Strategy and Entrepreneurship

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Sadler's Wells theatre case study

Freek Vermeulen, Associate Professor of Strategic and International Management, highlights the strategic lessons to be learned from a case study of London's successful Sadler's Wells theatre

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Unlocking your Client's Strategy

Dominic Houlder explains how professional organisations can help clients create value by understanding their strategy, and how professionals can move from being an expert to a trusted advisor to their clients

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Making Strategy Happen

Freek Vermuelen offers advice on how leaders can develop a new strategic direction for an uncertain future

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Competitive Environments and redefining firm and industry boundaries

Michael G. Jacobides, Associate Professor of Strategic and International Management, talks about changes in the competitive environment

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Closing the gap between strategy and execution: Strategy and its discontents

In the first of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, discusses closing the gap between strategy and execution, focusing on strategy and its discontents.

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Don Sull Managing by commitments

"Why businesses that have survived tough economic conditions at home have valuable lessons for western managers..."

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Don Sull Managing by commitments

Why businesses that have survived tough economic conditions at home have valuable lessons for western managers...

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George Yip - CNN Advert

George Yip, Professor of Strategic and International Management, discusses business models

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Don Sull - Third briefing of the crisis compendium

Professor Don Sull discusses the opportunities presented for organisations by the economic downturn, giving noteable examples of successful companies that were forged during previous spectacular adversity.

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Closing the gap between strategy and execution: The strategy loop in action

In the third of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about how to put the notion of a strategy loop into practice in an organisation

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Making sense in a volatile market: The AmBev case

In the first of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.

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Making hard choices

In the second of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.

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Making revisions

In the last instalment of a four part series on 'closing the gap between strategy and execution' Don Sull speaks with Marcel Telles of InBev about how organisations can go about revising strategy when the unexpected happens.

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Simple rules and management teams

In the final in his three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford University Professor about what makes good management teams

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Making it happen through commitments

In the third of a four part series Don Sull, Associate Professor of Management Practice, speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'

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Michael Jacobides - Third briefing of the crisis compendium part two

Associate Professor Michael Jacobides discusses seizing the opportunities embedded in a downturn and industry architectures.

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Julian Birkinshaw - Third briefing of the crisis compendium

Professor Julian Birkinshaw, Professor of Strategic and International Management, discusses types of risk, processes for managers and examples of risk managemnt from companies during the downturn.

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Michael Jacobides - Third briefing of the crisis compendium part one

Associate Professor Michael Jacobides discusses what happened to financial services and how changed industry architecture in the sector led to its collapse.

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Why coordination, not standardisation, is the key to successful offshoring

Phanish Puranam, Associate Professor of Strategic and International Management, explains that what really matters in the success of offshoring is coordination and links to onshore processes

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Investing in long-term innovation under cost pressures

Julian Birkinshaw, Professor of Strategic and International Management suggests ways to continue investing in long term innovation whilst under pressure to cut costs. Innovation is not just about new products but finding smarter ways to work

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3 ways of using the recession to create resource

Don Sull, Professor of Management Practice in Strategic and International Management, advises forward thinking companies to use a recession to build resources that allow them to compete more effectively in the future

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Managing risk in your organisation

Julian Birkinshaw, Professor of Strategic and International Management discusses how poor risk management decisions could have been avoided by using three complimentary approaches to risk management: formalisation, externalisation and personalisation

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Making sense of your management model

Julian Birkinshaw, Professor of Strategic and International Management,explains how organisations can do a better job of using a management model to enhance their competitiveness

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Creative destruction

Lourdes Sosa, Assistant Professor of Strategic and International Management at London Business School provides new insights into how incumbents react when faced with a desruptive technology

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When management collapses

When you compare the 2008 banking crisis with the Enron debacle or even with the Union Carbide disaster in Bhopal in 1984, some surprisingly clear parallels emerge, says Freek Vermeulen, Associate Professor of Strategic and International Management

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Changing industry architecture

In a new podcast Michael G Jacobides, Associate Professor of Strategic and International Management, explains why neglect of changing industry architecture is at the root of the current crisis

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Management Innovation Lab

Julian Birkinshaw, Co-founder of the Management Innovation Lab discusses why management innovation is a largely unexplored source of competitive advantage

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Play hard, work hard

Julian Birkinshaw, Professor of Strategic and International Management, examines innovation in the way we socialise...and work

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Changing industry architecture to survive the economic crisis

Michael Jacobides explains how firms who are not shy to make radical changes to their industry architecture will be the most successful

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Don't let this crisis go to waste!

Understanding industry architecture (especially in financial services) can help us to understand both the causes of and remedy for our malaise, argues Michael G Jacobides, Associate Professor of Strategic and International Management

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The downturn is an opportunity for company transformation

Don Sull, Professor of Management Practice in Strategic and International Management explains how downturns open a window of opportunity and provide the rationale for difficult decisions that might be considered too extreme in normal circumstances

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Professional service firms: from experts to advisors

Dominic Houlder, Adjunct Professor of Strategic and International Management tells B2B and Professional Service firms that if they want to be a winner in the current climate they need to move away from being experts towards being a client's adviser

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Did the crisis kill innovation?

Dominic Houlder, Adjunct Professor of Strategic and International Management, explains that innovation, not cost cutting, is the key to surviving the crisis

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Seizing the upside of a downturn

During a downturn managers focus on the negative. A fixation on bad news obscures a vital truth: The worst of times for the economy as a whole can be the best of times for individual firms to create value

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Closing the gap between strategy and execution: making hard choices

In the second of a three part podcast series Donald Sull, Associate Professor of Management Practice, proposes that we should replace the liner view with an iterative approach that sees strategy always and everywhere as unfolding in a repeated cycle.

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Research round-up: Highlights from London Business School

As the financial and economic agenda moves from crisis to recovery, four of our faculty members (Nader Tavassoli, Kamalini Ramdas, Richard Portes and Michael Jacobides) offer their insights on what lies ahead for 2011

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3 ways to re-structure your business processes in a downturn

Don Sull, Professor of Management Practice in Strategic and International Management, looks at three ways forward-thinking businesses use a downturn to restructure their organisation

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4 market opportunities for flexible managers to seize in a downturn

Don Sull, Professor of Management Practice in Strategic and International Management, shares four market opportunities that flexible and agile managers can seize in a downturn

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Promise based management: How to pave the ground for good promises in your organisation

In part two of a series of three podcasts on promise based management, Donald Sull, Associate Professor of Management Practice in Strategic and International Management, explores why promises go bad and what organisations can do about it.

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Developing Strategy for Value Creation

This business strategy programme introduces participants to strategic tools and frameworks that enable them to address competitive situations and the challenges of tomorrow as well as creating value in a business context.

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Promise based management: How to create a 'promise' culture in an organisation

In the final of his three-part podcast series on promise based management, Donald Sull, Associate Professor of Management Practice, explores how to encourage people to consistently make good promises and deliver results.

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Promise based management: Execution and promise based management

In part one of a series of three podcasts on promise based management, Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about execution and how it presents many challenges for organisations.

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Discussions around the round table at Garanti Bank

Don Sull speaks with former Garanti Bank CEO Akin Ongor about forming round table groups so that top managers would work together to align the priorities of the organisation.

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Radical new product innovation (audio)

Professor Costas Markides discusses innovation, in particular radical new product innovation.

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Achieving strategic agility

This strategy programme explains how companies can survive and thrive in volatile markets using a holistic model for creating and protecting value.

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Radical new product innovation

Professor Costas Markides discusses innovation, in particular radical new product innovation.

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Don Sull - Managing by commitments

"Why businesses that have survived tough economic conditions at home have valuable lessons for western managers..."

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Promise based management at Garanti Bank

In the second of his three part series talking with Akin Ongar, Associate Professor of Management Practice Don Sull listens to the former Garanti Bank CEO discuss how introducing "oral contracts" helped increase efficiency and transparency.

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Simple rules: Three logics of value creation

In the first of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice in Strategic and International Management, elaborates on the three core logics of value creation.

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Simple rules: Strategy as simple rules

In the second of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice in Strategic and International Management, explains what simple rules are and how managers can make them work in their organisations.

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Simple rules: Common mistakes with simple rules

In the third of three podcasts on strategy as simple rules Donald Sull, Associate Professor of Management Practice, discusses the five common pitfalls that are likely to derail strategy as simple rules in organisations.

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Before and after at Garanti Bank

In the first of three podcasts, Associate Professor of Management Practice Don Sull and Akin Ongor discuss the changes in corporate culture that occurred at Garanti Bank over a period of 10 years when Ongor was CEO.

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How to create a culture where people want to contribute

In the final of a series of three podcasts former Garanti Bank CEO Akin Ongor talks to Don Sull, Associate Professor of Management Practice, about the importance of employing well-selected and high calibre employees.

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Developing simple rules

In the second in his three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford University Professor about how managers can use simple rules.

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Competing on the edge of chaos

In part one of a three part podcast series with Kathleen M. Eisenhardt, Donald Sull, Associate Professor of Management Practice, speaks with the Stanford Professor about simple rules and about why structure is so important in uncertain markets.

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Is there hope for the planet?

Yiorgos Mylonadis, Adjunct Assistant Professor of Strategic and International Management, talks about how to encourage companies to find ways to beat global warming.

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Can firms shape their environments to gain an architectural advantage?

Michael G Jacobides, Associate Professor of Strategic and International Management talks about how firms can shape their environments to gain an architectural advantage.

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How companies get lucky and succeed

Freek Vermeulen, Associate Professor of Strategic and International Management, explains how luck really does exist in the business world.

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Imitation and breaking the mould

Freek Vermeulen, Associate Professor of Strategic and International Management, talks about imitation and breaking the mould

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Managing your own career in today's labour market

Isabel Fernandez, Assistant Professor of Strategic and International Management, talks about her research examining how changes in today's labour market have radically altered the way that careers are managed.