Five Mindsets – Making better management business as usual
This unique program is designed around managerial challenges and mindsets instead of functional silos. The IMPM focuses on the essence of what it means to practice management and every aspect of the program ensures that participants apply what they learn to their own business context.
MODULE 1 MANAGING SELF: THE REFLECTIVE MINDSET (Lancaster University, Lancaster, United Kingdom)
Participants experience sessions on The Nature of Engaging Management (Henry Mintzberg), Ethics and Virtue Within the Organization (Lucas Introna), and Managing Culture. Through sessions participants will engage in a cultural audit in companies located in England and around the world. Geographic pods provide the possibility to meet fellow participants from their region. This module is developed and delivered by leading faculty at the Lancaster University Management School, consistently ranked among the top research schools in the UK.
MODULE 2 MANAGING ORGANIZATIONS: THE ANALYTIC MINDSET (McGill University, Montreal, Canada)
Sessions on big data, AI, finance, and the theory of constraints focus on developing an understanding of analysis beyond techniques—and away from both “extinction by instinct” and “paralysis by analysis.” We explore strategy and remaining competitive in today’s environment, and Henry Mintzberg contrasts adhocracies with bureaucracies and emergent strategies with deliberate ones. This module is developed and delivered by leading faculty at McGill University and subject matter experts from around the world.
MODULE 3 MANAGING CONTEXT: THE WORLDLY MINDSET (Indian Institute of Management Bangalore, India)
India is the best place to learn about other people’s worlds to better understand our own. This module, hosted by the Indian Institute of Management Bangalore (ranked the best business school in Central Asia), delves into all aspects of the world of enterprises: from financial markets and consumer behavior to championing and sustaining business growth, and from stakeholder relationships to 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.
MODULE 4 MANAGING RELATIONSHIPS: THE COLLABORATIVE MINDSET (Yokohama National University, Yokohama, Japan)
Not surprisingly, Japan is where we probe managing relationships through the collaborative mindset—covering individuals in groups, divisions, companies and in strategic alliances.
In this module, in addition to focusing on different forms of collaboration and alternative models of human behavior, we explore the role of trust and culture in collaboration and how it is created in companies. Taking advantage of proximity to China and Korea, input from these countries expands the East Asian experience of participants.
MODULE 5 MANAGING CHANGE: THE ACTION MINDSET (FGV-EBAPE, Rio de Janeiro, Brazil)
The Action Mindset expands expands assumptions about, frameworks for, and perspectives on personal, professional, organizational and societal change and continuity. In Rio de Janeiro, at Brazil’s renowned FGV EBAPE, the focus is on catalytic change and how business and global dynamics interact with management and organizational action.
To develop an advanced and incisive perspective on managerial action, there are sessions on change management, processual perspectives on change and continuity, managing hierarchies for action, and on governance and knowledge for action across businesses and societal contexts. Visits to companies and public-sector enterprises as well as a school for youth development, and workshops on diversity and gender, refresh and extend the scope of managerial and organizational action.