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Adjunct Professor of Strategy and Entrepreneurship
MA (Cambridge) MBA (Stanford)
Dominic is one of Europe’s leading experts on strategy execution in B2B and professional services firms. He helps the leaders of major firms to connect with their clients, their colleagues and themselves in different and compelling ways. His engagements typically involve a customised mix of seminars, action-oriented workshops, and client events, as well as coaching and advisory roles with senior leaders.
Dominic brings a unique mix of theory, practical experience, and insight to his work. He is Adjunct Professor in Strategic and Entrepreneurial Management at London Business School where he has been based since 1994. Previously, he worked for the Boston Consulting Group and held senior leadership positions in the corporate world.
Dominic has been a committed Buddhist practitioner for more than 30 years. He is Academic Director for the School’s Global Business Consortium for senior managers - from Oracle, Emirates, Nokia, DP World, and Mars - who are moving into key leadership positions. Dominic teaches on a broad range of degree and executive education programmes and is lead Faculty and Academic Director for London Business School’s open Executive Education programme "Executing Strategy for Results". His work has been published in leading practitioner journals, including Sloan Management Review and Harvard Business Review.
In the non-profit arena, he is a life-time Vice President of the Royal National Lifeboat Institution and a Trustee of Breathworks, a mindfulness-based pain management charity. He is a pro-bono adviser on Green Industrial Strategy to the Scottish National Party leadership.
Alongside his academic and client commitments he is a crofter on the Isle of Skye.
Sloan Fellows' "Best Teacher" award 2012 and 2013
Wokurka G; Banschbach Y; Houlder D; Jolly R
in Oswald, G. & Kleinemeier M. (Eds.), Shaping the digital enterprise: trends and use cases in digital innovation and transformation, Springer, 2016
Sull D N; Houlder D
Sloan Management Review 2006 Fall Vol 48:1 p 26-34
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