2025高管发展的商业影响衡量实践指南

A practical guide Johanna LeppavirtaHead of Impact, IMDCertified ROI Professional Contents 01Executive summary6 02Executive education: the need for greater accountability8 03Measuring what matters, and why it matters12 04The ROI Methodology®: A structured, rigorous approachto impact assessment4.1 Plan for results4.2 Make measurement feasible4.3 Make it matter4.4 Make it stick4.5 Analyze the data and tell the story161920212836 05Conclusion and next steps38 Real learning, real impact Why do leaders and organizations come to institutionslike the International Institute for ManagementDevelopment (IMD)? When I talk to our clients, themessage is consistent and it’s clear: they are lookingfor substantial and sustained impact on their senior orhigh-potential leaders, and their long-term businessoutcomes. Our clients are exacting. They are notinterested in a quick burst of energy and enthusiasm,in short-term good intentions, or a temporary shift inbehaviors that all too quickly revert to business asusual. They come to us looking for deep developmentof their leaders who will drive high-impacttransformation in their organizations. the full organizational and business value of theprograms that we design and deliver. To this end, wehave created a dedicated impact team, led today byour Head of Impact, Dr. Johanna Leppävirta. Our teamis focused on instituting the right approach and toolsto track and capture the true impact of our programson performance. Measuring ROI isn’t just important to IMD. It defineswhat we do. Our motto is “Real Learning, RealImpact.” Defining the impact needed, calibratingthe learning journey to deliver that impact, andsystematically capturing the value created is at thecore of what we offer through our programs forexecutives and organizations. It is what we stand forand who we are as a world-class business school andtrusted learning partner. As our world becomes ever-more complex, and thepace of change and innovation cycles accelerate, Ibelieve that schools like IMD will have an increasinglycritical role in recalibrating organizational capabilities.Organizations will increasingly look to learningpartners to help equip their leaders and decision-makers with the real-world knowledge, skills, andmindsets to manage in a transforming landscape.But promises aren’t enough. Learning partnersmust be able to demonstrate that their programsfor executives – programs that cost organizationstime and money – deliver the outcomes that clientsneed. Learning partners must be accountable interms of demonstrable impact – and return on theconsiderable investment that our clients make. Traditionally, measuring impact has been an imprecisescience; predominantly focused on subjective andself-reported data, with all of the insights but alsolimitations that this kind of data affords. Since 2016,IMD has worked consistently to develop new ways ofcapturing impact data and analytics that demonstrate Misiek Piskorski Dean of Executive EducationProfessor of Digital Strategy,Analytics, and Innovation Executivesummary Deploying this framework ensures that the relevantdata is collected via effective processes at criticalinflection points to measure outcomes and calculatereturn on investment; learning goals, content, andpedagogy are seamlessly aligned to qualitative andquantitative business impact and outcomes. Globally, investment in leadership and organizationalcapability development is increasing by more than12% year over year as firms increasingly look tolearning partners to drive and sustain growth andcompetitiveness. Yet, even as organizations spend more on executiveeducation, the actual return on investment is oftenless than clear. Traditionally, we have assessed theimpact of programs through self-reported measuresof learning satisfaction or learning goals achieved.However, to understand the real impact of executiveprograms on business outcomes, learning providersand organizations must enact more stringent andrigorous evaluation processes, and do so acrossdifferent levels of impact and at key post-programtouchpoints. Calculating the return on investment iscritical to justifying the spend in terms of time andcosts. The report concludes with a set of recommendationsfor chief human resources officers (CHROs), humanresources (HR), heads of talent, heads of learning anddevelopment (L&D), and chief revenue officers. These recommendations include: •Identifying learning partners who add value byhelping articulate business needs and goals anddefine the desired business impact.•Insisting on having clear data collection plans andprotocols.•Seeking out learning partners who proactivelyand effectively measure impact.•Prioritizing program evaluation and impactmeasurement across all learning interventions. This report outlines the current global contextand the need for greater accountability in impactevaluation and assessment in executive education.The report also showcases IMD’s approach toassessment in executive ed