"The Doctor of Philosophy (DPhil) program from IMCA was instrumental in my establishing a unique consulting practice. It provided me with the knowledge, confidence and network vital to this phase of my career. I commend IMCA's action learning Doctoral programs to all executives and consultants who are serious about boosting their career prospects."

"I registered for a Doctor of Letters degree of membership by explication, with IMCA in 1996 and I completed the work in twelve

months. I had previously obtained a PhD from a leading UK business school and in contrasting the two, I am delighted to recommend the IMCA approach. Here are the reasons why. The PhD approach is designed for career academics and so greater emphasis is placed on the pedigree of the literature (empirical, academic material only) and on the methodology, analysis and findings. As I look back on my PhD thesis it contains 'the right things' but it says little about the potential applications of my work to management practice.

In contrast, IMCA offers an excellent practititioner experience - it leads with strategic challenges at work and it helps you to engage with them. I used my DLitt experience to re-think my career and the professional and academic work that I undertake. I can honestly say that the DLitt process challenged me in so many ways, and it helped me to lay some new foundations for the work that I currently do."

"I enrolled on IMCA's Doctor of Philosophy (DPhil) program in 1998 and completed it in 27 months. As I was on the 'explication route', I was able to use some of my previous research and published work to enhance my doctoral research.

I thoroughly enjoyed this research, especially the action learning approach, analysing my own career, combining research with my current work related challenges in a traditional university, and most importantly, ending up with a practical plan for my future career as well as for future development of the key project I was leading at workplace. IMCA action learning approach is dynamic, challenging (personally, professionally and academically), and above all, extremely useful. Most doctoral theses from traditional universities collect dust in libraries, and hardly read by anyone else. In contrast, IMCA doctoral associates are encouraged to publish the essence of their research and share it with the world. This is a rewarding experience. I used my doctoral research outcomes to publish two 'post-doctoral' articles in a highly respected peer reviewed journal. I also continued my research in the same topic area, and edited a 400-page book which was launched in 2003. I recommend IMCA's action learning doctoral programs to all managers who are serious about boosting their career prospects, being more productive at workplace and thinking about it 'outside the box'."

"As far as my Doctoral activities are concerned, there is a personal challenge, which I feel I need on retiring from full-time working. Professionally, the benefits are not uppermost in my mind.

From SchlumbergerSema's point of view, however, the continuation and expansion of the current programme of Action Learning may be significantly impacted by my findings. Currently, apart from the programme itself, it requires probably a man-year of effort to sell the next programme, in terms of the sellers and the buyers. If the programme were to be expanded, this effort would increase many-fold.

A validated piece of focussed research could reduce this effort to a nominal amount, generating a significant ROI for the organisation, both in terms of the Doctoral work itself and in the subsequent Action Learning projects which could come to fruition as a result."

"At the heart of IMC is the core global commitment to developing more effective managers by action learning.

Consequently therefore, if journeys through IMC's MBA and Doctoral programmes result in managers, significantly adding to the progress of these enterprises, then IMC's purposes and action learning, in my view, can be acknowledged and thoroughly validated.

I viewed my relationship with IMC as collaborative creation. Our South African MBA Set was a group of 18 individuals mostly in industries such as mining and manufacturing. Many, such as I, tended to relegate dissertation process and structure somewhat and concentrate fusing the action learning spiral into our leadership priorities so that responsiveness and a comfort with change became culturally strong. All that Set has done exceptionally well as individuals and their companies have enjoyed much successful change.

Moving on to DPhil spectacularly extended the potentials that action learning could have in managing change and winning competitive advantage for enterprises. The setting, for me, became global and the main obstacles lay in resistance to change. Final main results for qualification, proof of hypothesis validity and delivery of stated research objectives, remained attainment of large, effective and sustainable competitive advantage for my EMI's operations, and these were achieved. My research adds to the craft of managing change.

I estimate the investment in my MBA and DPhil to be around £25000 (lots of commuting between SA and UK) and the minimum ROI in operational benefits (from measurable rises in competitive advantage), to be a pessimistic £15 million. Thereafter things become hazy. How does one extrapolate value that derives from some dozens of key managers around the world who now look outwards and foster, learning, innovation and action learning in their areas?

IMC and action learning have come through outstandingly and, in my experience, fit real world management development and real work."

"I enrolled in IMCA's Doctor of Management (DMgt) program in 1997 and completed it in 36 months. During this time I published two 'pre-doctoral' articles in a highly respected international journals. My research was the "Analysis of International Health Care Logistics, The Benefits and Implications of Implementing Just-In-Time Systems in the Health Care Industry.

The primary purpose of this study was to undertake a diagnostic investigation of the international health care logistical environment and determine if regulatory policies or industry procedures have hindered the implementation of Just-In-Time systems and then recommend operational improvements to be achieved by implementing Just-In-Time Systems. The analysis was conducted in a systematic manner and compared the anticipated benefits with benefits validated in other industries from the implementation of Just-In-Time. The estimate of the corporation's total annual supply expenses with pharmaceutical and medical distributors are over $2.5 billion. These warehousing and distribution operations required a work force of 464 individuals with a total annual salary expense of $21,084,000. The cost of maintaining this inventory continued to increase due to product waste through the lack of quality-control processes. These departments lost from ¼ percent to 10 percent or $25,779,000 annually due to breakage, spillage, date expiration, and employee pilferage. My "Action Learning" project was to determine the cost and benefit outcomes, which could be achieved from a healthcare Just-In-Time implementation as compared to those achieved by the manufacturing, service, and retail industries. The final goal was to improve the economic and operational effectiveness of the logistical organization of the author's employer based upon the outcomes of this research and then proceed with the implementation of a Just-In-Time system. A secondary purpose for this action study was to determine (1) if these countries shared regulatory similarities, (2) what are the differences in their health care environments, (3) why have none of them not implemented Just-In-Time Logistical Systems, and (4) what benefits could be achieved by implementing Just-In-Time Systems, which provided a $250 million annual savings for my company. Since completing the IMCA doctorate my personal annual income has increased 270 per cent. Altadena, California"

"I graduated with my D. Mgt from IMCA in 2000, and ever since, have continued to enjoy the success that getting my degree has brought me.

On a knowledge level, the action learning study that forms the basis of my doctorate has helped to clarify my thoughts around what a successful action learning program can be, and also about the nature of leadership and how it needs to develop in successful and changing rganizations. I feel as though I have the experience and program depth to contribute to those fields of professional practice and try to do so on a regular basis.

On a professional level, I now teach and coach around the world, something I would never have been able to do without the doctoral designation. Currently I am in Switzerland teaching in an MBA program at Les Roches for the second year in a row. As well I teach on line for students around the world through programs established by the Canadian School of Management and IMCA.

On a personal level, I have achieved great self-confidence. I have friends and colleagues from around the world with whom I correspond and meet with regularly. I have an independent life style where I can continue to build on the success that achieving my doctorate brought me and at the same time do what I want to do when I want to do it. I am always seeking out new challenges.

Teaching in yet more countries, publishing more, helping to develop and implement new and innovate post graduate professional workplace programs are just some of the achievements yet to be accomplished. But the doctorate has made them all possible."