the world. This talent revolution places a burden on business schools to offer highly focused learning, based on practical research. In addition, business schools face fierce competition in this sector, not least from the rapid growth in management education in India and South East Asia. Thought Leadership Meets Business offers significant insights into the factors that have led to the delivery of high-quality executive education at the top-ranking International Institute for Management Development (IMD). Drawing on the experience and wisdom gained by IMD President Peter Lorange over a distinguished career of more than twenty years, this book offers a powerful model for business school success.Read more
- Relates the key success factors of one of the world's leading business schools
- Demonstrates the significance of thought leadership as the future focus of executive education
- Explores the crucial role of practice-focused research in both traditional and corporate business education
Reviews & endorsements
Review of the hardback: 'Business schools have become an international business. Professor Peter Lorange has been at the forefront of this internationalization and his experiences at IMD have given him a unique perspective on anticipating the future of global business and designing business schools accordingly. Senior leaders at the top schools will find this to be an insightful and stimulating book.' Thomas S. Robertson, University of PennsylvaniaSee more reviews
Review of the hardback: 'Business schools are often criticized for being out of touch with the profession they were created to serve. At IMD, however, Peter Lorange and his colleagues have created a unique, highly successful business school that is tightly focused on making good managers better. In this fascinating book, Peter explains clearly how IMD works and why it works that way in order to serve professional managers. While the IMD model is not for everyone, this book is a 'must-read' for all who care about the future of business education.' Richard Schmalensee, MIT Sloan School of Management
Review of the hardback: 'This book explains the IMD way regarding executive education and business schools' value creation - our experience of working with IMD has shown this to be a powerful and effective approach.' Hugh Mitchell, Royal Dutch Shell Plc
Review of the hardback: 'Academic leadership is like being an entrepreneur! This is behind Peter Lorange's success in bringing IMD to the forefront. This book will be an inspiration to other academic leaders to also do this.' Muhtar Kent, The Coca-Cola Company
Review of the hardback: 'Under Peter Lorange's leadership over the last 14 years, IMD has become a yet more formidable competitor. 'Business' isn't so much the adjective but the noun when describing the IMD business school. In this straightforward text, Peter lays out how to manage human capital for strategic advantage. In doing so, he gives advice that serves leaders for whom 'business' is the both the adjective and the noun.' Edward A. Snyder, University of Chicago
Review of the hardback: 'Nestlé and IMD have had a strong learning partnership for many years. I can personally attest to the value that we have both derived from the knowledge sharing that goes on between our two institutions. This book encapsulates the essence of IMD's winning formula and will be of interest to both academic and business leaders.' Peter Brabeck-Latmathe, Nestlé
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- Date Published: November 2010
- format: Paperback
- isbn: 9780521159128
- length: 262 pages
- dimensions: 229 x 152 x 15 mm
- weight: 0.39kg
- availability: Available
Table of Contents
List of figures
List of tables
1. Background and conceptual framework
2. Key academic programs and academic value-creation
3. The critical role of R and D
4. Marketing strategy
5. Institutional learning
6. Human resources strategy
7. The learning partner perspective
8. Business school leadership issues
9. Conclusion: so, what are the key success factors?
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