LBS logo London experience. World impact.

We know that one of your life ambitions is to have a profound impact, in everything you do. At London Business School (LBS), we can help you do exactly that.

Right on your doorstep, in the heart of the world's leading commercial and financial centre, LBS brings you fresh perspectives. Take advantage of our world-acclaimed thinkers who will help you draw your professional legacy. 

Stripping back the formalities of your professional role, our programmes help expand your network by bringing you together with a new diverse set of trusted contacts. Join an elite group of global senior executives for a rare opportunity to discuss, challenge and reflect. 


Our thought leadership tailored to your needs.

Courage, care and communication: a toolkit to lead through change

Courage, care and communication: a toolkit to lead through change

Being a leader in this time of flux is a challenge. How will you come up on the winning side?

Leadership in crisis

Leadership in crisis

From scandals to stressrelated illness to strikes, Matthew Gwyther looks at the challenges of being a modern business leader.

Eight books on leadership

8 must-read books on leadership

A collection of leadership lessons from the academic director of our Leadership Institute.

Management guru

Fallen for a management guru? You can do better

Beware the charms of a sexy theory. Choose what you read wisely.


A framework to execute strategy better

Rebecca Homkes suggests a framework to help execute strategy effectively within your organisation.


Five strategy execution myths exposed

See five of the most common strategy execution myths and examine five realities to focus on instead.


Do you have summit syndrome?

There’s an epidemic among senior leaders: reaching a high level of professional achievement, but with personal trade-offs. A new concept, lifeworking, meshes life and work into an integrated existence, in which the individual defines the meaning of success.

Seven leadership lessons from Brexit

Leadership is the art of making difficult judgements in the face of uncertainty, and it is about shaping a path for others to follow. The political turmoil of the last few days has offered up all sorts of lessons about how to fail – and occasionally how to succeed – as a leader.

Five reasons why leaders fail

Is the lesson from history that leaders succeed until they fail? You might think fixed-terms presidencies or other forced retirement options help to avoid eventual inevitable failure, allowing leaders such as Nelson Mandela to quit while they’re ahead. His laudable example is an exception; we often face leadership disappointment, even in the most promising people.

7 questions to ask before leading change

Dan Cable recommends you stop and ask seven important questions before implementing your grand change ambitions.

How to hand over the reins of your business

Nando’s founder and former CEO Robert Brozin on how he dealt with the emotional rollercoaster of stepping aside from his own business.

The corporation of the future

Is the relationship between your work and personal life creating and enhancing a positive source of energy?

Why should anyone work here?

London Business School Professors Rob Goffee and Gareth Jones identify and the six key organisational attributes to answer this question.

Are you managing complexity?

Professor Julian Birkinshaw's top tips on how to solve complex problems.

What your employees really think

Julian Birkinshaw examines innovative approaches to seeing things through the eyes of your employees. Read his tips.

Are you paying attention?

When it comes to maximising productivity, do companies need to focus less on the amount of resources and more on attention being paid? Find the answer.

Leading for good

Can teams be led to make healthy choices? And what role do leaders, like you, play in shaping decisions? Dr Margaret Ormiston answers the questions.

From follower to leader

How will Gen Y lead us in the future? Watch Adam Kingl and Richard Hytner discussing the changing nature of leadership needs from generation to generation.

Mind the trap: three mistakes managers should avoid

Freek Vermeulen’s research identifies three systematic, common mistakes that trip managers up.

Do you suffer from Hurry Sickness?

Have you dedicated enough time to your most important goals lately?

Contact us

Sloan Masters in Leadership and Strategy
Paola Bethmage
+44 (0)20 7000 7509

Senior Executive Programme
Tim Pearson
+44 (0)20 7000 7391