Irene Rodgers

Irene Rodgers, American and French, was a co-founder of ICM in 1983. She has advanced degrees in linguistics from French and American universities. Before creating ICM she had several management missions in different West African countries. Today Irene is semi-retired and continues to work on a selected number of projects with ICM.

Irene spent over 30 years helping international organizations work effectively across corporate and national cultures, getting alignment and commitment to shared goals and values. Using ICM’s Culture Bridging Fundamentals© diagnostic tool she provided cultural audits during due diligence, culture change or post-merger situations. Working is close collaboration with her clients Irene has designed and facilitated large-scale organizational transformation projects, leadership development and teambuilding processes in particular during periods of organizational transformation and change. Irene has engaged in a small number of one-on-one coaching projects for senior leaders, each time with specific improvement objectives.

Irene has worked with companies in Europe, North America, China, the Middle East and Africa. Some clients include sanofi, Heineken, OECD, EDF, Council of Europe and Vesuvius.

Irene has been a guest speaker on the subjects of post-merger integration. Her publications include several articles in management journals and a chapter on managing across borders in the Gower Handbook of Management Development edited by Alan Mumford. Along with the two other ICM partners, Irene published Successful Mergers, Acquisitions and Strategic Alliances – Strategies for Culture Bridging, (McGraw Hill, London, May 2002). This book was published in Chinese by McGraw Hill in 2005.

Irene works in English and French.


Our reference book

ICM Associates Reference Book Successful Mergers, Acquisitions and Strategic Alliances: How to Bridge Corporate Cultures

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Leading the Tribe #12: RESILIENCE

by on Monday the 25th of May 2020

Eight years ago, at ICM Associates, we had the intuition that our developed world was somewhat out of breath and that it had to prepare for repeated and devastating shocks. For many industrial and corporate sectors, the issue would be less one of development than one of survival. There had been crisis in 2008 and […]

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