Feedback from the IMD Club Presidents meeting that took place in Lausanne from 18-20 June 2015 - Attended by Bennie Groenewald Club Tresurer, IMD Club of South Africa

1. Alumni
Club
Presidents
Meeting
IMD
June
2015
Lausanne
1

2. 2

3. 3

4. Alumni
strategy
– ACPM
2015
Johan
Govea
Director
-­‐ Alumni
4

5. We
are
unique,
the
world
is
different
and
should
play
to
our
strengths
and
our
own
rules.
Number
of
Alumni
91 000
80 000
78 000
47 000
44 000
43 000
34 000
27 000
-­‐
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
90 000
100 000
Countries
represented
167
159
140 140
120 122 118
0
20
40
60
80
100
120
140
160
180
IMD LBS HBS INSEAD IESE Stanford Wharton Chicago
Alumni 80,000 34,000 78,000 43,000 44,000 27,000 91,000 47,000
Staff 3 20 51 24 22 20 12 50
275
130
108
80 80 78
36 31
0
50
100
150
200
250
300
Alumni
clubs
IMD Alumni strategy -­ Johan Govea
5

6. Where
are
we
in
this
co-­‐creation
journey?
III.
Extend
IMD
experience
to,
and
through
Alumni
10
BUSINESS AS USUAL
Serving the on-­going needs of 80,000 Alumni
II.
Strengthen
relationship
between
IMD,
programs,
clubs,
Alumni
I.
Strengthen
foundations
(completed)
IMD Alumni strategy -­ Johan Govea
Reason
d’etre
of
clubs?

7. Alumni
strategy -­‐ To
achieve
our
vision
we
need
to
1.
Grow
our
relevance
to
Alumni
by
constantly
creating
new
value
for
Alumni
2.
Enable
Alumni
to
increasingly
play
a
more
strategic
role
in
IMD
7
Alumni
to
become
our competitive
advantage
IMD Alumni strategy -­ Johan Govea
Lifelong
Learning
Powerful
Business
Networks
Alumni
Value
Proposition
• Referrals
• Returning
Alumni
• Donations
• Brand
• Co-­‐creation
• Social
learning

8. 8

9. 9

10. 10
Login link: https://imd-­ext.jiveon.com Your
login is your email, to which you are
receiving this invitation. Your password is
set as ACPM2015.

11. The
Global
Center
for
Digital
Business
Transformation
An
IMD
and
Cisco
Initiative
Michael
Wade
IMD
Professor
of
Innovation
and
Strategy
Cisco
Chair
in
Digital
Business
Transformation 11

12. Time
Change
Adapted
from
Scott
Brinker,
2013
Ubiquitous
connectivity
§ Technology
is
changing
exponentially,
but
business
processes
stuck
in
slow,
logarithmic
change
§ Digital
transformation
opportunities
arise
from
adapting
business
activity
to
harness
disruptive
technological
change
Organizational Change
through
the
use
of
Digital
Technologies
and
Business
Models
to
Improve
Performance
12

13. The
Global
Center
for
Digital
Business
Transformation
• Cisco
has
made
a
$10
Million
contribution
over
5
years
for
the
Center
and
a
Professorial
Chair
• This
is
a
global
first:
A
major
multi-­‐year
commitment
between
a
global
technology
leader
and
a
business
school
focused
on
the
business
side
of
digital
• The
Center
has
one
single
focus:
To
become
the
preferred
global
source
for
research
and
thought
leadership
on
digital
business
transformation
(The
Center
will
not
deliver
programs)
(The
Center
will
not
do
consulting)
13

14. The
Center
has
a
physical
presence
An
office,
a
Digital
Business
Innovation
Lab,
and
telepresence
links
to
IMD
Singapore
and
various
Cisco
sites
worldwide
14

15. • Full
time
staff
– There
will
be
the
equivalent
of
6
full
time
research
staff,
split
equally
between
IMD
and
Cisco.
Plus,
the
Director
and
a
Center
Manager
based
at
IMD
• Open
to
other
organizations
– Center
plans
to
create
consortia
on
topics
of
mutual
interest.
If
you
are
interest
in
participating,
please
contact
Mike
Wade
• Center
output
will
be
publicly
available
– Majority
of
the
Center
research
will
be
open
to
all
• Organizations
may
use
the
Business
Innovation
lab
– Center
will
facilitate
digital
business
innovation
brainstorming
• When
will
the
Center
get
started?
– It
has
already
started!
The
official
inauguration
was
on
June
23rd
during
OWP
15

16. Leading
Digital
Business
Transformation
(LDBT)
Leveraging
digital
innovations
to
transform
your
business
Dates
Sept
28
-­‐ Oct
2
2015,
Lausanne
Nov
23-­‐27
2015,
Singapore
Faculty Mike
Wade
Misiek Piskorski
Don
Marchand
Format
5
days
with….
-­‐Case
studies
-­‐Lectures
an
discussions
-­‐Challenge
projects
-­‐Guest
speakers
16

17. IMD
Supervisory
Board
Feedback
17
Peter
Wuffli,
Chairman,
IMD
Foundation
Board
•Growing
office
in
Singapore
•Effect
of
Swiss
Frank
appreciation
vs Euro
•Challenges
with
recruiting
professors,
given
unique
IMD
positioning
•New
Chair
to
be
established
at
IMD
– personal
donation

18. 18
Dominique
Turpin,
IMD
President
•Rankings
-­‐ all
KPIs
in
the
right
direction
•Reconnect
with
IMD
alumni
(image,
scholarships,
contact)
•Numerous
activities
in
emerging
markets
(SEA,
Latin
America)
and
with
global
players
(BCG,
Cisco)
•Singapore
is
being
established,
•Strong
focus
on
customized
programs
to
differentiate
(eg.
New
Digital
Transformation)
•Investing
a
lot
in
new
pedagogical
approaches
(not
only
case
studies)
•Competition
from
top
business
schools
&
consulting
companies
(providing
educational
programs)
•Operating
income
2014
– up
5%
IMD
Supervisory
Board
Feedback

19. Evolving
Role
of
Alumni
Clubs,
Professor
Tom
Malnight
Approach
IMD
from
decide
and
set
direction
=>
inspire
and
challenge
from
control
and
risk
management
=>
set
discipline
and
purpose.
Alumni
Club from
propose
and
execute
=>
create
and
deliver
Principles:
(1)
set
no
limits,
(2)
think
alternatively,
(3)
drive
positive
change
Create
value
to
strengthen
the
network
•Relevant
themes
for
extended
time
period
•Food
security,
Africa
agenda,
Navigating
in
the
uncertain
future,
Region
specific,
Use
technology
•Disciplines:
Co-­‐creation
as
a
mantra
•Individual
impact
•Network
visibility,
similar
to
LinkedIn
network
updates
•Automating
invitation
of
new
alumni
to
Clubs
Value
for/from
IMD
Insights
on
key
thoughts/issues
Relevant
communication
=>
ongoing
Updates,
issues
on
the
market
Visibility
of
what
is
happening
in
other
regions
Brochure
package
from
IMD
(for
Clubs
as
ambassadors)
Job
board=>people
looking
for
people,
people
on
the
market,
looking
for
projects
19

20. 20
Priorities
•Clean
the
database
with
HPL
•Use
One
IMD
collaboration
platform
•Events
with
“Wow”
factor
•Push
&
Pull
approach
•Support
Director
IMD
Alumni

21. 21

22. Alumni Network
Club
South Africa