Today, entrepreneurs, senior management and executives bear responsibility within a challenging balancing act: stability, efficiency and innovation must all be managed simultaneously. Whilst large companies can often draw on specialised units, in many organisations such matters fall directly to senior management. What is therefore needed is a confidential, informed exchange with other decision-makers, experts and the academic community.
The Integrated Management Lab at the Centre for Leadership & Innovation in Society (CLIS-HSG) at the University of St. Gallen offers a long-term platform for this purpose. It combines the latest academic insights with practical experience, an entrepreneurial perspective and social responsibility. This fosters an ongoing dialogue on issues relating to the transformation, resilience and sustainability of organisations.
A key element of the Lab is the Impact Groups. In small, curated groups, a structured and regular exchange takes place on issues for which there is often little scope in day-to-day life. Members contribute their own questions, case studies and experiences, reflect on current challenges and jointly develop practical solutions based on an integrated understanding of management.
This exchange provides impetus for implementation within participants’ own organisations, sharpens their focus on strategic priorities and supports their personal development as leaders. The Impact Groups are professionally facilitated and supplemented with the latest insights from research and international management practice.
“Joint success is achieved when we continually develop and constantly rethink existing approaches – that is what the Integrated Management Lab stands for.”
“We explore how companies can continuously develop, critically examine existing practices and constructively move beyond the status quo – as the foundation for sustainable business success.”
As a member of the Integrated Management Lab, you will benefit from a curated exchange between practice and research within the University of St. Gallen community – with direct relevance to your leadership, transformation and future-oriented challenges.
Strategic reflection
Address key issues beyond day-to-day business – at the interface of strategy, leadership and organisation – in a structured, confidential and practical manner.
Exchange on an equal footing
Regular dialogue in Impact Groups with entrepreneurs, senior management, executives and representatives on the future viability of organisations.
Current academic insights
Access to the latest academic insights, along with their interpretation and application to specific leadership and organisational issues.
Further development of integrated management
Contributing to the further development of a responsibility-oriented and integrated understanding of management – through your own questions, case studies and practical insights.
Visits to partner organisations
On-site insights into selected member organisations – with discussions on specific challenges, potential solutions and effective opportunities for improvement.
Concrete practical application
The Impact Groups provide impetus for decision-making, leadership and change – complemented by current research and international best practices.
A robust network
Building long-term relationships with selected industry partners – for personal exchange, mutual learning and confidential discussions in small groups.
Visibility as a practice partner
A presence within the University of St. Gallen community and positioning as an organisation that actively shapes sustainability, leadership and social responsibility.
Personal and organisational development
Inspiration for one’s own leadership role, the further development of the organisation and personal positioning within the circle of selected practice partners.
This research project is developing a systemic business cycle compass designed to help organisations reflect comprehensively on their sustainable development and actively shape it. The compass integrates different organisational perspectives across key phases of business development.
As an interactive workshop method, it highlights interrelationships, areas of tension and options for action. Teams and high-performing teams can use it to determine their current position, develop shared visions and identify concrete steps towards long-term, sustainable organisational development.
The Future of Industrial Value Creation: From Product Suppliers to Responsible Value Chain Partners
New business system logics balancing competitiveness and social responsibility.
Key question: What new forms of industrial value creation are emerging, how do they combine economic performance with social responsibility, and what requirements does this place on corporate governance?
The Future of Corporate Governance: From Management Process to Intelligent Decision-Making Architecture
A St. Gallen-based thought and knowledge navigator for complex management problems with implications for responsibility.
Key question: How can executives systematically analyse, structure and address complex management situations when uncertainty, dynamism, the complexity of knowledge and the demands of various stakeholders are on the rise?
The Future of the Management System: From Human Leadership to Hybrid Human-Agent Systems
Designing integrated management and accountability architectures in the age of artificial intelligence.
Key question: How is the management system changing – and how is the attribution of responsibility changing – when artificial intelligence no longer functions merely as a tool, but as an active component of management processes and organisational structures?
Coherent and Accountable Organisations: Integrated Management as the Foundation for Long-Term Sustainability
Further development of the St. Gallen management approach for complex and socially embedded organisations.
Key question: How can organisations permanently align their various management dimensions under dynamic environmental conditions, develop them in a sustainable manner, and maintain their legitimacy in the eyes of their stakeholders?
Managing Director
