2013 – what do you predict?
We are asked four London Business School professors – Andrew Scott, Julian Birkinshaw, John Mullins and Ioannis Ioannou – for their predictions on the year ahead.
We are asked four London Business School professors – Andrew Scott, Julian Birkinshaw, John Mullins and Ioannis Ioannou – for their predictions on the year ahead.
What does a manager do most days? If your answer involves going to meetings, revising budgets, and checking and writing emails, you will greatly benefit from reading about one manager who changed this work pattern.
The ability to persevere in the face of what may seem impossible odds is the story of Ursula Burns, who began her career as an engineering intern at Xerox and rose to become CEO of the company in 2009.
Leadership is one of the most discussed and debated issues of our age. From Tony Blair to Max Weber, Rob Goffee and his co-author, Gareth Jones, provide a unique view of the state of our understanding of leadership.
In a crisis, the real measure of an organisation or an individual, is whether you can turn that crisis around to your advantage.
Apologies are necessary and inevitable. So why do we find them so difficult? David De Cremer investigates.
It may not be in the job description for most CEOs, but Freek Vermeulen says that a good leader must also be a good storyteller. Rest assured: we’re not making this up.
Many believe that — when it comes to businesses started and operated by a family — the older the company, the more likely it is that that company will go public or be taken over by another firm.
How much does a person’s perception of an audience’s reaction come from believing that they have achieved high status and is worthy of praise?
For an engineering company in a rapidly changing world, innovation is central, and in this interview with Richard Brass, Jürg Oleas talks about how to make innovating a habit, what makes a leader and how, when it comes to leadership, charisma just...
Farid Muna argues that if companies fail to hire and develop multicultural leaders, they will be unable to build a sustainable global competitive advantage.
Has the time come for boards of directors to rely on a candidate’s facial structure when selecting a new CEO? According to Margaret Ormiston it’s time to face some new facts.
What is the art of great sports broadcasting? In conversation with Des Dearlove, Barney Francis, Managing Director of Sky Sports, zooms in
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