Book Title

14 DEVELOPING MANAGERS V Diffusing the Innovation

Most technologies take twenty years to become an overnight success.


What exactly is the IMPM? A program? A process? A laboratory? A template?

It certainly is a program, the term I have been using all along. And as I quoted Michael Heuser at Lufthansa in the prior chapter, it has certainly been a process, too. But it is more than either of these.

The IMPM has been our laboratory, to develop, test, and integrate a number of innovations in management education. Some we created ourselves; some we borrowed from others; the most important one combines them all: The IMPM may be made up of innovations, but we see it as an innovation.

I believe I speak for my colleagues ...

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