The New Manwemen-0 ne ofour most trenchant management observers, Henry Mintzberg has reshaped the theory and practice of management. His insights on the nature of managerial work and the pitjhlls ofstrategic planning have inj7uenced some of our best-known business wviters and scholars, as well as successful practitioners around the world. A change leader in both business and academia, he recently launched a radical international partnership to revolutionize management education-and perhaps management itsev The new International Masters Program in Practicing Management links five leading business schools-INSEAD in France, McGilI University in Montreal, Luncaster University in England, Hitotsubashi University in Tokyo, and the Indian Institute of Management in Bangalore.
Rather thanfocusing on functional disciplines such asfinance or marketing, the program is orga- nized around five managerial tasks and mind-sets-the practice of management (the reflective mind-set), managing organizations (the analytic mind-set), managing context (the worldly mindset), managing people (the collaborative mind-set), and managing change (the catalytic mind-set). Each ofthesefive modules is hosted by a dgerent school. IMPM is open only togroups ofmanagers who are sponsored by their company and are considered candidatesfor senior management positions. The program spans 18 months, including 1 1 weeks in classroom settings, one week of managerial exchange with a fellow participant, and ongoing readings and other activities based on participants' actual work.
Mintzberg spoke recently with Leader to Leader about his new model for management training, the future of business and business education, and the folly of traditional management practices.
Leader to Leader: You have said that