Ivan Kurtovic is something of an INSEAD veteran. CEO and Chairman of Croatia’s largest asset management firm, InterCapital Asset Management, Ivan holds no fewer than 18 INSEAD certifications; a function, he says, of his need to continuously navigate change.
Ivan Kurtovic is something of an INSEAD veteran. CEO and Chairman of Croatia’s largest asset management firm, InterCapital Asset Management, Ivan holds no fewer than 18 INSEAD certifications; a function, he says, of his need to continuously navigate change.
“Our world is constantly changing. As organisations and leaders, we have a duty to update our knowledge and understanding of new ideas on an ongoing basis. It’s our role to continue to be reference points for the companies and the people that we lead.”
His INSEAD experience, he says, represents a sequence of “building blocks” that dovetail with his commitment to continuing learning—a commitment that sees him purposefully dedicate time to his personal development each year. Again, he insists, this is a function of “staying relevant as a leader,” and mastering new techniques and frameworks for engaging and empowering the teams that he leads within his organisation.
Over the years, Ivan has broadened his focus from general management programmes at INSEAD to programmes that focus in on some of the specificities around strategy and investing, negotiating and coaching. The draw of INSEAD, he says, ties to the calibre of the School’s faculty and the quality of the peers that engage in each learning experience.
“Coming to Fontainebleau is always a pleasure as well as an opportunity to learn and discover something new.”
The INSEAD International Directors Programme: an eye-opening experience
Taken together, the sum of Ivan’s INSEAD experience has had significant impact on his leadership, he says. As he has moved across the curriculum offerings, delving into coaching programmes in particular, he has come to a deeper and better understanding of himself – a critical element of effective leadership, and “how to best function within a team.”
Most recently, Ivan’s interests have led him towards programmes that offer focused learning and capability development in governance. And in particular, he was drawn to the INSEAD International Directors Programme—a programme that has had something of an eye-opening effect on him.
“As executives, our approach and work is generally more skewed to execution. So what I understood straight away with the IDP programme was the strategic importance of processes in corporate governance: how to best include people, and how to integrate diverse views and perspectives into decision making. The programme really gives you a powerful understanding of the need for effective processes and how to enact them well.”
The programme furnishes its participants with what Ivan describes as a “helicopter view” of what is going on in governance. As a seasoned CEO, his traditional strengths have encompassed leadership, strategy and forging the vision that his company has needed to navigate changing times. IDP, he says, has taken these capabilities a “step further.”
“The programme empowers you to better understand what is happening from a broader perspective—what’s going on across your industry, but also the position that your company occupies in the wider competitive context.”
Then there’s the networking benefit. Completing the International Directors Programme positions participants well for membership of well-established international industry groups such as the International Directors Forum and increasing opportunities to share governance knowledge and expertise.
“The programme is a springboard into the kinds of exchanges with peers and informed conversations between boards and companies around key challenges that I believe will drive better, more sustainable business. IDP attracts a real diversity of high-calibre participants who are either already board members or who aspire to be so. This makes the programme super rich in terms of experience and knowledge, as you share your successes but also your learnings with your peers.”
Keeping an open mind
A common thread within Ivan’s cohort was an attitude of open-mindedness and a willingness to learn, he says. In particular, group simulations –even with seasoned and experienced board members—were great opportunities to learn new approaches: to “practice pausing” before racing into the execution of processes or decision making.
Coming out of the IDP programme, Ivan is committed to making the time to reflect on the learning experience and ponder how new ideas, new trends and new understanding can yield positive impact on his leadership and his organisation. This is an established procedure, he says; something that he has systematically prioritised after each of his INSEAD learning experiences.
“After each INSEAD programme, there is always something to bring back and implement in the workplace, whether it’s a case study or ideas that have surfaced talking to peers and new colleagues.”
This is a practice that he would share and recommend to others thinking of coming to INSEAD. That, he says, and maintaining an open mind prior to the learning experience.
“You will learn so much, not just from INSEAD professors, but also from the brilliant people you will meet within your cohort.”
Featured Programme
