Center for Future Readiness

IMD Business School, Switzerland

The Center for Future Readiness at IMD

I teach executive programs at IMD. As the LEGO® Professor of Management and Innovation, I direct the school’s Center for Future Readiness. The mission of the Center is to quantify which organizations are most ready for a changing future. What can we learn from them?

Our Readiness Index measures the degree to which industry incumbents are likely to leap toward new knowledge frontiers.

Every carmaker, for example, is shifting away from the mechanical engineering of the internal combustion engine. They are changing toward building electric vehicles that blend connectivity with self-driving capability based on algorithms. Our index is a composite of proxies that predict an organization’s likelihood to leap.

Within any given sector, whether finance, consumer brands or automotive, we ask questions such “which organisations are most prepared to deal with the changing world?”

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Here are a sample of long form reports. Send us an email if you want more information.

Three Charts That Show How Negative Sentiment Doesn’t Impact the Bottom Line

Three Charts That Show How Negative Sentiment Doesn’t Impact the Bottom Line
Consumer brands love celebrity endorsement. But does this logic of “celebrity transference” still hold in our hyper-connected world today? 

Why Your Best Innovators Are Always Out of Bounds: Just Look at Allbirds

Why Your Best Innovators Are Always Out of Bounds: Just Look at Allbirds
Executives from large companies are always surprised when small start-ups go public. That’s certainly the sentiment for sustainable shoemaker Allbirds.

A New Way of Thinking About Growth Beyond Scale

A New Way of Thinking About Growth Beyond Scale
Every time we see a glimmer of hope, another variant comes along. Just last week, various reports said Toyota was suspending production in Japan. So here's the obvious question. What's the lesson learned from all these supply chain disruptions?

Why Your Company Isn’t Agile: It’s Too Fragile to Sprint

Why Your Company Isn’t Agile: It’s Too Fragile to Sprint
Ron Westrum describes three types of organization. Depending on how many yesses you had, your company probably lies somewhere between the two extremes.

How The Best Forecasters Make Forecasting Redundant

Financial Timing Timing in the financial markets and in business. An old pocket watch and charts from the business section of a newspaper
Seeing what’s next is hard, even when you’re visionary. In strategy planning, managers often look to the past for situations of worst-case scenarios—that is, the most extreme record of past events.

Thinking In Bets As Your Company Scales Innovation

A baby choosing colourful cups
No one can predict innovation despite the eager pundits. They are ones who profess on talk shows without consequences.