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
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.
S.P Jain Institute of Management & Research and the Times Centre for Learning Ltd. (TCLL) have jointly announced a ‘Programme in Strategic Media & Entertainment Management’ (PSMEM) for working executives to help meet the growing demand for managerial talent in the media and entertainment sector.
In the Executive HR program, you will develop strategic thinking and understanding of the future of work, and the capacity to apply your knowledge to human resource management in your organization and to your own leadership and influencing skills. The instructors in the program are top professors who use interactive learning methods and emphasize the dialogue between theory and practice.
Peter Topping has served as Associate Professor in the Practice of Organization & Management since September, 2006. In this capacity, Peter teaches leadership courses…
It's not easy to be a successor CEO. Surprisingly, this is especially true when everything is going great, and a well-regarded CEO like DaraKhosrowshahi…
Lisa Hughes, portfolio director of the Program for Leadership Development (PLD), works hard behind the scenes to assemble a diverse group…
MBC Consulting partner Massimo Bottini is a Kellogg Executive Education scholar who's completed our leading into the Future, Negotiation Strategies programs…
Stanford provides the most unicorn founders of any university. But the Indian Institutes of Technology (IITs) are not far behind
Today CFOs are required to juggle multiple portfolios: strategic leader, investor relations manager, moral conscience and risk manager. In Asia, where family firms and government organizations dominate, conducting business also presents its own unique challenge and opportunities.
A dynamic health care industry is driving the need for physicians who can take on a wider range of responsibilities and successfully navigate higher and more complex levels of leadership. A diverse and increasing number of individuals seek quality health care today; while health care expenditures are rising, the movement toward value-based care accelerates.
We chose to work with IMD for obvious reasons. As I always say when you walk through the gate on the Monday morning on our week at IMD
CIMB group is a leading universal bank in Asia. Today we offer a comprehensive range of financial products.
Between July 2010 and January 2012, some 200 leaders took part in the program in ten cohorts.
My summer short course executive education “students” are terrific. They come from all over the world and radically different industries. They’re entrepreneurs as well as intrapreneurs inside established organizations. They’re motivated, dedicated and demanding—as they should be. They authentically want to be better innovators. I’m grateful for their commitment and how much I learn from them.
Many of those who reflect on the future, appeal to the past for guidance on the premise that "the future is contained in the past" – frequently doing so successfully in situations where problems are well defined and tractable, where history repeats itself in a discernable pattern or evolves following a well-established trend, alternatively where known lead-lag relationships provide early signals of future developments.
Ignorance isn’t usually rewarded in most work settings. Many of us fear it: Standing up in an important meeting, unsure whether what you are about to say will go over well. Or staring at a blank page, knowing you’ll have to get something great onto it by the end of the week–but no idea yet of what.
As Senior Director of Research & Development at Philips India, Radhakrishnan Kodakkal is always looking for ways to enrich his leadership capabilities. He saw a once-in-a-lifetime opportunity to do just that in the Senior Executive Leadership Program—India at Harvard Business School. After being accepted, he completed the program's four distinct modules from August 2016 through June 2017. He discusses how his experience has helped him reach the next level of leadership.
Sibongile Manganyi-Rath is an award-winning entrepreneur from South Africa who was recently named Africa’s most influential woman in business by CEO magazine. Sibongile’s life story is inspiring; She comes from a family of two illiterate parents and started working for her father’s fresh produce business in Soweto, Johannesburg at the age of 12 years old.
When Jean Marc Bolinger entered executive education he was surprised by how much he thought he knew… but didn’t. The impact of London Business School’s Senior Executive Programme, he says, is as great “as the openness of your mind”
From the office above his new factory in the Melbourne suburb of Hallam, Carl van Loon, CEO of Powerplants Australia, monitors production on the floor. Below, greenhouse computerized climate controllers move through the new stations with clean efficiency.
Pitney Bowes is a global technology company with more than 15,000 employees worldwide. They help power billions of transactions, both digital and physical, to facilitate global commerce in a variety of ways. Pitney Bowes has served 90 percent of the Fortune 500 companies and more than 1 million businesses total, and they’ve been around for almost 100 years. Whether it’s providing data so businesses can best market to their customers, securing payments, or enabling package shipment, Pitney Bowes thrives by helping its clients navigate the complicated realm of commerce.
As a wealthy individual, you are working to protect and grow your wealth, enjoy financial security, and build a lasting legacy. Effective investment management is critical, of course, but successful wealth management is an integrated and strategic discipline which also includes tax, estate planning, philanthropy, governance, and family culture. Each family's situation is unique, and no one solution will suffice for all.
The Law Society rightly points out, “Lawyers provide information services, and effective communication skills are a hallmark of good lawyers. Because lawyers have sworn a professional oath, they are expected to communicate at a higher standard than members of the general population.”
The engagement of NSAGs is a critical and unavoidable subject since they frequently feature largely in peace negotiations and other facets of international work. The course aims to equip participants with the knowledge and tools to achieve successful results when NSAGs are involved. With expert practitioners and vetted NSAG representatives contributing their insider insights, the course covers the hows and whys of engaging with NSAGs with a uniquely credible grounding in field reality.
Directors today play a vital leadership role. A Director’s activities can be diverse, including oversight of the firm, performance reviews, budget and salary approval, managing relations with a growing stakeholder base, and playing a role in the M&A process. Today, directors must also consider a host of emerging challenges that impact the firm and its customers. Sustainability, globalization, and evolving business models in response to digital technologies are just a few of the challenges.
Customised Executive Education programs help better understand business and innovate strategies. This is exactly what Abu Dhabi based National Ambulance attempted when they approached INSEAD to tailor a programme to match their needs due to rapid growth
No commute. No drive-by meetings. No dress code. Remote working can seem like a dream — until personal obligations get in the way. These distractions are easy to ignore in an office, but at home, it can be difficult to draw the line between personal and professional time.
Michigan Ross Executive Education becomes first top-ranked provider to combine MOOCs with in-person instruction in an open-enrollment offering. The programme is Finance for Strategic Decision Making (FSDM). This “blended learning” program combines MOOCs (Massive Open Online Courses) and face-to-face instruction in an open-enrollment offering and is the first of its kind among business schools. It combines online learning with traditional in-person instruction for a superior learning experience designed to have a long-term impact. Participants will spend time in Ann Arbor, in addition to taking portions of the course online. They will learn how to apply accounting and finance principles through a rigorous exploration of fundamentals as well assessing relevant business cases.
There are a few early clues that a startup will be successful, according to market researcher Quid: Have the company’s founders worked together before? Is the business in a hot sector, one where many other new startups are also focusing? Has it raised funding at a quick pace? Based on those criteria and others, Quid looked at more than 50,000 companies and chose 50 it deemed the most promising.
Mirjam van Praag and Joeri Sol conducted research using a database with information on adopted children. What were their findings? Entrepreneurship is primarily learned from role models: fathers to sons and mothers to daughters.
XLRI, Jamshedpur has developed a new course on, how to design reward programs that help organizations recognize potential and motivate performance. Participants can understand how reward programs are generally designed, aligned to organizational strategy and how it can be utilized for various different objectives of the organization.
Since commencing with Maurice Blackburn Lawyers in 1984, Peter Koutsoukis has earned a reputation as a business builder and pioneer. He speaks about his experience at Melbourne Business School-Mt Eliza Executive Education.
In his role as Director of Strategy and Innovation for a private health care insurer in the Netherlands, Erik-Jan Wilhelm is all too familiar with the industry's key challenges. He and his team are constantly seeking creative solutions for improving quality, expanding accessibility, and controlling costs. To find out how today's industry leaders tackle these issues, he attended Managing Health Care Delivery at Harvard Business School (HBS) Executive Education. He discusses some key takeaways from the programme.
MZ Goodman, Founder of the BASE a modern, urban community living space for high-functioning young adults with learning disabilities and social challenges which provide support and innovative programming on site to enable young adults with special needs to live independently, find community and build life skills.
Start with the imperative to develop next-generation leaders, add the pressure to do it efficiently, and then kick it up a notch by mixing employees from 16 countries into the same experience. A partnership between Xerox Corporation and the Center for Creative Leadership (CCL) has taken this complex challenge and turned it into a recipe for success.
Construction, Infrastructure and Real Estate Company, Lend Lease partners with Ashridge Executive Education with a win-win approach delivering an intense hit of knowledge to meet specific business challenges through resources designed in-line with Lendlease’s capability frameworks.
Shell is a global group of energy and petrochemicals companies with around 94,000 employees in more than 70 countries and territories. They use advanced technologies and take an innovative approach to help build a sustainable energy future. The Upstream business searches for and recovers crude oil, natural gas, and operates the infrastructure needed to deliver both oil and natural gas to market. Shell also develop wind power as a means to generate electricity. The Downstream business manages their refining and marketing activities for oil products and chemicals. The Downstream business also trades crude oil, oil products, and petrochemicals - including supply to our own business - and markets gas and power. It provides shipping services by managing one of the world’s largest fleets of liquefied natural gas (LNG) carriers and oil tankers. In addition, Downstream oversees Shell’s interests in alternative energy (excluding wind) and CO2management.
India’s aviation market which is set to become the third largest globally by the middle of next decade is creating huge employment opportunities but at the same time they forcing airlines to bring in international executives to handle scale. This rapid expansion in the Indian skies led by a double-digit growth could see airlines add as many as 50-75 planes a year to their combined fleet strength of just 500 planes today.
Open enrolment programmes are developed entirely by a business school. Participants rely on the business school to know the skills that the market demands and to develop a course of training that meets that need. In other words, you don’t have to worry if you don’t know what you don’t know – there’s a ready-made solution that will fill your knowledge gaps.
India is on the cusp of a supply chain transformation that may end up being nothing short of a major game changer. At IMD, we often discuss the distribution footprint of L’Oréal which had an outsized 15% of distribution centres located in India. This usually leads to a lively discussion as to why companies in India have surprising supply chain configurations. Companies like this may be in for a major change in the coming years.
This programme is designed by Nanyang Business School, Singapore for individuals in any industry whose success depends on accurate knowledge about consumers. You will acquire in-depth knowledge about how the new tools in the field of consumer neuroscience or neuromarketing” – the fastest growing sector in market research - are being applied at all stages of the brand journey, to capture consumers’ implicit or subconscious feelings, biases and beliefs about products, brands and marketing messages.
Dr Bobby Chhabra and Dr David Diduch from UVA Health System Orthopaedic Surgery share insights they gained from attending the Servant Leadership programme, and how it has impacted how they work with each other and interact with their teams on daily bases.
John Henderson is the president and CEO of AEL-Span, LLC, an automotive industry-focused 3PL. He has more than 35 years of business management experience and has held senior management and board-level positions in banking, venture capital management, contract logistics and electronics manufacturing. John earned his BA in Business Administration at the University of Washington, a Master’s from the University of Delaware’s Stonier Graduate School of Banking and an MBA from the University of Washington. He is also a former United States Marine.
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 the mandate to innovate on both a local and global scale under the banner “cross value innovation”.
Nissan Motor Company Ltd, a Japanese multinational automobile manufacturer headquartered in Nishi-Ku, Yokohama is the sixth largest automaker in the world, after Toyota, General Motors, Volkswagen Group, Hyundai Motor Group, and Ford. Nissan is the world's largest electric vehicle (EV) manufacturer, with global sales of more than 275,000 all-electric vehicles as of mid-December 2016.
Management expert Peter Drucker once described non-profits as “human-change agents.” Others describe them as safety nets — institutions that tackle some of the society’s thorniest problems. But many non-profit agencies that provide community health services are facing challenges: potential gaps in leadership as Baby Boomers retire by the thousands over the next decade, and a need for creative, bold strategies to maintain quality care and services with limited resources.
The job of financial leaders has evolved to mean much more than strictly crunching numbers. Finance officers today have to be actively engaged in the roles of strategic leader, effective communicator, moral conscience, and risk manager.
In just four months after Ms Molly Nagler became senior associate dean for executive education at Yale School of Management, she has made her impact felt as in the past -- which propelled her to the new critical position and role.
Anger has got its uses. It can send a clear signal, is a great communication devise and probably the only effective method other than physical combat to attack people where it hurts. Sarcasm probably comes close second. However, most of us have not mastered the power of anger and gets immersed in the negative spiral of it.
It’s a common challenge for almost every startup: how much and how fast to grow. But Vijay Shekhar Sharma, founder of Indian mobile payments and commerce platform Paytm, knows he wants to take his company to $100 billion and replicate its model in other emerging markets. Professor Sunil Gupta discusses how reaching Sharma’s lofty goal won’t be about technology and finding new solutions, but rather all about finding new use cases for Paytm’s existing solution.
Whilst fundraising is challenging for most entrepreneurs, and building a company is hard for all, it can be more so for women. Overcoming implicit bias and breaking into predominantly male venture networks adds to the battle.
Graciela Arce-Bordon moved to Lloyds TSB headquarters ten years ago, from the company’s branch in Paraguay. She attended the three Corporate Finance modules during 2006, following on with the Advanced Corporate Finance module in January 2007. Graciela had a series of promotions following the programmes and has been in her current role for two years.
Yolanda Conyers, VP of Operations and Chief Diversity Officer, Lenovo shares her experiences from the Advanced Human Resources Executive programme at Michigan Ross Business School.As Lenovo looks to stay at the forefront of the tech industry, Yolanda uses tools from the Advanced Human Resource Executive Programme (AHREP) Programme to advance strategic goals. Here, she discusses her experience in the programme:
David Resch, Vice President of Marketing, Sonova Retail (AudioNova), Switzerland attends the Leading Digital Marketing Strategy Programme in INSEAD and shares the feedback that the programme exceeded his expectations in every way and that he came away feeling a native in the domain.
What entrepreneur or executive wouldn't give part of their salary to "make people do what you want them to, and make it what they want to do"? Ultimately, this is the aim of the book by IESE professor Beatriz Muñoz-Seca titled How to Make Things Happen: A Blueprint for Applying Knowledge, Solving Problems and Designing Systems That Deliver Your Service Strategy.
The Volvo Car Corporation (VCC) is an automobile manufacturer founded in Gothenburg in 1927. In 2010, the company was acquired by Zhejiang Geely Holding Group, Hangzhou, China. Today, Volvo continues to operate as a separate company under Geely’s ownership, guaranteeing VCC’s continued independence. Volvo continues to be one of the world’s strongest brands, known in the automobile industry for its environmental work and social responsibility.
Executive education providers devise their programmes and delivery largely by assessing corporate landscape, challenges, risks, and future. The tried-and-tested case study method that is used extensively is based on the above premise.
Established in 1938, Atkins is now one of the world’s leading design, engineering and project management consultancies, with the breadth and depth of expertise to respond to the most technically challenging and time critical infrastructure projects. Over the past few years, the company has evolved from the UK oriented to a truly international business with a major presence in Europe, North America, the Middle East and Asia. Employing 18,000 staff and a turnover approaching £2bn, the company is now positioned for its next phase of growth.
Since 2009, David Jones has partnered with Melbourne Business School-Mt Eliza Executive Education to design and deliver the Senior Executive Leadership Development Programme
In 2015, Boehringer identified a clear and pressing need to accelerate management development for high-potential managers. They were looking for a program that would engage and motivate top talent to acquire broaden their perspectives and build global leadership competencies.
Dronies are selfies filmed by remote-controlled drones, registering your face and surroundings from the sky. Dronies are the natural evolution of existing technological trends and might teach us a broader lesson about what the future holds.
Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. She is also Chair and Director of the Harvard University Advanced Leadership Initiative, an innovation that helps successful leaders at the top of their professions apply their skills to national and global challenges in their next life stage.
The telecom industry is constantly being redefined through digital convergence, changing customer needs and technological development, so Telefónica needs new and innovative business models in order to stay ahead of its competitors. Telefónica approached Imperial College Business School to design a highly customised programme to accelerate its transformation from a state-owned utility to a world-class global digital communications company.
What makes a CEO effective? The question has been studied extensively. Yet we still know fairly little about how CEOs behave day-to-day and how their behavior relates to the success or failure of the companies they run.
SunTrust Banks, Inc., is an American bank holding company. The largest subsidiary is SunTrust Bank. Within the organisation of SunTrust, there was an inadequate representation of leadership diversity, and that succession planning talent gaps existed beneath the top executive team. The company wanted to create a commitment to promote from within the organisation but needed a way to train their potential new leaders.
In their just-released book, BLUE OCEAN SHIFT, Chan Kim and Renée Mauborgne, creators of Blue Ocean Strategy, deliver the definitive guide to shifting yourself, your team and your organisation to new heights of confidence, market creation, and growth. They show why nondisruptive creation is as important as a disruption in seizing new growth, what leads to one over the other and why you’d be unwise not to understand this.
‘I didn’t really know what to expect, but my stand-out memories of the programme itself were the array of activities we got involved with, ranging from theory to practice to sports psychology to team-building games - we all had a great week! ‘The confidence it instilled in me has stood me in really good stead ever since, and I’ve applied the lessons I learned relentlessly. ‘I think I expected to hear about strategies and the more theoretical side of leadership, but it was the people elements that had the most profound impact on me.’
Disciples and fans of one of the world’s greatest management gurus Peter Drucker are excitedly preparing themselves for the ninth edition of the Peter Drucker Forum that is going to be held in Vienna, Austria on 9 and 10 November 2017. The theme of the Conference is Growth and Inclusivity.
Deere’s relationship with Tuck goes back several decades, but it deepened 15 years ago when Tuck professor Vijay Govindarajan, co-faculty director of Global Leadership 2030, began working with the company to plan global strategy. “We went from focusing on yearly operational plans to developing a wider-reaching, further-thinking type of strategic intent,” says Jones. When Tuck launched its global business consortium open program in 1998, Deere was a charter member; now the company has more than 90 alumni of the programme, who attend more than a quarter of whom are non-U.S. passport holders.
Ben Steele joined REI Co-op as its first chief creative officer. Headquartered in Seattle, the speciality outdoor retailer is the nation's largest consumer co-op. Today, Steele leads the company's marketing, communications, and brand teams along with creative and brand expression. During a conversation on leadership development, Steele's CEO recommended that he attend the Finance for Senior Executives (FSE) program. With no background in finance, he was understandably apprehensive, but soon realized it was the ideal opportunity.
As dean of one of the world’s best B-schools at the time of the financial crisis, Dipak Jain drew on a quality every manager should have: the ability to anticipate. Today, as the Director of Sasin Graduate Institute of Business Administration at Chulalongkorn University in Bangkok and for a man who has risen so high as a business educator, Dipak Jain says with a trace of wonder that he sometimes reflects on how his circumstances could have been so vastly different.
Fear can shut down any stage of the entrepreneurial process, however, unfounded apprehension or the opinions of others should not be allowed to drown a business idea before it’s been researched.
When I became CEO of Ford, I went to each leader and Board director of our company, and asked the same four questions: What do you hope I do? What do you hope I don’t do? What should we do more of? What should we stop doing?
A switch to real-time charging offered big benefits for Kuwait’s VIVA telecom company but it took all of IT expert, the Head, VIVA’s business support system, Muhammad Ayub’s skills to steer it through. Here is the story of a Pakistani IT expert and his executive education journey at London Business School with the “ Making innovations happen” programme.
DB Schenker is a division of Deutsche Bahn AG that focuses on logistics. The company, created by reorganisation and rebranding of Deutsche Bahn subsidiaries, comprises a logistics division encompassing air, land, and sea freight, and a rail division made up of European rail freight companies.
Aurivo is a globally focused agribusiness with leading businesses and consumer brands in dairy ingredients, consumer foods, sports nutrition, animal nutrition, agri and lifestyle retail stores and livestock marts. Aurivo has a strong ambition that is supported by a robust business model and strategic plan that positions the business for sustainable growth, creating value for its members.
Akberet Boykin Farr, Vice President, Human Resources at Nidec Motor Corporation is a seasoned HR professional with over 20 years of experience. While sharing her experience with Olin Business School at Washington University in St Louis she says The Women Leadership Forum programme that she did gave her greater clarity of what kind of a leader she wanted to be
LähiTapiola Managing Director of Helsinki Metropolitan Area Jukka Kinnunen’s decision to participate in the Aalto CEO Circle was easy: "Continuing self-development is important and good forums need to be sought. I think Aalto EE is one such. LähiTapiola has worked closely with other Aalto EE partners and I have a strong trust in their professional skills. I heard them assembling a new CEO Circle group and thought that participation was a good opportunity. "
Saudi women would be permitted to drive in the country — an overturn of a longstanding, globally controversial law.The news came while Ross Executive Education faculty were running a leadership development program for 32 high-potential leaders of Saudi Telecom Company, or STC, the largest provider of internet and mobile services in the country. Five of the participants were women
Monica Seghers Hayes, Director of Business and Programme Development, Executive Education, Stanford Graduate School of Business Talks On The School’s India Interest, Emerging Job Skills and The New Participants of Disruptors. Based on the sylvan Stanford University campus, her territory includes the Asia Pacific region. She works with individuals and organisations regarding programmes and researches at the Stanford Graduate School of Business and within the larger Stanford community.
So, why humour? The late journalist Eric Sevareid said, “Next to power without honour, the most dangerous thing in the world is power without humour.” Our goal is to pin you down and not let you leave Stanford without a healthy dose of humanity, humility, and intellectual perspective that only humour can bring.
I have yet to meet the person whose life is a forever happy, straight line with an uninterrupted positive slope upward from birth to death. After all, life tends to be an assortment of highs (graduating from school, getting a good job, maybe getting married, having children, getting promoted, etc.) and lows (losing a job, the death of a friend, etc.). Macro issues – social, political, environmental – also have a tremendous impact on our lives, contributing to both the peaks and the valleys in our “lifelines.”
Why a 16th-century saint is a model of modern management Nearly 500 years ago, St Ignatius showed how to lead a global enterprise. When Pope Francis assumed the papacy in 2013, there were cheers from many around the world. Francis was the first pope from the Americas and the first Jesuit. While his appointment focused new attention on the Jesuit Order, the Society of Jesus has been around since 1540, when it was founded by St Ignatius Loyola.
Anu Acharya is the CEO of Hyderabad-based firm called Mapmygenome India Ltd. The 2013-established firm is a molecular diagnostics company that helps in gene testing and mapping and warns you how to take precautions on any diseases that this mapping may throw up. An IIT-Kharagpur alumnus who went on to get two post-graduate degrees in physics and MIS from University of Illinois, Acharya talks about the journey of being an entrepreneur including failures and how a startup needs a different skill sets.
Henrik Gliese, the CEO and Co-Founder of the ‘Work Environment Expert’- a company that sells time and knowledge in virtually all aspects of the work environment and safety established 12 years ago had lot of practical experience in environmental engineering. However he felt that as the company grew it became necessary to become acquainted with the theory to supplement his practical experience. That’s when he decided to take up the Top Governance programme from Business Institute Denmark of 2015.
Patrick Barbey, Director, Innovaud, a nonprofit association located in western Switzerland that has the vital mission of helping leaders of innovation projects realize their goals shares his experience after attending the Driving Economic Growth (DEG) programme at Babson Executive education. Innovaud specifically supports innovation initiatives in the region of Vaud, which has a population of more than 750,000. Barbey attended the DEG programme with Jean Philippe Lallement and Lan Zuo Gillet, who manage the EPFL Innovation Park in Vaud, home of 120+ high-tech startups.
With US$7.4bn in annual revenues and over 155,000 employees, Infosys is a leader in people development and has one of the largest corporate universities in the world. It is one of the first few organisations in the country with a dedicated diversity team that works towards improving workplace growth opportunities for women.
Marsa Maroc has teamed up with ESSEC Executive Education in order to established and develop à cross-functional skills programme among 250 Senior Executives of the group.
With more than 10,000 employees and offices in 25 countries, Chubb Insurance is a Fortune 500 company and the eighth largest property and casualty insurer in the United States. While all industries continually change, “Our industry is changing at a more rapid pace than I can ever remember,” notes Kathleen Overlin, Agency Education Manager.
What? Ninety percent of all start-ups fail1? Depending on the survey, year, research subject and country analysis, different figures exist and circulate, but one thing is certain: Founding a business is risky.
The world is digitalising at warp speed and Legal Tech companies will soon be essential. It is based on this observation that Pierre Colliot (PGE 2015) launched the Fabrique Juridique.
Xella is a building materials manufacturer that was created out of the merger of three German companies in 2003, and now has manufacturing operations in 18 countries and sales and marketing ones in over 30 countries worldwide across its family of brands. Its 2014 turnover was 1.27 billion euros.
With a tagline as “the bank for a changing world”, BNP Paribas collaborated with Singapore Management University Executive Development School for a leadership training programme aimed at developing the ever-burgeoning Asian market into a stronghold. French multinational bank BNP Paribas has shown great commitment to growing its business in the Asia-Pacific region.
At a time of tremendous growth, Polaris becomes an Executive Education member for round-the-clock access to professional development opportunities and expert advice.Polaris Industries, Inc. designs, engineers, and manufactures off-road and on-road vehicles sold in the United States, Canada, and Europe. Polaris is an American manufacturer of snowmobiles, ATV, and neighbourhood electric vehicles.
Brain Johnson, Vice President of Supply Chain, Plumbers Supply Co felt that there was a time in his career where he felt some amount of insecurity due to some knowledge gaps, that’s when he pursed the supply chain management programme from Olin executive education school of Washington University.
Jenny Kong has been a volunteer with the Hong Kong YWCA for 13 years and has served on the organisation's board of directors since 2012. To complement her expertise in banking and finance, she wanted to enhance her knowledge of governance at Harvard Business School's (HBS) Governing for Non-profit Excellence programme. She shares her thoughts about the programme’s people, learning environment, and content.
Christine Thioux, Director ATH and Associates share her experience at the Solvay Brussels School of Economics and Management’s Executive Programme in Management and Philosophies that helps develop the ability to question our points of view and our managerial practices to overcome them and make better decisions. The programme is created by the Solvay Brussels School of Economics and Management in partnership with the non-profit organisation Philosophies & Management, the Management School of the University of Liège - HEC and the Louvain School of Management (UCL).
The departure of Kumble and the re-arrival of Ravi Shastri has dominated the media headlines a few months back. Despite the passage of time, it is good revisit this incident. The facts are well known. Our intention here is to discuss what management lessons can be drawn which are applicable across the board.
How to Think presents us with the curious case of John Stuart Mill, famed 19th-century philosopher. His father, a taciturn scholar, took the academic training of young John seriously—John became a respected intellectual figure as a teenager. Despite his success and seeming promise, Mill reports in his autobiography that he felt stunted, purposeless, and unhappy.
A new study conducted at the business schools of Duke, Vanderbilt and Harvard's universities have found that CEO-led firms do better than firms that have founders as their CEOs.
In this article Bernard Banks, A retired brigadier general explains how companies can prioritize talent development.“It’s not like there’s this overwhelming abundance of great leadership talent, and every company gets who they need,” says Bernard Banks, a clinical professor of management and associate dean for leadership development at the Kellogg School.
What if anyone with the skills to code could find a good job in their chosen field?
What if millions of people from Kenya to India; Myanmar to Missouri; had affordable mentors and apprenticeships readily available to guide them into the tech economy?
What if all of this and more were already being offered by a select group of innovative leaders?