Naveen Lakkur is a serial entrepreneur turned Innovation coach. Naveen loves to inspire enterprises and entrepreneurs to innovate and guide them to grow in the right direction. In his professional career spanning 25+ years in the industry worldwide, he has co-founded several innovative companies. He has also been a catalyst for 250+ ideas to have become commercial realities.
Four-time Olympic ice hockey player, cum laude graduate from Harvard University, NCAA First Team Academic All-American – Angela Ruggiero is one of today’s star players on the U.S. Olympic Ice Hockey Team. Angela won a Gold medal in 1998, a Silver medal in 2002, a Bronze medal in 2006, and another Silver medal at the 2010 Olympics. She was the first woman (non-goalie) to play professional men’s hockey in North America and earned a place in the Hockey Hall of Fame with her brother as the first brother-sister duo to play pro hockey together.
In an interview with Sougata Ray, Professor of Strategy, Indian Institute of Management Calcutta, and Visiting Advisor, Thomas Schmidheiny Centre for Family Enterprise, ISB, Adi Godrej, Chairman, the Godrej Group, shares his thoughts on corporate governance in family businesses.
In July 2017, Madhav V. Rajan became the new dean of the University Of Chicago Booth School Of Business. Here, he shares his personal story and lays out his vision for Chicago Booth’s future—including the critical role that Booth’s global alumni network plays in building on the school’s successes.
The ability to influence effectively is a vital competency for managers, particularly when it comes to ensuring the success of big strategic initiatives. In high-stakes situations, such as a company-wide change programme, restructure or roll out of a business-critical technology system, it’s important to get key stakeholders on side from day one.
The company has a new chief, with 100 days to show the stock market some quick wins. Not the usual wins: transformation is the game. Hurry up and reinvent the whole company.
The upheaval of the telecom industry has meant newer and innovative ways to look at continuous education
Dean Paul Almeida takes a moment to reflect on Georgetown McDonough's 60-year history and share his vision for our school's future.
Women entrepreneurs across the globe are unfortunately not encouraged to take risks in their businesses, says Lisa Wang, Co-Founder and CEO of SheWorx
Santosh Desai is the Managing Director & CEO of consulting firm Future Brands Ltd. A post graduate from IIM-Ahmedabad, Santosh, has been an advertising and brand professional for 22 years including being president of McCann Erickson. Besides the depth in advertising Desai is also a regular columnist with the Times of India where he captures the consumer pulse very well - sometimes even being critical of the government if so he feels.
Professor Dewakar Goel, is the director of the Indian Aviation Academy (IAA), a joint venture of Airports Authority of India(AAI), Director General of Civil Aviation (DGCA) and the Bureau of Civil Aviation Security(BCAS) under the Ministry of Civil Aviation.
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.
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?
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.
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.
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.
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…
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.
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.
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.
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.
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.
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.
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.
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:
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.
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.
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.
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.
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.
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.
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.”
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.