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I by IMD, 10 Sep 2026

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Description

I by IMD quarterly magazine offers first-person business and leadership intelligence from the brightest thinkers in academia, industry, the third sector, and society. Written by experts for experts, I by IMD curates the latest insight and practice-based research to help leaders and organizations unlock the complex challenges and opportunities that define these turbulent times.

Category

Business & Finance

Publication Details

NameI by IMD
Date Published10 Sep 2026
Pages80
ISSN3042-5115
Country/regionSwitzerland
LanguageEnglish
TypeMagazine
PublisherIMD - International Institute for Management Development
FrequencyQuarterly

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ArticleBey­ond the hype: tack­ling AI’s second-order effects

How can we lead effect­ively in the age of AI? It’s the ques­tion we keep hear­ing from lead­ers, grap­pling with the com­plex­ity of decision-mak­ing in a world shaped by rapid tech­no­lo­gical devel­op­ment and an awful lot of noise. It’s fair to...

Stefan Michel,
Bey­ond the hype: tack­ling AI’s second-order effects

ArticleInnov­a­tion

When Chinese phone giant OPPO spun off OnePlus, it cre­ated a global sen­sa­tion. Now the two are suc­cess­fully reunited. The four-step Boom­er­ang Innov­a­tion Path­way offers a blue­print for oth­ers to fol­low.

Nong­fei Pan
Innov­a­tion

ArticlePer­form­ance

Rivalry boosts indi­vidual effort but can harm team per­form­ance by encour­aging excess­ive risk-tak­ing and selfish beha­vior. and

Linus Dah­lander, Hen­ning Piezunka, Arne Thomas
Per­form­ance

ArticleEnergy trans­ition

In our ‘just-in-case' energy era, long-term policy sta­bil­ity and infra­struc­ture invest­ments are essen­tial for a secure, resi­li­ent power sup­ply.

Fatih Birol
Energy trans­ition

ArticleBoard gov­ernance

Fric­tion-free board meet­ings and quick approvals are mis­lead­ing indic­at­ors of effect­ive­ness. The best­per­form­ing boards har­ness the power of con­flict. and

Mari­anna Zan­grillo Thomas Keil
Board gov­ernance

ArticleThe inter­view

CEO of the Boss­ard Group, tells how the 195-year-old fam­ily firm trans­formed into a global stra­tegic part­ner for giants such as Tesla.

Daniel Boss­ard, Stefan Michel
The inter­view

ArticleOrgan­iz­a­tional cul­ture

‘Always-on’ work cul­ture des­troys pro­ductiv­ity and innov­a­tion by con­fus­ing con­stant avail­ab­il­ity with genu­ine effect­ive­ness.

Andrew Shar­man
Organ­iz­a­tional cul­ture

Business & Finance

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