Business & Strategy Expert
Leading business and strategy speaker Costas Markides is professor of strategy and entrepreneurship at the London Business School, where he also holds the Robert P. Bauman Chair in Strategic Leadership. Read More >
In today’s hypercompetitive world, innovation is the only source of competitive advantage. Organizations must continuously innovate to stay one step ahead of competition. But innovation is not just creativity; and it is not just the province of top management. For innovation to become a source of competitive advantage, it must be institutionalized so that it takes place anywhere and at anytime in the organization. How to institutionalize innovation is a real challenge for companies and this presentation will provide insights on how to do it. Top management has a key role to play in this and we will also explore how the top people can set the right example in the organization. Real life examples will be provided to support the generalizations made.
The “knowing-doing” gap is a serious problem in life and in business. After more than fifty years of research in social psychology, it is now well established that individuals will not do what they know they should do in an alarmingly large number of cases. For example, people will readily admit that they ought to quit smoking, yet continue to smoke. Similarly, companies know that they ought to question the way they operate continuously, yet wait for a crisis to hit them before doing so in a meaningful way. And senior managers can quickly give you a laundry list of ideas on how to promote more innovation in their companies—for example: allow experimentation, reward new ideas, do not punish mistakes and so on, yet (reluctantly) admit that their companies have not adopted any of these practices. The problem with all these cases is not that people don’t know what they ought to be doing. The problem is that they don’t do it! Read More >
In this session we will explore three classic sources for this problem:
For each reason we will explore why it exists and identify strategies to overcome it. We will derive lessons from the experiences of several managers (leaders) who successfully overcame this problem in introducing radical change in their organisations. The lessons learned will be of use for both our personal and business life. Read Less ^
How can established firms respond to disruptive innovators that are invading their markets? This presentation will identify several lessons that we have learned from academic research on how to respond to disruption successfully and highlight these lessons using real company examples and evidence from academic studies. In the process, we will identify several mistaken beliefs and half-truths about disruption that seem to cloud the thinking of senior managers everywhere.
There are several strategies that can help a company grow but a particularly effective one is the strategy of “breaking the rules” or strategic innovation. Prominent examples of companies that adopted this strategy include Enterprise in the car-rental business; EasyJet in the airline industry; and Amazon in the retail sector. But what exactly is this strategy? And how can a company do it successfully, especially if it already has a successful business to run? These are the questions that I shall attempt to answer in this presentation using real company examples to highlight my main messages.
In the past twenty years, we have witnessed a tsunami of radical demographic, technological, societal and institutional changes. In combination, they have had a tremendous effect on how we work, how we shop, how we live our daily lives and what we value or consider important at home and at work. These changes, in turn, have influenced how companies manage employees, how they serve customers and how they compete with each other. Read More >
In this presentation, I will focus on 3 key implications for the modern organization:
Examples, videos and academic research will be used to highlight these ideas. Read Less ^
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