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Jean-Francois Manzoni

Professor of Management Practice


Jean-François Manzoni was a Professor of Management Practice at INSEAD. He is now president of IMD. Jean-François is the founder and director of the LEAP programme (for Leadership Excellence through Awareness and Practice) for senior executives. He also co-directs the International Directors Programme, for members of Boards of Directors, and is directing the launch of a new executive development programme entitled Leading the Business of Sustainability. From 2011 to 2013 he directed the Global Leadership Centre supporting INSEAD’s leadership-related coaching, teaching and research activities throughout the world. 

Jean-François’s research, teaching and consulting activities are focused on leadership, the management of change and the development of high performance organisations.

His work in this area has appeared in a number of articles and books, including The Set-Up To Fail Syndrome: How good managers cause great people to fail (Harvard Business School Press, with Jean-Louis Barsoux), Process Re-engineering, Organizational Change and Performance Improvement (McGraw Hill, with Soumitra Dutta) and Performance Measurement and Management Control: Global Issues (co-edited with Antonio Davila and Marc J. Epstein, Emerald, 2012). 

Prior to (re)joining INSEAD in January 2011, he spent six years at IMD (Lausanne). Prior to that he had spent twelve years on the faculty of INSEAD, where he founded and directed the PwC Research Initiative on High Performance Organisations.

A citizen of Canada and France, Jean-François currently lives in Singapore with his wife Anne and two teenage sons, while two older sons continue their studies in Europe.

Read case studies by Jean-Francois here.

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Stakeholder Strategies Make or Break Sustainable Business

JF. Manzoni, C. Smith, H. Falcão

In an effort to meet sustainability challenges companies are striving to live up to stakeholder expectations.

Leadership & Organisations

The Support-Challenge Tightrope in Board-CEO Interactions

Boards must strike the right balance between supporting chief executives and challenging their performance if the relationship is to deliver the best results for the company.
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