Podcasts
Remaining innovative through good and bad times
Rajesh Chandy, Professor of Marketing and Tony and Maureen Wheeler Chair in Entrepreneurship discusses why managers need to focus on the future in order to help an organisation remain innovative through difficult and prosperous times
The downturn is an opportunity for company transformation
Don Sull, Professor of Management Practice in Strategic and International Management explains how downturns open a window of opportunity and provide the rationale for difficult decisions that might be considered too extreme in normal circumstances
London Business School: Looking back over 2009 and forward to 2010
London Business School faculty members offer you their insights on what lies ahead for 2010 plus we share highlights of the past year at London Business School.
Keeping people inspired during a recession
"Organisations that flourish and retain talent during a recession always flourish after," says Lynda Gratton, Professor of Management Practice in Organisational Behaviour, discussing challenges with keeping people inspired and engaged in a recession.
Executive Education CNN advert
"The SEP programme strengthened my position as a leader and helped me get through what have been some pretty challenging times economically," Philip Stockton(SEP65) shares his thoughts on the School's Senior Executive Programme in a new CNN advert.
Degree programmes CNN advert
"Studying here gave me the confidence to start my own business," Tony Wheeler (MSc05), Founder of LonelyPlanet, explains in the School's new TV adverts which launched in October 2009 and run on CNN EMEA (Europe, Middle East and Africa).
Leaders can increase the gap
Randall Peterson, Professor of Organisational Behaviour discusses the importance of leadership during a downturn. If employees believe and trust in the organisation and its leadership, they are more likely to stay focussed, engaged and work hard
Which companies will survive and which will fail in a recession?
Chris Higson, Associate Professor of Accounting explains why when a recession hits your survival is predestined and depends on the markets you serve, the business models you use and the strength of your balance sheet
Investing in long-term innovation under cost pressures
Julian Birkinshaw, Professor of Strategic and International Management suggests ways to continue investing in long term innovation whilst under pressure to cut costs. Innovation is not just about new products but finding smarter ways to work
Can innovation be incentivized?
Rajesh Chandy, Professor of Marketing, Tony and Maureen Wheeler Chair in Entrepreneurship; discusses whether innovation should be incentivized and explains why asymmetric incentives (rewards for success) need to be higher than penalties for failures
People management in recession
According to Nigel Nicholson, Professor of Organisational Behaviour, the biggest challenge for most managers throughout a recession is dealing with people. He explains how to manage people on three different levels: thoughts, emotion and action
3 ways of using the recession to create resource
Don Sull, Professor of Management Practice in Strategic and International Management, advises forward thinking companies to use a recession to build resources that allow them to compete more effectively in the future
Recession as a marketing opportunity
According to Nirmalya Kumar, Professor of Marketing, recessions can be an excellent time for companies with strong market position to increase their market share as maintaining advertising budgets can give them a disproportionate share of voice
5 ways to measure performance and survive the recession
Sir Andrew Likierman, Dean at London Business School discusses a number of ways to rethink the performance measures being used within organizations and suggest five ways to measure performance to survive the recession
The downturn as an opportunity to transform business culture
According to Nigel Nicholson, Professor of Organisational Behaviour, success can be an enemy of change but that one of the things to come out of these turbulent times is that it can provide a fantastic opportunity for lots of changes in organisations
Professional service firms: from experts to advisors
Dominic Houlder, Adjunct Professor of Strategic and International Management tells B2B and Professional Service firms that if they want to be a winner in the current climate they need to move away from being experts towards being a client's adviser
How to harness leaders in the middle ranks
Michael Jarrett, Adjunct Professor of Organisational Behaviour discusses how companies can harness the leadership of middle ranks to become successful; he says that in many ways those who are managers and add value today will be the leaders tomorrow
Emerging markets and the upturn
Emerging markets can represent tremendous opportunities for firms to emerge from the downturn. Rajesh Chandy, Professor of Marketing and Entrepreneurship talks about how some of the most remarkable innovations are happening in emerging markets
Dealing with workforce downsizing
Randall Peterson, Professor of Organisational Behaviour discusses why the way an organisation deals with workforce downsizing is important not only in supporting those being laid off but also in maintaining loyalty within the remaining workforce
Could now be the best time to create economic value?
Donald Sull, Professor of Management Practice in Strategic and International Management discusses how there can be an upside to a downturn and why different times in the economic cycle can provide potential advantages for skilled firms
How will the current crisis shape the global business environment in the near future?
Helene Rey, Professor of Economics, argues that the policy responses we have seen since the start of the current crisis are so big that they will shape the global business environment for the next five to ten years
What will winning organisations look like in 18 months' time?
Making it safely through a recession is the basis of long term success. Lynda Gratton, Professor of Management Practice discusses what winning companies will look like in the future and why companies that have ignition will thrive
Managing risk in your organisation
Julian Birkinshaw, Professor of Strategic and International Management discusses how poor risk management decisions could have been avoided by using three complimentary approaches to risk management: formalisation, externalisation and personalisation
Survival of the fattest
Chris Higson, Associate Professor of Accounting discusses how despite their revenues tumbling and prices falling, Apple survived the recession of the early 1990s because they were a fat organisation with a strong balance sheet
Did the crisis kill innovation?
Dominic Houlder, Adjunct Professor of Strategic and International Management, explains that innovation, not cost cutting, is the key to surviving the crisis
Opportunities in emerging markets in the downturn
Terry Rhodes, Co-Founder of CelTel, looks at the interesting and new opportunities which might be overlooked during this downturn
What performance indicators become prevalent in a recession?
Rob Goffee, Professor of Organisational Behaviour at London Business School discusses what the most common performance indicators are during a downturn, including the 'soft' indicators such as enjoying your job
How should executives prepare for the upturn?
Rob Goffee, Professor of Organisational Behaviour at London Business School discusses why executives can not ignore the fundamentals of leadership when preparing for the upturn
Is the slowdown an opportunity for leaders to get ahead and increase the gap?
Richard Punt, Managing Partner of Strategy at Deloitte, talks about why it's important that leaders get focused on the media term opportunities
Is it time to focus on risk-reduction strategies?
Richard Punt, Managing Partner of Strategy at Deloitte, discusses the potential outcomes as a result of the ttightening in the willingness for companies to take risk
The need for a department of death and renewal
Nick Wood, entrepreneur and business advisor, looks at why all businesses today need a 'death and renewal' department that has the ability to make difficult decisions to ensure the long-term survival of the organisation
Leadership in a crisis
HE Sheikh Mohamed Althani, President of Qatar-Connect, discusses how leadership has been a major issue in handling the global economy
How to deal with the upturn when it comes
Richard Punt, Managing Partner of Strategy at Deloitte, discusses how managers can best prepare their organisation for the upturn
Is the global market economy broken?
Paul Walsh, Chief Executive of Diageo, offer his perspective on why the global economy isn't broken
A crisis of trust: the leadership challenge
Richard Edelman, President and CEO of Edelman, gives his insights on how businesses have lost reputational ground in 2008 ad a crisis of confidence in CEOs
Leadership in tough times
Juan Pablo de Alba, Director General, Easyfairs Columbia, looks at what leaders can learn from difficult times with particular reference to how Columbian leaders coped in 1999
Leadership in the current climate
John Rothenberg, SVP, Investor Relations and Head of M and A at Unilever UK, discusses the role of leadership in uncertain times
How should business decision-makers prepare for the upturn?
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore, discusses the best way for decision-makers to prepare their business for the upturn
Is the slowdown an opportunity for leaders to get ahead and increase the gap?
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore looks at how a recession tests individuals and idenitifies those who have a resilience to overcome difficult times
Investing when times are difficult
Jeremy Asher, Chairman of Agile Energy, argues that survival is the main priority during these times but that great disruptions can also bring great opportunities
What will winning organisations look like in 18 months' time?
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore discusses the attributes of winning organisations
What performance indicators become prevalent in a recession?
Kishore Mahbubani, Dean, Lee Kuan Yew School of Public Policy at National University of Singapore talks about survival as the most important indicator
Fixing the financial system
Julian Franks, Professor of Finance at London Business School, discusses why we can not wait to fix the financial system, despite not fully understanding the origins of the crisis
Can marketing help sustain competitive advantage during a recession?
Jean-Christophe Bedos, CEO of Boucheron, looks at how brands can achieve a competitive advantage through their marketing activity
How should decision-makers prepare for the upturn?
Jean-Christophe Bedos, CEO of Boucheron, discusses the best way for decision-makers to prepare their business for the upturn
Do consumer brand preferences change in a downturn?
Jean-Christophe Bedos, CEO of Boucheron, discusses why consumers change their brand preferences during a recession
Four steps to protect your business and grow during a downturn
Dr. Gita Piramal, Chairman of Ergo, gives a guide to the four steps needed to protect and grow your business in the downturn
Is globalisation falling apart?
Helene Rey, London Business School Chaired Professor of Economics, looks at the drop in international transactions and examines whether international trade flows and international financial flows point towards a collapse of globalisation
Can the financial system be fixed?
Costas Mitropoulos, Executive Chairman, Eurobank EFG Telesis Finance discusses if the financial system can be fixed
How do you make your marketing budget work harder?
Daniel Goldstein, Assistant Professor of Marketing at London Business School gives insights on how businesses can make the most of their marketing budget
How does consumer behaviour differ in a downturn?
Daniel Goldstein, Assistant Professor of Marketing at London Business School looks at how consumers behave during a downturn
What will winning organisations look like in 18 months' time?
Costas Mitropoulos, Executive Chairman, Eurobank EFG Telesis Finance examines what a successful business will look like after the recession
How should business decision-makers prepare for the upturn?
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, discusses the best way for decision-makers to prepare their business for the upturn
What's the value of online strategy?
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, discusses the importance of an online strategy, particularly during a downturn
What will winning organisations look like in 18 months' time?
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, examines what a successful business will look like after the recession
The response of London Business School to the downturn
Professor Sir Andrew Likierman, Dean of London Business School discusses the School's response to the economic downturn
Is the global market economy broken?
Andrew Scott, Professor of Economics at London Business School examines whether the global market economy is broken, or if it can be fixed
How does consumer behaviour differ in the downturn?
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, looks at how consumers behave during a downturn
Can the financial system be fixed?
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, discusses if the financial system can be fixed
What performance indicators become prevalent in a recession?
Costas Mitropoulos, Executive Chairman, Eurobank EFG Telesis Finance discusses what are the most common performance indicators during a downturn
Is the downturn a good time to start a new venture?
Jeffrey Skinner, Executive Director of the Foundational for Entrepreneurial Management, explains why the recession may be a good time to be an entrepreneur
Today's opportunity: embedded marketing
Nader Tavassoli, professor of Marketing, explains why marketing is not just about advertising, it's about people
Glow: bringing energy and innovation to your work
Create a cooperative environment within your organisation and you will radiate energy, innovation and success, says Lynda Gratton, Professor of Management Practice
Indian power
Nirmalya Kumar, Professor of Marketing, shares the essence of what he learned from 10 trips to India to interview more than 30 CEOs and top executives who are unleashing the new global power of Indian firms
Don't let this crisis go to waste!
Understanding industry architecture (especially in financial services) can help us to understand both the causes of and remedy for our malaise, argues Michael G Jacobides, Associate Professor of Strategic and International Management
Simple rules for complex times
During a recession many companies scale back their marketing, so those who don't are at a distinct advantage. This is because the amount that they spend will be carried further, says Dan Goldstein, Assistant Professor of Marketing
Marketing success in a downturn
Patrick Barwise, Emeritus Professor of Management and Marketing, explains how the right marketing strategy can turn the downturn into an opportunity
Family firms
In a new podcast Nigel Nicholson, Professor of Organisational Behaviour at London Business School, explains why other organisations need to pay attention to the unique culture of family firms.
Setting executive pay
In a new podcast Robin Buchanan, President of London Business School, discusses the ways in which boards should respond to the current scrutiny of executive pay from politicians, shareholders, the media and the general public
Does component sharing help or hurt reliability?
Kamalini Ramdas, Professor of Management Science and Operations, on the impact of component sharing on quality in the auto industry
Making sense of your management model
Julian Birkinshaw, Professor of Strategic and International Management,explains how organisations can do a better job of using a management model to enhance their competitiveness
Car production lines and orthapaedic surgery
Kamalini Ramdas, Professor of Management Science and Operations at London Business School, has been helping orthopaedic surgeons learn from her research into how companies manage product quality and the effects of standardisation on quality
Leaders for our times
How can firms nurture and develop managers and executives into leaders capable of turning today's problems into tomorrow's opportunities? Dr Babis Mainemelis, Assistant Professor of Organisational Behaviour, provides creative solutions
Creative destruction
Lourdes Sosa, Assistant Professor of Strategic and International Management at London Business School provides new insights into how incumbents react when faced with a desruptive technology
Power and the illusion of control
Niro Sivanathan's latest research investigates why power creates the illusion of control over uncontrollable situations, perhaps leading to some of the risky decisions that contributed to the global financial crisis
Marketing and neuroscience
Tim Ambler discusses the benefits and pitfalls for marketers of using neuroscience research to understand how the mind works and how companies can take advantage of it
How individuals and organisations can innovate in a recession
Lynda Gratton, Professor of Management Practice in Organisational Behaviour explains why recessions are a good time for new management practices to emerge
Forging the new talent compact
It is difficult to attract and keep top talent, acknowledges Doug Ready, Visiting Professor of Organisational Behaviour, but he believes that your company's culture and climate are key to creating a system that works
Ownership and trust
In unique research, Julian Franks, Professor of Finance has looked back at over 100 years of data on corporate ownership. Relationships of trust are as important as ever
Lessons from the crisis
Chris Higson, Professor of Accounting, contemplates the full and daunting implications of growing government intervention and what we have learned so far
Global warning
Climate change is, according to Michael Blowfield, Teaching Fellow of Organisational Behaviour, a reality that business leaders must not just accept. They must also be at the forefront of solving this global crisis
How can entrepreneurs move from Plan A to Plan B and beyond?
John Mullins, Associate Professor of Management Practice in Marketing and Entrepreneurship, discusses the strategies entrepreneurs can adopt to help weather the current economic storm
Changing industry architecture to survive the economic crisis
Michael Jacobides explains how firms who are not shy to make radical changes to their industry architecture will be the most successful
The result is irrelevant... as a measure for decision and execution quality
In a new podcast, Zeger Degraeve, Sheikh Mohammed bin Rashid Al Maktoum Professor of Innovation discusses why the practice of managing to results leads to crisis and how people should be rewarded for decisions, rather than results.
Leading in tough times
Many areas of the business world are in states of turmoil. At such times the need for leadership is paramount argues Nigel Nicholson, Professor of Organisational Behaviour
The end of private equity?
In a new podcast, Robin Buchanan, President, London Business School discusses the shape of private equity when it emerges from the current crisis and how promising the future for private equity firms is.
Reality checks for private equity
Chris Higson, Professor of Accounting, provides a reality check into what went wrong with private equity as well as his insights into what the future now holds
Getting marketing onto the boardroom table
In a new podcast Tim Ambler considers the importance of boards discussing marketing before all else, and suggests that marketing shouldn't always be the first cut made in a recession
Global Investment Returns Yearbook
In a new podcast, Paul Marsh, Emeritus Professor of Finance and co-author of the Credit Suisse Global Investment Returns Yearbook, discusses what information on historic investment returns can tell us about the current crisis
Key issues for the G20 - macroeconomic stability and financial regulation
In a new podcast Professor Richard Portes discusses the key issues expected at the G20 summit on 2 April
Measuring the success of the London 2012 Olympics
In a new podcast Professor Sir Andrew Likierman asks how the success of the London 2012 Olympics should be measured, and discusses the challenges of satisfying multiple stakeholders
Chris Higson - Fourth briefing of the 'crisis compendium'
The School has been providing a regular commentary on the economic crisis and likely scenarios for the future. Chris Higson, Associate Professor of Accounting, provided his insights on the recession and the types of companies that will be affected
Learn to glow
Create a co-operative environment within your organisation and you will radiate energy, innovation and success, says Lynda Gratton, Professor of Management Practice
When management collapses
When you compare the 2008 banking crisis with the Enron debacle or even with the Union Carbide disaster in Bhopal in 1984, some surprisingly clear parallels emerge, says Freek Vermeulen, Associate Professor of Strategic and International Management
Launching a new venture
What strategies can entrepreneurs adopt to help them weather the current economic storm? John Mullins, Associate Professor of Management Practice, has researched entrepreneurial ventures and offers some valuable insights
Keeping faith with stocks
Elroy Dimson, BGI Professor of Investment Management, provides an insight into some of The Credit Suisse Global Investment Returns Yearbook 2009
Changing industry architecture
In a new podcast Michael G Jacobides, Associate Professor of Strategic and International Management, explains why neglect of changing industry architecture is at the root of the current crisis
Competing with low cost rivals
Nirmalya Kumar, Professor of Marketing, explains how traditional retailers can compete with low cost rivals during an economic downturn
Why coordination, not standardisation, is the key to successful offshoring
Phanish Puranam, Associate Professor of Strategic and International Management, explains that what really matters in the success of offshoring is coordination and links to onshore processes
Is IT your Achilles' heel?
Bruce Weber, Professor of Information Management discusses his research into company IT systems and the effect they have on internal financial control and the importance for corporate governance.
Why government guarantees are a double-edged sword
Professor Julian Franks looks at why banks were so highly levered prior to and even during the crisis. His recent research with Professor Viral Acharya discusses the impact government guarantees have had on bank debt.
Michael Jacobides - Third briefing of the crisis compendium part one
Associate Professor Michael Jacobides discusses what happened to financial services and how changed industry architecture in the sector led to its collapse.
Ready for change?
Professor Michael Jarrett, discusses the internal and external complexities of organisational change and argues the case for being ready for change - always.
Michael Jacobides - Third briefing of the crisis compendium part two
Associate Professor Michael Jacobides discusses seizing the opportunities embedded in a downturn and industry architectures.
Don Sull - Third briefing of the crisis compendium
Professor Don Sull discusses the opportunities presented for organisations by the economic downturn, giving noteable examples of successful companies that were forged during previous spectacular adversity.
Julian Birkinshaw - Third briefing of the crisis compendium
Professor Julian Birkinshaw, Professor of Strategic and International Management, discusses types of risk, processes for managers and examples of risk managemnt from companies during the downturn.
Innovation and corporate culture
Professor Rajesh Chandy explains why corporate culture is the key to innovation
Managing best practice
Professor Chris Voss explains how firms can adopt best practice to succeed
First briefing of the 'crisis compendium' - Part three, Professor Lucrezia Reichlin
Lucrezia Reichlin, Professor of Economics interprets the latest economic statistics in relation to other recent recessions and suggests a second dip in 2009 is possible
India's new global strength
Nirmalya Kumar, Professor of Marketing, discusses his new book 'India's Global Powerhouses', on the globalisation of Indian firms
Leading clever people
Rob Goffee, Professor of Organisational Behaviour, discusses his latest research which reveals the growing importance of a small number of smart employees in organisations.
Second briefing of the 'crisis compendium' - Part two, Professor Julian Franks
Julian Franks, Professor of Finance, suggests that giving free guarantees to banks reduces the incentive to monitor the banking sector
Second briefing of the 'crisis compendium' - Part three, Professor Stephen Schaefer
Stephen Schaefer, Professor of Finance, explains that the narrow focus of the regulatory system on banks is partially responsible for the financial crisis
Play hard, work hard
Julian Birkinshaw, Professor of Strategic and International Management, examines innovation in the way we socialise...and work
Second briefing of the 'crisis compendium' - Part four, Professor Elroy Dimson
Professor Elroy Dimson, BGI Professor of Investment Management, comments that high economic growth does not guarantee attractive stock investments
First briefing of the 'crisis compendium' - Part one Andrew Scott
Andrew Scott, Professor of Economics, explains how this downturn differs from previous recessions, and suggests how it may develop in 2009
First briefing of the 'crisis compendium' - Part two Professor Helene Rey
Helene Rey, Professor of Economics, proposes that financial structures and policy must change to avoid the emergence of more bubbles
Second briefing of the 'crisis compendium' - Part one, Professor James Dow
James Dow, Professor of Finance, comments that a hidden stock market crisis lies behind the economic crisis
Rethinking the banking agenda
Professor Viral Acharya discusses capital budgeting and governance at banks, and challenges banks to reconsider performance targets
Hedge fund clones
Narayan Naik, Professor of Finance and Director of the Hedge Fund Centre, talks about the increasing popularity of synthetic hedge funds
Management Innovation Lab
Julian Birkinshaw, Co-founder of the Management Innovation Lab discusses why management innovation is a largely unexplored source of competitive advantage
Developing a successful pricing strategy
Marco Bertini, Assistant Professor of Marketing, talks about developing a successful pricing strategy
What prevents middle manager from getting to the top?
Richard Jolly, Adjunct Associate Professor of Organisational Behaviour, discusses the obstacles facing middle managers who want to progress
Developing Enterprise Leaders
Doug Ready, Visiting Professor of Organisational Behaviour, talks about the importance of developing enterprise leaders
Entrepreneurship in an economic downturn
John Mullins, Associate Professor of Management Practice in Entrepreneurship, discusses the impact the credit crunch will have on entrepreneurs, and gives the truth behind some myths about investors.
Roundtable briefing on the current financial crisis part three of four
Professor Elroy Dimson provides a historical perspective on the financial crisis at an Investment Management Club roundtable briefing on the financial crisis
Roundtable briefing on the current financial crisis part two of four
Professor Viral Acharya discusses bank equity at an Investment Management Club roundtable briefing on the financial crisis
Roundtable briefing on the current financial crisis part one of four
Professor Julian Franks describes the contributing factors to high leveraging within the banking industry and the subsequent impact on the banking crisis at an Investment Management Club roundtable briefing on the financial crisis
Roundtable briefing on the current financial crisis part four of four
Professor Christopher Hennessey cautions against overuse of the term 'moral hazard' in the media, an Investment Management Club roundtable briefing on the financial crisis
Where have all the good times gone?
On 14 October, four members of London Business School's economics faculty shared their perspectives on 'The World Economy: Where have all the good times gone?'
Entrepreneurship and the Executive MBA
John Mullins, Associate Professor of Management Practice in Entrepreneurship, talks about the exciting learning environment on the Executive MBA
A new degree programme that breaks the mould
Julian Birkinshaw, Deputy Dean of Programmes, discusses the new Masters in Management degree programme that will welcome students from around the world for its first intake in August 2009
Sloan Masters in Leadership and Strategy
Professor Sir Andrew Likierman, Dean of London Business School, talks about his experiences of teaching on the Sloan programme
Challenges for measuring performance
Sir Andrew Likierman, Professor of Management Practice in Accounting, discusses the challenges involved in accurately measuring performance
Marketing fundamentals
Marco Bertini, Assistant Professor of Marketing, talks about the essentials of marketing
Decision making can not be left to intuition alone
Zeger Degraeve, Professor of Decision Sciences, talks about today's general manager and the Process of Decision Making
Imitation and breaking the mould
Freek Vermeulen, Associate Professor of Strategic and International Management, talks about imitation and breaking the mould
Is creative culture linked to play?
Babis Mainemelis, Assistant Professor of Organisational Behaviour discusses the link between creative culture and play.
Building brands from the inside out
Nader Tavassoli, Professor of Marketing, talks about building a brand internally.
The glass ceiling: Why women struggle to achieve top levels in business
Dr Elisabeth Kelan, Research Fellow at the Lehman Brothers Centre for Women, talks about why women struggle to achieve top levels in business.
Competitive Environments and redefining firm and industry boundaries
Michael G. Jacobides, Associate Professor of Strategic and International Management, talks about changes in the competitive environment
Repercussions of the Sub Prime Crisis
Viral Acharya, Professor of Finance, talks about the repercussions of the sub prime crisis.
Can firms shape their environments to gain an architectural advantage?
Michael G Jacobides, Associate Professor of Strategic and International Management talks about how firms can shape their environments to gain an architectural advantage.
Why the credit crunch took hold
Richard Portes, Professor of Economics, talks about why the credit crunch took hold and what the authorities should do to avoid a repeat of the crisis.
Challenges for charitable investors
Elroy Dimson, BGI Professor of Investment Management, talks about philanthropic and charitable investors, and the unique challenges they face in the current economic climate.
Is there hope for the planet?
Yiorgos Mylonadis, Adjunct Assistant Professor of Strategic and International Management, talks about how to encourage companies to find ways to beat global warming.
How companies get lucky and succeed
Freek Vermeulen, Associate Professor of Strategic and International Management, explains how luck really does exist in the business world.
Why is marketing so important
Marco Bertini, Assistant Professor of Marketing, talks about Marketing and how the principle of 'knowing your customer' applies to all professions.
The School's student body
Sean Barrett, President of the Student Association since June 2007, talks about the importance of the student community and why new students should sign up for everything.
Executive MBA and Sloan Fellowship programme podcast
Lyn Hoffman, Associate Dean of the Sloan and Executive MBA (EMBA) programmes, talks about the masters degree programmes that she overseas at the School and the impact they have on students' careers.
What can career services offer
Diane Morgan, Director of Career Services, talks about the department and what it can offer to London Business School students.
Discussions around the round table at Garanti Bank
Don Sull speaks with former Garanti Bank CEO Akin Ongor about forming round table groups so that top managers would work together to align the priorities of the organisation.
Making revisions
In the last instalment of a four part series on 'closing the gap between strategy and execution' Don Sull speaks with Marcel Telles of InBev about how organisations can go about revising strategy when the unexpected happens.
Macroeconomics
Helene Rey, Professor of Economics, examines the US current account deficit.
Making it happen through commitments
In the third of a four part series Don Sull, Associate Professor of Management Practice, speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'
Change your quality of thinking
Srikumar Rao, Adjunct Professor of Marketing, talks about his unique Creative and Personal Mastery course and the overwhelming response he's had
Making hard choices
In the second of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.
Making sense in a volatile market: The AmBev case
In the first of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.
The rise of shareholder activism
Julian Franks, Professor of Finance, shares his view that increasing shareholder activism is a positive development and predicts that the future will see stronger owners and hopefully managers who have learnt how to engage with these owners.
Closing the gap between strategy and execution: The strategy loop in action
In the third of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about how to put the notion of a strategy loop into practice in an organisation
Closing the gap between strategy and execution: making hard choices
In the second of a three part podcast series Donald Sull, Associate Professor of Management Practice, proposes that we should replace the liner view with an iterative approach that sees strategy always and everywhere as unfolding in a repeated cycle.
Social networks
Christopher Malloy, Assistant Professor of Finance, talks about his research into social networks, specifically about the connection between mutual funds managers and senior corporate board members.
Finance Programmes podcast
Sabine Vinck, Associate Dean of Finance Programmes, talks about the extensive portfolio of finance programmes offered at London Business School, including the flagship Masters in Finance (MiF) degree programme.
Closing the gap between strategy and execution: Strategy and its discontents
In the first of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, discusses closing the gap between strategy and execution, focusing on strategy and its discontents.
Simple rules and management teams
In the final in his three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford University Professor about what makes good management teams
Developing simple rules
In the second in his three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford University Professor about how managers can use simple rules.
Prediction markets
Marco Ottaviani, Professor of Economics, talks about prediction markets - a subject currently in the spotlight as a growing number of companies, including Google, are using this method to derive information for their corporate decision making.
Competing on the edge of chaos
In part one of a three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford Professor about simple rules and about why structure is so important in uncertain markets.
Simple rules: Common mistakes with simple rules
In the third of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice, discusses the five common pitfalls that are likely to derail strategy as simple rules in organisations.
Managing change
Michael Jarrett, Adjunct Associate Professor of Organisational Behaviour, talks about managing organisational change
Simple rules: Strategy as simple rules
In the second of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice in Strategic and International Management, explains what simple rules are and how managers can make them work in their organisations.
Simple rules: Three logics of value creation
In the first of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice in Strategic and International Management, elaborates on the three core logics of value creation.
Changes in today's financial arena
Bruce Weber, Professor of Information Management, discusses the trend toward customers taking charge of their investments and how today's financial markets are benefiting from technology.
How to create a culture where people want to contribute
In the final of a series of three podcasts former Garanti Bank CEO Akin Ongor talks to Don Sull, Associate Professor of Management Practice, about the importance of employing well-selected and high calibre employees.
Promise based management at Garanti Bank
In the second of his three part series talking with Akin Ongar, Associate Professor of Management Practice Don Sull listens to the former Garanti Bank CEO discuss how introducing "oral contracts" helped increase efficiency and transparency.
The Chinese economy
Linda Yueh, Visiting Assistant Professor of Economics, talks about the state of the Chinese Economy and the problems China's steady rise presents for other developing countries.
Before and after at Garanti Bank
In the first of three podcasts, Associate Professor of Management Practice Don Sull and Akin Ongor discuss the changes in corporate culture that occurred at Garanti Bank over a period of 10 years when Ongor was CEO.
Promise based management: How to create a 'promise' culture in an organisation
In the final of his three-part podcast series on promise based management, Donald Sull, Associate Professor of Management Practice, explores how to encourage people to consistently make good promises and deliver results.
Marketing and human instincts
Daniel Goldstein, Assistant Professor of Marketing, talks about how the simple rules underlying human decision making can have a huge impact on consumer behaviour.
Promise based management: How to pave the ground for good promises in your organisation
In part two of a series of three podcasts on promise based management, Donald Sull, Associate Professor of Management Practice in Strategic and International Management, explores why promises go bad and what organisations can do about it.
Promise based management: Execution and promise based management
n part one of a series of three podcasts on promise based management, Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about execution and how it presents many challenges for organisations.
The customer is king
Patrick Barwise, Emeritus Professor of Management and Marketing, exposes the myths of consumer behaviour while reiterating the core fundamentals of engaging with customers - primarily that the customer should be king.
Managing your own career in today's labour market
Isabel Fernandez, Assistant Professor of Strategic and International Management, talks about her research examining how changes in today's labour market have radically altered the way that careers are managed.
Financial statements
Chris Higson, Associate Professor of Accounting, talks about the interpretation of financial statements.
Family businesses
Nigel Nicholson, Professor of Organisational Behaviour, talks about family businesses, leadership and Maasai warriors - and how these topics are related.
International finance
Richard Portes, Professor of Economics, talks about London's importance as global connection capital and as a centre for coordinating a wide area of research
Lynda Gratton discusses her new book
Professor Lynda Gratton discusses her latest book 'Hot Spots: Why Some Teams, Workplaces and Organisations Buzz with Energy - and Others Don't', in a podcast for The Times
MBA Insight
Associate Dean, Julia Tyler, talks to Mica Bevington about the MBA programme at London Business School and shares some exciting new developments on the MBA programme, as well as giving an insight into the applications process.
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Faculty and research
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Masters Programmes
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Executive Education
Compendium on the crisis
Professor Sir Andrew Likierman, Dean and Deputy Dean Randall S Peterson present highlights of faculty contributions to public discourse
