

AI Strategies: From Analytics to Agents

International Institute for Management Development
The International Institute for Management Development — universally known as IMD — was established in Lausanne, Switzerland in 1990 through the merger of two storied institutions: IMEDE, founded in 1957 with the support of Nestlé, and IMI Geneva, founded in 1946 by Alcan. That corporate founding DNA has never left. IMD remains independent, non-profit, and deliberately small, with no undergraduate programs and no large MBA cohorts diluting faculty attention. Its founding conviction — that business schools should serve the practicing manager, not the other way around — continues to define every program design decision the school makes today.Accreditations and RankingsAccreditationsAACSB accreditedEQUIS accreditedAMBA accreditedTriple Crown status (held by fewer than 1% of business schools globally)RankingsFinancial Times Executive Education Open Programs: #1 globally (2023, 2024)Financial Times Executive Education Custom Programs: #1 globally (2023)Financial Times MBA: consistently ranked in top 20 globallyQS Global MBA Rankings: top 30 globally (2024)Bloomberg Businessweek MBA: top international programs tier (2024)Executive Education at a GlanceIMD's executive education offering is, in a meaningful sense, the school itself — it accounts for the majority of the institution's revenue and academic focus, and the Financial Times has ranked its open programs number one in the world multiple times in recent years. The school offers roughly 50 open-enrollment programs annually, alongside a substantial custom program operation serving multinationals including Nestlé, Rolex, and ABB. Open programs range from three-day intensives to flagship multi-week experiences, with durations typically falling between three days and three weeks. Key topic areas include leadership under uncertainty, family business governance, digital business transformation, high-performance boards, and strategic finance. IMD's Program for Executive Development (PED) is arguably its most famous standalone offering — a multi-week residential experience designed for senior managers stepping toward C-suite responsibility. Fees for open programs typically range from CHF 4,000 for shorter modules to CHF 25,000 or more for longer residential programs. A limited number of IMD scholarships exist for exceptional candidates demonstrating financial need or leadership potential.Campus and FacilitiesIMD's campus sits in Lausanne, directly on the north shore of Lake Geneva, with the Alps visible across the water on clear days — a setting that is striking enough to matter without being merely decorative. The campus is deliberately compact: a single interconnected set of buildings housing tiered auditoria, breakout spaces, dining facilities, and residential accommodation, all within walking distance of each other. That physical compactness is a design choice. Participants eat together, debrief in the same corridors, and run into faculty between sessions — a rhythm that accelerates the peer learning that IMD considers central to its methodology. Lausanne itself adds a particular texture: it is the headquarters city of the International Olympic Committee, a hub for global consumer goods companies, and one of Switzerland's most genuinely international cities, making it a naturally rich environment for senior professionals comparing notes across industries and geographies.Faculty and ResearchIMD has a permanent faculty of approximately 50 professors — tiny by the standards of major research universities — and that constraint is intentional. Every faculty member is expected to consult actively with corporations, ensuring that classroom content is continuously tested against live organizational problems. Research strengths with direct relevance to executive participants include family business succession, geopolitical risk and corporate strategy, digital transformation, and leadership resilience. The school hosts the IMD Global Center for Digital Business Transformation (in partnership with Cisco), the IMD Global Family Business Center — one of the world's most respected research bodies in that field — and the IMD Center for Sustainable Finance and Private Wealth. Faculty nationalities span more than 30 countries, and it is not unusual for a single program to involve professors who have recently advised a Fortune 500 board, a Southeast Asian state-owned enterprise, and a European family-controlled conglomerate.Student Body, Alumni, and Career OutcomesIMD's executive education cohorts are among the most internationally diverse of any business school, with participants typically drawn from 40 to 50 nationalities within a single program — a figure that holds up even in shorter open programs, not just the flagship residential experiences. The alumni network spans more than 60,000 individuals in over 100 countries, with particular density in Western Europe, North America, and increasingly Southeast Asia. Alumni are heavily concentrated in senior functional and general management roles at multinationals — Unilever, Nestlé, Novartis, and Julius Baer appear frequently among employer affiliations — as well as in private equity, family offices, and government-linked enterprises. Because IMD does not run large undergraduate or MBA cohorts, the executive education alumni community has an unusually high average seniority level, which makes the network more immediately useful to participants who are already operating at director level or above.
Next Available Cohort
Choose your preferred start date
All-inclusive program fee
Duration
25 days
Format
online
Topic
Data & AI
Language
English
About This Program
Why International Institute for Management Development?
IMD runs one of the smallest, most selective executive education portfolios in the world — and that is precisely the point. Based on the shores of Lake Geneva, the school has built its entire identity around a single question: what does it actually take to develop a leader who performs under real pressure? The answer, refined over decades, is a model that combines unusually small cohorts, faculty who consult actively with global corporations, and a Swiss-precision focus on measurable behavioral change.
Your Profile
- You are a business leader or manager playing a key role in AI strategy and transformation in your organization. You may be leading digital innovation, managing function-level AI initiatives, or contributing to strategic AI decisions and implementation.
- This program builds the strategic fluency needed at any level , with AI-powered advisors that adapt the of frameworks to your specific context, scope of responsibility, and career stage. Whether you’re presenting to a board or scoping your first AI pilot, you’ll develop actionable strategy tailored to your reality.
- The program is designed for business professionals who make or influence strategic decisions about AI , not build AI systems themselves. No technical background is required.
Benefits
- Build AI capabilities that deliver value - Start with customer problems, not technology. Use a diagnostic approach to identify where AI creates real customer value and competitive advantage, applying three distinct strategies beyond efficiency gains.
- Assess your organization’s capabilities - Apply a practical framework to evaluate your data, AI models, and analytics – what you have, what’s missing, how the pieces connect to create value, and where to partner instead of building everything.
- Make smart decisions about autonomy - Use clear criteria to decide when AI should recommend, when it should act with approval, and when it can operate autonomously, matching autonomy to business stakes.
- Scale from pilots to impact - Learn what it takes to build an AI factory and scale AI systematically: how to organize teams, develop talent, reshape roles, and bring your people along the transformation journey.
- Create your transformation roadmap - Work with AI-guided exercises to develop your actual transformation roadmap – the problems you’re solving, the capabilities you need, and how you’ll capture value.
- You and your class - You are a business leader or manager playing a key role in AI strategy and transformation in your organization. You may be leading digital innovation, managing function-level AI initiatives, or contributing to strategic AI decisions and implementation.
What You'll Learn
- Unit 1: AI and Digital Transformation strategy - Identify the core elements of an AI transformation strategy and distinguish between digitization and true transformation, Analyze how leading organizations use data, analytics, and ecosystem partnerships to create customer and business value, Differentiate between descriptive, predictive, and prescriptive analytics and evaluate their impact on value creation, Apply a structured framework to assess your organization’s current analytics and data capabilities, pinpointing gaps and opportunities, Explore how ecosystem thinking and external data sources can enhance your analytics capabilities
- Unit 2: Generative AI and unstructured data - Evaluate the strategic value of different data sources – structured vs. unstructured, first-party, second-party, and third-party, Apply the Data Analytics Cube framework to assess your current practices and identify opportunities to expand them, Compare supervised, unsupervised, and loop learning approaches and determine when each is most effective, Explore how generative AI leverages unstructured data and loop learning to create new business opportunities and challenges
- Unit 3: Implementing AI - Identify the key capabilities needed to build and scale an AI factory, Analyze how leading organizations integrate data, models, analytics, people, and IT to deliver AI at scale, Assess your organization’s readiness and map the steps to move from isolated pilots to systematic, enterprise-wide AI capabilities
- Unit 4: Agentic AI - Understand what agentic AI is and how it differs from traditional AI systems, Analyze real-world examples of agentic AI autonomously pursuing goals, planning actions, and adapting to conditions, Assess where agentic AI could create value in your organization and identify key considerations for responsible implementation
- Unit 5: People and AI - Distinguish between key AI roles – data scientists, ML engineers, AI engineers, and prompt engineers – and identify what capabilities your organization actually needs, Analyze how AI changes existing jobs and assess the likely impact on roles in your organization, Evaluate the challenge of trust calibration: when people should accept AI output versus when they should override it, and design approaches to build appropriate judgment, Clarify accountability when humans and AI share decisions and establish clear ownership for outcomes
Frequently Asked Questions
How to Apply
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Gather your CV, reference letters, and any required test scores. Many EMBA programs waive standardised tests for senior candidates.
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