In a world of rapid and accelerating change, are we prepared to do what it takes to keep ourselves open and flexible to a future that is likely to look completely different to the past?
When you are in the process of learning something new, you are a beginner – and that is a vulnerable place. Our instinct is to stay in our comfort zone and organisations don’t always help, as learning can feel – and look – like failure, which is frowned upon. In a misguided effort to maximise productivity and minimise errors, organisations are more likely to encourage employees to continue doing what they have always done, even if that means producing products nobody wants anymore, or working in a way that no longer makes sense.
Dan Cable, Professor of Organisational Behaviour, has a five-point plan to help you and your teams to make the key – but difficult - changes and improvements that are vital to your business and in your personal life.
Learning something new is a big part of bouncing back from corporate oblivion and we can learn a lot now from successful corporate turnaround stories.
Michael G. Jacobides, Sir Donald Gordon Chair of Entrepreneurship and Innovation and Professor of Strategy, is well placed to offer insight into how businesses must forge fundamental change to survive, having researched corporate turnarounds and analysed the rise of platforms and ecosystems.
How should government policies address the coronavirus crisis? How can central banks set fiscal and monetary policies that mitigate the longer-term effects of such a pandemic?
In this webinar, Linda Yueh, Adjunct Professor of Economics, is joined by Lucian Cernat, Chief Trade Economist at the European Commission to take stock of the measures so far and discuss what else might be required.
Read anything else good lately? In a broad mixture of pin-point insights and big-picture thinking, London Business School faculty and staff have put together a pandemic reading list. You can discover a little more about what makes our experts tick here.