Competitive Environments and redefining firm and industry boundaries Does component sharing help or hurt reliability? Family firms How does consumer behaviour differ in the downturn? The need for a department of death and renewal What performance indicators become prevalent in a recession? How to harness leaders in the middle ranks Can innovation be incentivized? Organisational characteristics for change, success and survival Podcast 1: Xavier Rolet, CEO of the London Stock Exchange, on the role of central banks GLS 2010 highlights Nirmalya Kumar GLS 2010 interview GLS 2010 panel 1 highlights: Understanding emerging markets Rakesh Bhasin GLS 2010 interview Antonio Quintella GLS 2010 interview Nigel Andrews GLS 2010 interview Jean-Christophe Bedos GLS 2010 interview Andrew Likierman GLS 2010 interview Erik Vynkier GLS 2010 interview Gowan Pamphlet, slave preacher
Michael G. Jacobides, Associate Professor of Strategic and International Management, talks about changes in the competitive environment
Kamalini Ramdas, Professor of Management Science and Operations, on the impact of component sharing on quality in the auto industry
In a new podcast Nigel Nicholson, Professor of Organisational Behaviour at London Business School, explains why other organisations need to pay attention to the unique culture of family firms.
Ebenezer Essoka, CEO Standard Chartered Bank South Africa, looks at how consumers behave during a downturn
Nick Wood, entrepreneur and business advisor, looks at why all businesses today need a 'death and renewal' department that has the ability to make difficult decisions to ensure the long-term survival of the organisation
Rob Goffee, Professor of Organisational Behaviour at London Business School discusses what the most common performance indicators are during a downturn, including the 'soft' indicators such as enjoying your job
Michael Jarrett, Adjunct Professor of Organisational Behaviour discusses how companies can harness the leadership of middle ranks to become successful; he says that in many ways those who are managers and add value today will be the leaders tomorrow
Rajesh Chandy, Professor of Marketing, Tony and Maureen Wheeler Chair in Entrepreneurship; discusses whether innovation should be incentivized and explains why asymmetric incentives (rewards for success) need to be higher than penalties for failures
Professor Michael Jarrett, Visiting Professor of Organisational Behaviour, speaks of the importance of organisations understanding their external environment in order to change, succeed and survive
At London Business School's speaker event in February 2010, Xavier Rolet, CEO of the London Stock Exchange discusses the importance of an enhanced role for central banks
Highlights of London Business School's Global Leadership Summit 2010, held on 5 July. The theme was emerging markets: "New Frontiers: Expansion, Opportunity and Innovation."
Nirmalya Kumar Professor of Marketing, London Business School, on what we can learn from emerging markets
What do we mean by 'emerging markets'? Helene Rey, Antonio Qintella, Stephen Olabisi Onasanya, HE Amr Abdullah Al-Dabbagh and Laura D'Andrea Tyson seek to define this term and further explore these markets as an economic phenomenon
Rakesh Bhasin, CEO, Colt Technology Services Group, on what we can learn from emerging markets
Antonio Quintella (MBA33), CEO Brazil and Co-Head, Global Emerging Markets Council, Credit Suisse, on what we can learn from emerging markets
Nigel Andrews (MSc11) on what we can learn from emerging markets
Jean-Christophe Bedos (SLN2000), CEO Boucheron, on what we can learn from emerging markets
Sir Andrew Likierman, Dean of London Business School, on what we can learn from emerging markets
Erik Vynkier (MBA2000), Director, Standard Life, on what we can learn from emerging markets
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