Current Publications

Irish executives and entrepreneurs are equipped with the psychological and cultural competencies that can give Ireland a competitive advantage if properly supported, according to 'Innovation and the Irish Manager'.

This research, undertaken in partnership with the IDA, was based on a sample of 117 Irish executives and entrepreneurs and compared to international norms.

The study indicated a substantial trend towards what is considered right-brain dominated cognition. Both Irish executives and entrepreneurs reported in the research a consistent pattern of preference for right-brained thinking, which includes attributes such as intuition, the ability to make seemingly unrelated connections and tolerance of ambiguity.

The concept of tolerance for ambiguity is about being able to hold incongruent ideas without stress and the ability to see the bigger picture. Ambiguity is inherent to entrepreneurial activity due to the innovative and original nature of start up enterprises. Irish entrepreneurs scored above average on this scale.

• Read Innovation and the Irish Manager here

Produced to coincide with the IMI’s National Leadership Forum 2010 this special issue of Decision Magazine addresses many of the issues raised at the Forum and includes contributions from key participants such as Prof Don Sull and Dr Tom McCarthy.

As IMI Chairman Phil Nolan comments in the introductory feature, this is a time for decisive action and the need for flexible, agile responses by organisations to the unprecedented challenges of these times was an over-arching theme of this year’s Forum and this is reflected in several of the contributions to this magazine.

• Decision Magazine 2010 - Agility in Turbulent Times

The IMI Report on the proceedings of the recent IFA Economic Forum on Farming and Farm Industry Leaders contains 15 key action points for the agri-food industry, including the need to invest in the primary production base, reducing bureaucracy and other uncompetitive costs in the economy, protecting farm families from price and income volatility, and regulation of the retail sector to rebalance the food supply chain.

The forum ‘Harnessing Farming, Food & the Green Economy – A Smart Route to Recovery’, took place on November 3rd 2009. The purpose of the forum was to focus on the short-term challenges which the Irish agricultural and agri-food sector is now facing and to develop an action plan for the sector.

The IMI was asked to observe the forum and report on its key recommendations.

• Read the report here

This report was prepared by the IMI on the series of economic working groups held during the Global Irish Economic Forum, Farmleigh, 18 September 2009.

The report was presented to Cabinet on Tuesday, October 13th and considered by the Government as part of a comprehensive overall report of proceedings at the Forum prepared by the Department of Foreign Affairs.

• Global Irish Economic Forum Report
• ANNEX IV: Report by Irish Management Institute on Economic Working Group Discussions, 18 September 2009

The forum brought together 180 leading business figures from Ireland’s Diaspora at Farmleigh in Dublin’s Phoenix Park on September 18th and 19th 2009.

This first ever Global Irish Economic Forum was convened with two broad objectives: to explore how the Irish at homeand abroad, and those with a strong interest in Ireland, could work together and contribute to our overall efforts at economic recovery; to examine ways in whichIreland and its global community could develop a more strategic relationship with each other, particularly in the economic sector.

The Irish Management Institute was selected by the Department of Foreign Affairs to facilitate and capture ideas from the forum working groups at which delegates contributed ideas to shape Ireland’s future economic direction. IMI collated this data into a report which will be submitted to Government.

Drawing on methodical and careful preparation, and carrying out a well-defined and comprehensive plan for the facilitation of multiple high-calibre discussions, the Irish Management Institute’s long-standing reputation as a provider of professional facilitation services allowed us to make a significant contribution to this unique event.

• For more information on the Global Irish Economic Forum click here.
• Both documents are also available on www.globalirishforum.ie and www.dfa.ie

If you would like to learn more about how your organisation can benefit from the Irish Management Institute’s professional facilitation capabilities please email customexec@imi.ie. 

Statement by the Minister for Foreign Affairs, Mr Micheál Martin, T.D., on the publication of the Report on the Global Irish Economic Forum

The IMI / NIB annual survey of Multinationals 2009 found that while in the past Multinationals in Ireland focussed on relatively low value added, low wage production, today they are far more likely to be engaged in high end production. Seventy percent of firms described their operations in Ireland as either the ‘Strategic centre for the global company’ or the ‘Strategic centre for a region, product or service’, while just one in four of the foreign owned Multinationals said that their production was at a basic level.

A measure of the long term survival chances of Irish subsidiaries is the extent to which they are successful at attracting further investment in the form of new mandates. Three out of four foreign-owned subsidiaries stated that they had tried or were currently trying to secure new mandates. Sixty percent of those foreign firms that had pitched for these new mandates had secured them. The report also highlighted that half of all foreign-owned companies in Ireland are managing senior personnel in other countries.

As well as reporting the underling strength of Multinationals in Ireland, the report also pointed to some considerable short term challenges. As with other years, this report indicates that Ireland’s cost base is significantly higher than in comparable locations. The most expensive area highlighted was energy, with 86% of respondents indicating that energy costs were more expensive in Ireland than in competing locations.

• IMI / NIB Suvey of MNCs in Ireland 2009

This research, sponsored by Enterprise Ireland was undertaken by the IMI Bizlab on Innovation in partnership with the University of Limerick.

The first of its kind in Ireland, the process involved an in-depth audit assessing the innovation practices and competencies of Irish firms across the following five categories: strategy, learning, linkages, processes, and organisation.

Only 26% of firms reported that they were doing anything around what was identified as the most important search strategy for innovation, ‘exploring multiple futures’. The findings also indicate low usage of the internet and a low level of involvement of mainstream employees to facilitate innovation.

743 companies representing a wide cross section of Irish business in terms of company size, main focus of economic activity or sector and geographical location from both the corporate membership of the IMI and non-member companies were surveyed.

Data was sought detailing average salaries at 4 main management levels; Chief Executive, Head of Function, Middle Management and First Line Management level, and across 9 functional areas.

Details on wider remuneration policy and benefits applicable at that time were also obtained.

Data relating to 6864 managers was gathered and the survvey covers a broad spectrum of Irish companies. The findings are categorised under three general headings. These are by:

• Turnover -  ranging from up to €25 million and spreading over 5 categories to in excess of €500 million.
• Employee Numbers - ranging from between 20 and 50 employees, over six categories to companies who employ more than 1000 workers.
• Industry Sector - respondents were also asked to assign themselves to one of eleven specific areas of economic activity.

Specially commissioned articles reviewing Irish economic prospects from John Beggs, Chief Economist, AIB Global Treasury and Gearoidín Burke, Tax Manager, KPMG looking at tax efficient remuneration policy complement the findings of the 2008/09 survey.

Copies of the report can be purchased at a cost of €395 to IMI Members of €595 to Non-members. Please contact the IMI Knowledge Centre on (01) 207 8513 or by email knowledge@imi.ie 

Results of the 10th Anniversary Competitiveness Survey

The IMI has again this year carried out a survey of the attitudes and experiences of Chief Executives and senior management of multinational companies operating in Ireland. In 2008 IMI partnered with National Irish Bank to carry the 10th anniversary edition of this survey.

Download report:

This series of research has, over the years highlighted the major issues affecting MNCs here and the factors underpinning Irelands competitiveness and attractiveness for the continued involvement of these organisations’ in our economy.

This report reaffrims the commitment of these international companies to operating in Ireland, as two-thirds of companies surveyed see their Irish operations as very important strategically or important to the global performance of their companies. This was only the case for half of those respondents in 2005, when the last survey in this series was carried out.

• For 20% of MNCs the level of strategic importance has increased over the past two years.
• 37% of MNCs expect turnover to increase by more than 10% and a quarter of them expect the number they employ to increase over the coming year. 

Management Skill now ranks 2nd among the most important factors affecting Ireland’s competitiveness. While four of the top five issues influencing our competitiveness relate to labour factors.

The CEOs and Senior Managers surveyed are confident that Ireland can continue to attract & retain foreign investment. However, the costs of doing business must be controlled, government must maintain the low corporate tax regime and continue to invest in human capital.

Of concern however is the observation that five of the 'top ten' factors of most importance to Ireland’s competitive position are related to the cost of doing business in Ireland, including wage costs, the rate of inflation, energy costs, corporation tax and non-labour costs.

Process

The survey was carried out using an online questionnaire during August 2008 and was circulated to CEO and senior managers in 571 multinational companies with a base in Ireland. Of these 122 senior executives completed the survey fully, the companies they represent employ over 48,000 people in Ireland and have a combined annual turnover in excess of €16.5 billion.

About the Authors

Frank Condon is Information Officer at the IMI Knowledge Centre, the IMI's dedicated information and research centre and is involved in a range of research in the general area of management for the IMI.

Dr Ronnie O’Toole is the Chief Economist at National Irish Bank and formerly a Senior Economist with Forfás, Dr. O’Toole has published a number of articles and reports on Ireland’s trade, productivity and competitiveness performance.

Discussion Paper by Deirdre Crowe

Case Studies by Dr Mary Hogan

The need for labour and skills to support Ireland’s rapid economic growth since the mid-1990s has resulted in an unprecedented influx of immigrant workers. The proportion of the population born outside of the Republic of Ireland has more than doubled in ten years. The rapid shift from a predominantly indigenous and homogeneous workforce to a culturally diverse one brings challenges and opportunities for Irish organisations. In order to fully reap the potential benefits of this new cultural diversity, its effective management is of long-term strategic interest to businesses and organisations in Ireland.

This paper presents a background on the recent changes that have taken place in the Irish population and workforce and discusses cultural diversity, some of the influences on its progressive management and its potential contribution to organisations in Ireland. It is accompanied by two case studies of Irish organisations experiencing and managing a multicultural workforce: Children’s University Hospital Temple Street and Pierse Group.

Dr. Deborah Hordon's paper Ireland Inc. Innovation and Creativity in Business sets out to demystify innovation and show how it can be harnessed to organisational advantage. By distilling leading thinking this research paper charts an innovation road map helping practitioners identify where and how it is most relevant to and impactful on their firms in Ireland. This paper also demonstrates powerful ways in which to conceptualise and operationalise innovation and creative practice strategically.

Management Focus is the IMI’s quarterly magazine. Distributed to IMI Corporate and Personal members Management Focus currently has a circulation of over 3500.

Each issue highlights the IMI’s work and reflects the breath of activity carried out by the IMI across the fields of Thought Leadership, Research, Management Best Practice, Lifelong Learning, Programme Innovation & Delivery. The magazine also profiles cutting edge management thinkers and practitioners, making their theories relevant to the Irish situation.

The results of the latest survey of executive salaries in Ireland carried out by the IMI are contained in the report Executive Salaries in Ireland 2007/08. 

 Management salaries rose on average by 7.1 % or by 2.2% in real terms between June 2006 and June 2007 when the IMI Executive Salaries in Ireland Survey was undertaken. The rate of inflation for the same period was 4.9%, according to the Consumer Price Index for the twelve months to June 2007. This is a slight decrease on the previous year, when salaries increased by 6.3% and inflation stood at 3.9%.

Executive Salaries in Ireland 2007/08 is based on data obtained by a survey of salaries paid by companies operating in the Irish Republic on June 1st 2007. The IMI has carried out a similar survey each year since the mid-1970s. For this year’s research companies were selected as representative of a wide cross section of Irish business in terms of company size, main focus of economic activity or sector and geographical location.

Companies were asked to fill in a postal questionnaire detailing average salaries at 4 main management levels;

• Chief Executive,
• Head of Function,
• Middle Management and
• First Line Management level,

and across 9 possible functional areas. Details on wider remuneration policy and fringe benefits applicable on June 1st 2007 were also obtained.

The salaries of 6,231 executives and managers working in150 respondent companies are analysed in this year’s report. These companies operate across 11 different sectors of economic activity and employ from between 20 and 50 workers to over 1000 staff.

 57% of those who responded indicated that they were wholly Irish owned companies. A little over fifty percent were based in the greater Dublin area. However, in many cases though the survey was completed at corporate headquarters, often located in Dublin, while managers working for the company are based in other parts of the country. Twenty percent of respondents were based in Cork or the Munster area.

As in previous editions, this year’s survey response covers a broad spectrum of Irish companies categorised under three general headings. These are by turnover, ranging from up to €25 million and spreading over 5 categories to in excess of €500 million. Companies are also categorised according to the number of employees ranging from between 20 and 50 employees, over six categories to companies who employ more than 1000 workers. 

 Chief Executives received the biggest increase this year and were followed closely by those at First Line Management. 82.7% of responding companies, this year’s survey found, include a performance related bonus as part of their executive remuneration package. However, this proportion varies according to the level of management.

 Our figures show that in 49.5% of cases Chief Executives were in line for a bonus of up to 20%.

Copies of Executive Salaries in Ireland are available to purchase from the IMI Knowledge Centre.

To order by Credit Card call (01) 207 8513 / 8514

or Order Online at www.imi.ie/....

This survey profiles participating firms and sources information on the main factors that have underpinned Ireland's attractiveness as a location for their operations. The results also illustrate the impact of developments over the past year on the competitiveness of the Irish economy and forecasts some of the main issues, and sources of threat, that will impact on competitiveness in the near future.