Magzter Gold (Sitewide Promotion)

Magzter Gold (Sitewide Promotion)

Digital Delivery

I by IMD March 1st, 2023 Digital Back Issue Cover

I by IMD 09. March 2023 (Digital)

(Write a Review)

Single Digital Issue

09. March 2023

$20.00

Powered By Zinio

Zinio

Satisfaction Guaranteed

Instant Start

Subscribe Instead

1 Year Subscription

4 digital issues

$80.00

($20.00/issue)

Go to Subscription

View Subscription Options

Also available on ZINIO Unlimited logo

Get unlimited access to I by IMD (Digital) + Back Issues & 5000+ other magazines

1-month free trial

Renews at $8.99/month after trial.
Cancel anytime.

Get unlimited access to I by IMD (Digital) + Back Issues & 5000+ other magazines. Renews at just $8.99/month after trial. Cancel anytime.

Start Trial Learn more

33 Articles

Making sense of the turmoil

The theorist Karl Weick contends that a fundamental task of organizing is to "make sense" of the environments that we are embedded in. How then to make sense when we are suspended in, as my colleague David Bach calls it, "vectors of turbulence" - wars, pandemics, climate crisis, and large-scale discontent? One answer, as we examine in this of issue I by IMD, is for leaders to cultivate a diverse set of what I would call "environmental sensors" as they deal with what is sometimes called the polycrisis around us. The renowned American futurist Peter Schwartz advises us to connect to people who have "their fingers on the pulse of change". Simone Menne and Sunnie Groeneveld recommend that boards - which currently have an average age of just over 57…

Making sense of the turmoil

The permanence paradox: why shareholder value always wins (No matter who your biggest investor is)

The years since the 2008 financial crisis have seen two paradoxical trends in the American stock market. On the one hand, index fund managers BlackRock, Vanguard, and State Street have rapidly grown to become the largest shareholders in corporate America, collectively owning roughly 22% of the S&P 500. These "permanent universal owners" could be a potent force for enabling corporations to take a long-term perspective, investing in their workers, aggressively reducing their carbon emissions, and building enterprises to last. Yet the mid-2000s also saw a spike in hedge fund activism aimed at maximizing share price immediately. Activism leapt just in time for the 2008 financial crisis and has not ebbed since, reaching such stalwarts as Coca-Cola and Procter & Gamble. In any given year, 200 companies face a hedge fund…

The permanence paradox: why shareholder value always wins (No matter who your biggest investor is)

How to fight through economic temples of doom

Popularized by economic historian Adam Tooze, the term polycrisis seemed to capture the Zeitgeist in 2022 and was promptly chosen by Collins Dictionary as their word of the year. Others have questioned the value of the concept; if it merely means "multiple crises", then it adds little. However, the turbulence leaders are experiencing is not just several crises hitting at once. Rather, we are witnessing multiple distinct forces interacting and mutually reinforcing one another. I call them vectors of turbulence. For instance, Russia's invasion of Ukraine has further exacerbated inflation. Combined with lessons from the COVID-19 pandemic and threats to Taiwan by an increasingly belligerent China, the invasion has fueled government and business efforts to reduce foreign dependencies. This, in turn, could further add to inflation. "Cost of living" is…

How to fight through economic temples of doom

The level of uncertainty is as great as I've seen in 50 years

Tackling a polycrisis First came the COVID-19 pandemic, millions of deaths and the most traumatic disruption of supply chains in the modern era of globalization. Then came Russia’s invasion of Ukraine, the food and energy crises, and the return of rampant inflation. Only last month, the US shot down a suspected Chinese spy balloon over the waters of South Carolina – the latest snapshot in a real-life movie of rising US-China tensions. If you can conclude anything about the last three years, it is that they have brought upheaval and uncertainty on a level that few of today’s business leaders have ever witnessed. With no sign that these deeply unsettling trends will subside, one question looms large in the boardrooms of companies the world over: how do we plan for…

The level of uncertainty is as great as I've seen in 50 years

Times change but the principles remain the same

Scenario planning is a valuable tool for strategy development and strategy testing. Peter Schwartz's groundbreaking book The Art of the Long View remains the go-to guide on how to do it. The classic text, filled with practical advice and piercing insight, remains as relevant today as it was when first published in 1991. Scenario planning is not about predicting the future but rather challenging yourself and your organization to develop a point of view about which external factors truly matter and how they could impact you. In these turbulent times, it can feel like we need entirely new approaches; that everything is new. Yet, The Art of the Long View reminds us that companies and their leaders have always had to contend with uncertainty, and that the amount of uncertainty…

Times change but the principles remain the same

Activists are not the enemy, so let's work together

We are being poisoned, the Indigenous communities told me upon my arrival at the huge Sudcam rubber plantations in Cameroon, central Africa. "Our forests are gone," they said. "Everything we used to live off is gone. What will we do now?" The plantations belong to Singapore-based Halcyon Agri, the world's largest natural rubber supplier. The 2019 visit was part of my investigation into the company's supply chain for my former employer, Mighty Earth, a global advocacy organization working to defend the environment. As I crossed back roads and hiked forest trails in Cameroon, I observed extensive deforestation, loss of biodiversity, and the destruction of culturally significant indigenous land - all caused by the plantations. But I also saw an opportunity: to go beyond naming and shaming Halcyon to help the…

Activists are not the enemy, so let's work together

5 ways to engage with activists

1. NEGOTIATE WITH AUTHORITY There’s nothing more frustrating for NGOs than sitting across the negotiating table from young staffers lacking any real authority. It slows down the whole process of engagement as they need to take things up the corporate hierarchy and seek approval on everything. The temptation for us in such a situation is to end the negotiation and make our findings public in ever more aggressive ways. So, for things to be decided quickly, my advice to companies is to delegate to executives who actually have the power to negotiate. 2. BRING EXPERTISE TO THE TABLE It is equally important to bring people to the table who have a strong grasp of the issues that need to be addressed – people who have some knowledge of sustainability in…

Constructive disharmony: why youth and experience can be the perfect solution

If you've ever attended an annual general meeting, the likelihood is that the supervisory board sitting on the stage was made up of older men in suits. Yet as investors' calls for greater board diversity grow louder, one overlooked aspect is now coming under the spotlight: age. Over the past 20 years, boards have increasingly had to handle new topics - from ESG to cybersecurity and digitalization - and are expected to have more controversial discussions that could lead to constructive solutions. If everybody on the board looks - and thinks - the same, it won't be able to fulfill its mandate to confront the challenges of the future. There are some positive trends. The 2022 US Spencer Stuart Board Index found that many boards were considering how to achieve…

Constructive disharmony: why youth and experience can be the perfect solution

Younger people represent the future, they must have a place at the table

As organizations face the pressing challenge of navigating multiple interconnected and interdependent crises, the positive value of diversity in the boardroom is becoming increasingly evident. However, while companies have made progress in promoting gender diversity on their boards – or have at least made earnest statements of intent – appointing more youthful board members remains an underutilized opportunity. The average age of a non-executive director in the FTSE 100 last year was 59.9, according to executive search firm Spencer Stuart. The average age of a chairperson was 65. In today’s volatile, uncertain, complex, and ambiguous business climate, I believe those companies are missing a trick. With the velocity of change in business and society increasing at an exponential rate, boards need to spend less time looking backwards, and more time…

Younger people represent the future, they must have a place at the table

Dear guests, a polite request… Let's not whine and dine

Lately I have been struggling with the growing incivility of some of my dinner guests. For years, I’ve invited people around to talk about the many things we need to understand better in today’s world. But recently, I’ve found that voices are raised more easily and there is less willingness to listen to an opposing view. These are people from diverse backgrounds who are obviously smart and almost always well-read. But they seem increasingly to believe the other side is completely wrong. Instead of thinking this is someone who’s a friend of a friend, and maybe there’s a good reason he or she thinks the way they do, they set about trying to shout them down. Whatever the issue, and whatever the approach, I’m seeing an intolerance far greater than…

Dear guests, a polite request… Let's not whine and dine

Plagued by workers demanding more? There's no miracle cure, but here's what you can do

In his monumental 1,344-page book The World: A Family History, the British historian Simon Sebag Montefiore records the mortality rates from the bubonic plague in the 14th century. In England, half the population died. In Venice, 75% perished. In parts of Egypt, the figure reached 98%. The survivors were in demand. "The wool-processing workshops of Italy and Flanders, England, and France were short of workers," Sebag Montefiore writes. Wages went up. "Workers formed guilds. The new confidence felt by ordinary people empowered them to launch a spate of peasant revolts." The COVID-19 pandemic through which we have lived - and are still living - has brought its own destruction. By the beginning of 2023, 6.8 million people worldwide had died of the virus, according to the World Health Organization. That…

Plagued by workers demanding more? There's no miracle cure, but here's what you can do

It can be an uphill slog, but we're riding through the storms together

No plan survives first contact with the enemy, or so the military maxim goes. The same is increasingly true in business. If the past three years of turmoil have taught us leaders anything, it’s that business success isn’t necessarily about having a fantastic plan: it’s about how you respond when things don’t go according to plan. Facing the combined threat of economic pressures and geopolitical tensions, what counts today is your ability to set up a business that may have marginally greater costs yet is able to respond very quickly to things that you didn’t anticipate, like a pandemic, a war, or Brexit. I’ve been writing business plans for 20 years at Brompton, and I can tell you that we have never once delivered what we planned to. But pressure…

It can be an uphill slog, but we're riding through the storms together

The life cycle of Brompton

1975 Andrew Ritchie was a young engineer who believed in a better way to move around the city. In the bedroom of his flat overlooking the Brompton Oratory, he invented a bike with an ingenious three-part fold: a vehicle that transformed into a small package and could go anywhere. Over the next decade, Ritchie obsessively honed his invention. He worked in a small, rented workshop at a local engineering company and made each bike to order. 1987 After years struggling to find financial backing, Julian Vereker, a Brompton owner and founder of Naim Audio, steps in to help. The Brompton folding bike wins the coveted Best Product Award at the Cyclex Bike Show in London. Bikes are built at the rate of 60 a month at the first Brompton factory…

The life cycle of Brompton

IQuote 10 PEARLS OF WISDOM FOR DEALING WITH A CRISIS

When preparing for crises, it is instructive to recall that Noah started building the Ark before it started to rain. Norman Augustine, former President and CEO of Lockheed Martin (Augustine’s Laws, 1986) Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them. Andrew Grove, founder of Intel (Esquire, 2000) The greatest danger in times of turbulence is not the turbulence. It is to act with yesterday’s logic. Peter Drucker, educator and business philosopher (Managing in Turbulent Times, 1980) A ship in a harbor is safe, but this is not what ships are for. Unknown In the moment of crisis, the wise build bridges and the foolish build dams. Nigerian proverb Every crisis has both its dangers and its opportunities. Each can spell either salvation…

Listen, learn, and engage: the softer face of Rio Tinto

In recent years, companies have come under mounting pressure to embrace a more stakeholder-focused model of capitalism that places value on the longer-term interests of employees, communities, and civil society, breaking with a long tradition of shareholder primacy. The resulting balancing act between delivering profits and meeting responsibilities to society and the environment is no mean feat, and requires business leaders to understand the needs, interests, and expectations of a diverse array of stakeholders if they are to have any hope of achieving that balance. Listening may be the key. In essence, that is my role as Chief Legal Officer, Governance and Corporate Affairs at mining group Rio Tinto. Whether it’s engaging with governments and civil society groups, which are pushing us to provide materials the world needs in a…

Listen, learn, and engage: the softer face of Rio Tinto

Six books to empower you in times of trouble

The Power of Now Eckhart Tolle Published nearly 20 years ago, The Power of Now remains one of the most important books for helping people to deal with stress in highly uncertain times. It was a life-changing book for me. The premise is that dwelling on the past or being preoccupied with the future is a form of mental insanity as all that’s real is “now”. The past has gone and cannot be changed, so dwelling on it is a waste of resources. And the future is a fantasy as we cannot predict with any certainty what’s going to happen. The here and now is our only reality, and if we are in the now all is usually fine. Most anxieties and fears come from ruminating on the past and/or…

Six books to empower you in times of trouble

Eight ways to focus and get the important stuff done

When Marillyn Hewson took over as chief executive of Lockheed Martin, the world's largest aerospace and defense company, in January 2013 she faced multiple crises at the same time. Cash-strapped governments were cutting defense spending while newer competitors were going after the company's market share. Yet Hewson was unfazed. She focused on streamlining operations, investing in new technology, and expanding into international markets to maintain the company's position as a leading industry player. During her seven-year tenure,the company's stock price increased three-fold and she left a record backlog of business upon stepping down. With the world grappling with increasingly interconnected crises, it can be hard for leaders to know where to focus their time and effort. In such situations it can be all too easy to slip into a "headless…

Eight ways to focus and get the important stuff done

How AI will transform strategic thinking in business

Strategic thinking has long been viewed as essential for leaders of organizations. The ability to anticipate and plan for the future, to think critically and creatively about complex problems, and make effective decisions in the face of uncertainty and change is more necessary than ever. These capabilities will be dramatically augmented and magnified by artificial intelligence systems such as ChatGPT. With the ability to process large amounts of data, identify patterns, and make predictions, AI will provide fresh insights and perspectives that were previously unavailable to company executives. This will enable them to make more informed and accurate decisions - and to anticipate and plan for the future more effectively. But it won't replace the human element in strategic thinking, which remains critical. In the near future, I expect to…

How AI will transform strategic thinking in business

Barking up the right tree

Poul Weihrauch, the new CEO of Mars Incorporated, served as the global President of Mars Petcare from 2014 to 2022. During his tenure, the Petcare business more than doubled in size and more than tripled its annual organic growth rate. Petcare also became the largest, and fastest-growing business within Mars, a company more traditionally associated with its confectionery business. Under Weihrauch’s leadership, the company transformed its Petcare division from being largely a traditional pet food business into being a leader in the much broader areas of pet health and pet care. At the core of this transformation was a focus on putting Mars Petcare’s purpose at the core of its strategy and decision making. This was the starting point for this interview, an abridged and edited version of transcripts of…

Barking up the right tree

Chapter and verse on the history of financial disasters

Learning from past mistakes is always good operating procedure. Yet humanity – and the financial sector especially — has never been terribly good at it. As unfortunate as this has been for the wealth of nations, it has had one positive dividend: it has allowed the creation of a repository of literature on financial follies that myself, colleagues, and friends have had the honor of establishing, in the form of small, publicly accessible libraries, each of which is known as “The Library of Mistakes”. The first, and largest, one is in Edinburgh. It is tucked down a cobbled cul-de-sac in the city’s Georgian “New Town”, which was laid out in the latter half of the 18th century amid the intellectual ferment of the Scottish Enlightenment – also a period in…

Chapter and verse on the history of financial disasters

Don't assume the right to win … you need to earn it

Business transformation has become commonplace in the corporate world, especially for incumbents. Pick up an annual report of any large, well-established business and you are bound to see some sort of a transformation underway – be it BMW and Toyota trying to adapt to the collaborative economy by shaping mobility solutions, or shipping companies such as Maersk and MSC shifting their business model from selling capacity to providing end-to-end logistics. But do these incumbents have “the right to win” in the new arena? Our research has shown that while incumbents believe that the answer is a solid yes, it is rarely so straightforward. Incumbents simply assume that they have a right to win based on their historic success, brand strength, high quality products and services, and deep pockets. They feel…

Don't assume the right to win … you need to earn it

Danone CEO: '80% right immediately is better than 100% late'

CEO dialogue Antoine de Saint-Affrique is a man who doesn’t let himself, his employees, or his investors get too comfortable. Since taking the helm at French food and nutrition company Danone in September 2021, the 58-year-old executive has delivered some uncomfortable truths, clearly calling out the company’s underperformance compared to peers in the past, while being confident that Danone is operating in the right categories and has what it takes to win. “We took stock of where the company was; we were very open to the market and quite uncompromising on the good, the bad, and the ugly,” said Saint-Affrique. “Was it comfortable for everyone? Certainly not. Was it freeing for the organization? Certainly, yes.” Speaking the truth is an integral part of Saint-Affrique's leadership style. His direct approach paid…

Danone CEO: '80% right immediately is better than 100% late'

Gauging the pressure Four ways to drive smoothly through the toughest conversations

Have you ever found yourself in critical meetings that suddenly got stuck and, despite the many communication tools that you have learned over time, you felt unable to restore the flow? Have you experienced an important video call that got heated and led to poor decisions and yet it was only afterwards that you realized what you could have said to avert this outcome? Perhaps you led a meeting that you thought was going well, but where people hesitated to come to an agreement on a way forward until, exasperated, you pushed them to fruitlessly commit? What these situations have in common is a sense of confusion, a difficulty in making sense of what is happening and, therefore, an inability to take appropriate actions. Why is this? Very often, important…

Gauging the pressure Four ways to drive smoothly through the toughest conversations

The ins and outs of good breathing and better communication

Born with a cleft palate, Robin De Haas had a speech impediment so severe that he could pronounce neither consonants nor vowels. Bullied and beaten at school, by the tender age of eight he thought about ending his life. Thirty years later, he is a vocal coach to the stars. He works all over the world training singers, both classical and pop, and senior executives on how to better coordinate their breathing muscles to create optimal sounds. So how did he get there? The game changer for De Haas came when he realized that overcoming his own challenges could be a way to help others. “This research into my voice became a sense of, ‘How can I help others shine?’ And when I do that, whether it be with an…

The ins and outs of good breathing and better communication

Breathing exercises for executives

To optimize your voice, it’s important to allow every part of the breathing mechanism to move, including the individual muscles in the rib cage. You need to focus on exhaling comfortably and completely in order to maintain the mobility of the breathing apparatus and calm the nervous system. While we might all be tempted to take a big breath before launching into a speech, paradoxically breathing in calmly when you speak leads to a better sound. What executives should be aiming for is “minimum effort, maximum efficiency”. Here are a couple of things to try: Before taking the stage or beginning a difficult conversation, lie on your back and focus on a complete exhale, without unduly tensing any muscle group. Do this for as long as is comfortable and follow…

Our current approach is just not sustainable

Sustainability – as usually packaged by regulators, the media, and business schools – combines environmental, social, and economic objectives. The complex interplay of all three is seen to be both achievable and desirable. But this is based on three questionable beliefs. The first is that being sustainable can go hand in hand with being profitable. But it is hard, if not impossible, to find a sound business model that does not transfer the costs of sustainability to external stakeholders, be they customers or shareholders. The second is that stock markets reward sustainability and environmental friendliness. However, there is ongoing debate about what’s behind the observable premium at which sustainable companies trade, and a sustainability bubble exists in which returns are driven by investor demand, not by fundamental changes in company…

Our current approach is just not sustainable

How the finance sector can become a force for good

The climate challenge should be viewed as an opportunity for the financial industry. After being on the wrong side of history in the financial crisis, it can now redeem itself by being a force for good, and even prospering, in the face of the energy transition. To be sure, this is a tall order. When sustainability is in the frame, public opinion tends to depict investors and financiers as accomplices and authors of greenwashing rather than allies of the energy transition. What is needed for this to change and for the opportunity to be seized? First, it is important to reassess the power of finance. It can be a force for good but is not omnipotent. The financial sector can provide important funding, but capital markets can often be bypassed,…

How the finance sector can become a force for good

Short-term gains will destroy us all in the long run

For more than three decades, governments, companies, institutions and other organizations of all sizes and hues have talked about sustainability. Many have adopted targets based on environmental, social and governance (ESG) factors. A growing number have pledged ambitions to become carbon neutral by 2050 or sooner. I am not alone in saying that none of this is enough to meet the challenges that confront us. If we wait for most organizations to recognize that we are on the wrong path, major emergencies will continue piling up and produce huge suffering, which the most vulnerable people are already enduring. If organizations around the world are serious about creating equitable well-being and restoring the health of the biosphere, they need to become regenerative. That means going much deeper and further. It means…

Short-term gains will destroy us all in the long run

Who says size doesn't matter?

You may run or own a small or medium-sized business. You are very likely aware that sustainability reporting has become a topic of intense focus in the business world. You may also think it doesn't apply to a business of your size. But that's where you would be mistaken. To be sure, mandatory sustainability reporting based on the latest EU regulation will only apply to roughly 50,000 large companies out of over 30 million European enterprises. This may come as a relief to non-listed small and medium-sized companies (SMEs), which account for 99.8% of all companies in the EU. The US Securities and Exchange Commission (SEC) and the IFRS Foundation have also announced that for now all non-listed SMEs are out of the scope of mandatory sustainability reporting. But this…

Who says size doesn't matter?

ESG is neither 'woke capitalism' nor the same as sustainability

Almost every company has by now adopted some core ESG principles, which means that they consider, measure, and report the environmental, social, and governance aspects of their business alongside financial considerations. In fact, ESG has become so omnipresent that many companies use the term to cover all their sustainability-related activities. Yet while it has become common practice to use the terms interchangeably, there are some good reasons to distinguish between ESG and sustainability. Have you ever wondered why ESG has conquered the business world at the speed of light? A key reason can be seen in the emergence of investors in the sustainability community. Investors now increasingly consider a company’s ESG characteristics, alongside its financial attributes, when deciding whether or not to invest in it. So, ESG is first and…

ESG is neither 'woke capitalism' nor the same as sustainability

ESG investment approaches

In its most simplified form, ESG can be seen as negative screening, which means not investing in so-called sin stocks, the shares of companies involved in the production of weapons, alcohol, tobacco, gaming, and fossil fuels such as coal, gas or oil It can also take the form of norms-based screening, the exclusion of companies that violate some set of norms, such as the 10 Principles of the UN Global Compact. Investors may alternatively adopt a “best-in-class” or positive screening approach by selecting companies with an especially strong ESG performance compared with their industry peers. Or finally, they might apply an ESG integration strategy in which all ESG risks and opportunities are included in the investment analysis and decision-making process.…

Has AI put us on the brink of a search engine revolution?

There is seemingly endless speculation about ChatGPT and how it's "destroying" writing. If you haven't tried it, you should. It's basically an AI-based writing assistant that can help you to generate content on any topic. Ask any question, and you'll receive a composed answer - whether it be a short paragraph or a long essay, the choice is yours. Alphabet, the parent company of Google, must be thinking that it can't let this become its "Kodak moment": ChatGPT must not be allowed to replace the money-making machine that is the Google search engine. Meanwhile, Microsoft must be thinking that ChatGPT - in which it has invested billions of dollars better not go the way of Siri, a cute invention that the public seemed at first to love but which ultimately…

Has AI put us on the brink of a search engine revolution?

Inclusion and diversity Coming in June

Leading is an inclusive business these days. Long gone are the days of top-down management from the C-suite. Truly effective leaders must develop and hone skills that allow them to attract, develop, and retain a diverse set of people; taking into account race, gender, and sexual identity and lifestyles while using humility and inquisitiveness as guiding stars. In the June issue of I by IMD, we examine how leaders can create inclusive pluralistic organizations that are resilient in turbulent times. In the meantime, join us online daily at ibyimd.org, where you will find articles, videos, podcasts, and learning exercises that will spark conversation and help you and your teams to excel.…

Inclusion and diversity Coming in June

In This Issue

Description

Details

Reviews

Recent Digital Issues Browse all

Recent I by IMD Digital Issues Browse all back issues

I by IMD (Digital) Subscription September 1st, 2023 Issue

I by IMD (Digital) 11. September 2023: $20.00

I by IMD (Digital) Subscription June 1st, 2023 Issue

I by IMD (Digital) 10. June 2023: $20.00

I by IMD (Digital) Subscription March 1st, 2023 Issue

I by IMD (Digital) 09. March 2023: $20.00

I by IMD (Digital) Subscription December 1st, 2022 Issue

I by IMD (Digital) 4/2022: $20.00

I by IMD (Digital) Subscription March 17th, 2025 Issue

I by IMD (Digital) 17. March 2025: $20.00

I by IMD (Digital) Subscription December 1st, 2024 Issue

I by IMD (Digital) 16. December 2024: $20.00

I by IMD (Digital) Subscription September 1st, 2024 Issue

I by IMD (Digital) 15. September-November 2024: $20.00

I by IMD (Digital) Subscription June 1st, 2024 Issue

I by IMD (Digital) 14. June-August 2024: $20.00

I by IMD (Digital) Subscription March 1st, 2024 Issue

I by IMD (Digital) 13. March 2024: $20.00

I by IMD (Digital) Subscription December 12th, 2023 Issue

I by IMD (Digital) 12. December 2023: $20.00

I by IMD (Digital) Subscription September 1st, 2023 Issue

I by IMD (Digital) 11. September 2023: $20.00

I by IMD (Digital) Subscription June 1st, 2023 Issue

I by IMD (Digital) 10. June 2023: $20.00

I by IMD (Digital) Subscription March 1st, 2023 Issue

I by IMD (Digital) 09. March 2023: $20.00

I by IMD (Digital) Subscription December 1st, 2022 Issue

I by IMD (Digital) 4/2022: $20.00

I by IMD (Digital) Subscription March 17th, 2025 Issue

I by IMD (Digital) 17. March 2025: $20.00

I by IMD (Digital) Subscription December 1st, 2024 Issue

I by IMD (Digital) 16. December 2024: $20.00

I by IMD (Digital) Subscription September 1st, 2024 Issue

I by IMD (Digital) 15. September-November 2024: $20.00

I by IMD (Digital) Subscription June 1st, 2024 Issue

I by IMD (Digital) 14. June-August 2024: $20.00

Reviews

0

0

0

0

0

Ask a Question

Ask a question about this product

Please enter content for the question.

Please enter at least 10 characters.

Your question can not be more than 150 characters.

Please enter your first name and last name.

Only letters allowed for first name and last name.

Please enter your email.

Submit Cancel Processing...

Thank you for your question! Your question has been submitted and will be published soon.

OK

Answer this question

Please enter content for the answer.

Please enter at least 10 characters.

Please enter your first name and last name.

Only letters allowed for first name and last name.

Please enter your email.

Submit Cancel Processing...

Thank you for your answer! Your answer has been submitted and will be published soon.

OK