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Collaborating with clients

Wherever the audience, or however complex the strategic need, our innovative Executive Education programmes have consistently delivered business success for our clients, across the globe.

Some examples of clients we work with

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“London Business School has been an outstanding partner for Vodafone on its journey to deliver global marketing excellence. In designing the Vodafone Commercial Excellence Programme, we have seen:

  • A strong desire to partner, co-create, be flexible to tight deadlines and a strong commitment to deliver to the highest quality. In addition, a programme team who are committed to the best possible experience for the client organisation and real business impact
  • An ability to deal with mixed and diverse participants in terms of experience, audience from Sales, Marketing and Customer Operations but can still make the content hugely relevant.”

Mohsin Ghafoor

Group Commercial and Operations Learning Lead, Vodafone


Young Presidents’ Organization (YPO)

Oman Oil

Danone’s Leading Edge Programme

In 2003, Danone’s Executive Board identified the urgent need for a high-level management development programme for the organisation’s senior executives. It would develop and motivate the top tier of talent in order to gain new business perspectives and help achieve ambitious growth targets.

In a highly collaborative process, London Business School and Danone developed Leading Edge, a programme based on the concept of ‘discovery learning’. Participants unlock new ways of looking at business, discover and experiment with new levers for growth and build their personal leadership capabilities.

Leading Edge is in its second decade and continues to deliver deep business impact. From this experience, a strategic change of direction for the company emerged, focusing on wellbeing through nutrition, across all its business interests. Senior leaders now share a common “language” and enhanced leadership capabilities. Leadership strength at executive and Board level has grown with 71 of 230 programme participants promoted, six to the Board. It has helped assimilate new talent after a major acquisition and filter new processes through the company. Leading Edge continues to enhance Danone’s performance. 


IBM has an impressive track record of success, and ambitious growth plans for the future. Having already made a considerable investment in the development of their European sales staff, their strategic goal was to build further capability within this community to achieve sales eminence.

In 2012, a collaborative effort among global academics and programme owners was conducted to redesign two levels of the IBM programmes,  encouraging sellers to understand the challenges their clients face and how they create value, leading to the development of a set of ‘Business and Industry Insights.’ These focus on a client’s enterprise growth hand in so doing build trusted advisor relationships that in turn generate value-creating opportunities for IBM.

Both programmes are consistently very highly rated by participants, as illustrated by IBM’s 2012 Net Satisfaction Index, which recorded 97/100 – a very significant endorsement of the effectiveness of both the programme design and the quality of faculty. Dr Klaus-Dieter Ziep, Sales Learning Segment Leader, Major Market for IBM says, “We very much appreciate the outstanding quality of the faculty as well as the excellent programme management around the classes. 

Smurfit Kappa

Smurfit Kappa is a leading producer of paper-based packaging, with 41,000 employees in 32 countries. In 2008, it wanted to accelerate the personal development – and business potential– of its mid-level and senior executives, by expanding their thinking.

Two General Management programmes were selected to align with Smurfit Kappa’s talent strategy: Transition into General Management (TGM) and Senior Executive Programme (SEP). TGMgives functional managers moving into general management roles a wider skill set that includes leadership, strategy, marketing, financial management, analysis, and strategic decision making.

The School worked closely with Smurfit Kappa to identify the very specific needs of each programme participant. Roberto Villaquiran, CEO of Smurfit Kappa’s Corrugated Division Europe says, “They come back consistently more mature, confident and energised, with a set of tools they can use to develop the organisation further. This new-found confidence makes for more decisive management.”