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Michael G Jacobides

Associate Professor of Strategy and Entrepreneurship; Sir Donald Gordon Associate Professor of Entrepreneurship and Innovation


BSc (Athens), MA and PhD (Wharton)

Michael holds the Sir Donald Gordon Chair of Entrepreneurship & Innovation at the London Business School, where he is Associate Professor of Strategy. He has held visiting appointments at Wharton, Harvard Business School, NYU- Stern, has visited Bocconi, U. of Paris and Singapore Management University, and teaches in Columbia for the LBS/Columbia EMBA-Global. He has served on the Global Agenda Council of the World Economic Forum on the Financial System and the Future of Investments, and is a Visiting Scholar with the New York Fed, focusing on changing business models in Financial Services. He studied in Athens, Cambridge, Stanford and Wharton, where he obtained his PhD. 

Michael’s focus is change, design and strategy: he studies industry evolution, value migration, new business models, and structural change in firms and sectors. He is also interested in organizational design and how firms cope with organizational pathologies. His research has earned him the Sloan Foundation Award for the best Industry Study, and he has raised over £1M in research funds. A Ghoshal Fellow in the Advanced Institute of Management, his research has been sponsored by the Leverhulme Trust, NATO, MBAA, the WEF and other private and public bodies. He has worked with Santander, Credit Suisse, BBVA, Goldman Sachs, Lloyds, RBS, Zurich, if, Airbus, Finmeccanica, Pirelli, Lufthansa, Vodafone, Telenor, DT, Nokia, McKinsey, PwC, KPMG, MerckSerono, Chiesi Pharmaceutica, Roche and the NHS on executive development, thought leadership and strategy. 

He has given keynotes for corporate events and for industry associations, including Accenture, McKinsey, PwC, Winterthur, the British Bankers Association, the Mortgage Senate, the Institute of Sovereign Investors, the Healthcare Forum, FIDI, ACE, RICS, and has spoken on TEDx, as well as in sessions for the WEF meetings in Brussels, Vienna, Istanbul, New York, Rome, and in Davos, where he has facilitated public and private events. On policy, he is working with the WEF, the UK parliament (on the future of Financial Services), the European Council (a task-force advising President Van Rompuy on Innovation & Entrepreneurship) and has spearheaded the www.RedesignGreece.gr initiative, which aims to help restructure the Greek public administration. His current degree teaching is on Managing Corporate Turnarounds, a popular phenomenon-driven strategy elective. 

A former VP of the European Academy of Management and officer of the Academy of Management and the Strategic Management Society, Michael has published in academic journals such as the Strategic Management Journal, Organization Science, Research Policy, Academy of Management Journal, Academy of Management Review, the Journal of Financial Perspectives and Industrial & Corporate Change where he serves as the co-Editor. He writes for the Harvard Business Review, Financial Times, Forbes.com, Huffington Post, Business Strategy Review, Greek dailies To Vima and Kathimerini, where he holds an OpEd column. He has been interviewed by the BBC, NPR, FT, TheStreet.com, Reuters, Bloomberg, Radio 5, Radio France, El Pais, Dubai’s The National, the Russian State TV24, SKAI and ANT1, and appears regularly on CNN.

Michael Jacobides Discusses Strategic Dynamics of Changing "Industry Architectures"

Electives


  • Managing Corporate Turnarounds, E250 AUT14, SPR15 and SUM15 (3 streams)

Previous


Degree Programme Teaching


  • Managing Corporate Turnarounds, 2008–: Entirely redesigned and taught the most well-subscribed strategy elective in LBS’s portfolio (two sections in 2008, three sections in 2009, five in 2010)

  • New technologies in teaching: responsible for the Virtual Teaching LBS initiative, a test-pilot for distributed learning in executive education and degree programs, 2002

  • PhD Seminar: Basic Readings in Business, introductory course across PhD concentrations, redesigned and taught (2001–2004). Special Topics in Strategy, 2 sessions, 2014

  • Sloan Fellows Core Strategy Course: Redesigned and taught (2003 and 2007) senior degree students

  • Executive MBA – Global Strategy Course of the London Business School–Columbia Business School Program. Designed (2002) and taught (2002, 2003, 2005) the course

  • MBA Core Strategy Course, 2001: Co-design and teaching


The Wharton School, 1995–2000


  • Adjunct Assistant Professor of Strategy, Information, Systems & Economics, 2000. Designed and taught OPIM 666, “Information: Industry Analysis and Competitive Strategy”

  • Lecturer in Management, Undergraduate Division. Designed and taught the Undergraduate Division Business Policy and Strategy Course. (Winner of the Teacher of the Year Award, Wharton Undergraduate Division, 2000)

  • Teaching Support Director, Wharton Direct, Aresty Institute for Executive Education. Design and implementation of IT-based teaching support in new Distributed Learning Initiative

  • Teaching Fellow, Information: Strategy, Systems and Economics Group (OPIM Dept.) Lectured and TA’d in MBA courses on Advanced Topics in Strategy and Information (with L.M. Hitt and D.C. Croson; 1998–2000.)

  • Instructor and TA, Management Department, The Wharton School, U of Pennsylvania

  • Recitations of MGMT 101 (Introduction to Management), 1996

  • TA for Technology and Entrepreneurship (1997–98) ;Strategy Implementation class (1997–99)

  • Advanced Strategy (1996–98); MBA Global Strategy class (1995–97); MBA Core Strategy class (1995–97)


Executive Education


  • Rabobank, Senior Executive Programme, 2014-. Also, coaching of incoming Rabobank CEO on the Future of Banking, 2014

  • Nordea Bank, Workshop on the New Bank – Strategy Module, for Senior Executives, programme design & delivery, 2012-3

  • Merck-Serono, Workshop for Regional and Country CEOs of emerging and new markets on strategy and adapting to shifting landscape, 2011

  • Credit Suisse, Masterclass for Managing Directors, EMEA on future of FS, 2011

  • Lloyds Group, Senior Executive Program for the Wholesale Bank (joint with McKinsey), 2010

  • National Health Service, CEO Program on industry transformation & turnaround, 2010

  • Santander, Program on Strategy & Finance for Senior Executives, 2010-

  • BBVA, Program for top 1000 Finance executives, Strategy & Financial Service Change, 2010–2012

  • Garanti Bank, Program for the top 80 executives, Strategy and Financial Services, 2010

  • World Economic Forum, Global Fellows Program, Strategy & Innovation, 2009

  • Bertelsmann, Program for “CFO Circle” on change in business model & sector, 2008

  • Abbey National, Program on strategy, industry change, and trends in banking, 2008–2010

  • Nokia, Program on strategy for senior executives (operator unit), 2008

  • IBM, Program for senior sales execs on industry change & profit migration, 2007–08

  • KPMG-Denmark, Strategy program for top executive team & for partners, 2007–08

  • KPMG-Ireland, Strategy program for Partners, 2007

  • RBS, Pilot program on top 150 GBM executives, Strategy masterclass, 2007

  • Lufthansa, top-200 program, strategy sessions, 2007–11

  • TV2, Program for the Senior Leadership team: Strategic transformation, 2007

  • IBM, Business Premier Program: Executive Facilitation, 2002–2004

  • PwC, Strategic Conversations Program: Sessions on value chain evolution, 2002

  • HSBC, Private and Investment Banking Senior Program: Strategy & Change, 2003–2004

  • Credit Union Executives Society, Board Members Program: Strategic Innovation, 2001–2

  • Also, actively engaged in the development and work with the companies; participated in discussions with some of the above firms on behalf of the School, and also for firms such as the Credit Agricole, Total, Huyndai, Institute for Turnarounds etc.


Open Enrolment Executive Programs, London Business School, 2001–


  • Designed and taught a new session on “creating architectural advantage” and profit migration for LBS’s Senior Executive Program, 2008 / 2012

  • Design and teaching of two days in the five-day executive course on Developing Strategy for Value Creation, LBS’s main strategy open enrolment course on Strategy, 2002–

  • Design and teaching of six half-day sessions on strategy and organization in the three-week Emerging Leaders Program, LBS’ course for high-potential executives, 2001–06


Other Institutional Executive Education Work


  • NYU-Stern Executive Educations Program, 2012-13

  • Guest lecture on the “Strategic Breakthrough Insights” Program on Industry Architectures

  • Wharton-Financial Times E-Business Program, 1999–2002

  • Taught web-based, live sessions on Knowledge Management; led TA team, helped build interactive module

  • Hellenic Banks' Association (Athens, Greece), 1993

  • Coordinator and Instructor, seminar on venture capital for bank executives

Research Interests

  • Industry evolution and profit migration
  • Business model change
  • Strategy in changing environments
  • Corporate turnarounds and organisational transformation
  • Structural change and policy challenges