For 50 years, Executive Education at London Business School has been a trailblazer, guiding executives who take our programmes. Those who study here become part of this tradition, benefiting from leaders before them and helping others who will follow.
Renowned management expert Henry Mintzberg, creator of the organigraph, double winner of the McKinsey Award, professor at the Desautels Faculty of Management at McGill University in Canada and harsh critic of MBA education has changed the way the world looks at Massive Open Online Couses (MOOCs) by re-conceptualizing it on the basis of group dynamics. He has through this process coined a new concept:
Many widespread, global issues like poverty and disease remain unaddressed because governments often lack financial resources to make the needed long-term investments.
Startups founded by the lesbian, gay, bisexual and transgender (LGBT) entrepreneurship community are at risk for discrimination, affecting where they locate their businesses, their ability to raise capital and how they build trust with investors,
One of INSEAD’s most distinguished professors, Mike joined INSEAD in 1996 as an Assistant Professor of Operations Management. His research, teaching and consulting activities spanned the globe. He worked with some of the largest companies in the world in the areas of innovation, project management, operations and change management.
The 100-Year Life by London Business School Professors Lynda Gratton and Andrew Scott has been shortlisted for the FT and McKinsey Business Book of the Year Award.
New program helps investment professionals better understand this growing asset class. PA: Private equity used to be an investment option only for highly sophisticated, ultra-wealthy investors.
Harvard Business School (HBS) recently inaugurated its new anchor building in the Executive Education program – the Ruth Mulan Chu Chao Center.
Forget job titles. The director’s suite. Jostling for promotion. Instead, imagine a world where everyone has decision-making powers. Where you can float between departments. Build your own cross-fertilising networks – that work for you as you need them. Welcome to the flat hierarchy.
“How do I handle a new management role?” That’s the question on many executives’ minds when they get promoted. In a new technical note, professor Guido Steinoffers 10 keys to successfully navigate a new management role.
The recent mass killings of the LGBT community in Orlando, United States have brought the spotlight on this group once again. Earlier this year, a controversial law in North Carolina that sought to place strict limits on the protection granted to the LGBT
Despite being an exemplar of strategic agility, the fearful emotional climate prevailing at Nokia during the rise of the iPhone froze coordination between top and middle managers terrified of losing status and resources from management. The company was wounded before the battle began.
Healthcare is one of India’s largest sectors today and one that is looking at a quick growth potential in the next decade. Location-based expansion, services-based expansion and increased spending by the Indian urban middle class have resulted in increased revenue for the sector in India.
Emotions are running high at the moment in Westminster, across the country, and in the rest of Europe. It is good that the government is in no hurry to trigger Article 50, so that everyone, and especially the negotiators assembling in Whitehall, will have time to prepare and design strategies to achieve the best possible results for as many of the interested parties as possible.
Professor Bradley R Agle is the George W. Romney Endowed Professor of Ethics and Leadership in the Marriot School of Management at Brigham Young University, USA.
After Jonathan Levin was awarded the prestigious John Bates Clark Medal in 2011, a journal noted one of the many things that made the economist stand out from his peers: His exposure to economics started not in the classroom “but at the dinner table.”
Since joining INSEAD, Narayan has been Associate Dean of Executive Education for Asia, and Dean of Executive Education for all of INSEAD. He teaches in the Strategy area. Narayan has designed, developed and delivered leadership development
Min-Jer Chen is one of the most well-known Chinese management scholars in the world. In recent years he has become a leading authority in strategic management, known for his pioneering work in competitive dynamics and his expertise in Chinese-Western business strategy and execution.
For the last few months, a small group of us in India from diverse fields had been working with passion on an online portal on global executive education. While executive education is perceived differently in various parts of the world,
Wanting to strengthen her capabilities in leadership and team building, Nina Hoas thoroughly researched executive education programs around the world. In the Program for Leadership Development (PLD) at Harvard Business School (HBS), she found unexpected benefits for herself, her clients, her company—and society.
A cornerstone of the growth and development of the Group across India and abroad is Alexander George Muthoot, Director, The Muthoot Group. He heads the marketing, operations and international expansion of the Group.
When I came to AMP, I looked forward to taking a break from daily life at the office, gaining time to reflect and build new relationships.
Half of managers want to attend a face-to-face leadership development program in the near future, according to a survey conducted by CCL earlier this year.
Valerie de Launay shares her experience of the Advanced Management Programme and how it helped her develop her self-awareness and deepen her vision for her career
Sumit Mitra, Head-Group Human Resources and Corporate Services of the 18, 000 employee Godrej Group in India drives the Godrej Employer Brand that is built on the philosophy of tough love.
For nearly eight decades, Textron, Inc., operated like a classic holding company. It embarked on a program emphasizing that real transformation must start with each individual.
Beautiful rugs and floor cushions replaced traditional classroom tables and chairs when high-potential supervisors from Saudi Aramco gathered for a Thunderbird Executive Education program.
EFMD Excellence in Practice Award 2011 Awarded to: Royal Philips Electronics, Center for Creative Leadership, The Wharton School (University of Pennsylvania)
Participants were shuttled into the barren Arizona desert and divided into teams. A different skill station was assigned to each team member (map reading, compass navigation, flora and fauna, area landmarks, and score/timekeeper).
Conventional wisdom says that the entry of a competitor hurts sales and profit, especially when both are operating close by and targeting similar customers. Thus, some companies set up shop far away from competitors to enjoy a larger market share.
The purpose of the research was to explore the performance and leadership dynamics of a winning team in the demanding and competitive context of around the world ocean racing. In the last edition..
Swarovski is a large, international family business with 24,000 employees and 2,480 stores. In the last 15 years Swarovski has grown and shifted
“Midea has rapidly transformed itself from a company focused on original equipment manufacturing (OEM) in China to becoming a global player..
Mahindra & Mahindra Group operates in many key industries including: aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting services,
Peter Laforest joined Colgate-Palmolive in Sydney as a senior brand manager in 2009. In 2014, he now leads Palmolive Body Cleansing’s worldwide marketing as Associate Director, Personal Care
This rationale has been at the forefront of community-based enterprise (CBE) initiatives around the globe. CBEs signal a move away from helping
‘The challenge is to learn to see things the other way round, to appreciate and grasp that other reality, of local people’ – Robert Chambers
Empowering others to drive their own change
This rationale has been at the forefront of community-based enterprise (CBE) initiatives around the globe. CBEs signal a move away from helping others through charitable giving towards enabling others to live sustainably on their own.
During a recent field trip to Indonesia, I became aware of the challenges that development practitioners face when attempting to develop enterprise structures in rural communities.
Foreign knowledge and practices
Earlier this year, I accompanied four Cambridge MBA students on their Global Consulting Project to two rural villages in the Kapuas Hulu region of West Kalimantan, Indonesia. The aim of the project was to assess the potential of two recently formed CBEs in each of the villages and develop solutions for how the value for the communities of these businesses could be enhanced.
In one of the villages, a cluster of local NGOs together with Fauna and Flora International (the project’s main sponsor) had established an association for local forest honey farmers at the beginning of 2014. Members of the association had been trained in sustainable harvesting techniques and quality standards for honey production, and recently managed to sell their honey to large national buyers.
Talking to members of the Forest Honey Network Indonesia, one of the local NGOs, I found out about the challenges that had occurred during the training processes. Many of them were related to how knowledge that was foreign to the local communities could be translated on the ground. One NGO member reported that village structures are “sticky”, which means that outsiders conducting training in novel practices need to bridge the gap between their own perspectives and those of local community members. Merging foreign and local knowledge with traditions and ensuring comfort with new practices are two important themes.
Merging foreign and local knowledge and traditions
In Ujung Said, one of the two remotely located villages we visited, forest honey production has been one of the major livelihoods for people for several generations. When the honey farmers’ association was set up two years ago, the farmers were already engaging in established practices related to honey harvesting. One of them was the production of tenkawang, honey boards placed in trees for bees to build their hives on, typically hung low, where they can be reached easier than real branches.
The new standard of sustainable harvesting was brought in by the collective of NGOs by linking it to this existing local practice. Instead of cutting off the whole hive when harvesting from the boards, members of the association were trained to only cut off the head of the hive, which grows back quicker than the whole hive. External and local knowledge related to honey harvesting was thereby successfully merged.
Next, external experts were replaced by local experts. The association elected members of the community who were trained in sustainable harvesting standards and then given the role of local “inspector”. The inspectors are responsible for controlling the practices of the local honey farmers and ‘training their friends’, as one farmer described it.
The initiative takes consideration of villagers’ adherence to local hierarchies. The elected inspectors typically have a well-respected status in the village. A bureaucratic Western-style organisational governance would not match the structures community members are accustomed to.
Establishing comfort around new practices
Finally, as with every new idea, the novel harvesting practices carried a fear of the unknown. The honey farmers of Ujung Said used to harvest during night time, when they felt saver from attacks from the bees, but sustainable harvesting necessitates harvesting during day time, when bees are more likely to return to their hives and start producing honey again. Initially, this made the farmers feel very uncomfortable, until they started to engage in day-time harvesting ceremonies in which they asked bees to become their “friends” and allow them to take their honey. The ceremonies were a tradition passed on from their ancestors, which had previously been associated with night-time harvesting only. Introducing this established tradition to the new harvesting practices had a reassuring effect on the farmers.
As outsiders to the context, the NGOs were not aware of the traditions underlying existing harvesting practices initially. However, letting local farmers determine the manner of implementing the new harvesting practices meant that these traditions, providing a source of comfort, could be kept alive.
Participatory enterprise building
When it comes to supporting members of communities in developing countries to live sustainably on their own, what matters is not only the knowledge of those making recommendations for improving the viability of existing CBEs. What matters first and foremost is the reality of those who have been engaging in entrepreneurial activities during their lifetime in the way their ancestors have taught them.
Participatory CBE development takes account of what community members have to contribute to the process of enterprise development. It acknowledges their skills, traditions, beliefs and passions and develops solutions that align with both the advisements of external resource-givers and the customs of local people. Bridging foreign and local realities is at the forefront of this approach.
In response to the question ‘whose reality counts?’, which development practitioner Robert Chambers urged to think about, it is both the realities of outsiders and insiders that count but, as outsiders, we have the unique obligation to step back from our existing conceptions and consider another reality. Embarking upon this challenging journey is hugely important for the development of viable and empowering CBEs, as the case of the forest honey community business in Ujung Said vividly portrays.- See more at: http://www.xedglobal.com/enterprising-communities-bridging-foreign-and-local-realities/#sthash.MMufaH5O.dpuf
Throughout the world, executive education is no longer seen as purely an opportunity to say thank you to hard-working managers.
From Bala Balachandran, J. L. Kellogg Distinguished Professor of Accounting and Information Management at the Kellogg School of Management, Northwestern University, USA and the Founder and Dean of Great Lakes Institute of Management, Chennai, India.
Charged with leading innovation for products and packaging at Procter & Gamble, Bonnie Gleaves is focused on disruption. She recognizes that innovation drives growth and is committed to leading change in her industry.
Li Xin was taking in the scenery along the bank of the Yalu River in Dandong, Liaoning Province when she noticed the two brawny men standing beside her.
Columbia Business School Values the Return on Learning and Investment that Corporations and Leaders Make. Here is a First Person Account from Business Leader from Africa on how the course changed his business destiny.
The first MBA class enrolled in 1996, so 2017 marks something of a milestone for us: this is our 21st year, our coming of age. The activities planned over the coming year will celebrate the students, the faculty
Cargill got its start as a single grain elevator in Iowa in 1865. Today, headquartered just outside of Minneapolis, it is one of the world’s largest privately owned companies with 90 different businesses around the globe.
A couple of months after a beta-version of XEDGlobal was launched, I am delighted to present to you a full version of this portal. Fundamentally, XEDGlobal is a platform model that seeks to bring together the world’s best executive education providers and the leaders and corporations who would need these services.
Last year marked the 60th anniversary of the U.S.’s first corporate university, GE’s Crotonville. Although the paradigm is nothing new, only in recent years has it been seriously suggested that firms’ in-house training and development offerings could supplant traditional business education.
Rohit Nandan, secretary of ministry of skill development and entrepreneurship, is tasked to push one of Prime Minister Narendra Modi’s most critical missions – Skill India. Nandan, an IAS officer from Uttar Pradesh studied further at London School of Economics. The training changed him as a professional.
In a working world increasingly dominated by the Millennial Generation who not only want money but a purpose in life too and by a corporate world where those who have crossed retirement ages are healthy enough to put in a decade and more of professional years,
In a Quick Take, Rajan S. Mathews, Director General, Cellular Operators Association of India gives his wise counsel on how the new entity from the Vodafone-Idea merger in India should approach the people management issues including training and executive development
John Lyon, Professor of Practice, entrepreneur and venture capitalist, talks about the trials and tribulations of establishing a start-up and how co-founders can best get along to help their business grow.
Philip ‘Phil’ Anderson is the INSEAD Alumni Fund Chaired Professor of Entrepreneurship and Professor of Entrepreneurship at INSEAD. He currently teaches courses in strategy, entrepreneurship, leadership, innovation, and change, and has written over 120 original case studies and teaching notes for these classes.
The “profound apology” issued by Uber founder and CEO Travis Kalanick that he must “fundamentally change as a leader and grow up,” in response to a video showing him berating a driver that went viral,
Panasonic is one of the largest Japanese multinational electronics corporations, headquartered in Japan. Under the leadership of the newly appointed President, managers across the globe were given a mandate to innovate on both a local and global scale under the banner “cross value innovation”.
A decade ago, shortly after becoming CEO of PepsiCo, Indra Nooyi ’80 introduced Performance with Purpose, declaring the company’s intention to improve its impact on consumers’ health, on the environment, and on the communities where it operates—while remaining financially strong.
When my twin brother and I were about 13 years old, we both tried playing the cornet. After six months of practice and many painful renditions of “Twinkle, Twinkle Little Star” on this trumpet-like instrument, our music teacher finally pulled us aside.
“It’s a fast-paced industry and the expectation is high,” says Rob’s manager, Lorie Jardine, General Manager for Ground Operations. “With the airport servicing more than 60 per cent of our aircraft, a ripple in Sydney sends a tidal wave through the entire Virgin network.”
“If we don’t have clean water,” says Terry A’Hearn, “we’ll all die within a week. That’s how dependent we are on the environment.” The importance of our planet’s resources is A’Hearn’s main driver in his role as CEO of the Scotland Environment Agency: “I like doing things that make a difference,” he says,
A turbulent 2016, punctuated by global developments such as the struggling European economy, Brexit, the contentious US presidential elections, war and terror attacks, appears to have rattled millennials’ confidence, according to Deloitte’s sixth annual Millennial Survey.
Learning is a journey, not a destination. It’s not enough for individuals to receive one comprehensive infusion of education early in their careers and expect it to serve them for the rest of their lives. In today’s complex, quick¬ly changing business environment
At first glance, the young Ma Yun, known today to the West as Jack Ma (Founder, Alibaba, did not telegraph a successful future for himself. Twice he failed national college entrance exams. He says he was rejected by Harvard “ten times” before finally attending what he has referred to as “Hangzhou’s worst college”
The use of humour in teaching results in greater learning success. This is why humour is now specifically used as a didactic aid in teaching. But why is humour helpful when it comes to learning? And how can it be used appropriately? Dana Sindermann reports.
No matter how seasoned an executive is, the ever-changing business world requires even the most experienced leaders to adapt by learning both new skills and new ways of thinking. Here are five circumstances in which you’ll know it’s time to start looking at executive education programmes.
Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global Strategy at IESE Business School. Between 1983 and 2008, he was on the faculty at the Harvard Business School where, in 1991, he became the youngest person in the school's history to be appointed a full professor. Ghemawat was also the youngest "guru" included in the guide to the greatest management thinkers of all time published in 2008 by The Economist.
Courage is the quality that distinguishes great leaders from excellent managers. Courageous leaders inspire employees, energize customers, and position their companies on the front lines of societal change. Bill George explains why there aren't more of them.
Jamie Kern Lima and Paulo Lima can pinpoint the minute in September 2010 that their lives changed forever. Well, the 10 minutes, to be precise, in the studios of the TV shopping channel QVC, which had granted the couple a single chance to showcase their three-year-old company, IT Cosmetic.
PepsiCo believes that its People are its greatest asset. It believes in building a workforce that reflects the diverse consumers and communities that it serves. Diversity and engagement is core to the company’s values and how it operates as a global corporate citizen. A key driver of the company’s vision, Performance with Purpose, helps create sustainable advantage.
MBS and PwC sought to operationalise the leadership differentiators that set individuals and organisations up for success by creating a unique personal development program for emerging C-suite executives from large organisations who aim to become outstanding future business leaders.
Hong Kong owes much to its advanced telecommunications infrastructure for enabling its position as a leading business center in Asia Pacific. Its privately owned telecommunications industry offers a level playing field with no restriction on foreign investment. HKBN is the second largest provider of residential broadband services and the largest high-speed fiber broadband operator by number of subscriptions.
When I joined Unilever Turkey, I was the only foreigner on the board. Wharton's Advanced Management Program focused on how to manage a transnational organization in a fast-moving environment. I did things I probably wouldn't have done before, like taking the high ground and staying there as long as possible. From the program, I have a personal toolkit that I refer to quite often.”
A leading expert on strategy and innovation, Govindarajan pioneered the concept of reverse innovation. Coxe Distinguished Professor Vijay Govindarajan and co-author Ravi Ramamurti of Northeastern University have been awarded the Strategic Management Society’s 2017 Global Strategy Journal Best Paper Award for their study, “Reverse Innovation, Emerging Markets, and Global Strategy.”
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton’s Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from 2003-2005, and since 2007 is a Distinguished Scholar of the Ministry of Manpower for Singapore. He has degrees in industrial relations from Cornell University and in labor economics from Oxford where he was a Fulbright Scholar.
Considering an executive education course? Smart move, because when it comes to professional development, everyone wins – those who update their skills and the companies they work for benefit. But the reverse is also true: Organizations that let their employees lag can lose their competitive edge in the global marketplace
Claudio D'Ettole is the School of Management Learning Systems Manager at Pirelli. He recently participated in IMD’s Organizational Learning in Action program, which helps senior learning leaders expand their impact on business performance and organizational results.
“With potential business deals and partnerships cropping up constantly, you need to arm yourself with proven strategies to maximize your ROI. That's exactly what drove Lisa Joseph-Metelus to attend the HBS Executive Education Business of Entertainment, Media, and Sports (BEMS) program. As an Executive at Creative Artists Agency and Manager for the Miami Heat's Dwyane Wade, she was eager to learn all she could from others in the entertainment and sports industries. Having recently completed the program, she shared her thoughts about the experience.”
The value of the program is to take you out of your normal operational environment and it brings you together with like-minded and similarly positioned people from other aspects in the industry.
Pope Francis appointed Fernando Ocáriz prelate of Opus Dei, thus also making him the new Chancellor of the University of Navarra. Msgr. Ocáriz, knows the IESE school well and wanted to take the opportunity to communicate with the IESE community through this interview, one of the first following his recent appointment.
Rio Tinto is a world leader in finding, mining, and processing the Earth’s mineral resources. Founded more than 140 years ago, Rio Tinto currently employs more than 60,000 people across 40 countries.
Microsoft Ireland encompasses four distinct operations at its campus in Sandyford in Dublin which employ over 1,200 full-time employees and 700 full-time contract staff. Microsoft's operations involve software development and testing, localisation, operations, finance, IT, HR and sales & marketing.
That according to members of the school’s IESE’s International Advisory Board, who gathered on the Barcelona campus for their annual meeting. Composed of more than 30 business leaders from around the world, the Board offers the school its advice and expertise in its operations abroad.
Cambridge Judge Business School Executive Education are excited to be collaborating with the 30% Club to offer a scholarship for the Cambridge Rising Women Leaders Programme. The scholarship will offer a fully funded place on the two-day programme, starting with the programme hosted in Cambridge in September 2017.
Gain the confidence and skills to take on new risks and see new opportunities in your professional life. Join the world's most rigorous, most challenging and most rewarding Executive MBA program to learn more about business, the world around you, and about yourself.
I was a military man. Now I work for an oil and gas company. One question I get all the time when I give speeches is “what was it like to change from being a rear admiral to a leadership expert in the business world?” My answer usually ranges from “easy” to “challenging” – depending on the context. But there are many similarities between leading in the military and leading in the oil and gas industry.
Adrian Zwingli, entrepreneur and founder-chairman of SwissQ, a Zurich-based tech company, has found the elixir to a sustained and exciting leadership approach.
Adrian has participated in a number of programmes at IMD including their famed High Performance Leadership (HPL), Advanced High Performance Leadership, and High Performance Boards
How do you initiate a mindset shift among an organisation's leaders? How do you expose leaders to a new way of seeing the volatile, uncertain, complex and ambiguous world so that they navigate and respond accordingly? What tools and behaviors – if made a habit – can ingrain this mindset shift in a leader?
As European Lead for Digital Health at Amgen, the world’s largest biotechnology firm, Marcelo Duhalde is on the front line of digital solutions to help improve health care. He joined the company eight years ago, following a period of six years with Novartis, where he was first introduced to IMD in 2007. He has been coming back ever since.
Thomas Wiegelmann, Managing Director of BLUE Asset Management in Munich, recognizes that there is much to learn from the expertise and experiences of the world's leading business owners and the wide knowledge of HBS's renowned faculty. That's why he enrolled in theOwner/President Management program at Harvard Business School, an investment that he now considers one of the best he has ever made. He discusses aspects of the first unit of the program that surprised him, impressed him, and changed the way he thinks.
In the course of this extensive IMI Masterclass series in Cork and Dublin, Manfred considered leadership from several perspectives. At its heart, he believes leadership to be about human behaviour – what we do, how we do it and why we do it. Central to his message is that to be a leader is to be human and to be an effective leader necessitates understanding ourselves and what drives us.
All development is self-development. It’s never something that is done to us. We need systems and programs to create frameworks and opportunities for development, but if we neglect the personal commitment of the individuals involved, development will founder.
If participants aren’t motivated to grow, the effects will be minimal, superficial, and transient. The lesson is that every kind of leadership development has to incorporate a personal element. No single thing works for everyone. Here are 2 cases that illustrate this point.
Before he accepted the job as CEO of Ben & Jerry’s, the iconic maker of high-end ice cream, Jostein Solheim asked the company’s parent Unilever if he could “re-radicalize” the already left-leaning company. Unilever said he could — and he did. Ben & Jerry’s supports the Black Lives Matter movement, holds internal workshops on structural racism, and joined the COP21 climate conference.
Think of Airbnb and one instinctively thinks of a particular type of business model. Research conducted at Cass Business School asks how innovative business models like Airbnb's become iconic.
The TaskRabbit CEO is used to being the first — and blazing a path for those who will follow.
Ronald Coase nailed it back in 1937 when he identified scalable efficiency as the key driver of the growth of large institutions. It’s far easier and cheaper to coordinate the activities of a large number of people if they’re within one institution rather than spread out across many independent organizations.
A Harvard University study reported that at any given time, 50 per cent of the population is unfocused. Half of a company’s staff are not focused on their work. The study also showed that those people who were focused on their tasks were happier than those who were unfocused. Whatever people were doing, whether it was working or reading or shopping, they tended to be happier if they focused on the activity in hand, instead of thinking about something else.
Negotiating through the myriad of management development offerings can be confusing for Learning and Development professionals. There is a huge variety of designs, philosophies and delivery methods on offer, all of which may appear to meet expectations – but it’s fair to say that not all will necessarily be effective.
Today’s organizations face volatile, uncertain global markets that are driving changes in executive skills and education. In addition to traditional technical and emotional capacities, adaptability and lifelong learning are now necessary skills.
Preparing an employee for a crucial future role in a company, is one of the keys to strong organisation building and a great example of far-reaching vision.
James Fitzgerald has held a crucial role in driving ServiceNow to its claim to success: no other cloud company has reached the billion-dollar revenue mark as fast as ServiceNow.
The economy is quietly dominated by family businesses, but they tend to be short-lived: few make it to the third generation. Victoria Mars YC ’78, part of the fourth generation of her family at Mars Inc., told Yale Insights that the company’s culture and mission play a key role in keeping each generation involved and ready to take over.
How to attract talent to organizations, how to manage growth, which technologies will improve the user experience, and how to give back to society are just some of the topics that Diego del Alcázar Benjumea, Executive Vice President at IE, touched on in this interview with Nathan Blecharczyk, Co-founder and Chief Technology Officer (CTO) of Airbnb.
For that one needs to know the goal, map the business data collection processes, see what internally or externally exists but all in light of certain questions. In what follows, some of the key mistakes with regards to big data analytics are elaborated. Their recognition can help establishing an effective approach in use of big data.
Work has changed. Things that we now take for granted and consider essential in our daily lives—media such as Facebook and Twitter, for example—didn’t even exist until about a decade ago. YouTube, now 11 years old, is an example of a fantastic business: users—ordinary people—are the ones who develop the content, but who profits? The company!
A former colleague liked to remind leaders of their impact by telling them, “There are children you’ve never met who know your name.” The point was simple: Their followers were also moms or dads who were going home and talking about their day in front of their children. And you, their leader, had a starring role in that story. As leaders, we are far more visible than we realize, and we are sending signals to followers all the time — even when we don’t realize it.
Alka Upadhyay of Tata Sustainability Group wanted to take her skills and her career to the next level. She was a functional manager who hoped to become a business manager, and she knew that she needed to broaden her leadership skills across a range of organizational disciplines. With this challenge in mind, she applied to attend the Senior Executive Leadership Program—India at Harvard Business School (HBS). She shares some thoughts about her experience.
Senior VP & Chief Engagement Officer at Project Lead The Way (PLTW), a leading provider of science, technology, engineering and math (STEM) programs in U.S. schools
David attended Finance and Accounting for the Non-Financial Manager at Wharton university. The key features are Emphasizing the importance of financial data on the decision-making process, Finance and Accounting for the Non-Financial Manager allows non-financial business executives to become better users of financial information so they can be more strategic contributors to their organization.
Intrum Justitia’s CEO Tommi Sova says that the Aalto Financial Executive program exceeded his expectations. ”I already knew lecturers from the Aalto Financial Executive program from elsewhere. Consequently I started the program with very high hopes: after all the lecturers are among the very best in Finland. Even so, the program was a positive surprise for me,” Sova thanks.
When what they’re saying makes us squirm a little (or maybe a lot), that’s a sign that we’re really onto something. Have you ever been tempted to put your kids on a plane and send them to the other side of the world for the summer? For Ingar Skaug, that was a normal part of childhood. Skaug, a native of Norway, grew up to become President and Group CEO of Wilhelmsen Holding ASA, a world leader in shipping, logistics, and maritime services. He currently serves on the boards of a dozen organizations worldwide, including his role as chairman of CCL’s Board of Governors.
As an educator designing and running executive education programs at Ashridge, my thinking is informed and influenced by my assumptions about human nature and about how organizations work. HR and Learning & Development Directors often ask me whether the development of their senior people is underpinned by a model, a concept, or at least some kind of ‘point-of-view’. Says Stephan Wills I have always advocated having ‘a point-of-view’ and being courageous in expressing what it is. What follows is not a model of leadership or a theory of leadership, it is my ‘point-of-view’ about leadership ‘what it is’ and ‘what it is not’ - a number of key principles which can inform and guide leadership development practice:
IE University is pleased to announce that James Costos, former United States Ambassador to Spain and Andorra, will serve as Chairman of the Global Senior Fellows Initiative.
The first of its kind in Europe, the initiative is designed for seasoned business, government, and social leaders with more than 25 years experience who want to continue taking on professional and personal challenges.
That technology is more necessary now than ever is beyond all doubt. What is often overlooked is the importance of having a clear strategy for addressing digital transformation and a leader with the necessary skills and abilities to guide the organization toward a new culture that will allow it to navigate in today’s environment of constant uncertainty.
KRISHNA G. PALEPU joined the faculty of the Harvard Business School in 1983. He is the Ross Graham Walker Professor of Business Administration, and Senior Advisor to the President of Harvard University. Professor Palepu was a Senior Associate Dean at the Harvard Business School for several years, overseeing the school's research, and its global initiative.
Lessons from Southwestern Energy's Roadmap
Many organizations are facing change and disruption at a rate they have never seen before. While some organizations hope that their people will be able to handle the turbulence, others are proactively equipping their people with the skills, tools, and mindset to cope with this new environment.
Roche ranks among the world’s leading healthcare companies with its expertise in two core businesses – Diagnostics and Pharmaceuticals. Combined with its strength in biotechnology, the company paves the way to the future of healthcare with innovations in areas such as personalised healthcare.
Accelerating sustainable business results through transformational change — at a pivotal time — requires a business partnership that is flexible and adaptive. In the case of the Center for Creative Leadership’s relationship with Mars Corporation, that partnership took the form of a program called Accelerated Leadership.
Technology disruption is like the second Big Bang to hit our planet. While this phase of digital transformation has created an environment of uncertainty, and all businesses feel the impact, the challenge of adapting and keeping up remains ginormous.
Conflict is everywhere; we cannot avoid it. That is why we need to master difficult conversations rather than shy away from them. Running away from our problems will not make them disappear. By facing them, we can contribute to a solution, obtaining new information that offers a fresh perspective on what is going on at a company or with a project.
Indian companies are fast cashing in on the growing demand for corporate learning. Online education platform and B-schools are witnessing more takers and executive education providers have also seen a considerable increase in growth rate in enrolments over the last five years.
The companies that come to us are usually people who have a vision or they have a strategic objective and they know that they need to involve their people in that. The issues could be quite different. It could be that we need to be more sustainable in terms of the ecology, in terms of the climate or could be that need to have a more innovative culture.
NV ‘Tiger’ Tyagarajan, president and CEO at Genpact, outlines the ways in which resilient companies can adapt faster, strengthen their international operations and innovate by harnessing global opportunities and resources.
As part of an exclusive qualitative study of CEOs by Duke Corporate Education, Tony O’Driscoll and Jared Bleak outline the seven sense-abilities leaders need to survive and thrive in the supernova that is the 21st century business environment
According to Juha Lappalainen, Senior Vice President, Strategy and Operational Development at Valmet the leading global developer and supplier of technologies, automation, and services for the pulp, paper, and energy industries opting for executive education at Aaltohas brought direct financial advantages to Valmet.
Like most market sectors, the pharma industry struggled in the recent economic downturn, facing new healthcare models, an uncertain policy climate, globalization, consolidations, shrinking margins, and rising competition from generics. Merck, the world’s second-largest healthcare company, was not immune to these market forces.
Dr.Ndidi Nnoli-Edozien is a Nigerian social entrepreneur and corporate sustainability and responsibility (CSR) expert and ‘Bottom of the Pyramid’ empowerment advocate. She is the Founder and President of the Growing Businesses Foundation, Nigeria’s largest ‘Bottom of the Pyramid’ platform which has been managing CSR Projects for multinational corporations. Her status as a social entrepreneur has been recognized by the Bertelsmann AG to whom she is affiliated as a Reinhard Mohn Fellow. A successful participant of Wharton, Advanced
Annika Jyllilä-Vertigans, Managing Director, AJAN Consulting Board Member, Serres wears two hats. She is an entrepreneur at AJAN Consulting, and a board member of Serres, a family group of businesses in the plastics industry. In the niche market of high quality suction systems for healthcare professionals, Serres is the second largest supplier in the world and the market leader in Europe.
In conversation with Satrijo Tanudjojo , the CEO of Nexans China, recipient of the INSEAD Certificate in Corporate Governance and former participant of the International Directors Programme.
If Ravi Bhansali was describing his own negotiation style before taking the Negotiating and Influencing Skills for Senior Managers programme at London Business School (LBS), it would have been “effective, yet bullish”. But after putting his new toolkit to work, it’s becoming more “win-win”.
Since 2000 Nikhil has been a director of his family firm, Hirdaramani International Group in Sri Lanka, which designs, manufactures and exports clothing to internationally renowned clients around the world. He has an MBA from Imperial College London and a BA in International Relations from Tufts University in Boston, USA. Nikhil attended the Financing the Entrepreneurial Business programme in 2012.
For most of the 20th century, nonprofit organizations had a reputation, for better or worse, of being slow to adapt to shifting
Whirlpool began to invest in leadership in the early 1990s through the introduction of its corporate university. Company leaders turned to Center for Creative Leadership to help strengthen its pipeline of future company directors and senior leaders. CCL programs help employees grow professionally and increase their leadership skills. Whirlpool plans to use CCL programming throughout its employees’ careers.
Computers are able to do many tasks, but people still outperform them at human interactions and complex decision-making. A new study co-authored by Yale SOM labor economist Lisa Kahn suggests that firms that take advantage of these capabilities by looking for workers with social and cognitive abilities tend to be more successful.
Manfred Kets de Vries has spent over 25 years of his professional life at INSEAD, he started teaching there in 1971, leaving in 1973, and returning in 1984. He is now a Distinguished Clinical Professor of Leadership Development and Organizational Change;. He was also the Founder of the INSEAD Global Leadership Centre in 2003. Manfred is a tenured professor in the Entrepreneurship and Family Enterprise area.
The first thing is that the companies that do it most effectively don’t have a separate program. What they do is integrate diversity into all of the processes of their organization. Diversity becomes a lens for looking at, identifying, developing, and advancing talent. So when they think about recruitment, they don’t only have a minority recruiter. They educate all of their recruiters about how to relate to the diversity of the population that they recruit from.
As many microfinance institution (MFI) decision makers face greater complexity from their industry’s commercialization, how do they effectively balance their social mission to serve the world’s poorest entrepreneurs with the need to grow a sustainable business?
Sheryl Sandberg, Facebook chief operating officer, discusses grit, voice, and short-term plans in her conversation with Stacey Geiken. She describes her journey and the lessons she has learned along the way.
When surveyed, CFOs frequently say their finance organizations are not effective in the areas of strategic decisions, information integration, and risk and opportunity management.
ANZ Banking Group is rethinking hierarchy and leadership for a volatile new world. To lead this change, executives needed a mindset shift to embrace uncertainty and solve complex problems.
Transformation,Ten years after earning her MBA, Jeanne-ette Boshoff looked for learning and stimulation that would drive career growth. At the Program for Leadership Development at Harvard Business School (HBS), she found much more. Personally and Professionally
To continue growing in this dynamic industry, Helanummi takes advantage of all the learning opportunities Nokia extends to its employees. The high points of her development came at the Leadership Development Program.
Renato Saboya, Vice President of Finance, CCC Latin Center BU, The Coca-Cola Company attended the Executive Negotiation Workshop: Bargaining for Advantage® at Wharton’s University.
Nearly two thirds of all companies around the world are family-owned businesses. In her doctoral thesis, Marta Widz looked into which external factors influence the founder of a firm to turn it into a family firm and pass it on to the next generation.
Technological innovation in communications, and new media platforms such as YouTube, Facebook and Netflix are collectively transforming the way video is produced, distributed, consumed, archived, and monetised.
The University of Pretoria’s Gordon Institute of Business Science (GIBS) has continued its rise in achieving a further improvement in the esteemed annual UK Financial Times (FT) Executive Education Rankings announced today.
Anita Elberse is the Lincoln Filene Professor of Business Administration at Harvard Business School. Professor Elberse develops and teaches courses covering the "Businesses of Entertainment, Media, and Sports," which ranks among the most
Four years ago, Dan Faggella startred in a partially collapsed roof in his mixed martial arts studio in Rhode Island. Today he’s in San Francisco running TechEmergence, an artificial intelligence and machine learning market research firm.
USB Executive Development, an Executive Education centre in South Africa has announced a further extension of its popular Young Minds Entrepreneurship Programme.
Padma Satish,VP, State Street Global Advisors, recently started a new job managing IT for the alternative investment business of State Street Global Advisors.
Chiara Gasparatto, Director Policy and Partnerships, Estro, shares her experience in International Association Management at Solvay Brussels Executive center.
Corine Buffoni , Business Unit Manager, Matexi ,Explains that The Finance for Non-Finance Professionals enables you to take the modules of your choice.
IBM brought together three global organizations – Marketing, Communications and Corporate Social Responsibility – leading to a fundamental shift in job roles.
Apex-Brasil, the Brazilian Trade and Investment Promotion Agency, attracts foreign investments for strategic industries within the Brazilian economy.
Bring to mind a conflict at work, and you’ll have the perpetrator in mind: Your incompetent boss, that passive-aggressive colleague, or the resource-hoarding peer.
Historically, shopping has been a sensory experience. Store associates served as personal shoppers, helping customers pick out items was the norm.
Business is about change .The first smartphone was launched in 1999, the iPad one year later, and the iPhone celebrates its 10th anniversary this year.
Stéphane Garelli is the Professor Emeritus of World Competitiveness, Executive programs at IMD and Professor at the University of Lausanne with 30 years of experience.
According to Laurie Stetzer , professional development director for Kurt Salmon consulting “Kurt is a global consulting firm with approximately 1400 consultants worldwide.”
In conversation with the Leaders of Halifax Port Authority who strongly believe that Dalhousie Executive Education leadership program has literally led them to “Prosperity”.
MTN is an Africa-based multinational mobile telecommunications company, which also operates in the Middle East shares their experience with IMD on Cloud learning programs.
Ever wonder what it’s like to participate in an HBS Executive program, living on campus for a week, living group study sessions with other executives from around the world?
Dora Horjus , Executive Director of COT Institute , shares her experience on how the Strategy Execution Programme can change the way you think and help put strategies into action.
If you’re not a numbers person, finance is daunting. But having a grasp on it is important no matter where you sit on the org chart. How can you boost your financial acumen?
One of the most exciting and sometimes anxiety producing transitions in a career comes when you have to move from being an individual contributor to becoming a manager.
What distinguishes Google from WebCrawler or AltaVista? Why DVDs, but not Laserdiscs? Why do some innovations succeed while others flounder? The answer is complicated.
Andrew Stephen, Marketing guru and Digital marketing expert speaks about the massive changes he has witnessed in marketing as a function post the digitalization era.
Various questions arise, when we think of executive development. “Why should I take a continuing education course from a university than a consulting firm or training company?”
Emory Executive Education will offer 20 new open enrollment, that will begin in Spring 2017, designed to strengthen professional leadership ability and practical skill sets.
For the eighth time, AGC invites selected junior managers to “take the Junior University Management Program, JUMP” at Vlerick, confirms Learning & Development Manager.
The Children's Hospital of Atlanta helped senior leaders in the hospital develop leadership skills to better prepare them for greater levels of responsibility in the future.
“A 10 out of a 10,” said PepsiCo Inc.’s executive vice president & chief financial officer, Hugh F. Johnston, ’87, regarding Chicago Booth’s custom tailored program for PepsiCo top talent.
Michelle Mcpherson, CFO & Deputy CEO of NIB Health Funds shares her learning from the Advanced Management Executive Education Program she attended in Columbia Business School.
Adrian Davies, Network Area Director, Barclays shares his experience with Executive Education and his reasons while considering the program.
It’s been a little over six months since XEDGlobal went live after the beta run. During this time, there have been many learnings from and about the world of executive education. I will enumerate on a few of them.
The results of the study "Global Perspectives Barometer 2017 – Voices of the Leaders of Tomorrow" show the following four key findings that would benefit future leaders.
What happened to the image of Australians as easy-going, laid-back people? From the schoolyard to workplace, bullying has become a serious problem that needs to be dealt.
Three years ago, at a Starbucks shareholder’s meeting, I asked a very important question that has been in my mind for a long time to our shareholders and to our people.
With increasing globalization of markets and cultural awareness ,global mindset is fast becoming a leadership quality that organizations would wish their leaders to possess.
A Leadership Academy for managers/leaders at all stages of the leadership pipeline, with a number of interventions addressing live business issues and supporting culture change.
Founded in 2000 with the mission of curing cancer, Merrimack Pharmaceuticals is a publically traded biopharmaceutical company known for innovative diagnostics and treatments.
Interview with Abdullah al Mutrif, Corporate Development & Governance Manager
Al Tamimi Holding Company, Saudi Arabia, holder of the global certificate in global management.
After growing up in Asia and attending school in Europe and the United States, Xavier de Nazelle was keenly aware of how culture influences the way that people negotiate.
Be clear about your objectives before sitting down to make a deal and also understand that Negotiators have to condition themselves to walk away from the table if there is no deal.
John Henderson is the president and CEO of AEL-Span, LLC, has more than 35 years of business-management experience and still strives passionately to learn and grow with time.
IMD’s PED (Program for Executive Development) attended in 2014, completed by TBL (Transition to Business Leadership) in 2017, has helped Kasper Roseeuw Poulsen tremendously.
Caroline Aelvoet, General Council, Beneleux Sodexo, Belgium, shares her experience with Executive Education in Solvay Business School’s Accelerated Management Program.
In conversation with David Shelley – CEO at Little , Brown book group about his experience as a publishing house with executive education in Columbia, Advanced Management Program.
Leigh Naylor, Consultant, Leadership and Talent speaks about her experience with building her skills with executive education .How do you work with Ashridge Hult Exed?
Emirates Bank Group is one of the leading financial institutions in the UAE, with its flagship, Emirates Bank, regularly earning first place among UAE banks in the Arab rankings.
Novo Nordisk CEO Lars Sørensen has been lauded for his leadership in this highly competitive world ; Harvard Business Review named him the best-performing CEO of 2015.
In the workplace, women can capitalise on self-confidence only when they exhibit “feminine” behaviours as well.The key to success in male-dominated environments is self-confidence.
Regardless of your brand, industry or job title, Rob Morrison argues you need a point-of-view on each of these issues. Truth is, we all have issues – especially if you’re a marketer.
After careful review of her harried work life, Charla, an IT manager, discovered that 20% of her time over the previous two months was spent managing escalations.
According to new research from the Kellogg School, persisting in a creative task may pay off more than you think. In fact, your best ideas are likely to come later in the process—
To help organizations thrive in business landscape, executive education programs offer leadership development solutions that strengthen the meaning of corporate diversity.
In an era of endless disruption, learning is an organization’s only sustainable competitive advantage. It may be the only sustainable competitive advantage in the near future.
Professor Jayanth Narayanan, now and Executive Education faculty in IMD, started off as entrepreneur in India, is a PhD from London Business School and PG Diploma from XLRI.
Yahoo’s , CEO, Marissa Mayer spoke to Stanford GSB students about making career decisions, leadership and handling criticism as part of a View From The Top discussion.
Effective oral and written communication skills have frequently been identified as prerequisites to managerial success , qualities that they look for in an applicant.
This is surely one of life’s biggest questions, and a question that has interested perhaps even hounded many of our ancestors. Buddha famously gave up his kingdom in search of happiness.
Today’s executives are increasingly looking for ways in which they can be more engaged in their work and be energized by what they do. Given that people are spending more time at work, a feeling of disconnect with the job can easily erode one’s overall sense of well being.
This program focuses on harnessing new technologies for transforming your business. TransformTECH is not just another technology conference done for Executives in the field.
Confidence makes a tremendous difference to performance, whether on the sports field or in the workplace, but you can’t touch it, hold it or buy it at the psychology shop.
Today’s business climate may seem faster, riskier, and more full of promise than ever before. It’s certainly more global, digital, and innovative. But some things haven’t changed.
A Cyber Attack at Sony Pictures in 2014 resulted in the release of sensitive internal documents that led finally to a multimillion-dollar settlements with employees.
For many on ambitious career paths, Long hoursmay be good choices, keep in mind that You’re closest friendshipsare a casualty of your busy schedule, you will likely come to regret it.
Is your firm's board creating value-- or destroying it? Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once. belonged solely to the CEO. But for all the advantages of increased board engagement,it can create debilitating questions of authority and dangerous meddling in day-to- day operations.
Have an idea for a business, but have no idea how to get started? The Entrepreneur’s Boot Camp is a program designed to give you the tools you need to capitalize on opportunity.
Operational skills or technical expertise that served you well in non-leadership roles is often of little help when you first step into the complex world of the healthcare leader
Moyra Mackie, Leadership Coach and Consultant Campfire Conversations,Mackie Consulting shares her Leadership Experience in Masters in Executive Coaching in Ashridge.
What were some of the challenges you were facing in your work at Cummins that led you to the Pricing: Strategy and Tactics course at Chicago Booth Executive Education?
Two years after attending Babson’s Entrepreneur’s Boot Camp, we sat down with Jonatan Lustgarten, co-founder of HNM Medical, a medical device company based out of Miami, Florida.
“Babson helps us develop leaders who are better prepared for the competitive challenges we face today and into the future.” – ThanasisMolokotos, President and CEO ,AssaAbloy
Kerry Costello the course coordinator of Emlyon Business School , Executive Education, Explains about the collaboration withGroupama SA in designing a programme
Henkel is a truly global FMCG company with sales in excess of €9.4 bn, affiliates in more than 70 countries and over 45,000 employees.
This programme will enhance understanding necessary to create and manage fashion and lifestyle brands both products and services. It is a programme, which will address industry trends in lifestyle and fashion products and services and will offer better appreciation of the consumer of buyer behavior in the digital age.
Explore the intersection of innovation, technology, and business, and learn to drive strategic change across your organization.
In today's education system, the need to establish a culture of collaboration and accountability is greater than ever. Through a partnership between Harvard Business School (HBS) and the Harvard Graduate School of Education, this leadership development programme was established to help leaders from urban school systems drive improved performance by applying proven management concepts to the unique challenges of their districts.
Emotions are the most powerful resources we have. Experiencing emotions and expressing them appropriately is a crucial competence that enhances effectiveness of a leaders in the organizational context.
Business growth can be exhilarating and rewarding, but it can rapidly tax an already severely constrained system. Without a tactical plan to manage growth, business owners can be caught unprepared or out of control.
Technological advancement has changed the marketing landscape almost beyond recognition. With mobile and social technologies, customers are always online and connected to a personalized universe of at-the-ready data and intelligence. No longer are they satisfied with generic offerings; rather, they seek personalized and contextualized experiences from their interactions with any company, at any point in time, through any channel.
The popular idea of an internet start-up is the solitary visionary with a great idea, or a dorm full of undergraduates working up the next big thing in between marathon video game sessions.
The business case for having more women in leadership positions is clear. A study of 745 men and women leaders and aspiring leaders that we conducted with Watermark found that female bosses were rated as more supportive of career development by their direct reports.
As a first of its kind in South Africa, the USB-ED Management Index provides a detailed exploration of the key leadership and organisational challenges facing South African managers.
Responsibility for career management is gradually shifting from the organization to the individual. Nevertheless, it is interesting to look at the benefits of managing careers from the organization’s perspective.
Recently the world watched with shock and fascination as a global superpower fell to its knees. We would like to ask 'Could the same happen to you? Who knows something in your organisation that could bring it (and you) down?'
It’s no secret that family businesses can struggle with governance, leadership transitions, and even survival. Consider a few high-profile examples:
It is a great opportunity for European Senior Procurement Management to learn about doing business in Brazil, especially with regard to the economic development and importance of Brazil and of EADS’ objectives in the country.
L’Oréal has very clear ambitions: to continue to lead in a highly competitive sector, to continue to globalise and, over the next ten years, to double the number of consumers the organisation serves. As the world moves towards emerging markets they recognise a need to change and adapt.
The average length of an NFL career is 3½ years, and the next profes¬sional steps for former players aren’t always obvious. The Trust, an organ¬ization powered by the NFL Players Assoc¬iation, is designed to help former players success¬fully trans¬ition to life off the field after football.
KundapurVaman Kamath popularly known as K. V. Kamath, is the chief of the New Development Bank of BRICS countries. He has also served as the Chairman of Infosys and as the Non-Executive Chairman of ICICI Bank, India's largest private bank.
Gaurav Lal, Executive Director, Innovation & Alliances, Merck & Co.is a Kellogg Executive Education scholar who, having also earned his MBA at Kellogg, has demonstrated a deep commitment to life-long learning.
Christian Drobnyk, SVP Programming Strategy & Acquisitions at Lifetime Television oversees the strategic planning, program acquisitions and scheduling for Lifetime, Lifetime Movie Network and Lifetime Real Women.
At a time when leadership requires less emphasis on giving orders and more of a focus on building consensus, personal persuasiveness and the ability to negotiate effectively have become critical skills for success.
In today’s highly competitive markets, increasing numbers of companies realise that building strong relationships with key accounts is crucial to success.
The Owner Managers Programme (OMP) is designed for owners/managing directors of small and medium scale organisations.
It has been estimated that the wrong hire costs 1.5 times that person's annual salary. To a great extent, use of valid selection tools minimizes such costs.
The people we sit near at work inevitably impact our day. They may brighten our mood or drive us crazy.What’s more, our work neighbors can actually change how well we do our own jobs.
Can artificial intelligence be used to coach managers on leadership and soft skills? One tech company CEO thinks so
Most leadership development programs have a critical weakness — they view leaders as sets of competencies, not individuals. The work of University of Chicago professor Linda Ginzel shows how this can change.
New analysis sheds light on how CLOs can prove leadership development pays off.In recent years, CLOs have faced growing headwinds when it comes to making a business case for leadership development.
Toxic leadership is not uncommon in the private sector, but it’s emerging more often in the public space too, as is all too evident in the US and in South Africa right now. The good news is that it can be overcome.
Confi began in 2015 as a free online resource for credible and relatable answers to health questions that women weren’t comfortable asking their friends or partners.
Want to know if someone's lying to you? Telltale signs may include running of the mouth, an excessive use of third-person pronouns, and an increase in profanity.
In May 2017 Singapore Airlines (SIA) released a crushing series of financial results, reporting a group net loss of S$138 million for the most recent quarter.
Through the course, I built a stronger sense of responsibility and a much clearer strategy, for both our family and our business. Also from this cohort, I found many great teachers and friends who cherish the same ideals and follow the same path. What I learned from them was also priceless.
Peter Laforest joined Colgate-Palmolive in Sydney as a senior brand manager in 2009. In 2014, he now leads Palmolive Body Cleansing’s worldwide marketing as Associate Director, Personal Care, Global Marketing—a brand that attracts almost A$1.5 billion turnover annually for the business.
Randy Del Valle has worked with Shell International Petroleum Co since 1998, leading marketing launches and initiatives in Shell Philippines and North Pacific.