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    <title>The CEO Dialogue</title>
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    <description>As President of the International Institute for Management Development - better known as IMD - Jean-François Manzoni has a direct line to some of the world’s most interesting and successful business leaders. In this new podcast, he shares that opportunity with you.In each episode, we’ll hear from a different CEO about the path that brought them to the C-suite, the insights they’ve gained at the top -- and the advice they’d like to pass on to the next generation.New episodes every other Thursday.</description>
    <copyright>© 2022 The CEO Dialogue</copyright>
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    <pubDate>Wed, 06 Nov 2024 19:52:46 +0000</pubDate>
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    <itunes:summary>As President of the International Institute for Management Development - better known as IMD - Jean-François Manzoni has a direct line to some of the world’s most interesting and successful business leaders. In this new podcast, he shares that opportunity with you.In each episode, we’ll hear from a different CEO about the path that brought them to the C-suite, the insights they’ve gained at the top -- and the advice they’d like to pass on to the next generation.New episodes every other Thursday.</itunes:summary>
    <itunes:subtitle>As President of the International Institute for Management Development - better known as IMD - Jean-François Manzoni has a direct line to some of the world’s most interesting and successful business leaders.</itunes:subtitle>
    <itunes:keywords></itunes:keywords>
    <itunes:owner>
      <itunes:name>IMD</itunes:name>
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    <itunes:complete>No</itunes:complete>
    <itunes:explicit>No</itunes:explicit>
    <item>
      <title>Rio Tinto CEO Jakob Stausholm: ‘You have to bring hearts and minds with you’ </title>
      <itunes:episode>36</itunes:episode>
      <podcast:episode>36</podcast:episode>
      <itunes:title>Rio Tinto CEO Jakob Stausholm: ‘You have to bring hearts and minds with you’ </itunes:title>
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      <description>
        <![CDATA[<p>Rio Tinto CEO, Jakob Stausholm emphasizes relationship-building and empathy to restore Rio Tinto's social license and guide its decarbonization efforts.</p><p>****</p><p>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Rio Tinto CEO, Jakob Stausholm emphasizes relationship-building and empathy to restore Rio Tinto's social license and guide its decarbonization efforts.</p><p>****</p><p>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
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      <pubDate>Thu, 26 Sep 2024 07:51:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/7a3045db/4e2f4cb9.mp3" length="45306869" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/cxK3yWGb0ZM4oep0mFeDxDYTwM_LCKXJcV8UWWVeFOk/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS81MDQ3/YzEwZDhkZDcxMDZm/ZDMyM2Q3ZWEyNTUx/NzhkMC5qcGc.jpg"/>
      <itunes:duration>2829</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Rio Tinto CEO, Jakob Stausholm emphasizes relationship-building and empathy to restore Rio Tinto's social license and guide its decarbonization efforts.</p><p>****</p><p>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Arnaud Vaissié of International SOS</title>
      <itunes:episode>35</itunes:episode>
      <podcast:episode>35</podcast:episode>
      <itunes:title>Arnaud Vaissié of International SOS</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/369ca8af</link>
      <description>
        <![CDATA[<p><br>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p><br>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Tue, 20 Aug 2024 14:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/369ca8af/f7e7e763.mp3" length="42974835" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>2684</itunes:duration>
      <itunes:summary>
        <![CDATA[<p><br>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Ringing the changes: Vodafone ‘insider’ Margherita Della Valle makes some tough calls as CEO </title>
      <itunes:episode>34</itunes:episode>
      <podcast:episode>34</podcast:episode>
      <itunes:title>Ringing the changes: Vodafone ‘insider’ Margherita Della Valle makes some tough calls as CEO </itunes:title>
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      <link>https://share.transistor.fm/s/11731e8c</link>
      <description>
        <![CDATA[<p>Margherita Della Valle tells IMD President Jean-François Manzoni how she is <a href="https://www.imd.org/ibyimd/videos/ceo-dialogue-series/ringing-the-changes-vodafone-insider-makes-some-tough-calls-as-ceo/">delivering radical change</a> to reenergize Vodafone and paving the way for greater diversity in leadership.</p><p>--</p><p>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Margherita Della Valle tells IMD President Jean-François Manzoni how she is <a href="https://www.imd.org/ibyimd/videos/ceo-dialogue-series/ringing-the-changes-vodafone-insider-makes-some-tough-calls-as-ceo/">delivering radical change</a> to reenergize Vodafone and paving the way for greater diversity in leadership.</p><p>--</p><p>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Wed, 26 Jun 2024 09:11:32 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/11731e8c/98591369.mp3" length="39730651" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>2481</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Margherita Della Valle tells IMD President Jean-François Manzoni how she is <a href="https://www.imd.org/ibyimd/videos/ceo-dialogue-series/ringing-the-changes-vodafone-insider-makes-some-tough-calls-as-ceo/">delivering radical change</a> to reenergize Vodafone and paving the way for greater diversity in leadership.</p><p>--</p><p>Read our magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Why Novo Nordisk’s CEO has learned to trust his gut feeling </title>
      <itunes:episode>33</itunes:episode>
      <podcast:episode>33</podcast:episode>
      <itunes:title>Why Novo Nordisk’s CEO has learned to trust his gut feeling </itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/cb91eb22</link>
      <description>
        <![CDATA[<p>Lars Fruergaard Jørgensen, CEO of the company which makes game-changing obesity drugs Ozempic and Wegovy, explains how its culture and long-view underpin its recent turnaround.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Lars Fruergaard Jørgensen, CEO of the company which makes game-changing obesity drugs Ozempic and Wegovy, explains how its culture and long-view underpin its recent turnaround.</p>]]>
      </content:encoded>
      <pubDate>Tue, 28 May 2024 06:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/cb91eb22/10eb0fc4.mp3" length="71048801" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/mijLWZJA4b7AcgVKXOJ99BGccZsMOCWYjbh0LrrCph4/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS84YzBm/MTEzNzBhMzc5MTM2/MDkxNGZkNzQ0ZTIw/OTViMS5qcGc.jpg"/>
      <itunes:duration>2948</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Lars Fruergaard Jørgensen, CEO of the company which makes game-changing obesity drugs Ozempic and Wegovy, explains how its culture and long-view underpin its recent turnaround.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Henkel’s Carsten Knobel: A CEO who sticks to his strategy</title>
      <itunes:episode>32</itunes:episode>
      <podcast:episode>32</podcast:episode>
      <itunes:title>Henkel’s Carsten Knobel: A CEO who sticks to his strategy</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/80555044</link>
      <description>
        <![CDATA[<p>Henkel CEO Carsten Knobel tells IMD President Jean-François Manzoni why he has remained laser-focused on implementing its purposeful growth agenda and why the company decided to exit Russia.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Henkel CEO Carsten Knobel tells IMD President Jean-François Manzoni why he has remained laser-focused on implementing its purposeful growth agenda and why the company decided to exit Russia.</p>]]>
      </content:encoded>
      <pubDate>Mon, 27 May 2024 07:21:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/80555044/83027d72.mp3" length="66384319" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/zrVMDVuPA6AQjwYXlHCqhE1WV2CPX2KT77Lumvhj3Xo/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS8zNWI3/NzNjMDJhZjc1NWQx/MTE5OTZhYjdhYmY0/NjljOC5qcGc.jpg"/>
      <itunes:duration>2733</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Henkel CEO Carsten Knobel tells IMD President Jean-François Manzoni why he has remained laser-focused on implementing its purposeful growth agenda and why the company decided to exit Russia.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>ACWA Power’s Marco Arcelli: ‘I’m the Chief Facilitating Officer’ </title>
      <itunes:episode>31</itunes:episode>
      <podcast:episode>31</podcast:episode>
      <itunes:title>ACWA Power’s Marco Arcelli: ‘I’m the Chief Facilitating Officer’ </itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/adc5832f</link>
      <description>
        <![CDATA[<p>A year into the job, Marco Arcelli, CEO of <a href="https://acwapower.com/en/">ACWA Power</a>, tells IMD President <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> how the Saudi company plans to triple assets to $250 billion in six years by expanding internationally.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>A year into the job, Marco Arcelli, CEO of <a href="https://acwapower.com/en/">ACWA Power</a>, tells IMD President <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> how the Saudi company plans to triple assets to $250 billion in six years by expanding internationally.</p>]]>
      </content:encoded>
      <pubDate>Wed, 22 May 2024 13:44:56 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/adc5832f/c8742aa5.mp3" length="45835125" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/7kypkK0TNEUbgOn8VGZDtxEUwu6qtt55UUBaClFG8CU/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS80Nzhi/MjVhZGEyMmVjMWFi/NmE4ZDlmMzBhMWM4/MmVmYi5wbmc.jpg"/>
      <itunes:duration>2863</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>A year into the job, Marco Arcelli, CEO of <a href="https://acwapower.com/en/">ACWA Power</a>, tells IMD President <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> how the Saudi company plans to triple assets to $250 billion in six years by expanding internationally.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>RWE’s Markus Krebber on building energy reserves to keep focused on the long term </title>
      <itunes:episode>30</itunes:episode>
      <podcast:episode>30</podcast:episode>
      <itunes:title>RWE’s Markus Krebber on building energy reserves to keep focused on the long term </itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">0ecd7f60-b7ce-4d5f-8013-be60a77d0868</guid>
      <link>https://share.transistor.fm/s/0ed7ea44</link>
      <description>
        <![CDATA[]]>
      </description>
      <content:encoded>
        <![CDATA[]]>
      </content:encoded>
      <pubDate>Wed, 01 May 2024 07:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/0ed7ea44/44b1b618.mp3" length="45828247" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>2863</itunes:duration>
      <itunes:summary>
        <![CDATA[]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>TV Narendran, CEO &amp; Managing Director of Tata Steel</title>
      <itunes:episode>29</itunes:episode>
      <podcast:episode>29</podcast:episode>
      <itunes:title>TV Narendran, CEO &amp; Managing Director of Tata Steel</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">793947ae-e961-4fd9-bc1c-e91cd76df42e</guid>
      <link>https://share.transistor.fm/s/ebe10d4e</link>
      <description>
        <![CDATA[<p>Anticipating rising raw material costs, Tata Steel’s CEO &amp; Managing Director TV Narendran tells IMD President Jean-François Manzoni how he introduced a change management process to instill a culture of future readiness at the 100-year-old industrial company.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Anticipating rising raw material costs, Tata Steel’s CEO &amp; Managing Director TV Narendran tells IMD President Jean-François Manzoni how he introduced a change management process to instill a culture of future readiness at the 100-year-old industrial company.</p>]]>
      </content:encoded>
      <pubDate>Thu, 28 Mar 2024 04:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/ebe10d4e/97e38f27.mp3" length="61934783" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/02GAeNFhgVfsiBcG4LpLqkUxxm4GYkFHHJDUL5ouA5M/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzE3OTc1OTYv/MTcxMDg2NzI0NS1h/cnR3b3JrLmpwZw.jpg"/>
      <itunes:duration>2559</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Anticipating rising raw material costs, Tata Steel’s CEO &amp; Managing Director TV Narendran tells IMD President Jean-François Manzoni how he introduced a change management process to instill a culture of future readiness at the 100-year-old industrial company.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Henrik Andersen, CEO of sustainable energy leader Vestas</title>
      <itunes:episode>28</itunes:episode>
      <podcast:episode>28</podcast:episode>
      <itunes:title>Henrik Andersen, CEO of sustainable energy leader Vestas</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">6586632a-53e7-43ec-85fc-1023bac6e687</guid>
      <link>https://share.transistor.fm/s/bc2a4c12</link>
      <description>
        <![CDATA[<p>Henrik Andersen discusses with <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">IMD President Jean-François Manzoni</a> the challenges of navigating supply chain disruptions and soaring raw material costs over the past three years, and why he changed the wind farm developer’s culture to encourage openness and trust.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Henrik Andersen discusses with <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">IMD President Jean-François Manzoni</a> the challenges of navigating supply chain disruptions and soaring raw material costs over the past three years, and why he changed the wind farm developer’s culture to encourage openness and trust.</p>]]>
      </content:encoded>
      <pubDate>Mon, 25 Mar 2024 07:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/bc2a4c12/79e69993.mp3" length="130257690" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/E6gDX3RIcvD8-_jmH8qebyVJVlIZ-GJnwqkXA0nht6s/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzE3OTc1OTEv/MTcxMDg2NzE0NS1h/cnR3b3JrLmpwZw.jpg"/>
      <itunes:duration>3256</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Henrik Andersen discusses with <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">IMD President Jean-François Manzoni</a> the challenges of navigating supply chain disruptions and soaring raw material costs over the past three years, and why he changed the wind farm developer’s culture to encourage openness and trust.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Erik Fyrwald, CEO of leading agriculture firm Syngenta Group</title>
      <itunes:episode>27</itunes:episode>
      <podcast:episode>27</podcast:episode>
      <itunes:title>Erik Fyrwald, CEO of leading agriculture firm Syngenta Group</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">d939e251-d145-44e8-a893-4891e417a741</guid>
      <link>https://share.transistor.fm/s/9a462e5b</link>
      <description>
        <![CDATA[<p>Regenerative agriculture techniques are vital to improve the resilience of crops and help farmers achieve humanity’s dual objective of growing more food using less land, the CEO of the Swiss agriculture group tells IMD President Jean-François Manzoni, as he advocates for carbon labelling on produce. </p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Regenerative agriculture techniques are vital to improve the resilience of crops and help farmers achieve humanity’s dual objective of growing more food using less land, the CEO of the Swiss agriculture group tells IMD President Jean-François Manzoni, as he advocates for carbon labelling on produce. </p>]]>
      </content:encoded>
      <pubDate>Fri, 22 Mar 2024 04:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/9a462e5b/1fac711d.mp3" length="68772494" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/BSXKMrnJVdh2sn1YKk9rez6YxCnQsIEGRIuUkfA6HVE/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzE3OTc1OTAv/MTcxMDg2NjY5MS1h/cnR3b3JrLmpwZw.jpg"/>
      <itunes:duration>2847</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Regenerative agriculture techniques are vital to improve the resilience of crops and help farmers achieve humanity’s dual objective of growing more food using less land, the CEO of the Swiss agriculture group tells IMD President Jean-François Manzoni, as he advocates for carbon labelling on produce. </p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Dilhan Pillay, CEO of Singapore’s global investment giant Temasek</title>
      <itunes:episode>26</itunes:episode>
      <podcast:episode>26</podcast:episode>
      <itunes:title>Dilhan Pillay, CEO of Singapore’s global investment giant Temasek</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">2147f1f4-17f2-4264-9767-442115b68a65</guid>
      <link>https://share.transistor.fm/s/eeaa41c3</link>
      <description>
        <![CDATA[<p>Dilhan Pillay, CEO of Singapore’s global investment giant Temasek, discusses with Jean-François Manzoni the importance of a carbon tax and how his company is working to ensure ‘every generation prospers’ without sacrificing profits.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Dilhan Pillay, CEO of Singapore’s global investment giant Temasek, discusses with Jean-François Manzoni the importance of a carbon tax and how his company is working to ensure ‘every generation prospers’ without sacrificing profits.</p>]]>
      </content:encoded>
      <pubDate>Tue, 19 Mar 2024 16:41:47 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/eeaa41c3/552bd7d2.mp3" length="103201072" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/xU8-UH__cVivD-55_3HfNKRjeS7cfhwx6zuNLti01zA/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzE3OTc1ODYv/MTcxMDg2NjUwNy1h/cnR3b3JrLmpwZw.jpg"/>
      <itunes:duration>3194</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Dilhan Pillay, CEO of Singapore’s global investment giant Temasek, discusses with Jean-François Manzoni the importance of a carbon tax and how his company is working to ensure ‘every generation prospers’ without sacrificing profits.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Mostafa Terrab, CEO and Chairman of the Board of OCP</title>
      <itunes:episode>25</itunes:episode>
      <podcast:episode>25</podcast:episode>
      <itunes:title>Mostafa Terrab, CEO and Chairman of the Board of OCP</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">cf8e598d-a32a-488a-bb68-aaa188b4243b</guid>
      <link>https://share.transistor.fm/s/de223f0c</link>
      <description>
        <![CDATA[<p>Mostafa Terrab, CEO and Chairman of the Board of the Moroccan fertilizer group OCP, explains to IMD President Jean-François Manzoni how sincerity of intent helped him gain the trust of his people.</p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Mostafa Terrab, CEO and Chairman of the Board of the Moroccan fertilizer group OCP, explains to IMD President Jean-François Manzoni how sincerity of intent helped him gain the trust of his people.</p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Wed, 06 Sep 2023 08:05:09 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/de223f0c/26e50dd1.mp3" length="134482637" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/Ux2AW-aYbuJzjPDcl76YUYst_kWpnEwSZsJJuebp3O4/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzE0OTEyNzUv/MTY5Mzk4NzUwOS1h/cnR3b3JrLmpwZw.jpg"/>
      <itunes:duration>3361</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Mostafa Terrab, CEO and Chairman of the Board of the Moroccan fertilizer group OCP, explains to IMD President Jean-François Manzoni how sincerity of intent helped him gain the trust of his people.</p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Antoine de Saint-Affrique</title>
      <itunes:episode>24</itunes:episode>
      <podcast:episode>24</podcast:episode>
      <itunes:title>Antoine de Saint-Affrique</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">bb0faa23-bc12-4e94-9f44-3ec9d25adfd2</guid>
      <link>https://share.transistor.fm/s/847aeaa0</link>
      <description>
        <![CDATA[<p>Antoine de Saint-Affrique is a man who doesn’t let himself, his employees, or his investors get too comfortable. Since becoming the CEO of French food and nutrition giant Danone in September 2021, the 58-year-old executive has delivered some uncomfortable truths. </p><p>Saint-Afrique has clearly called out the company’s underperformance compared to peers while remaining confident that Danone is operating in the right categories and has what it takes to win. In conversation with IMD President Jean-Francois Manzoni, he talks about his quest for constant learning and renewal, and his drive to create room for budding talents to emerge and thrive within the organization. </p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Antoine de Saint-Affrique is a man who doesn’t let himself, his employees, or his investors get too comfortable. Since becoming the CEO of French food and nutrition giant Danone in September 2021, the 58-year-old executive has delivered some uncomfortable truths. </p><p>Saint-Afrique has clearly called out the company’s underperformance compared to peers while remaining confident that Danone is operating in the right categories and has what it takes to win. In conversation with IMD President Jean-Francois Manzoni, he talks about his quest for constant learning and renewal, and his drive to create room for budding talents to emerge and thrive within the organization. </p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 30 Mar 2023 08:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/847aeaa0/037ec4c3.mp3" length="111016020" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/S3oHix-dtJEbyNBNOx80WOrmb7QM8Zxvo_wL8ujiPm0/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzEyNjcxODIv/MTY4MDExMDY5MS1h/cnR3b3JrLmpwZw.jpg"/>
      <itunes:duration>2773</itunes:duration>
      <itunes:summary>
        <![CDATA[<p>Antoine de Saint-Affrique is a man who doesn’t let himself, his employees, or his investors get too comfortable. Since becoming the CEO of French food and nutrition giant Danone in September 2021, the 58-year-old executive has delivered some uncomfortable truths. </p><p>Saint-Afrique has clearly called out the company’s underperformance compared to peers while remaining confident that Danone is operating in the right categories and has what it takes to win. In conversation with IMD President Jean-Francois Manzoni, he talks about his quest for constant learning and renewal, and his drive to create room for budding talents to emerge and thrive within the organization. </p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Hiroshi Mikitani</title>
      <itunes:episode>23</itunes:episode>
      <podcast:episode>23</podcast:episode>
      <itunes:title>Hiroshi Mikitani</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">a56dd5b3-a663-4a7b-9a75-8fbfbd8a80a0</guid>
      <link>https://share.transistor.fm/s/6497464b</link>
      <description>
        <![CDATA[<p>Rakuten CEO Mickey Mikitani tells IMD President <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> how – by challenging conventional wisdom and encouraging all staff to tidy their own offices – he has grown his company from an e-commerce startup into an ecosystem spanning internet services, fintech, and mobile.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Rakuten CEO Mickey Mikitani tells IMD President <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> how – by challenging conventional wisdom and encouraging all staff to tidy their own offices – he has grown his company from an e-commerce startup into an ecosystem spanning internet services, fintech, and mobile.</p>]]>
      </content:encoded>
      <pubDate>Thu, 02 Mar 2023 06:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/6497464b/18bca2d1.mp3" length="97130580" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
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      <itunes:duration>2427</itunes:duration>
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        <![CDATA[<p>Rakuten CEO Mickey Mikitani tells IMD President <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> how – by challenging conventional wisdom and encouraging all staff to tidy their own offices – he has grown his company from an e-commerce startup into an ecosystem spanning internet services, fintech, and mobile.</p>]]>
      </itunes:summary>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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    <item>
      <title>Marcus Wallenberg</title>
      <itunes:episode>22</itunes:episode>
      <podcast:episode>22</podcast:episode>
      <itunes:title>Marcus Wallenberg</itunes:title>
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        <![CDATA[<p>The Wallenberg sphere operates in about 180 countries and its holdings generate a total of $260bn of annual revenue. But Marcus Wallenberg, chairman of the family holding company, explains to <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> why working for the benefit of his native Sweden is so important. The Swedes even have a word for it: landsgagneliga.</p><p>As companies grapple with some of the biggest upheavals since the industrial revolution, today’s business owners face multiple challenges, from how to transition seamlessly towards sustainability to ensuring that their companies harness the full potential of digitization.  </p><p>But they also have to satisfy an increasingly complex tapestry of stakeholders while ensuring that their governance structures remain transparent and agile enough to respond to a backdrop of growing economic and geopolitical uncertainty. </p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
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      <content:encoded>
        <![CDATA[<p>The Wallenberg sphere operates in about 180 countries and its holdings generate a total of $260bn of annual revenue. But Marcus Wallenberg, chairman of the family holding company, explains to <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/">Jean-François Manzoni</a> why working for the benefit of his native Sweden is so important. The Swedes even have a word for it: landsgagneliga.</p><p>As companies grapple with some of the biggest upheavals since the industrial revolution, today’s business owners face multiple challenges, from how to transition seamlessly towards sustainability to ensuring that their companies harness the full potential of digitization.  </p><p>But they also have to satisfy an increasingly complex tapestry of stakeholders while ensuring that their governance structures remain transparent and agile enough to respond to a backdrop of growing economic and geopolitical uncertainty. </p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 12 Jan 2023 06:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:author>IMD</itunes:author>
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      <itunes:duration>2703</itunes:duration>
      <itunes:summary>Marcus Wallenberg, chairman of the eponymous family holding company, explains to Jean-François Manzoni why working for the benefit of his native Sweden is so important</itunes:summary>
      <itunes:subtitle>Marcus Wallenberg, chairman of the eponymous family holding company, explains to Jean-François Manzoni why working for the benefit of his native Sweden is so important</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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    <item>
      <title>Khadija Mohamed-Churchill</title>
      <itunes:episode>21</itunes:episode>
      <podcast:episode>21</podcast:episode>
      <itunes:title>Khadija Mohamed-Churchill</itunes:title>
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        <![CDATA[<p>In Nairobi’s industrial area, motorcycles piled high with bright yellow plastic tubs zip through the early morning traffic to deliver food staples like flour, cooking oil, and pulses to women who have set up makeshift stalls to cook meals for low-income workers. The street food vendors place their orders the day before via an app and pay for their purchases with mobile payment system M-Pesa. </p><p>This tech-enabled business-to-business food distribution service was the brainchild of Khadija Mohamed-Churchill, who founded <a href="https://www.kwanzatukule.com/"><strong>Kwanza Tukule</strong></a> (which means “first, let’s eat” in Swahili) to address the lack of affordable and nutritious food for people living in Kenya’s growing informal settlements. </p><p><br>Mohamed-Churchill says building a social enterprise requires both a big heart and a clear strategic focus. In an in-depth discussion with Jean-Francois Manzoni, she reveals what motivates her and offers advice for other impact entrepreneurs on how to build a committed team and attract investors.</p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
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      <content:encoded>
        <![CDATA[<p>In Nairobi’s industrial area, motorcycles piled high with bright yellow plastic tubs zip through the early morning traffic to deliver food staples like flour, cooking oil, and pulses to women who have set up makeshift stalls to cook meals for low-income workers. The street food vendors place their orders the day before via an app and pay for their purchases with mobile payment system M-Pesa. </p><p>This tech-enabled business-to-business food distribution service was the brainchild of Khadija Mohamed-Churchill, who founded <a href="https://www.kwanzatukule.com/"><strong>Kwanza Tukule</strong></a> (which means “first, let’s eat” in Swahili) to address the lack of affordable and nutritious food for people living in Kenya’s growing informal settlements. </p><p><br>Mohamed-Churchill says building a social enterprise requires both a big heart and a clear strategic focus. In an in-depth discussion with Jean-Francois Manzoni, she reveals what motivates her and offers advice for other impact entrepreneurs on how to build a committed team and attract investors.</p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 29 Dec 2022 07:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:author>IMD</itunes:author>
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      <itunes:duration>3706</itunes:duration>
      <itunes:summary>In an in-depth discussion with Jean-Francois Manzoni, Tukule Founder &amp;amp; CEO Khadija Mohamed-Churchill reveals what motivates her and offers advice for other impact entrepreneurs on how to build a committed team and attract investors.</itunes:summary>
      <itunes:subtitle>In an in-depth discussion with Jean-Francois Manzoni, Tukule Founder &amp;amp; CEO Khadija Mohamed-Churchill reveals what motivates her and offers advice for other impact entrepreneurs on how to build a committed team and attract investors.</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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    <item>
      <title>Jean-Pascal Tricoire</title>
      <itunes:episode>20</itunes:episode>
      <podcast:episode>20</podcast:episode>
      <itunes:title>Jean-Pascal Tricoire</itunes:title>
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        <![CDATA[<p>For Schneider Electric, making a difference centers on bringing technology and expertise to best manage energy – specifically sustainably produced electricity. After 16 years in charge of the French multinational – seven as CEO and a further nine as Chairman – Jean-Pascal Tricoire has clear views on what keeps him motivated. </p><p>“You have to be very stubborn strategically and very agile tactically,” says Tricoire, in the latest edition of IMD’s CEO Dialogue “If you have your goal post in place, always pulling you some years ahead, then what’s important is to have your mindset on the next two steps – because that’s what keeps you really excited and busy.”</p><p>Belief in himself also helps. “I’ve been with my company a long time, and I think I know its business really well. I also believe, whatever people say, that competency is still really important – because with that knowledge you can really innovate. You understand those micro points and micro settings where you can find the spot that makes a difference.”</p><p>In conversation with IMD President Jean-François Manzoni, Tricoire explains how he has had a lifelong interest in taking a different path, and how decentralization drives his corporate thinking.</p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
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      <content:encoded>
        <![CDATA[<p>For Schneider Electric, making a difference centers on bringing technology and expertise to best manage energy – specifically sustainably produced electricity. After 16 years in charge of the French multinational – seven as CEO and a further nine as Chairman – Jean-Pascal Tricoire has clear views on what keeps him motivated. </p><p>“You have to be very stubborn strategically and very agile tactically,” says Tricoire, in the latest edition of IMD’s CEO Dialogue “If you have your goal post in place, always pulling you some years ahead, then what’s important is to have your mindset on the next two steps – because that’s what keeps you really excited and busy.”</p><p>Belief in himself also helps. “I’ve been with my company a long time, and I think I know its business really well. I also believe, whatever people say, that competency is still really important – because with that knowledge you can really innovate. You understand those micro points and micro settings where you can find the spot that makes a difference.”</p><p>In conversation with IMD President Jean-François Manzoni, Tricoire explains how he has had a lifelong interest in taking a different path, and how decentralization drives his corporate thinking.</p><p>-------</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Fri, 18 Nov 2022 11:30:22 +0000</pubDate>
      <author>IMD</author>
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      <itunes:duration>3140</itunes:duration>
      <itunes:summary>Jean-Pascal Tricoire, CEO and chairman of Schneider Electric, discusses how decentralization drives his corporate thinking</itunes:summary>
      <itunes:subtitle>Jean-Pascal Tricoire, CEO and chairman of Schneider Electric, discusses how decentralization drives his corporate thinking</itunes:subtitle>
      <itunes:keywords>business, CEO, interview, dialogue, strategy</itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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    <item>
      <title>David Loew</title>
      <itunes:episode>19</itunes:episode>
      <podcast:episode>19</podcast:episode>
      <itunes:title>David Loew</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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        <![CDATA[<p>The role of any CEO comes with a unique level of pressure that must be actively managed. David Loew, the Chief Executive of Ipsen, knows this well.</p><p>Since joining the French pharma firm in 2020, he has led it through a complex transition; and says he holds a strong belief in “single accountability”. </p><p>In this episode of the CEO Dialogue, Loew tells IMD President Jean-Francois-Manzoni about how his values are forged from the fire of personal experience, and how he finds a sense of purpose in providing solutions that keep people healthy or enable them to regain their health. </p>]]>
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      <content:encoded>
        <![CDATA[<p>The role of any CEO comes with a unique level of pressure that must be actively managed. David Loew, the Chief Executive of Ipsen, knows this well.</p><p>Since joining the French pharma firm in 2020, he has led it through a complex transition; and says he holds a strong belief in “single accountability”. </p><p>In this episode of the CEO Dialogue, Loew tells IMD President Jean-Francois-Manzoni about how his values are forged from the fire of personal experience, and how he finds a sense of purpose in providing solutions that keep people healthy or enable them to regain their health. </p>]]>
      </content:encoded>
      <pubDate>Thu, 20 Oct 2022 05:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:duration>2233</itunes:duration>
      <itunes:summary>In a CEO Dialogue with IMD President Jean-François Manzoni, Ipsen CEO David Loew discusses his leadership style at the French-born pharma firm...</itunes:summary>
      <itunes:subtitle>In a CEO Dialogue with IMD President Jean-François Manzoni, Ipsen CEO David Loew discusses his leadership style at the French-born pharma firm...</itunes:subtitle>
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      <itunes:explicit>No</itunes:explicit>
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      <title>Jan Jenisch</title>
      <itunes:episode>18</itunes:episode>
      <podcast:episode>18</podcast:episode>
      <itunes:title>Jan Jenisch</itunes:title>
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        <![CDATA[<p>Jan Jenisch, CEO of Holcim, discusses with <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/"><strong>IMD President Jean-François Manzoni</strong></a> the importance of building and maintaining strong relationships with all stakeholders…</p><p>In the five years since taking the helm at Holcim, Jenisch has overseen a complex acquisition, creating a company with 70,000 employees and net sales of nearly CHF 30 billion.</p><p>Jenisch explores the responsibility and opportunity the 110-year-old Swiss-based global leader in innovative building solutions faces in its charge towards sustainable transformation in the building industry; as well as the macro and industry environments of different markets and how these play out in Holcim’s operations.</p><p>-</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Jan Jenisch, CEO of Holcim, discusses with <a href="https://www.imd.org/faculty/professors/jeanfrancois-manzoni/"><strong>IMD President Jean-François Manzoni</strong></a> the importance of building and maintaining strong relationships with all stakeholders…</p><p>In the five years since taking the helm at Holcim, Jenisch has overseen a complex acquisition, creating a company with 70,000 employees and net sales of nearly CHF 30 billion.</p><p>Jenisch explores the responsibility and opportunity the 110-year-old Swiss-based global leader in innovative building solutions faces in its charge towards sustainable transformation in the building industry; as well as the macro and industry environments of different markets and how these play out in Holcim’s operations.</p><p>-</p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
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      <pubDate>Fri, 23 Sep 2022 14:12:42 +0000</pubDate>
      <author>IMD</author>
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      <itunes:duration>2557</itunes:duration>
      <itunes:summary>Jan Jenisch, CEO of Holcim, discusses with IMD President Jean-François Manzoni the importance of building and maintaining strong relationships with all stakeholders</itunes:summary>
      <itunes:subtitle>Jan Jenisch, CEO of Holcim, discusses with IMD President Jean-François Manzoni the importance of building and maintaining strong relationships with all stakeholders</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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    <item>
      <title>Håkan Agnevall</title>
      <itunes:episode>17</itunes:episode>
      <podcast:episode>17</podcast:episode>
      <itunes:title>Håkan Agnevall</itunes:title>
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      <description>
        <![CDATA[<p>As the chief executive of Wärtsilä, one of the world’s leading power technology and services providers for the maritime and energy industries, Håkan Agnevall has called on governments and companies to speed up decarbonization in these two sectors that account for roughly a third of the world’s carbon emissions.</p><p>Agnevall himself joined Wärtsilä as CEO in February 2021 from Volvo Buses, a subsidiary of the Swedish commercial vehicle maker where he was president for eight years. He took the helm at Wärtsilä at a unique time for the group, with a tough market situation heavily impacted by the pandemic.</p><p>In conversation with IMD President Jean-Francois Manzoni, Agnevall reflects on the multitude of demands placed on leaders of public companies and delves into the transformation facing maritime and energy industries today.</p><p><br>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>As the chief executive of Wärtsilä, one of the world’s leading power technology and services providers for the maritime and energy industries, Håkan Agnevall has called on governments and companies to speed up decarbonization in these two sectors that account for roughly a third of the world’s carbon emissions.</p><p>Agnevall himself joined Wärtsilä as CEO in February 2021 from Volvo Buses, a subsidiary of the Swedish commercial vehicle maker where he was president for eight years. He took the helm at Wärtsilä at a unique time for the group, with a tough market situation heavily impacted by the pandemic.</p><p>In conversation with IMD President Jean-Francois Manzoni, Agnevall reflects on the multitude of demands placed on leaders of public companies and delves into the transformation facing maritime and energy industries today.</p><p><br>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 25 Aug 2022 07:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/BVBL56EGUFGDF-aL_Nf1Tu_R7wX-GI6iIBS6FnmCkns/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzEwMDI0Nzgv/MTY2ODc3MTkyMS1h/cnR3b3JrLmpwZw.jpg"/>
      <itunes:duration>1596</itunes:duration>
      <itunes:summary>Håkan Agnevall, President and CEO of Wärtsilä, talks to IMD President Jean-François Manzoni about transformation facing maritime and energy industries today.</itunes:summary>
      <itunes:subtitle>Håkan Agnevall, President and CEO of Wärtsilä, talks to IMD President Jean-François Manzoni about transformation facing maritime and energy industries today.</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Jessica Tan</title>
      <itunes:episode>16</itunes:episode>
      <podcast:episode>16</podcast:episode>
      <itunes:title>Jessica Tan</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/f956f10d</link>
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        <![CDATA[<p>Founded in 1988, Ping An has built itself into Asia’s largest insurance company, selling US$110 billion of insurance premiums last year.</p><p>But while Ping An made its name in insurance, the company has also established itself as one of China’s leading digital innovators; and the key figure driving some of its cutting-edge technologies is Jessica Tan.</p><p>As one of Ping An’s three co-CEOs Tan is helping the company go from strength to strength, especially in the areas of fintech and artificial intelligence. In conversation with IMD President Jean-Francois Manzoni, Tan talks about growth, change, and breaking ground in new markets.</p><p>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Founded in 1988, Ping An has built itself into Asia’s largest insurance company, selling US$110 billion of insurance premiums last year.</p><p>But while Ping An made its name in insurance, the company has also established itself as one of China’s leading digital innovators; and the key figure driving some of its cutting-edge technologies is Jessica Tan.</p><p>As one of Ping An’s three co-CEOs Tan is helping the company go from strength to strength, especially in the areas of fintech and artificial intelligence. In conversation with IMD President Jean-Francois Manzoni, Tan talks about growth, change, and breaking ground in new markets.</p><p>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 14 Jul 2022 06:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/OBnILQ91PnXMpkfOAnc2MbS6hmoUiUvAe7G6j-Arp4A/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzk1MDY5MC8x/NjU3NzQ3ODMxLWFy/dHdvcmsuanBn.jpg"/>
      <itunes:duration>3281</itunes:duration>
      <itunes:summary>Ping An Co-CEO Jessica Tan tells IMD President Jean-François Manzoni how a Chinese insurance company was transformed into a tech giant</itunes:summary>
      <itunes:subtitle>Ping An Co-CEO Jessica Tan tells IMD President Jean-François Manzoni how a Chinese insurance company was transformed into a tech giant</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Julie Sweet</title>
      <itunes:episode>15</itunes:episode>
      <podcast:episode>15</podcast:episode>
      <itunes:title>Julie Sweet</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/ae8e2594</link>
      <description>
        <![CDATA[<p>Less than six months after Julie Sweet was named Global CEO of Accenture, COVID-19 hit.</p><p>For some businesses, the pandemic marked a breaking point; but Accenture was ready to ride it out. Sweet says the company has been preparing for a rapid change to working life for a decade, and that as far back as 2013 the company was declaring that “every business is a digital business”.</p><p>Julie Sweet has been instrumental in guiding the company through turbulent times and has made huge strides since taking over global operations at Accenture. In conversation with IMD president Jean-Francois Manzoni, she discusses the importance of learning new skills and how companies must use technology, data, and artificial intelligence to find new ways to engage with customers.</p><p><br>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Less than six months after Julie Sweet was named Global CEO of Accenture, COVID-19 hit.</p><p>For some businesses, the pandemic marked a breaking point; but Accenture was ready to ride it out. Sweet says the company has been preparing for a rapid change to working life for a decade, and that as far back as 2013 the company was declaring that “every business is a digital business”.</p><p>Julie Sweet has been instrumental in guiding the company through turbulent times and has made huge strides since taking over global operations at Accenture. In conversation with IMD president Jean-Francois Manzoni, she discusses the importance of learning new skills and how companies must use technology, data, and artificial intelligence to find new ways to engage with customers.</p><p><br>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 16 Jun 2022 06:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:author>IMD</itunes:author>
      <itunes:duration>1846</itunes:duration>
      <itunes:summary>Julie Sweet has been instrumental in guiding Accenture through turbulent times and has made huge strides since taking the company's global operations. In conversation with IMD president Jean-Francois Manzoni, she discusses the importance of learning new skills and how firms must use technology, data, and artificial intelligence to find new ways to engage with customers.</itunes:summary>
      <itunes:subtitle>Julie Sweet has been instrumental in guiding Accenture through turbulent times and has made huge strides since taking the company's global operations. In conversation with IMD president Jean-Francois Manzoni, she discusses the importance of learning new s</itunes:subtitle>
      <itunes:keywords>technology, management</itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Takeshi Niinami</title>
      <itunes:episode>14</itunes:episode>
      <podcast:episode>14</podcast:episode>
      <itunes:title>Takeshi Niinami</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/0b6f193f</link>
      <description>
        <![CDATA[<p>Takeshi Niinami became President and CEO of Suntory Holdings just over seven years ago, in October 2014. His task: to help the company manage the biggest event of its 120-year history – its purchase of the US’s Beam Inc, maker of Jim Beam and a host of other spirits, for US$16 billion.</p><p>In conversation with IMD president Jean-Francois Manzoni, he discusses why CEOs need to embody their company values, the challenges of multi-billion dollar acquisitions, and the importance of the Suntory Founder's Spirit.</p><p>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Takeshi Niinami became President and CEO of Suntory Holdings just over seven years ago, in October 2014. His task: to help the company manage the biggest event of its 120-year history – its purchase of the US’s Beam Inc, maker of Jim Beam and a host of other spirits, for US$16 billion.</p><p>In conversation with IMD president Jean-Francois Manzoni, he discusses why CEOs need to embody their company values, the challenges of multi-billion dollar acquisitions, and the importance of the Suntory Founder's Spirit.</p><p>—————————</p><p><br>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 27 Jan 2022 08:05:58 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/0b6f193f/8e8ca0cc.mp3" length="25401099" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/nS1wtSjEOAYjYOy8tYi2xcZApY_0q-vBfnRmECy9zBc/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzc4NjY4MS8x/NjQzMjQ2NDYxLWFy/dHdvcmsuanBn.jpg"/>
      <itunes:duration>1587</itunes:duration>
      <itunes:summary>IMD President Jean-Francois Manzoni talks to Takeshi Niinami, the President and CEO of Suntory Holdings, about its purchase of the US’s Beam Inc, maker of Jim Beam and a host of other spirits, for US$16 billion. </itunes:summary>
      <itunes:subtitle>IMD President Jean-Francois Manzoni talks to Takeshi Niinami, the President and CEO of Suntory Holdings, about its purchase of the US’s Beam Inc, maker of Jim Beam and a host of other spirits, for US$16 billion. </itunes:subtitle>
      <itunes:keywords>Management, Business, Insights</itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Alain Dehaze</title>
      <itunes:episode>13</itunes:episode>
      <podcast:episode>13</podcast:episode>
      <itunes:title>Alain Dehaze</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/bce6913a</link>
      <description>
        <![CDATA[<p>As CEO of the Adecco Group, Alain Dehaze has a unique perspective on the future of labor. The pandemic revealed just how quickly workplaces can change, and his fortune 500 group has helped millions of people find jobs and reskill in an uncertain and highly-competitive global economy. </p><p>For Dehaze, the pandemic did not create new megatrends but accelerated them; making it all the more important for governments to retrain national workforces.</p><p>In conversation with IMD President Jean-François Manzoni, Dehaze and protege Jordan Topoleski discuss the merits of homeworking, what's next for global labor markets and why young workers are increasingly choosing employers based on 'EQ'</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>As CEO of the Adecco Group, Alain Dehaze has a unique perspective on the future of labor. The pandemic revealed just how quickly workplaces can change, and his fortune 500 group has helped millions of people find jobs and reskill in an uncertain and highly-competitive global economy. </p><p>For Dehaze, the pandemic did not create new megatrends but accelerated them; making it all the more important for governments to retrain national workforces.</p><p>In conversation with IMD President Jean-François Manzoni, Dehaze and protege Jordan Topoleski discuss the merits of homeworking, what's next for global labor markets and why young workers are increasingly choosing employers based on 'EQ'</p>]]>
      </content:encoded>
      <pubDate>Thu, 09 Dec 2021 09:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/bce6913a/2184d040.mp3" length="24768033" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>2059</itunes:duration>
      <itunes:summary>As CEO of the Adecco Group, Alain Dehaze has a unique perspective on the future of labor. The pandemic revealed just how quickly workplaces can change, and his fortune 500 group has helped millions of people find jobs and reskill in an uncertain and highly-competitive global economy. For Dehaze, the pandemic did not create new megatrends but accelerated them; making it all the more important for governments to retrain national workforces.In conversation with IMD President Jean-François Manzoni, Dehaze and protege Jordan Topoleski discuss the merits of homeworking, what's next for global labor markets and why young workers are increasingly choosing employers based on 'EQ'</itunes:summary>
      <itunes:subtitle>As CEO of the Adecco Group, Alain Dehaze has a unique perspective on the future of labor. The pandemic revealed just how quickly workplaces can change, and his fortune 500 group has helped millions of people find jobs and reskill in an uncertain and highl</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Riad Sherif</title>
      <itunes:episode>12</itunes:episode>
      <podcast:episode>12</podcast:episode>
      <itunes:title>Riad Sherif</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/71620853</link>
      <description>
        <![CDATA[<p>Riad Sherif is truly an expert in his field. Trained as a doctor, his drive to succeed in business led him to pharmaceuticals; and a successful 25-year career at corporate giants like Sanofi and Novartis.<br><br> After reaching the top of the pharmaceutical industry, he joined the start-up Oculis in 2017.  And as IMD President Jean-François Manzoni discovers, that move has paid off.  <br><br>As CEO, Riad has steered the biotech company to financial and regulatory success. But the best days may yet be to come. In May, Oculis secured a $57 million financing round and is now poised to advance its late-stage topical Ophthalmic portfolio.<br><br>Highlights of this episode of The CEO dialogue include: the importance of expert investors; how engaging with the community can build your professional network; and why you should never take a meeting without an agenda.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Riad Sherif is truly an expert in his field. Trained as a doctor, his drive to succeed in business led him to pharmaceuticals; and a successful 25-year career at corporate giants like Sanofi and Novartis.<br><br> After reaching the top of the pharmaceutical industry, he joined the start-up Oculis in 2017.  And as IMD President Jean-François Manzoni discovers, that move has paid off.  <br><br>As CEO, Riad has steered the biotech company to financial and regulatory success. But the best days may yet be to come. In May, Oculis secured a $57 million financing round and is now poised to advance its late-stage topical Ophthalmic portfolio.<br><br>Highlights of this episode of The CEO dialogue include: the importance of expert investors; how engaging with the community can build your professional network; and why you should never take a meeting without an agenda.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 25 Nov 2021 07:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/71620853/9423cdb9.mp3" length="21693606" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>1802</itunes:duration>
      <itunes:summary>Riad Sherif is truly an expert in his field. Trained as a doctor, his drive to succeed in business led him to pharmaceuticals; and a successful 25-year career at corporate giants like Sanofi and Novartis. After reaching the top of the pharmaceutical industry, he joined the start-up Oculis in 2017.  And as IMD President Jean-François Manzoni discovers, that move has paid off.  As CEO, Riad has steered the biotech company to financial and regulatory success. But the best days may yet be to come. In May, Oculis secured a $57 million financing round and is now poised to advance its late-stage topical Ophthalmic portfolio.Highlights of this episode of The CEO dialogue include: the importance of expert investors; how engaging with the community can build your professional network; and why you should never take a meeting without an agenda.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>Riad Sherif is truly an expert in his field. Trained as a doctor, his drive to succeed in business led him to pharmaceuticals; and a successful 25-year career at corporate giants like Sanofi and Novartis. After reaching the top of the pharmaceutical indus</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Antje Kanngiesser</title>
      <itunes:episode>11</itunes:episode>
      <podcast:episode>11</podcast:episode>
      <itunes:title>Antje Kanngiesser</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/7a8ae639</link>
      <description>
        <![CDATA[<p>In a rapidly decarbonizing world, the energy sector is facing immense challenges. The 'net-zero' promises of today lead to demands for greener more efficient grids tomorrow, and some are struggling to keep up with the times.<br><br>Others, like Antje Kanngiesser, are flourishing. <br><br>As a young lawyer in Germany, she specialized in renewables long before they hit global headlines. Now, following a successful career in the energy sector, she's emerged as CEO at Alpiq, a company that delivers about 20% of Switzerland’s power.<br><br>Like many energy companies, Alpiq is rethinking its business model, and in her new position, Kanngiesser has wasted no time setting out a sustainable plan for growth. In conversation with IMD President Jean-François Manzoni, she discusses the future of energy production in Europe, and how hydrogen can make green travel a reality.<br><br>—————————<br><br></p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>In a rapidly decarbonizing world, the energy sector is facing immense challenges. The 'net-zero' promises of today lead to demands for greener more efficient grids tomorrow, and some are struggling to keep up with the times.<br><br>Others, like Antje Kanngiesser, are flourishing. <br><br>As a young lawyer in Germany, she specialized in renewables long before they hit global headlines. Now, following a successful career in the energy sector, she's emerged as CEO at Alpiq, a company that delivers about 20% of Switzerland’s power.<br><br>Like many energy companies, Alpiq is rethinking its business model, and in her new position, Kanngiesser has wasted no time setting out a sustainable plan for growth. In conversation with IMD President Jean-François Manzoni, she discusses the future of energy production in Europe, and how hydrogen can make green travel a reality.<br><br>—————————<br><br></p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Wed, 10 Nov 2021 16:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/7a8ae639/97a9c14a.mp3" length="18751614" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/lOINgoIihPMlabE9G8VQlPOYcisIvehBUZMEGFJtbEM/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzc3MzMyMy8x/NjQxOTIwMDIyLWFy/dHdvcmsuanBn.jpg"/>
      <itunes:duration>1557</itunes:duration>
      <itunes:summary>In a rapidly decarbonizing world, the energy sector is facing immense challenges. The 'net-zero' promises of today lead to demands for greener more efficient grids tomorrow, and some are struggling to keep up with the times.Others, like Antje Kanngiesser, are flourishing. As a young lawyer in Germany, she specialized in renewables long before they hit global headlines. Now, following a successful career in the energy sector, she's emerged as CEO at Alpiq, a company that delivers about 20% of Switzerland’s power.Like many energy companies, Alpiq is rethinking its business model, and in her new position, Kanngiesser has wasted no time setting out a sustainable plan for growth. In conversation with IMD President Jean-François Manzoni, she discusses the future of energy production in Europe, and how hydrogen can make green travel a reality.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>In a rapidly decarbonizing world, the energy sector is facing immense challenges. The 'net-zero' promises of today lead to demands for greener more efficient grids tomorrow, and some are struggling to keep up with the times.Others, like Antje Kanngiesser,</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Gilbert Achermann</title>
      <itunes:episode>10</itunes:episode>
      <podcast:episode>10</podcast:episode>
      <itunes:title>Gilbert Achermann</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/0451782e</link>
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        <![CDATA[<p>As the Chairman of Straumann Group, IMD EMBA graduate Gilbert Acherman knows the essential value of strong corporate leadership.<br><br>Having joined the global dentistry powerhouse in 1998, he served first as CFO and then as CEO before joining the board in 2009 and becoming chairman a year later. Now with more than a decade under his belt in this position, Achermann is one of a select few people to maintain such a longstanding record. The average length of chairmanship in any industry is typically four-and-a-half years. <br><br>This week, he tells  IMD President Jean-François Manzoni how he's kept his edge. Highlights of their conversation include tips on being an effective board member, how the '08 financial crash helped him navigate the coronavirus pandemic, and why Swiss companies are so well placed to take on international markets.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>As the Chairman of Straumann Group, IMD EMBA graduate Gilbert Acherman knows the essential value of strong corporate leadership.<br><br>Having joined the global dentistry powerhouse in 1998, he served first as CFO and then as CEO before joining the board in 2009 and becoming chairman a year later. Now with more than a decade under his belt in this position, Achermann is one of a select few people to maintain such a longstanding record. The average length of chairmanship in any industry is typically four-and-a-half years. <br><br>This week, he tells  IMD President Jean-François Manzoni how he's kept his edge. Highlights of their conversation include tips on being an effective board member, how the '08 financial crash helped him navigate the coronavirus pandemic, and why Swiss companies are so well placed to take on international markets.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 28 Oct 2021 08:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/0451782e/5df0f871.mp3" length="23049323" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/0PizooxfplEx3iIK_ay6SBkhT6uO2QUxQYz9hf7_21g/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzc3MzMyMi8x/NjQxOTIwMDIwLWFy/dHdvcmsuanBn.jpg"/>
      <itunes:duration>1915</itunes:duration>
      <itunes:summary>As the Chairman of Straumann Group, IMD EMBA graduate Gilbert Acherman knows the essential value of strong corporate leadership.Having joined the global dentistry powerhouse in 1998, he served first as CFO and then as CEO before joining the board in 2009 and becoming chairman a year later. Now with more than a decade under his belt in this position, Achermann is one of a select few people to maintain such a longstanding record. The average length of chairmanship in any industry is typically four-and-a-half years. This week, he tells  IMD President Jean-François Manzoni how he's kept his edge. Highlights of their conversation include tips on being an effective board member, how the '08 financial crash helped him navigate the coronavirus pandemic, and why Swiss companies are so well placed to take on international markets.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>As the Chairman of Straumann Group, IMD EMBA graduate Gilbert Acherman knows the essential value of strong corporate leadership.Having joined the global dentistry powerhouse in 1998, he served first as CFO and then as CEO before joining the board in 2009 </itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Stefan Larsson</title>
      <itunes:episode>9</itunes:episode>
      <podcast:episode>9</podcast:episode>
      <itunes:title>Stefan Larsson</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/d55c9de4</link>
      <description>
        <![CDATA[<p>Whether you live in London, Stockholm, or Seattle, there’s a good chance that Stefan Larsson has had something to do with your wardrobe.</p><p>As the recently appointed CEO of PVH Corp. he oversees an impressive catalog of brands, including Tommy Hilfiger and Calvin Klein. And now he has his sights set on revolutionizing sustainability in the fashion world</p><p>In an interview with IMD President Jean-François Manzoni, Stefan opens up about his analytical fact-based approach to business, and what the future holds for the world’s most successful fashion brands.<br><br>—————————</p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Whether you live in London, Stockholm, or Seattle, there’s a good chance that Stefan Larsson has had something to do with your wardrobe.</p><p>As the recently appointed CEO of PVH Corp. he oversees an impressive catalog of brands, including Tommy Hilfiger and Calvin Klein. And now he has his sights set on revolutionizing sustainability in the fashion world</p><p>In an interview with IMD President Jean-François Manzoni, Stefan opens up about his analytical fact-based approach to business, and what the future holds for the world’s most successful fashion brands.<br><br>—————————</p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Wed, 29 Sep 2021 23:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/d55c9de4/1d5bf94e.mp3" length="24177826" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/mbqLr_4zK96DE1z6bBjMGD6RHGOdla_YXIuM6LCx9pQ/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzc3MzMyMS8x/NjQxOTIwMDE5LWFy/dHdvcmsuanBn.jpg"/>
      <itunes:duration>2011</itunes:duration>
      <itunes:summary>Whether you live in London, Stockholm, or Seattle, there’s a good chance that Stefan Larsson has had something to do with your wardrobe.As the recently appointed CEO of PVH Corp. he oversees an impressive catalog of brands, including Tommy Hilfiger and Calvin Klein. And now he has his sights set on revolutionizing sustainability in the fashion worldIn an interview with IMD President Jean-François Manzoni, Stefan opens up about his analytical fact-based approach to business, and what the future holds for the world’s most successful fashion brands.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>Whether you live in London, Stockholm, or Seattle, there’s a good chance that Stefan Larsson has had something to do with your wardrobe.As the recently appointed CEO of PVH Corp. he oversees an impressive catalog of brands, including Tommy Hilfiger and Ca</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Severin Dressen</title>
      <itunes:episode>8</itunes:episode>
      <podcast:episode>8</podcast:episode>
      <itunes:title>Severin Dressen</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/c32dd5ea</link>
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        <![CDATA[<p>Business is full of animal metaphors: bull markets, cash cows, and fat cats abound. But for IMD alumni Severin Dressen, the natural world is a far more literal part of his day-to-day work.<br><br>As the CEO of Zurich Zoo, he's taking a proactive role in tackling the worldwide loss of biodiversity. Since the Zoo reopened, visitors have flocked in, and Severin says that it's his responsibility to educate others about the importance of sustainability; whether that be through elephant conservation projects in Thailand, or in Zürichberg itself.<br><br>In an interview with IMD Professor David Bach, Severin opens up about his first year in office.  Highlights of this episode include details on the shifting face of conservation, how changing where we conduct our meetings can change outcomes, and what Severin thinks we can learn from the animals.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Business is full of animal metaphors: bull markets, cash cows, and fat cats abound. But for IMD alumni Severin Dressen, the natural world is a far more literal part of his day-to-day work.<br><br>As the CEO of Zurich Zoo, he's taking a proactive role in tackling the worldwide loss of biodiversity. Since the Zoo reopened, visitors have flocked in, and Severin says that it's his responsibility to educate others about the importance of sustainability; whether that be through elephant conservation projects in Thailand, or in Zürichberg itself.<br><br>In an interview with IMD Professor David Bach, Severin opens up about his first year in office.  Highlights of this episode include details on the shifting face of conservation, how changing where we conduct our meetings can change outcomes, and what Severin thinks we can learn from the animals.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Wed, 15 Sep 2021 23:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/c32dd5ea/7f160213.mp3" length="18193983" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:image href="https://img.transistor.fm/-BlBMT70CFFpNN3nZo7eBEGfR3cJYVBOSUsxKJunGtQ/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9lcGlz/b2RlLzc3MzMyMC8x/NjQxOTIwMDE3LWFy/dHdvcmsuanBn.jpg"/>
      <itunes:duration>1509</itunes:duration>
      <itunes:summary>Business is full of animal metaphors: bull markets, cash cows, and fat cats abound. But for IMD alumni Severin Dressen, the natural world is a far more literal part of his day-to-day work.As the CEO of Zurich Zoo, he's taking a proactive role in tackling the worldwide loss of biodiversity. Since the Zoo reopened, visitors have flocked in, and Severin says that it's his responsibility to educate others about the importance of sustainability; whether that be through elephant conservation projects in Thailand, or in Zürichberg itself.In an interview with IMD Professor David Bach, Severin opens up about his first year in office.  Highlights of this episode include details on the shifting face of conservation, how changing where we conduct our meetings can change outcomes, and what Severin thinks we can learn from the animals.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>Business is full of animal metaphors: bull markets, cash cows, and fat cats abound. But for IMD alumni Severin Dressen, the natural world is a far more literal part of his day-to-day work.As the CEO of Zurich Zoo, he's taking a proactive role in tackling </itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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    <item>
      <title>Søren Skou</title>
      <itunes:episode>7</itunes:episode>
      <podcast:episode>7</podcast:episode>
      <itunes:title>Søren Skou</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/34d0003c</link>
      <description>
        <![CDATA[<p>As one of the most influential and enduring figures in international shipping, Søren Skou has weathered his fair share of crises. But is almost 40 years at Maersk, perhaps no period has been more challenging than the coronavirus pandemic.</p><p>As the CEO of A.P. Moller-Maersk, and a graduate of the IMD business school, Søren has gained unique insights into global trade. This week, he tells IMD President Jean-François Manzoni about the future of international commerce and how he's keeping up with changing customer demands.</p><p>Highlights of their conversation include some tips on remaining agile; how to maintain position in a rapidly digitizing industry; and the key components of leadership.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>As one of the most influential and enduring figures in international shipping, Søren Skou has weathered his fair share of crises. But is almost 40 years at Maersk, perhaps no period has been more challenging than the coronavirus pandemic.</p><p>As the CEO of A.P. Moller-Maersk, and a graduate of the IMD business school, Søren has gained unique insights into global trade. This week, he tells IMD President Jean-François Manzoni about the future of international commerce and how he's keeping up with changing customer demands.</p><p>Highlights of their conversation include some tips on remaining agile; how to maintain position in a rapidly digitizing industry; and the key components of leadership.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 19 Aug 2021 15:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/34d0003c/8376f0a1.mp3" length="17506582" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>1453</itunes:duration>
      <itunes:summary>As one of the most influential and enduring figures in international shipping, Søren Skou has weathered his fair share of crises. But is almost 40 years at Maersk, perhaps no period has been more challenging than the coronavirus pandemic.As the CEO of A.P. Moller-Maersk, and a graduate of the IMD business school, Søren has gained unique insights into global trade. This week, he tells IMD President Jean-François Manzoni about the future of international commerce and how he's keeping up with changing customer demands.Highlights of their conversation include some tips on remaining agile; how to maintain position in a rapidly digitizing industry; and the key components of leadership.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>As one of the most influential and enduring figures in international shipping, Søren Skou has weathered his fair share of crises. But is almost 40 years at Maersk, perhaps no period has been more challenging than the coronavirus pandemic.As the CEO of A.P</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Pascal Soriot</title>
      <itunes:episode>6</itunes:episode>
      <podcast:episode>6</podcast:episode>
      <itunes:title>Pascal Soriot</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
      <guid isPermaLink="false">Buzzsprout-8974557</guid>
      <link>https://share.transistor.fm/s/2c4d79d6</link>
      <description>
        <![CDATA[<p>Pascal Soriot has been described as the hottest CEO in Pharma. After almost a decade at the helm of AstraZeneca, the company has seen a remarkable turnaround - battling falling sales to become one of the most valuable companies on the FTSE 100.</p><p><br></p><p>For many, the drugmaker is synonymous with its coronavirus vaccine, but the source of Astrazeneca’s success traces back long before the pandemic. This week, Pascal Soriot tells IMD President Jean-François Manzoni about the future of the pharmaceuticals industry and the need to build a greener and more sustainable world.</p><p><br></p><p>Highlights of  their conversation include a lesson on how to fend off corporate takeovers; some tips on CEO survival; and Soriot’s view on how COVID has changed consumer attitudes to healthcare.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Pascal Soriot has been described as the hottest CEO in Pharma. After almost a decade at the helm of AstraZeneca, the company has seen a remarkable turnaround - battling falling sales to become one of the most valuable companies on the FTSE 100.</p><p><br></p><p>For many, the drugmaker is synonymous with its coronavirus vaccine, but the source of Astrazeneca’s success traces back long before the pandemic. This week, Pascal Soriot tells IMD President Jean-François Manzoni about the future of the pharmaceuticals industry and the need to build a greener and more sustainable world.</p><p><br></p><p>Highlights of  their conversation include a lesson on how to fend off corporate takeovers; some tips on CEO survival; and Soriot’s view on how COVID has changed consumer attitudes to healthcare.<br><br>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Thu, 05 Aug 2021 00:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/2c4d79d6/f2c5ec1c.mp3" length="17447870" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>1449</itunes:duration>
      <itunes:summary>Pascal Soriot has been described as the hottest CEO in Pharma. After almost a decade at the helm of AstraZeneca, the company has seen a remarkable turnaround - battling falling sales to become one of the most valuable companies on the FTSE 100.For many, the drugmaker is synonymous with its coronavirus vaccine, but the source of Astrazeneca’s success traces back long before the pandemic. This week, Pascal Soriot tells IMD President Jean-François Manzoni about the future of the pharmaceuticals industry and the need to build a greener and more sustainable world.Highlights of  their conversation include a lesson on how to fend off corporate takeovers; some tips on CEO survival; and Soriot’s view on how COVID has changed consumer attitudes to healthcare.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>Pascal Soriot has been described as the hottest CEO in Pharma. After almost a decade at the helm of AstraZeneca, the company has seen a remarkable turnaround - battling falling sales to become one of the most valuable companies on the FTSE 100.For many, t</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Mark Schneider</title>
      <itunes:episode>5</itunes:episode>
      <podcast:episode>5</podcast:episode>
      <itunes:title>Mark Schneider</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/1632766a</link>
      <description>
        <![CDATA[<p>Mark Schneider is arguably the most powerful man in the food and beverage industry. As CEO of Nestlé, he oversees the biggest company in the sector - with 270,000 employees, a $350bn market cap, and a gigantic portfolio of brands that includes everything from Perrier to Purina.</p><p><br></p><p>It would be simple to keep things moving in the same direction. But, as the softly-spoken German-American reveals to IMD President Jean-François Manzoni, the company is approaching a once-in-a-generation moment of change.</p><p><br></p><p>Among key takeaways in this episode, discover why Schneider thinks recovery from the pandemic will be a several-year process; what the future of nutrition could look like; and why decision-making remains the hardest part of his job.</p><p><br><br></p><p>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><b><br></b><br></p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Mark Schneider is arguably the most powerful man in the food and beverage industry. As CEO of Nestlé, he oversees the biggest company in the sector - with 270,000 employees, a $350bn market cap, and a gigantic portfolio of brands that includes everything from Perrier to Purina.</p><p><br></p><p>It would be simple to keep things moving in the same direction. But, as the softly-spoken German-American reveals to IMD President Jean-François Manzoni, the company is approaching a once-in-a-generation moment of change.</p><p><br></p><p>Among key takeaways in this episode, discover why Schneider thinks recovery from the pandemic will be a several-year process; what the future of nutrition could look like; and why decision-making remains the hardest part of his job.</p><p><br><br></p><p>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://eur02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.ibyimd.org%2F&amp;data=04%7C01%7Cpeter.naughton%40affiliate.imd.org%7Cf3b8f322b05e41f72ee708d94085ae5b%7Cd3113834f50947508faf7c92d551149c%7C0%7C0%7C637611765162706376%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&amp;sdata=CmWsCqKfhWspgFOkdcAk%2B5c4ZyFHTJhZUqKH2K5NwDk%3D&amp;reserved=0">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><b><br></b><br></p>]]>
      </content:encoded>
      <pubDate>Thu, 08 Jul 2021 00:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/1632766a/415bd6a9.mp3" length="22916899" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>1901</itunes:duration>
      <itunes:summary>Mark Schneider is arguably the most powerful man in the food and beverage industry. As CEO of Nestlé, he oversees the biggest company in the sector - with 270,000 employees, a $350bn market cap, and a gigantic portfolio of brands that includes everything from Perrier to Purina.It would be simple to keep things moving in the same direction. But, as the softly-spoken German-American reveals to IMD President Jean-François Manzoni, the company is approaching a once-in-a-generation moment of change.Among key takeaways in this episode, discover why Schneider thinks recovery from the pandemic will be a several-year process; what the future of nutrition could look like; and why decision-making remains the hardest part of his job.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>Mark Schneider is arguably the most powerful man in the food and beverage industry. As CEO of Nestlé, he oversees the biggest company in the sector - with 270,000 employees, a $350bn market cap, and a gigantic portfolio of brands that includes everything </itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Jørgen Vig Knudstorp</title>
      <itunes:episode>4</itunes:episode>
      <podcast:episode>4</podcast:episode>
      <itunes:title>Jørgen Vig Knudstorp</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/cce02fe2</link>
      <description>
        <![CDATA[<p>When Jørgen Vig Knudstorp became CEO of the LEGO Group in 2004, the company was on the verge of ruin. Sales were falling, debts were piling up, and innovation had slowed to a crawl.</p><p><br></p><p>What happened over the following decade has been called the greatest turnaround in corporate history. </p><p><br></p><p>Among key takeaways in this episode, discover how Vig Knudstorp split the company’s recovery into three manageable chapters; why he believes in the power of “paradoxical leadership”; and why the LEGO Group we know today is more like a forest than a manicured garden.</p><p><br></p><p>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><br></p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>When Jørgen Vig Knudstorp became CEO of the LEGO Group in 2004, the company was on the verge of ruin. Sales were falling, debts were piling up, and innovation had slowed to a crawl.</p><p><br></p><p>What happened over the following decade has been called the greatest turnaround in corporate history. </p><p><br></p><p>Among key takeaways in this episode, discover how Vig Knudstorp split the company’s recovery into three manageable chapters; why he believes in the power of “paradoxical leadership”; and why the LEGO Group we know today is more like a forest than a manicured garden.</p><p><br></p><p>—————————</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><br></p>]]>
      </content:encoded>
      <pubDate>Thu, 17 Jun 2021 09:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/cce02fe2/1643ef28.mp3" length="27593428" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>2291</itunes:duration>
      <itunes:summary>When Jørgen Vig Knudstorp became CEO of the LEGO Group in 2004, the company was on the verge of ruin. Sales were falling, debts were piling up, and innovation had slowed to a crawl.What happened over the following decade has been called the greatest turnaround in corporate history. Among key takeaways in this episode, discover how Vig Knudstorp split the company’s recovery into three manageable chapters; why he believes in the power of “paradoxical leadership”; and why the LEGO Group we know today is more like a forest than a manicured garden.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>When Jørgen Vig Knudstorp became CEO of the LEGO Group in 2004, the company was on the verge of ruin. Sales were falling, debts were piling up, and innovation had slowed to a crawl.What happened over the following decade has been called the greatest turna</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
    </item>
    <item>
      <title>Alexis Nasard</title>
      <itunes:episode>3</itunes:episode>
      <podcast:episode>3</podcast:episode>
      <itunes:title>Alexis Nasard</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/75bde7a0</link>
      <description>
        <![CDATA[<p>Alexis Nasard likes to express himself openly and with a minimum of jargon. It’s a skill that he developed early in his career, as he rose through the ranks at Procter &amp; Gamble - and which later enabled him to thrive as Global Chief Marketing Officer of Heineken and then CEO of Bata Shoes. </p><p><br></p><p>Nasard’s gift for communication is one of the reasons he’s known in the industry as a “brand master”. And, as Jean-François Manzoni discovers, it also makes him an unusually forthright interviewee - sharing valuable insights and learnings from a career that spans four decades and multiple categories.</p><p><br></p><p>Among key takeaways in this episode: discover why corporate communications should be like olive oil; why 95% of PowerPoint slides can be done away with; and why every leader should strive for intellectual humility.</p><p><br></p><p>----------</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Alexis Nasard likes to express himself openly and with a minimum of jargon. It’s a skill that he developed early in his career, as he rose through the ranks at Procter &amp; Gamble - and which later enabled him to thrive as Global Chief Marketing Officer of Heineken and then CEO of Bata Shoes. </p><p><br></p><p>Nasard’s gift for communication is one of the reasons he’s known in the industry as a “brand master”. And, as Jean-François Manzoni discovers, it also makes him an unusually forthright interviewee - sharing valuable insights and learnings from a career that spans four decades and multiple categories.</p><p><br></p><p>Among key takeaways in this episode: discover why corporate communications should be like olive oil; why 95% of PowerPoint slides can be done away with; and why every leader should strive for intellectual humility.</p><p><br></p><p>----------</p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p>]]>
      </content:encoded>
      <pubDate>Wed, 02 Jun 2021 23:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:author>IMD</itunes:author>
      <itunes:duration>1909</itunes:duration>
      <itunes:summary>Alexis Nasard likes to express himself openly and with a minimum of jargon. It’s a skill that he developed early in his career, as he rose through the ranks at Procter &amp;amp; Gamble - and which later enabled him to thrive as Global Chief Marketing Officer of Heineken and then CEO of Bata Shoes. Nasard’s gift for communication is one of the reasons he’s known in the industry as a “brand master”. And, as Jean-François Manzoni discovers, it also makes him an unusually forthright interviewee - sharing valuable insights and learnings from a career that spans four decades and multiple categories.Among key takeaways in this episode: discover why corporate communications should be like olive oil; why 95% of PowerPoint slides can be done away with; and why every leader should strive for intellectual humility.----------Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>Alexis Nasard likes to express himself openly and with a minimum of jargon. It’s a skill that he developed early in his career, as he rose through the ranks at Procter &amp;amp; Gamble - and which later enabled him to thrive as Global Chief Marketing Officer </itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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      <title>Ilham Kadri</title>
      <itunes:episode>2</itunes:episode>
      <podcast:episode>2</podcast:episode>
      <itunes:title>Ilham Kadri</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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        <![CDATA[<p>From a distance, Ilham Kadri might seem like an intimidating figure. She’s the CEO of Solvay, a multibillion-dollar chemicals company. She was recently named by Fortune Magazine as one of the most powerful women in business. And she has a track record for making tough decisions at the top.</p><p><br></p><p>But, as she reveals to Jean-François Manzoni in this candid conversation, her leadership style is actually informed by a commitment to listening - and to giving back. And the changes she’s made at Solvay are already <a href="https://iby.imd.org/videos/how-to-embed-diversity-in-the-heart-of-your-companys-purpose/">putting this into practise</a>.</p><p><br></p><p>Among key takeaways in this episode, discover how Kadri’s upbringing in Morocco has influenced her approach to sustainability, why she sees vulnerability as a strength, and why Covid-19 should be a wake up call for businesses everywhere.</p><p><br></p><p><b>----------</b></p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><b><br></b><br></p>]]>
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        <![CDATA[<p>From a distance, Ilham Kadri might seem like an intimidating figure. She’s the CEO of Solvay, a multibillion-dollar chemicals company. She was recently named by Fortune Magazine as one of the most powerful women in business. And she has a track record for making tough decisions at the top.</p><p><br></p><p>But, as she reveals to Jean-François Manzoni in this candid conversation, her leadership style is actually informed by a commitment to listening - and to giving back. And the changes she’s made at Solvay are already <a href="https://iby.imd.org/videos/how-to-embed-diversity-in-the-heart-of-your-companys-purpose/">putting this into practise</a>.</p><p><br></p><p>Among key takeaways in this episode, discover how Kadri’s upbringing in Morocco has influenced her approach to sustainability, why she sees vulnerability as a strength, and why Covid-19 should be a wake up call for businesses everywhere.</p><p><br></p><p><b>----------</b></p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><b><br></b><br></p>]]>
      </content:encoded>
      <pubDate>Thu, 20 May 2021 01:00:00 +0000</pubDate>
      <author>IMD</author>
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      <itunes:author>IMD</itunes:author>
      <itunes:duration>1745</itunes:duration>
      <itunes:summary>From a distance, Ilham Kadri might seem like an intimidating figure. She’s the CEO of Solvay, a multibillion-dollar chemicals company. She was recently named by Fortune Magazine as one of the most powerful women in business. And she has a track record for making tough decisions at the top.But, as she reveals to Jean-François Manzoni in this candid conversation, her leadership style is actually informed by a commitment to listening - and to giving back. And the changes she’s made at Solvay are already putting this into practise.Among key takeaways in this episode, discover how Kadri’s upbringing in Morocco has influenced her approach to sustainability, why she sees vulnerability as a strength, and why Covid-19 should be a wake up call for businesses everywhere.----------Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>From a distance, Ilham Kadri might seem like an intimidating figure. She’s the CEO of Solvay, a multibillion-dollar chemicals company. She was recently named by Fortune Magazine as one of the most powerful women in business. And she has a track record for</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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    <item>
      <title>Jordy Kool</title>
      <itunes:episode>1</itunes:episode>
      <podcast:episode>1</podcast:episode>
      <itunes:title>Jordy Kool</itunes:title>
      <itunes:episodeType>full</itunes:episodeType>
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      <link>https://share.transistor.fm/s/24604831</link>
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        <![CDATA[<p>Jordy Kool’s CV is a page-turner. From a stint in an elite military unit, to an award-winning tenure as CEO of the Infotheek Group, and then a mid-career reinvention as a mentor and investor -- it runs long on adventure and short on predictability.</p><p><br></p><p>But, as he tells Jean-François Manzoni in this wide-ranging conversation, his success has been built on a few simple principles.</p><p><br></p><p>Among key takeaways in this episode, discover how Kool’s military training has shaped his decision making in business; his time-management tricks when pursuing several projects at once; and the calculus he uses to decide when it’s time to sell a company.</p><p><br></p><p><b>----------</b></p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><br><br></p>]]>
      </description>
      <content:encoded>
        <![CDATA[<p>Jordy Kool’s CV is a page-turner. From a stint in an elite military unit, to an award-winning tenure as CEO of the Infotheek Group, and then a mid-career reinvention as a mentor and investor -- it runs long on adventure and short on predictability.</p><p><br></p><p>But, as he tells Jean-François Manzoni in this wide-ranging conversation, his success has been built on a few simple principles.</p><p><br></p><p>Among key takeaways in this episode, discover how Kool’s military training has shaped his decision making in business; his time-management tricks when pursuing several projects at once; and the calculus he uses to decide when it’s time to sell a company.</p><p><br></p><p><b>----------</b></p><p><br></p><p><b>Links:</b></p><p><br></p><p>Read our new magazine, I by IMD, <a href="https://www.ibyimd.org/">here</a>.</p><p><br></p><p>Discover IMD's leadership programmes <a href="https://www.imd.org/category-leadership-programs/">here</a>.</p><p><br><br></p>]]>
      </content:encoded>
      <pubDate>Wed, 05 May 2021 22:00:00 +0000</pubDate>
      <author>IMD</author>
      <enclosure url="https://media.transistor.fm/24604831/51bccca3.mp3" length="21309108" type="audio/mpeg"/>
      <itunes:author>IMD</itunes:author>
      <itunes:duration>1770</itunes:duration>
      <itunes:summary>Jordy Kool’s CV is a page-turner. From a stint in an elite military unit, to an award-winning tenure as CEO of the Infotheek Group, and then a mid-career reinvention as a mentor and investor -- it runs long on adventure and short on predictability.But, as he tells Jean-François Manzoni in this wide-ranging conversation, his success has been built on a few simple principles.Among key takeaways in this episode, discover how Kool’s military training has shaped his decision making in business; his time-management tricks when pursuing several projects at once; and the calculus he uses to decide when it’s time to sell a company.----------Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.</itunes:summary>
      <itunes:subtitle>Jordy Kool’s CV is a page-turner. From a stint in an elite military unit, to an award-winning tenure as CEO of the Infotheek Group, and then a mid-career reinvention as a mentor and investor -- it runs long on adventure and short on predictability.But, as</itunes:subtitle>
      <itunes:keywords></itunes:keywords>
      <itunes:explicit>No</itunes:explicit>
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