Can we continue to rely on theories of leadership that were developed many decades ago, long before the widespread adoption of the Internet? What makes a leader successful in highly volatile business environments, like those associated with digital disruption? IMD’s Global Centre for Digital Business Transformation recently completed a research study to find the answers.
We are living in an era of unprecedented personal control. Never before have we been able to control all that we watch, listen to and read. This, undoubtedly, brings with it many opportunities but also challenges for executive development and continuing education in the near future.
Dino Frescobaldi, a poet of the late 13th/early 14th century, played an important role in the development of Italian literature by salvaging the first seven cantos of Dante’s Divine Comedy when the more famous poet was forced to flee Florence for political reasons. This was not Frescobaldi’s only legacy: He was also a member of a successful Tuscan merchant family that began producing wine around that time. Some 700 years and 30 generations later, the family is still running a thriving wine production business and continues to expand and innovate (see Case 1).
Frank Jurgen Richter, the Founder Chairman of Zurich-based independent think tank, Horasis, talks to XEDGlobal on the importance of creating a global network of people to bring together business and thought leaders to steer global business, development and raise issues like climate change and geopolitics.
Why should sales teams consider involving non-sales senior leaders in the selling process?
Gone are the days when selling was the preserve of sales professionals. As the mantra goes, now everyone’s in sales. Considering how challenging the B2B game has become, this means no star players should be left on the bench. Indeed, a tactic known to provide great leverage to sales teams is executive sponsorship, or the art of tapping C-suite executives and other non-sales senior leaders in the pursuit of large, complex B2B deals.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.