Two renowned authorities on strategy and innovation explain how the fusion of physical products and services with real-time data and AI will shape the industrial future
Warwick Business School’s Dr Umar Taj shows how tightly defined problem statements are key to using behavioral science in helping organizations ‘do’ culture change
Vlerick Business School report describes the strategic flexibility needed to set a trajectory for growth in turbulent times and the skills required to develop it
In this video recording, Cranfield University experts explain how to avoid bad practices and learn five key impact drivers for executive education in your organization
HEC Paris’ Christopher Hogg describes how the crisis stimulates innovation and accelerates the economic transformation of companies – and how to capitalize on it
Senior Lecturer in Management Communication at MIT Sloan, Miro Kazakoff, explains why—even armed with insights based on sound data—leaders are still often failing to persuade their audience
Professor Connson Locke offers practical advice and tips on how to make our voices heard, influence people with more power than us―and create positive change
LSE’s Dr James Abdey considers five essential skills for professionals seeking to analyse data in more meaningful ways, communicate more effectively using data, and to make better, data-informed decisions
A new Accelerated Management Development Program from Michigan’s Ross School of Business shows how top business schools are evolving their offering to better meet the changing requirements of executives taking the step up to leadership
MIT Sloan’s Paul McDonagh-Smith describes the ‘twisted ladder structure’ of our physical and digital worlds, that can help organizations shape the digital economy
In a recent letter to the deans of its business school members, Lise Hammergren, UNICON Board Chair, offers her observations on the current state of university-based executive education and a view of the future
Schulich’s Brett Richards and Renée Bazile-Jones explain how best to develop adaptability, inclusiveness, and growth in your organization, in this webinar recording
Warwick Business School’s Dot Powell, Pietro Micheli, and Tim Wray discuss what the past few months have shown about remote learning—what’s effective and how organizations and individuals can benefit
Paul McDonagh-Smith sets out the principles and possibilities for digital learning in organizations—based on the creation of MIT Sloan’s own digital learning strategy
Professor Bernd Vogel concludes Henley’s recent series of essential podcasts with an introduction to the concept of rotating leadership where many people spend an interim period at the helm
In this webinar recording Gillian Ku, Professor of Organizational Behaviour at London Business School, offers practical insights on the strategy and science behind effective negotiations
In this recorded webinar, Georgetown University’s Professor Jose-Luis Guerrero explains how the nature of leadership and employment will be changed by greater use of AI in workplaces
When no strategy is safe, learn from those who have experienced the same intensity of change as you, says Patrick Faniel, Managing Director at Management Centre Europe (MCE)
Professor David Denyer and Dr Elmar Kutsch combine for an engaging presentation at the latest Leadership Series event from Cranfield School of Management @Brand Exchange, London
Professor Patrick Reinmoeller keeps us abreast of the latest strategy thinking at a recent London thought-leadership event from Cranfield School of Management
Executive leaders are losing patience with traditional tools for managing talent, says Ronny Vansteenkiste, a Senior Associate with Management Centre Europe and a Fortune 500 veteran
Hannes Leroy, associate professor at Rotterdam School of Management, Erasmus University (RSM), describes a leadership development experience that is a force for positive change
Cranfield’s Kim Turnbull James, Susan Vinnicombe and Hilary Harris offer a gender perspective on practical inclusive talent management for senior roles
“Sorry seems to be the hardest word” sang Elton John – but new research co-authored by Cambridge Judge Business School’s David de Cremer now suggests that it really needn’t be.
"This book, rich with case studies, is a deeply thoughtful and illuminating read; a must for would-be stable leaders, executive coaches, and leadership developers everywhere."
This White Paper from UNC Kenan-Flagler Business School explains why collaboration often fails in organizations, particularly those where virtual-communication and multiple locations are the norm
Organizations need leaders who recognize when their current skill sets and knowledge are insufficient and irrelevant and who are willing to change course and learn new approaches - says Michael Campbell, Senior Research Analyst at CCL.
For generations, victims of schoolyard bullying have been made to feel afraid, powerless and even stupid. They respond by drawing as little attention to themselves as possible and hoping the misery stops.
Learning to better manage knowledge workers is vital to coping with Society 3.0 says Ralph Blom, a program director at de Baak Management Centre in The Netherlands.
Individuals trust what their own brains tell them from their own experience in preference to what any authority, however august, says. That is what makes shifting policy into social action so difficult.
Michael Stanford, Director or Partnership Programs at IMD, disputes the value of 70-20-10 as it separates on-the-job experience from formal development.
Executive Education at Ross has joined forces with the Association of Climate Change Officers (ACCO) to bring industry experts into its executive education programs focused on climate change.
The TRATON GROUP (formerly Volkswagen Truck & Bus) is benefiting from a successful collaboration between business schools Barcelona-based IESE and HEC Paris