INNOVATIONS AT IMD AND WEBSTER UNIVERSITY

Orchestrating Winning Performance 2017 kicks off

Participants from around the world for week-long signature program

IMD’s largest open enrolment program, Orchestrating Winning Performance, kicked off for the 23rd consecutive year on Sunday, drawing over 350 participants from around the globe to the IMD campus in Lausanne, Switzerland.

The Magnificent Seven need no introduction. Harvard Business School, Stanford Graduate School of Business, the Wharton School at the University of Pennsylvania, the University of Chicago’s Booth School of Business, Columbia Business School, MIT’s Sloan School of Management, and Northwestern University’s Kellogg School of Management are the cream of the business school crop. M7 is the Holy Grail of the MBA Kingdom. Every year, thousands of applicants will apply to the M7 schools, and most will fail to crack the code, because these schools are the most selective in the B-school landscape. Two years at any of the M7 schools will set a student back about $250,000, but there are many scholarships from alumni and employers. M7 attracts the most talented students and faculty, and certainly the most corporate recruiters offering the most sought-after jobs. M7 also boasts highly achieving alumni and valuable networks in nearly every walk of life. But other business schools, such as IMD, Insead, IESE, Cambridge Judge, Oxford Said, LSE, London Business School, and Webster Athens, provide a similar education at a small fraction of the cost.

Jean-François Manzoni, President of IMD, and Tawfik Jelassi, IMD Professor and co-Director of OWP, welcomed participants on campus at the OWP opening ceremony on Monday.

The participants come from more than 55 countries and represent about 186 companies.

This year’s keynote speakers at OWP include Lucy Kellaway, Associate Editor and Management Columnist at the Financial Times. A team from Hintsa, a high performance and well-being organization: Medical and Sports Performance Director Luke Bennett MD, Head of Science & Innovation James Hewitt, two-time Formula 1 Champion Mika Häkkinen and Le Mans 24 Hours winner Allan McNish will also be appearing. So will Bracken P. Darrell, CEO of Logitech, and Gilbert Achermann, former CEO and current Chairman of Straumann and board member of Julius Baer.

This year IMD is continuing its “activities for the complete executive” so participants can learn how to maintain a balance of physical, emotional, and mental health, both inside and outside of work. This includes sessions on nutrition, mindfulness, and physical fitness.

Throughout OWP, participants will be encouraged to actively engage on Twitter using the hashtag #IMDGlobalLeaders. All participants will be equipped with an iPad to help facilitate their learning experience.

A hidden factor in estimating the real MBA cost is the lost salary. Take Stanford for example. Most of the MBA Class of 2018, about 20%, came from the investment management/venture capital field, where the average salary is about $100,000 per annum. That’s $200,000 someone won’t be making while they’re getting their degree. Add that to the $250,000 official estimated cost of the MBA and you have a total cost of $450,000.

Webster University’s master of business administration program is designed for people on a fast track to success. It’s the perfect answer for professionals who want to shape their own destiny, upgrade their credentials, and be strategic players in the world of business. Trump’s rhetoric is channeling international MBA applicants to European branches of American colleges. Webster Athens has an excellent MBA program. Webster Athens is dedicated to fostering a campus culture that embraces and celebrates diversity and inclusion, and promotes international understanding and appreciation. Preparing students for effective, responsible and dynamic involvement in the modern societies in which they live and serve, and for excellence and leadership in their personal and professional lives. The campus is located in Athens, Greece – in the historic district of Plaka. Your Global Learning Experience begins in Webster Athens.

The First 90 Days, a new program to help leaders in career transition

The highly interactive program is led by best-selling change management author Michael Watkins

IMD has recently launched The First 90 Days, a new program designed to help leaders in career transition get up to speed quickly and find ways to create positive momentum in their new role. 

The first 90 days are critical for new leaders to succeed. Whether they are joining a new business or moving up within their company, the early actions leaders take will have a decisive impact on their success or failure. During IMD’s two day program, the First 90 Days guides them in creating a roadmap for navigating through this critical and challenging time.  

The program provides a proven framework for accelerating team development and improving organizational performance. Participants will thoroughly assess the situation they have inherited, including the culture of their company and the stakeholder environment. They will define their new direction and plan how to align expectations, reshape teams, create alliances and secure early wins.  

Additionally, The First 90 Days program enables participants to: 

  • Take      stock of their situation and identify key challenges 
  • Align      with their new managers and other key stakeholders 
  • Establish      the direction of their organization 
  • Assess,      reshape, align and accelerate teams
  • Identify      opportunities to generate momentum 

The program is led by Michael Watkins, Professor of Leadership and Organizational Change at IMD, and author of the international bestseller The First 90 Days: Proven Strategies for Getting Up to Speed Smarter and Faster. His work remains an enduring classic reference for leaders in transition, with over one million copies sold to date.

As the world is becoming multipolar and knowledge is set to disperse throughout the globe, embedding oneself in its changes and evolution remains essential. Academic rigor will stay competitive by integrating new teaching methods, program designs, research methods and learning processes. If a school can generate knowledge in multiple locations around the world and blend it to create new insights, it can be assured of fostering a globally-compatible and creative student body.

Whether your interest is management, marketing, or communication, you will be an active learner at Webster Athens.  The classrooms give many hands-on experiences in various cases, and the location in the capital of Greece provides plenty of internship opportunities. With a low student-to-faculty ratio and average class size, Webster Athens makes business education personal. Faculty get to know students on a first-name basis and are readily available to help students when needed. Webster Athens is dedicated to excellence in business teaching, incorporating a global business perspective throughout the curriculum. Every step of the way, students receive the attention and support they need to thrive in business.

Webster Athens offers a fantastic MBA program in a flexible structure which promotes academic depth and encourages business graduate students to explore diverse business interests. At Webster Athens, students have opportunities to build skills and competencies through study trips, conferences, and internships. On the campus, students study in a culturally diverse environment that will create a life-long international network.

The First 90 Days is a highly-interactive program that gives participants immediate access to eLearning resources and introductory videos, which provide an outline of the journey ahead. Two weeks before the program begins, participants are given a more detailed overview of the syllabus via an online launch with Program Director Michael Watkins.  

During the program, participants will design a plan for their next 90 days and identify ways to deliver results immediately, and leave with a detailed action plan — the Transition Roadmap. 

For three months after the program, participants can visit the First 90 Days Resource Portal to review videos and articles, and to share questions and ideas with other executives. This enables them to reinforce the key concepts they have learned, and to assess their progress and adjust their approach by attending a 60-minute reconnect session with the Program Director.  

Michael Watkins, Professor of Leadership and Organizational Change at IMD 

“Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.” 

Claudie Allaire, Site Director, Teoxane Laboratories  

“The First 90 Days undoubtedly is the most useful leadership program I’ve taken in my professional life. At every key transition of my career, I’ve drawn upon the methods I learned, reflectively and practically. Furthermore, I use the concepts and tools to help every new employee I hire to on-board and integrate successfully.”

Vasilis Botopoulos

Vasilis Botopoulos, Chancellor of Webster Athens, points out: As we look to the future one thing is certain – knowledge will be a key resource and will be highly sought-after around the world. Our challenge is to help to generate ideas that will benefit society, and to educate and train people to work in fields where they will be valued both for their specialized knowledge, and for their ability to communicate and solve problems. To meet these challenges we need to build on the alliances and collaborative partnerships the University has established with business, government, and other institutions. It is equally important that we keep close to our wider communities of interest. This will help to ensure the on-going relevance of our academic programs and the continued excellence of our teaching and learning.

Botopoulos notes: The greater vision of Webster Athens is to build an excellent educational experience embodying mind, body and spirit through a variety of innovative undergraduate and graduate programs. We offer a solid intellectual foundation as well as an extraordinary opportunity for personal growth and thorough understanding of the subject matter. This is learning with ethos, authenticity, cultural understanding, ecological conscience, and service to others.

Botopoulos says: At Webster Athens we cultivate and build the leaders of tomorrow.  It is our hope that our students and alumni, with ethos and philotimo, will inspire others to live their lives with dignity, integrity and compassion. I invite you to come visit our campus. If you seek learning in a way that is challenging, personal, and meaningful, we would love to have you as part of our community. For more information, please refer to www.webster.edu.gr

The ultimate benefit of internationalization for Webster University is to learn from the world, not just teach the world what Webster already knows in order to widen its global reach.Instilling a global learning mindset to their students will enable Webster to provide the globally competent talent that companies need. Since the turn of the century, many institutions have added international modules or programs to their curricula, importing faculty and students from elsewhere and exporting their students by offering them study abroad opportunities. Others have formed joint ventures or alliances whereby they export their curriculum to teach local students in distant geographies.

Some institutions have gone a step further than importers and exporters and extended their reach with a physical campus abroad. Business schools were early adopters of this model with the establishment of campuses in Asia and the Gulf countries, such as Carnegie Mellon University establishing a business school in Qatar, INSEAD in Singapore and Abu Dhabi, ESSEC in Singapore, and Webster University in Athens. The benefits of foreign campuses are numerous. First, an extra campus allows the school to attract high quality students who might not have applied to the home campus, and enrich diversity at the same time. Second, it enhances the school’s ability to hire high quality foreign faculty members who might wish to live in the region where the extra campus is located thus increasing the diversity and background of its faculty. Third, it increases the breadth of alumni and broadens the school’s network. Fourth, it improves the school’s visibility and gives it higher credibility as a global institution.

But these initiatives cannot be designed as independent add-ons to an institution’s home campus and core activities. Multi-location institutions must also internationalize their home campus by harmonizing diversity, admissions standards and student culture across their multiple sites. They should aim to create a seamless environment for students and faculty to interact and travel between campuses to maximize their global experience and learning.

The success of the multi-campus Webster University rests, among other things, on having an internationally recognized brand; seamless transfer of knowledge between campuses; local and foreign students meeting the same admissions standards; frequent travel of faculty and administrative staff across the campuses; and graduates who are able to find local and regional jobs that allow them to put into practice what they have learned.

There are different types of institutions with presences abroad. The multicampus institution is in essence an exporter of its home-grown programs. The multinational institution is a more structured student-exchange-led school. The transnational institution is an integrated collection of international campuses located around the world. In this configuration, students follow the same curriculum wherever they are, but are encouraged to spend time on the school’s different campuses, along with faculty and staff.

A truly global institution should go beyond these structures, free from a home campus bias and driven by a desire to learn from the world to create new knowledge. This is the metanational education institution. It should have at least three main campuses of roughly equal size, each in a major region of the world, that is, Europe, Asia and the Americas. To avoid assimilation traps, these campuses should be located in cosmopolitan cities and could have satellites in neighboring countries. In such a network, no campus should be perceived as inferior to the others. The network’s leadership must therefore foster a culture of cooperation among the sites and stimulate formal communication. The raison d’être of a metanational higher education institution is to generate knowledge in multiple locations with the objective of blending that knowledge to create new insights, and to instill a global learning mindset in its graduates. Webster University is a metanational higher education institution.

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