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Transatlantische Allianz

Das in Lausanne beheimatete International Institute for Management Development (IMD) und die Sloan School of Management des Massachusetts Institute of Technology (MIT) haben ihr Zusammengehen im Bereich Managerfortbildung bekannt gegeben. Handelsblatt Junge Karriere fragte IMD-Chef Professor Peter Lorange nach den Hintergründen der Allianz.
Handelsblatt Junge Karriere fragte IMD-Chef Professor Peter Lorange nach den Hintergründen der Allianz:1. IMD announces a new strategic alliance with the MIT Sloan School of Management.
a) What are your objectives?
b) What exactly this alliance is about? (content)

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The objectives of the alliance are:
  • To combine the in-depth substantive know-how of the Sloan School and IMD when it comes to offering state-of-the-art executive development programs. We believe that the evolution of knowledge is so fast in our industry, calling for heavy research inputs to develop new knowledge. This calls for pooling of interests among leading institutions so we can be in the forefront in bringing the best mix of knowledge to our clients. The combination of Sloan and IMD should be excellent in this regard.

  • The alliance is therefore based on developing better executive programs - that is what it is all about. Obviously, we also assume that the cooperation on programs will lead to cooperation on research, cooperation on administrative understandings, etc. These are however issues that are impossible to legislate through an alliance, in our opinion. Faculty members are - and should be - free to develop their own ties. As institutions, we can only suggest ways of cooperating on programs, this hopefully leading to broader cooperation on research also.
2. Business schools love evaluations. What would you consider a (measurable ?) succes of this new alliance?The most measurable success factor for the new alliance will be the increasing numbers of participants from the business world who experience and benefit from our new programs. We expect that the combined Sloan/IMD brand will be very strong and generate substantial interest in what I know will be great learning experiences..3.IMD is a late commer in the international alliances game, all major European business schools having already announced transcontinental alliances in the past years. This indicates that IMD was not convinced of the necessity of such alliances in the beginning.
What did you make change your mind?
The issue of timing of an alliance seems irrelevant to me. The key is that we link up with the best possible partner and at a time when this link up is natural. Frankly, I have a hard time understanding many of the transcontinental alliances that have been announced. They seem to be overly broad and often very general. The Sloan/IMD alliance, on the other hand, is specifically focused on executive programs where our two schools complement each other. We have never been against alliances at IMD and we have not changed our mind when it comes to this. Our strategy is based on a strong focus, however. We believe that "strategy means choice". Hence, we have never wanted to enter into an alliance which would be general rather than specific. Now, we have found the best specific partner, namely the Sloan School.4. How important is the PR effect in this?It is clear to me that the only thing that in the end creates value is the substance of the academic contributions from the two partners. The impact this alliance will have in terms of our public positioning is important, though less important than what we are creating value-wise together through our joint programs. For us, the key is that executives throughout the world will be even more satisfied with the joint program offerings that our two schools are giving. This in the end is the only way to create a meaningful public image for an institution like ours.5. One could argue that your alliance with MIT Sloan is basically a marketing agreement. It opens the US market for IMD and the European market for Sloan. (Please comment)5. It is clear that the alliance also has strong marketing implications. It is correct that this will probably help IMD to strengthen its presence in the U.S. Here, it should be kept in mind that the U.S. market is a very competitive one, with the bulk of the world's leading business schools located there. For a small school such as IMD, it is almost impossible to develop a highly visible presence in this big market on its own. We are making good progress in the U.S. nevertheless, but feel that the alliance will help. Similarly, we welcome Sloan's presence in the European market. We feel that this can only complement our own offerings.6. Your alliance, limited to 3 to 5 joint executive education programs per year, lacks the ambitions of your principal European competitors which are going a big step further by creating joint (executive) MBA programs with their partners.
Why is IMD so cautious, even timid?
As you know, IMD is not heavily involved in the MBA segment. In fact, only 6-7% of our turnover comes from the MBA segment. The MBA program is still highly important for us, being a key source for innovation and programmatic developments at IMD. Our MBA program is very strong on its own, with ten applicants for everyone we accept. The program is highly structured scheduling-wise also, making it difficult for us to integrate joint sessions with Sloan. We therefore do not feel that this would be the right place to start - neither when it comes to the needs to strengthen the program, nor when it comes to dramatically changing the content of the program to "open up" for Sloan's presence in this. We do however expect informal student exchange, say, at the length of one to two weeks between the two schools. Both schools have e-based learning modules as part of their MBA programs. We expect cooperation here. So, even though we do not have plans for formal exchange of teaching modules, we do expect the two MBA programs to benefit from each other. This is in the spirit of "making good even better", not making changes when we do not need to.7. INSEAD, your strongest competitor on the European continent, did the very bold move to create an own campus in Singapore and is engaged in a far-reaching alliance with Wharton. Compared to that, IMD seems to loose ground even with your new Sloan alliance (please comment).It is clearthat their strategy, in this case, is much broader than that of IMD. We at IMD have taken a deliberate decision to stay more focused, with primary emphasis on executive development and our primary delivery site being Lausanne. I do not believe that it would be fair to say which school’s strategy is better; we simply feel that the IMD/MIT Sloan alliance is the appropriate path for us as we work to meet the needs of our clients for relevant, programming in a competitive, technology-driven world. We will aggressively pursue what we consider a highly viable strategy for innovation and excellence..8. Anything else you would like to say?I feel that our alliance between Sloan and IMD is a unique one in the sense that it is both focused, fully directed towards serious value creation among two leading academic institutions that complement each other and is building on a strong compatibility of cultures between our two institutions. As such, I believe that our alliance will have a strong chance of success - indeed better than what I would think many of the other alliances that we have seen will fare.
Dieser Artikel ist erschienen am 27.06.2002