Podcast appearances and mentions of Julian Birkinshaw

Looking at business news over the past decade (including a few HBR articles), you might assume that just about every traditional company has fallen — or will soon fall — to competitors from the tech industry. But London Business School professor Julian Birkinshaw says that story of disruption and destruction is overblown. His research into Fortune 500 and Global 500 organizations shows that many industries haven't been radically remade, despite the rise of a few tech giants like Amazon and Google. Birkinshaw outlines the strategies that many incumbents, like J.P. Morgan, Disney, and Proctor & Gamble, are using to survive and thrive. He breaks down the benefits and drawbacks of four key strategies that incumbents typically use to compete with insurgents. And he explains how you can decide which strategy best fits your organization.Key episode topics include: strategy, disruptive innovation, digital transformation. HBR On Strategy curates the best case studies and conversations with the world's top business and management experts, to help you unlock new ways of doing business. New episodes every week. · Listen to the full HBR IdeaCast episode: No, Tech Start-ups Aren't Taking Over the World (2022)· Find more episodes of HBR IdeaCast· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>

Nella live di oggi ti porto in esplorazione di:cosa ci rende pessimi decisori e la mia storia con le scelte;tre step vitali per scegliere se non siamo allenati a farlo;cosa succede nel cervello quando ci sono molte opzioni.

In this continuation of the discussion with Professor Ben Bensaou from INSEAD Business School, Dom explores how organisations can build a robust framework for continuous improvement and creativity. Bensaou introduces the concept of the "innovating engine," explaining how companies can create a structured environment that encourages all employees to contribute new ideas while balancing these efforts with the demands of day-to-day operations. Understand how to set up a structured approach to generating and implementing new ideas.Learn about the crucial role middle managers play in nurturing a culture of creativity.Discover examples from large companies like Bayer and BASF on how they effectively manage new ideas.This discussion provides practical advice for those looking to create a more dynamic and forward-thinking environment in their organisation.About Ben M. BensaouBen M. Bensaou is Professor of Technology Management and Professor of Asian Business and Comparative Management at INSEAD, Fontainebleau, France. He served as the INSEAD Dean of Executive Education from 2018 to 2020. He was a Visiting Associate Professor at the Harvard Business School for 1998-1999, a Senior Fellow at the Wharton School of Management for 2007-2008 and a Visiting Scholar at the Haas School of Business at UC Berkeley for 2013-2015. He was also a Visiting Professor at Kobe University for 2021-2022.Bensaou is a leading expert on Innovation and how to build, maintain, and enhance a company's collective innovating capabilities. He was nominated for the 2023 Thinkers50 Innovation Award and his book Built to Innovate: Essential Practices to Wire Innovation into Your Company's DNA (2021, McGraw-Hill) was selected as one of the Thinkers50 Top 10 Management Books for 2022. Bensaou explains in detail his systematic approach. It defines specific innovative practices and roles for employees at each level of the organization, offers tools and a process methodology for innovating, and presents a host of vivid case studies that illustrate the dramatic benefits possible.Links Full show notes: Unicorny.co.uk LinkedIn: Ben M. Bensaou | Dom Hawes Website: benbensaou.comSponsor: Selbey Anderson Other items referenced in this episode:Built to Innovate by Ben M. Bensaou with Karl WeberBasotect,BASFFostering Employee Innovation at a 150-Year-Old Company by Monika Lessl, Henning Trill, and Julian Birkinshaw, Harvard Business ReviewChapter summariesIntroduction to part 2Dom Hawes briefly recaps the first part and shifts focus to applying the concepts of continuous improvement within organisations, moving from idea generation to structured processes.The innovating engine approachBen Bensaou introduces the "innovating engine," a framework that allows organisations to foster...

In this continuation of the discussion with Professor Ben Bensaou from INSEAD Business School, Dom explores how organisations can build a robust framework for continuous improvement and creativity. Bensaou introduces the concept of the "innovating engine," explaining how companies can create a structured environment that encourages all employees to contribute new ideas while balancing these efforts with the demands of day-to-day operations. Understand how to set up a structured approach to generating and implementing new ideas.Learn about the crucial role middle managers play in nurturing a culture of creativity.Discover examples from large companies like Bayer and BASF on how they effectively manage new ideas.This discussion provides practical advice for those looking to create a more dynamic and forward-thinking environment in their organisation.About Ben M. BensaouBen M. Bensaou is Professor of Technology Management and Professor of Asian Business and Comparative Management at INSEAD, Fontainebleau, France. He served as the INSEAD Dean of Executive Education from 2018 to 2020. He was a Visiting Associate Professor at the Harvard Business School for 1998-1999, a Senior Fellow at the Wharton School of Management for 2007-2008 and a Visiting Scholar at the Haas School of Business at UC Berkeley for 2013-2015. He was also a Visiting Professor at Kobe University for 2021-2022.Bensaou is a leading expert on Innovation and how to build, maintain, and enhance a company's collective innovating capabilities. He was nominated for the 2023 Thinkers50 Innovation Award and his book Built to Innovate: Essential Practices to Wire Innovation into Your Company's DNA (2021, McGraw-Hill) was selected as one of the Thinkers50 Top 10 Management Books for 2022. Bensaou explains in detail his systematic approach. It defines specific innovative practices and roles for employees at each level of the organization, offers tools and a process methodology for innovating, and presents a host of vivid case studies that illustrate the dramatic benefits possible.Links Full show notes: Unicorny.co.uk LinkedIn: Ben M. Bensaou | Dom Hawes Website: benbensaou.comSponsor: Selbey Anderson Other items referenced in this episode:Built to Innovate by Ben M. Bensaou with Karl WeberBasotect,BASFFostering Employee Innovation at a 150-Year-Old Company by Monika Lessl, Henning Trill, and Julian Birkinshaw, Harvard Business ReviewChapter summariesIntroduction to part 2Dom Hawes briefly recaps the first part and shifts focus to applying the concepts of continuous improvement within organisations, moving from idea generation to structured processes.The innovating engine approachBen Bensaou introduces the "innovating engine," a framework that allows organisations to foster...

This week on the CEO Series, Karl sits down with Julian Birkinshaw, Vice Dean and Senior Professor in Strategy at the London School of Business. Tune in to learn more about teaching in London, Julian's view on Brexit, and HBR.

Bio Bjarte Bogsnes has a long international career, both in Finance and HR. He is a pioneer in the Beyond Budgeting movement and has been heading up the implementation of Beyond Budgeting at Equinor (formerly Statoil), Scandinavia's largest company. He led a similar initiative in Borealis in the mid-nineties, one of the companies that inspired the Beyond Budgeting model. He has helped numerous other companies globally getting started on a Beyond Budgeting journey.  Bjarte is Chairman of Beyond Budgeting Roundtable (BBRT).  He is a popular international business speaker and Beyond Budgeting coach, and a winner of a Harvard Business Review/McKinsey Management Innovation award. Bjarte is the author of "Implementing Beyond Budgeting - Unlocking the Performance Potential", where he writes about his almost thirty years long Beyond Budgeting journey.  His new book “This is Beyond Budgeting – A Guide to more Adaptive and Human Organizations” with a foreword by Gary Hamel is just out. Bjarte is available for speaking engagements and select consulting work through Bogsnes Advisory.  Episode Highlights  04:33 New book ‘This is Beyond Budgeting' 07:40 Beyond Budgeting 16:25The issue with the current performance appraisal process 19:45 The case for change 31:00 Becoming braver 33:50 ‘Losing' control 49:10 Reflect on the risk picture  Books ·         This is Beyond Budgeting: A Guide to More Adaptive and Human Organizations by Bjarte Bogsnes This Is Beyond Budgeting: A Guide to More Adaptive and Human Organizations: Amazon.co.uk: Bogsnes, Bjarte: 9781394171248: Books ·         Implementing Beyond Budgeting: Unlocking the Performance Potential by Bjarte Bogsnes Implementing Beyond Budgeting: Unlocking the Performance Potential: Amazon.co.uk: Bogsnes, Bjarte: 9781119152477: Books ·         Maverick by Ricardo Semler https://www.amazon.co.uk/Maverick-Success-Behind-Unusual-Workplace/dp/0712678867 ·         Humanocracy by Gary Hamel et al https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/B08F2TCKWN ·         The Future of Management by Gary Hamel and Bill Breen https://www.amazon.co.uk/Future-Management-Gary-Hamel/dp/1422102505  Websites ·         Beyond Budgeting Institute https://bbrt.org ·         Bogsnes Advisory (Bjarte's consulting firm) https://bogsnesadvisory.com  Social media ·         LinkedIn: https://www.linkedin.com/in/bjarte-bogsnes-41557910/ ·         Twitter:  @bbogsnes  Guest Intro (Ula Ojiaku) Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello, Bjarte. Thank you for being my guest on the Agile Innovation Leaders Podcast, it's a great honour. I remember meeting you for the first time last year in Copenhagen at the Beyond Budgeting Roundtable, and you kindly accepted. So thank you for being here today. Bjarte Bogsnes Thank you for the invitation. Ula Ojiaku Great. So could you tell us any experience that you might have had growing up, that would have led to where you are today? Bjarte Bogsnes Well, the author Douglas Adams, he once wrote that: “I might not have gone where I intended to go, but I think I ended up where I needed to be”, and that's basically the story of my life because it was in no way given that we should sit here today and talk about Beyond Budgeting, because my career started in a very different place. I'm a finance guy by education and after I finished my business studies, I joined a company called Statoil, it's today called Equinor, it's Scandinavia's largest company, it's an energy company, and my first management job in this company, the year after I joined, was actually Head of the Corporate Budget Department. So I have been heading up more budget processes in my career than I want to be reminded about in that job and in many other Finance Manager jobs in different, you know, jobs. I've been working abroad quite a lot for the same company. So I used to be a big fan of this way of managing, there is actually an interview with me from the company magazine at the time where I'm praising the brilliance of budgeting, and I hope that there are no more copies around. And another reason I like that quote from Adams is that I come from a teacher family. My parents were teachers, my sister was a teacher, so I was in the way, the black sheep in the family because I went for Business Studies. But these days I really feel that I'm back in the fold, because I feel that that is what I'm doing now, teaching, and trying to make a positive difference, just like my parents and my sister did. Ula Ojiaku So teaching, it seems like it's a full circle, but you wouldn't have gotten here without, you know, still going through that process of working in business. Bjarte Bogsnes No, I think I'm very glad I have that background because it means that I know what I'm talking about. I know most of the fix in the budget book and some of them are quite nasty, and so when I would discuss with managers, finance people and others then, I mean, I know the arguments, and I know how to respond. Another important part of this journey was that I am one of the few finance persons, I believe, who has also worked in Human Resources. I was heading up the HR function in a large European company for some years, and that experience was also a big eyeopener for me when it comes to the leadership, the people side of Beyond Budgeting, which is just as big as the kind of finance process side. Ula Ojiaku Nice. Now, I mean, we will be getting to talk about your book, which is This Is Beyond Budgeting, that was released this February, 2023. Congratulations! Bjarte Bogsnes Thank you. Ula Ojiaku What I noticed was that the difference between This is Budgeting, I mean your, your second book and, Implementing Beyond Budgeting, which preceded this, this is actually a quicker read, you know, smaller, it seems like it was condensed and it was done on purpose. Could you tell us about this book, the main message? Bjarte Bogsnes Yes. Now, first of all, I mean, that is a correct observation. This is a shorter book, on purpose, and the simple reason is that we need to reach people, busy people, with limited time to read, and they don't have time to read bricks. So, yes, it is a shorter book, it is recapping some key messages from my earlier books, but there's also a lot of new stuff in it. I have learned a lot since the other book you've shown was published back in 2016. I've written a lot, I've worked with a lot of great organisations. So, again, a lot of new learning also. And I really do hope to reach, I did reach a number of executives, managers with my previous book, and I know, because of nice feedback from many of them. But there are so many more of them that still needs to hear this message. So that is why it's the shorter one. And I'm also very grateful and happy that Gary Hamel agreed to write the foreword. I mean, he is such an inspiration when it comes to management innovation and has been for such a long time. I mean, hearing Gary speak is simply mind-blowing. I mean, he is dynamite as a speaker and I think he's written a great foreword, and there are also some, quite some nice endorsements from important people in the agile community and kind of borderline agile community, Rita McGrath, Dave Snowden and Julian Birkinshaw, Jos de Blok, the founder of Buurtzorg. So I'm also very happy that these people took the time to read it and write these nice endorsements. Ula Ojiaku Indeed, we will go into some key points in the book for the listeners or viewers, they would have to buy it to go through it, to know what it's all about. But can you tell us, because there might be some people listening to this that don't know, what Beyond Budgeting is all about. Bjarte Bogsnes No, that's obviously an important question and let me start with saying that Beyond Budgeting is a somewhat misleading name, we know. It was, Beyond Budgeting was invented, developed 25 years ago, and back then there was nothing called agility, agile, or business agility, so if that label had been around at the same time, maybe that would've been the name of this. But it is basically about business agility. And, as the subtitle in my book states, it's about creating organisations that are more adaptive and more human, and Beyond Budgeting is very much about changing traditional management. But at the core of traditional management, you find not just the budgeting process, but also the budgeting mindset, built on the assumptions that the world is predictable and plannable and that you can't trust people. These are assumptions that we really challenge in Beyond Budgeting, because it isn't true. So if you want to change traditional management, you need to do something with the elephant in the room, the budgeting process. And that is something that, if you look at Agile, I think Agile has kind of avoided that elephant throughout all these years. It's been regarded as something unavoidable, a lower business, which isn't true, because more and more companies are skipping this way, or managing. And talking about Agile, I'm a big fan of Agile, but what I'm going to say now is not criticising Agile, but I think it would also help to explain what Beyond Budgeting is. I think part of the success of what I call early Agile has to do with its birthplace in software development, and how teams are working. And I think in those early years, I think what executives in big companies, what they observed and heard about Agile was better projects, faster projects, more value, more engaged people, and who can be against that, wonderful, I love it, come on guys, Agile is great. Then for obvious reasons, companies started to scale Agile, right? And at one level it kind of reaches the executives and has consequences, implications for these guys' beliefs and behaviours. And then it isn't that it wasn't that fun anymore. I think that's one reason why scaling Agile has been difficult. Another reason is that you can't scale Agile using the same language and tools and frameworks that did wonders back in those days. I mean, for executives who don't play rugby and don't know Agile, they might think that Scrum is some kind of skin disease, or Slack is about laziness or that Sprint is about running faster, or continuous delivery is about 24/7. Right? So, I mean we need a language here that these guys can understand and relate to, and Beyond Budgeting is providing that language. They might still disagree, but they understand what we are talking about. And the last issue here is that, again, Agile was not designed as a way to run an enterprise. So when you try to scale it, these holes in Agile become visible, like how do you manage resources?  How do you do forecasting? How do you evaluate performance? How do you reward? Right? And these are the holes that Beyond Budgeting is filling, because, again, Beyond Budgeting was designed from day one as an Agile way of running an organisation. And that is why we never talk about scaling agile, because it comes scaled, it is scaled, right? But this is also why Beyond Budgeting in Agile is such a beautiful fit, and why so many companies on Agile transformation journeys are reaching out to us because they reach these insights and learnings and understand that there can be no true agile transformation without Beyond Budgeting. Ula Ojiaku That's an excellent overview of Beyond Budgeting. And I understand, you know, in Beyond Budgeting, there are 10 principles, and there is the leadership principles, if I may say, and then the management processes. Do you want to talk a bit more about this, please? Bjarte Bogsnes Yeah. So there're actually a 12 principles, and you're right, six of them are on leadership and six of them are on management processes, and if you look at what Beyond Budgeting is saying about leadership, it is not necessarily that unique. There are many other great communities and models out there saying similar things about leadership, right? Talking about purpose and autonomy, transparency, values, and so on. But very often these models and communities haven't reflected very much, it seems like, about what kind of management processes are needed to activate these leadership intentions, because what is often the case in organisations is that they might have the best intentions on the leadership side. They say the right things, they write the right things, but that doesn't help if the management processes are expressing the exact opposite use. Classic example, it doesn't help to talk loud and warm about how fantastic employees we have on board, and we would be nothing without you, and we trust you so much, but not that much. Of course, we need detailed travel budgets, right? This is hypocrisy, and people notice and the words become hollow, because the management processes has a different message. So that is why there is a strong focus in Beyond Budgeting on coherence between the two, between what is said and what is done, right. So I think that is one and very important aspect with Beyond Budgeting. The other is that, as I mentioned earlier, I don't think any other community out there has cracked the budget problem. The budgeting process is something that everybody complains about. It's maybe the most loathed corporate process out there, followed by performance appraisals, but again, it's kind of been left untouched until Beyond Budgeting came and offered great alternatives to this quite outdated way of managing because, it is fascinating, there are not too many other technologies applied in companies today that are a hundred years old, but that is the age of budgeting invented in 1922 by James O McKinsey, the founder of McKinsey Consulting, right. And I never met Mr. McKinsey, but I don't think he was an evil man. I actually think he had the best of intentions. I mean, he wanted to help organisations perform better. This was management innovation a hundred years ago, and it probably worked a hundred years ago, because the world was completely different, the quality and the capability, competence of people were very different, but today things have changed and that is something that our leadership and management models must reflect. Ula Ojiaku Okay, there's something you said, you know, the two things or two activities, that are probably most loathed in organisations would be the budgeting process and the performance appraisal. And you've talked a bit about the budgeting. So, for the performance appraisal, what exactly about it doesn't sit well with people? Bjarte Bogsnes Oh, that list is long. First of all, I mean, it's just like budgets, as I will come back to, has different purposes, so has the performance appraisal, I mean, one purpose is meant to be learning and development, that's a positive one, but another purpose is to determine rewards, right. So, if you are my manager and I'm coming in to a performance appraisal with you and if my mind is mainly on the reward side, the last thing I want to share with you is where I have learning and development needs, right? I want to brag about all my successes and how great I am and so on, and vice versa. So, kind of combining this in one process, with one outcome is meaningless, and also this focus on rewards and, which very often is about individual bonus, which is one of the problems in traditional management that Beyond Budgeting is strongly against, we believe in common bonus schemes, driven by joint performance instead of individual performance. So it is typically an annual event, right, an annual stunt, it's meaningless to talk about feedback and development once a year, that needs to happen much more continuously, right? So, I think budgeting is a bigger problem, it makes more damage, by all means. But performance appraisals come and the whole low performance management notion, it does almost as much damage. And by the way, that is a label I really dislike, performance management, right? Think about it. What are we really saying? Aren't we saying that if we don't manage your performance, there will be no performance, right? That is not a very positive message, and I also think there's quite a lot of illusion playing out here. I think our ability to manage performance, among knowledge workers in today's people and business realities is actually quite limited compared to what managers and HR people and some finance people often tend to think. So it's an awful label, and, you know, we need to stop thinking about managing people, we need to start thinking about how we can create conditions for people to perform, how we can enable performance, not managing performance. Ula Ojiaku That's a great point Bjarte. So what's the solution? What is the solution that Beyond Budgeting is going to offer? And the next one following it would be, how do we apply this? Bjarte Bogsnes Oh, most people actually who are blank on Beyond Budgeting, when they hear about this, they like it, they see that this makes sense. It's only common sense in a way, this is about taking reality seriously, and it is addressing so many of the pain points they experience working, especially in big companies. But then of course the next question is, well, how do we get started? And we have two general recommendations here. The first one is about the case for change, which simply means that the whole organisation, or as many as possible, has to understand that all those complaints about traditional management, including budgeting, the time it takes, the gaming, the narrow performance language, the outdated assumptions. I mean, these are more than irritating itches, right? These are symptoms of a big and serious problem, namely that this way of thinking, this way of managing originally meant to help organisations perform better is today doing the opposite. It has become more of a barrier than a support for getting out the best possible performance, and the more there is a common understanding of what kind of problems the organisation is trying to solve, the easier everything afterwards is. Because if you are unclear about that, I mean, how can you make your choices about alternatives, right? But the clearer the case for change, the better the problems are defined, the easier it is when you have a choice of design, should we go this way or this way? Well, which solution would best solve the problems they are trying to solve? So the case for change has to be created, a solid one, then getting started. We know that many, having seen the Beyond Budgeting principles for the first time, might feel this is a bit overwhelming, right? With all these bold ambitions around leadership, these major changes towards the traditional management processes. I mean, it is a mouthful, it is quite a comprehensive leadership and management model. And if some are kind of a bit scared, I can understand that. If that is the case, we have a very simple, tested, practical, logical way of getting started, which is more budget-oriented than Beyond Budgeting itself, but it is a great way to get started, and it is simply about asking a very simple question, namely, why do you budget? Right? What's the purpose of a budget? And most people that I've asked that question, when they have thought a little bit about that question, they actually realise that there are more than one purpose with a budget in a typical, and when I say budget, I mean more than project budgets, more than cost budgets, I'm talking profit loss, cash flow, balance sheet budgets, the whole finance definition. And the purpose of these budgets are the following. First, companies make budgets to set targets. It could be financial targets, sales targets, production targets, right? So that's one purpose. Second, companies and organisations use these budgets to try to understand what next year could look like in terms of profit and loss cashflow. So it is a kind of forecast of what next year could look like. So, that's the second purpose. The third purpose is resource allocation. The budget is used as a mechanism for handing out bags of money to the organisation on operational costs and on invests, and it might seem very efficient, practical to solve all three purposes in one process and one set of numbers. But that is also the problem, because what happens if we move into the budgeting process in a company, and upstairs finance want to understand next year's profit and loss and they start on the revenue side asking responsible people, what's your best number for next year? But everybody knows that what I'm sending upstairs will most likely come back to me as a target for next year and often with a bonus attached to it. And that insight might do something to the level or numbers submitted, and I think you know, which way those numbers will go, namely down. Moving to the cost side, operational cost investments. The same people, other people are asked, what's your best numbers for next year? But everybody knows that this is my only shot at getting access to resources for next year, and some might also remember that 20% cut from last year and that insight and that memory might also do something to the level of numbers submitted. And I can see you're smiling a bit, and a lot of people do. Ula Ojiaku I'm smiling because I'm just kind of thinking of incidents in past, you know, in past organisations that it has happened. You know, you just sandbag it and give a very high number, knowing that there might be a challenge. Bjarte Bogsnes And you're in good company when you're smiling, but at the same time, I mean, this is actually quite a serious problem, not just because it destroys the quality of numbers, but even more because it actually stimulates behaviour, which I would call at least borderline unethical. The road-balling, the gaming, the sandbagging, the resource hoarding, I mean, all the kind of behaviours that we wouldn't like to see between colleagues. At the same time, I'm not blaming anyone for behaving like this, right? Because then people are just responding to the system we have designed for them to operate in. So if we want to change behaviours, it's not about fixing people, it's about fixing systems, which again, will change behaviours. So that's the problem, three different purposes in one process, in one set of numbers. Fortunately, there is a very simple solution. We can still, and in many cases, should still do these three things, but we should do them in three different processes because these are different things. A target, that's an aspiration, it's what we want to happen. While a forecast is an expectation, it's what we think will happen whether we like what we see or not, right? Brutally honest, the expected outcome. And last but not least, resource allocation is about optimisation of what is often scarce resources. When we then have separated, then a target can be more ambitious than a forecast, which it typically should be. But the most important thing is that that separation opens up for big and important improvement discussions. We can now improve each of these in ways impossible when it was all bundled in one process and one set of numbers. So we can have great discussions around targets. How do we set better targets that really inspire and motivate people, without people feeling stretched? How can we set targets that are more robust against the volatility, the uncertainty, the complexity, and the ambiguity out there? Forecasting, how can we get the gaming and the politics out to the forecasting? And we don't need a million details here, we are looking at the future. There's uncertainty, which is a big difference on looking at the past through accounting, where details and decimals make sense and is often required. But looking at the future, there is uncertainty and that must have implications. So this isn't a good example of, in this stuff, we have to leave behind that accounting mindset that is applied for describing the past recounting, right? When we look at the future, then we need to accept the ambiguity, the complexity, and not just accept it, but embrace it. And last but not least, resource allocation. How can we find better and more intelligent, more effective ways of managing cost than what a certain Mr. McKinsey could offer us a hundred years ago, under very different circumstances? And this is the important discussion, that separation of purposes that just enables these improvement discussions. And in these discussions, having these discussions that is a kind of not scary organic backdoor into those 12 principles, especially in your leadership, right? Target setting, what really motivates people? Resource allocation, again, do we need detailed travel budgets, if we say we trust people? So, again, it is pure logic. I have yet to meet a CEO, a CFO, that didn't come up with that list of three purposes, didn't understand, when helped a little bit, that that's problematic, and didn't see that there are much better ways when you can improve each one separately. And last but not least, we can also then do something with the cadence, with the rhythm of each one. So now we can organise each of the three: target setting, forecasting, resource allocation, on a rhythm that not just reflects the kind of business we're in, but also the kind of purpose, right. So you would set targets or chase targets much less, I mean, not that often as you would change your forecast, and resource allocation is something that you would do all the time, right. So, and also another beauty of this approach is that when people tell me it's impossible to operate without the budget, then my response is, having explained this, that here we still do what that budget try to do for us, but because we have separated, we can do each one in so much better ways, right? And when people say, well, the bank want a budget, the reason why banks ask for budgets is that they have never really realised that there was something else to ask for. So if you can tell the bank, I won't give you a budget, but I will give you my targets and my reliable forecasts, the bank will be more than happy. So I'm spending a little bit of time on this because it is the more finance-oriented part of Beyond Budgeting, but it is a great way to get started. And I helped so many companies over the years and with the big majority, this is where we started out and what we observe over and over again, is in having those improvement discussions the first year, people are a little bit cautious about how radical shall we be, but then it turns out that things work. And what was scary today is not scary tomorrow because it did work, which means that the appetite for being braver increases, so we typically see that organisations get braver along the way, and when it comes to targets, some, after some years of setting better targets, actually decide to skip targets, right? They realised that they are absolutely able to create direction, create motivation, evaluate performance without traditional targets, some even skip forecasting. I haven't heard anyone skipping resource allocation yet that you need to have, but my point is that people and companies tend to get braver. And a final important message, very few companies that have embarked on a Beyond Budgeting journey go back, very few. I don't need one hand to count the number, and the few who did go back, the reasons fall in two categories. Either a flawed implementation, typically, an unclear, weak case for change, or starting only with rolling forecasting. The other typical reason has to do with a significant change in top management at the very early part of the journey. That's actually something I've experienced myself. Ula Ojiaku Great explanation, Bjarte. So you mentioned, you know, about separating the budget into three distinct parts, the target, the forecast, the resource allocation. Now at the organisations where you've implemented this, did you get any resistance from, you know, the top level leaders, managers, because you know, traditionally whoever has the budget, who controls the money, tends to wield power in any organisation. Was there any resistance? Bjarte Bogsnes Well, I think there has been maybe more fear and confusion than outright resistance, even if the resistance sometimes is hidden behind those two. And of course, one word that keeps coming up over and over again when I discuss Beyond Budgeting with people is the word control, right? The fear, and the context is of course the fear of losing control, but the interesting thing with that word is that, when I ask people to be a bit more specific to define what they mean with control, after people have said cost control, actually many go quiet. They struggle with defining what they are so afraid of losing, and that is quite interesting. And if you look at Oxford Dictionary's definition of control, it is the power to influence people's behaviour or the course of events which, again, then for an organisation typically means controlling people and controlling the future. And again, those are the two assumptions that we challenge in Beyond Budgeting, because it is about not trusting people and thinking that the future is predictable and untenable and on control, what I often tell these people is that, yes, you will lose control, but the control that you lose are the bad controls. What you will get more of is good controls, and I wouldn't call that losing control. And one example of a good control in Beyond Budgeting is transparency, right? And let me give you one classical example of how it can be applied, ad this is a real example from a Swiss's pharmaceutical company called Roche, quite big, and they are today on a Beyond Budgeting journey, but some years ago they did a very interesting experiment around travel cost. In the pilot, they kicked out the travel budget, and most travel groups and regulations, and replaced it with full transparency. So with a few exceptions, everybody could see everything. If you travelled, to where did you fly, sleep, eat, cheaper, expensive, open for your colleagues to see and vice versa. And guess what happened with travel costs in that pilot? We'll Go Down Costs came down through a very simple self-regulating control mechanism. This was about tearing up pages in that rules book instead of doing the opposite. At the same time, we need to remember that transparency is a very powerful mechanism. It has to be applied with wisdom. So if it becomes naming and shaming, it doesn't work. And that is why I would always recommend companies to position transparency more from a learning perspective than from a control perspective. I mean, how can we learn from each other if everything is secret? And that control, that shock control effect, you would get in any case as a nice side effect. But again, it must be applied with wisdom. It is fascinating that the biggest fear managers have is to lose control, but what they haven't understood is that a lot of these controls are nothing but illusions of control. Ula Ojiaku That's very interesting. And another thing that I know that some, or if not most of the listeners will be wondering is, okay, you've talked about how, and in your… in both your books… actually the Implementing Beyond Budgeting and your latest one, This is Beyond Budgeting, you did mention something about “you can't get rid of Command and Control via Command and Control”. And in that part of the book, you were saying something that in terms of implementing it - it's something that you recommend the organisations do themselves. Can you elaborate on this? Cause someone, you know, might wonder, is it that you are against getting consulting help? Bjarte Bogsnes So, consultants and Beyond Budgeting. I think what you refer to is, I have a chapter about implementation advice, and one of these is that nobody can do this for you. And what I mean with that, and I explained this in the book, is that, I mean, I'm not saying that companies shouldn't ask for external help, and I'm offering external help, but what they typically should ask for is some inspiration, some guidance on implementation, connections to other companies that have implemented this, but it is not something that an organisation can delegate to consultants. This is not something consultants can do for you. You have to be in the driver's seat, and the more transformation- oriented your ambitions are, the more the executives need to take this role themselves. And I'm saying this because implementing Beyond Budgeting can be anything from a more cautious improvement of finance processes to a radical organisational transformation, and anything in between. And the higher your ambition levels, the higher the ownership in the organisation has to be. When it comes to the consultants, and I also write about this in my book, this is something that has happened just over the last few years, that is that the big consulting companies have gotten seriously interested in Beyond Budgeting. That was not the case before. And the reason for it is that their clients are getting interested, asking for it. And so most of these would like to work with us in some form or shape. Ula Ojiaku Sorry to interrupt, Bjarte. So by ‘us', you mean the Beyond Budgeting Institute)? Bjarte Bogsnes Yeah. Yes. They want to work with the Beyond Budgeting advisory, the Beyond Budgeting Institute. And again, we are not naive. I mean, we come from different places, we might have different agendas here, but at the same time, these companies, they have channels and muscles that we don't have to the same extent, at least not yet. So we have actually decided to say yes to work with them, because we would rather help them and their clients succeed than to stand on the outside and watch them fail, right? So, we have been working, are working with a number of big companies, together with some of these big consulting companies. Ula Ojiaku That's great. And if I may just point to, because you spearheaded this in Statoil, now known as Equinor, and actually this was, I read this in your Implementing Beyond Budgeting book that your approach was based on two principles, no fixed implementation schedule, and no consultants. So how did that work, not having an implementation schedule. Bjarte Bogsnes Well, if we take the first implementation in Borealis back in the mid-nineties where we had a chance to do this, before there was anything called Beyond Budgeting, this company that was partly owned by Statoil, then, I mean, this wasn't an issue because there was no consultants. Even if we had wanted consultants, there was no one to reach out to. So then it was quite easy.  In Statoil, later Equinor, it was more about the fact that I had that implementation experience from Borealis, which kind of, I became some kind of an in-house consultant. And again, as I said, I'm not saying that companies shouldn't use consultants, but you have to use the right ones and use them in the right way. Ula Ojiaku Okay. Thanks for clarifying. Okay, it seems like, you know, Beyond Budgeting would be something that we should seriously consider implementing in our organisation. What else should we be aware of?” Bjarte Bogsnes Well, I think it is important for everybody, also executives to understand that Beyond Budgeting changes work and how you work in a positive way, and for executives, I mean, the role becomes more strategic, more longer term. It's more about coaching, it's less about micromanagement, and maybe most important, there's a new credibility between what is said and what is done, right, which the organisation will notice. When it comes to other functions like finance, it also has a very positive effect. The job becomes much more business-oriented, less annual stunts, more forward-looking, less backwards-looking, more cooperation with other functions like for instance, human resources. And I can't think of a single finance person in Equinor that wants to go back to the old days and the time before 2005. And I think that provides an indication as well. And another key message is that what we have been talking about today, it will happen. It will happen. I don't care if it will be called Beyond Budgeting, or business agility or whatever, that is not important. But in 15, 20 years time, maybe earlier, when we look back at what was mainstream management in 2023, I think we will smile, maybe even have a laugh, just like we today smile about the days before the internet or before the smartphone. And how long ago is that? It's not that long ago. So organisations have a choice here, they can choose to be early movers or vanguards, understanding that you can get just as much competitive advantage out of management innovation as you can get from technology innovation. Or they can choose to be laggards, dragged into this as one of the last ones or anything in between. And every year you wait, competitors will be ahead of you. And I don't think that choice should be very difficult, and again, it should b. easier to make today, when so many organisations are embarking on a Beyond Budgeting journey. It was a bit tougher and a bit more scary 25 years ago when, when this started out, right. But again, it will happen. Ula Ojiaku I'm going to ask you a question I ask all my guests. What books have influenced you and would you recommend to the audience? Bjarte Bogsnes Well, many, many years ago, when I was an ardent budget supporter and believer, I read Maverick by Ricardo Semler, the former CEO of Semco, and I was mind-blown, simply mind-blown. It, kind of yeah, it really, really moved me, even if I kind of didn't have the chance to adopt any of that thinking before, many, many years later. Lately, again, I've mentioned Gary Hamel, and his co-author, Michele Zanini, they have written great books. The last book Humanocracy is a great one, and, a previous one by Gary Hamel, The Future of Management is also a book that I really like and I recall giving that book to the CEO of Statoil quite early on the journey, and he liked it so much that he gave it as a Christmas present to the rest of the executive committee. Ula Ojiaku Thank you, and of course I would add to the list This is Beyond Budgeting. If someone wants to get in touch with you, what's the best way of getting to you? Bjarte Bogsnes Yeah, then I will think about this as getting in touch with us, and when I say us, I mean that there is a core team of five, six people who are kind of driving this. And we have a website called, bbrt.org. That will give you more information about the Beyond Budgeting Roundtable, which is a global network of companies interested in this and individuals interested in this. And that is where you can sign up as company member, individual member. And I also recommend to subscribe to our newsletter, and if you're curious about this guy and all of this then I made that difficult decision a few years ago to leave Equinor, to start Bogsnes Advisory to be able to work full-time with this. And so I have my own small simple website called bogsnesadvisory.com And on bbrt.org you will also find a list of more books that I can highly recommend on this topic. Ula Ojiaku That's great. Are you on social media, Bjarte? Bjarte Bogsnes I am, I'm on LinkedIn, Twitter, and the only thing I write about is this stuff. There are no cats and dogs and grandchildren or anything, so that's why it's highly appreciated if somebody wants to follow me. Ula Ojiaku So any final words for the audience in terms of an ask? Is there something you want them to do? Bjarte Bogsnes Reflect a little bit about the risk picture here, because there is a very compelling risk picture, right? If you are afraid that it won't work in your organisation, well, what's really the downside risk? Because if you're right, if it doesn't, you can go back to the old way tomorrow. Not the single soul in the company would've forgotten how to budget as one example, and compare that minimal downside risk with that huge upside potential performance-wise. And I'm saying when this is working, not if it's working, as we have seen in so many organisations. So a very compelling risk picture. I think that is worth reflecting on as well. Ula Ojiaku Well, it's been great speaking with you, Bjarte. Thank you so much for those wise words and the advice, and I would again say to you, the audience, please go grab your copy of Bjarte's book, This Is Beyond Budgeting, which is now out. And I hope we'll definitely have another opportunity to have a conversation and speak about Beyond Budgeting, since you don't want to talk about any other thing. Anyway, so thank you again, Bjarte. It's a pleasure having you on. Bjarte Bogsnes Thank you, Ula. Thank you very much for the invitation. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

As Vice-Dean and Professor of Strategy and Entrepreneurship at London Business School, Julian Birkinshaw is a world-renowned figure in the world of management. With decades of experience studying organisational innovation, corporate entrepreneurship and strategic leadership, he is a perfect guide to the business landscape of today – one marked by disruption, ‘discontinuous innovation' and existential debates from digital technology to the very purpose of the firm itself. Beyond the academy, Julian is also a popular author, speaker and executive mentor across the world of business. When we say he's a big deal, we mean it – he makes regular appearances in the “Thinker's Fifty” and has received widespread acclaim for books such as Rethinking Management, Becoming a Better Boss, and Fast/Forward. As well as his own ideas on ‘organisational ambidexterity' and ‘adhocracy' in the face of climate change, we also took a hard look at rational strategic planning, remote working, the Great Resignation, and the very future of shareholder capitalism itself.  What's in this episode? Professor Birkinshaw's work arbitraging business and academia (yes, in both directions!) How to find – and sculpt - big ideas that truly resonate with leaders on the ground Disruption as the key framework to understand our times… …and why the secret to surviving it might just be to following the ‘dancing elephants' Digital technology as a grand experiment for hierarchical authority The ‘grey rhino' that is climate change: a greater or lesser challenge than COVID for adaptive firms? Will Big Oil cope better in Europe or the US? His view on the purpose vs. profits debate – and the Unilever story we can't stop talking about  Where he would head out into the world, as a purpose-first MBA graduating today Motivation, micromanagement and the Great Resignation Organisational ambidexterity – what it is and why it matters Thinking through global climate institutions as ‘adhocracies'  "…take the Fortune 500 from last year and guess how many of that Fortune 500 did not exist in any form 25 years ago at the beginning of the Internet revolution. And most people, when I ask that question, they say, oh, maybe it was 100 or 200. Some people say maybe it was 300….Only 17 of the Fortune 500 are completely new. And of course, it's Facebook. It's it's Amazon, it's Google. It's Netflix. I mean, Tesla, you can name half of those even without thinking about it.…Most people fixate on the world's being disrupted…" "…You've got to be resilient to very short term shocks covered in a global financial financial crisis where the effect is felt within weeks. You've got to be resilient to the stuff which takes, you know, months, If not years to work through. And certainly digitization is one… and then you've got to be resilient to the things which take decades to work their way through, which, of course, is climate change. …And and we sometimes call the first one a black swan event… the thing that you kind of didn't foresee. And then suddenly it's there and and you think, oh, my gosh, why didn't we think of that? Then you've got the other end. You've got climate change, which sometimes is called a gray rhino. And the metaphor there is, this thing is coming at you, it's coming at you. You can see it a long way off. No one needs to predict this. It's happening. And yet, because it's a long way off for a long time, you actually just sort of, you know, say, yeah, I can see it's coming… …And then and then suddenly you've actually got to act…climate change is in some ways the hardest. I mean, everybody found COVID difficult, but the point is, there was never any ambiguity about what needed to be done… but the climate crisis: the question is, is when do you act, not do you act…?” References: https://www.london.edu/faculty-and-research/faculty-profiles/b/birkinshaw-j https://julianbirkinshaw.com Article from HARVARD BUSINESS REVIEW: https://hbr.org/2014/05/beware-the-next-big-thing/ Conversations on Climate is a podcast produced by United Renewables in association with the London Business School Energy Alumni Club.  It brings together the best minds from academia and business, to offer their experience and expertise in the face of climate change –from game theorists to corporate diplomats, and oil industry veterans to micro-algae entrepreneurs.  For more top-quality interviews with our incredible guests, subscribe to our youtube channel or follow us on twitter. We'd love to have you join us! Don't forget to share with your colleagues, friends and family. We would love to hear your opinions and feedback, so please leave your comments on our platforms. Throughout season 1, we talk about how the scope of the challenge before us is beyond that of any one individual or any one solution. We talk to thinkers, researchers, policymakers, and business leaders. They discuss a diversity of ideas and solutions to global climate and environmental issues and why they matter. Season 1 is presented by Chris Caldwell and produced by UNITED RENEWABLES in association with LONDON BUSINESS SCHOOL, ALUMNI ENERGY CLUB. For more information visit: https://www.unitedrenewables.co.uk/resources Please visit our YouTube channel, where all of our Conversations are available for you to enjoy. SUBSCRIBE TO THE CHANNEL HERE: https://bit.ly/3GZpd7R  and ring the notification bell Join us on Twitter: https://bit.ly/3MnhuSf  Join us on Facebook: https://bit.ly/3Q5UKcj  Join us on LinkedIn: https://bit.ly/3tFEnK3            

When the pandemic hit, managers reacted by becoming more inward-looking and task-focused. Relationships suffered and development opportunities withered. But there's good news too. In this episode of The Why Podcast, Julian Birkinshaw investigates how managers' behaviour changed and how they can reskill to lead effectively now. You can read his paper here: https://journals.sagepub.com/doi/full/10.1177/00081256211025823 Julian Birkinshaw is Professor of Strategy and Entrepreneurship at London Business School. Kathy Brewis is Senior Managing Editor of Think at London Business School. • Listen to more insights from LBS faculty and alumni @londonbusinessschool. • Discover more of our thought leadership at london.edu/think. • Follow LBS on Twitter: twitter.com/lbs and LinkedIn: linkedin.com/school/london-business-school.

In episode 43 of the Most Awesome Founder Podcast, we introduce Julian Birkinshaw, a leading researcher in the field of entrepreneurship and a Professor of strategy and entrepreneurship at the London Business School. In this episode, Julian will discuss his research on how companies need to balance alignment and adaptability to keep up with a rapidly changing world. He will also walk us through his findings on what made big successful companies like Oracle adapt to changing market conditions and the concept of contextual ambidexterity – behaviors and practices in a business that enable organizations to adapt to changing markets but still remain aligned to their existing activities. Hope you enjoy listening to the episode as much as we did producing it.

Has anything truly disrupted the consulting industry in the years since Clayton Christensen's groundbreaking article in the Harvard Business Review? To discuss the issue of disruption within consulting, Fiona Czerniawska is joined by Julian Birkinshaw and David Lancefield from the London Business School.

Julian Birkinshaw is a Professor of Strategy and Entrepreneurship at the London Business School. He has been on the faculty for 23 years, where he is also the Academic Director of the Insitute of Entrepreneurship and Private Capital. Birkinshaw is a Fellow of the British Academy, the Academy of Social Sciences, and the Academy of International Business. Birkinshaw is a recognized expert in innovation, entrepreneurship, and renewal in large corporations. He has written 15 books, including Fast/Forward and Becoming a Better Boss. He's also published over 90 articles in journals such as the Harvard Business Review, MIT Sloan Management Review, and the Strategic Management Journal. In this episode: As the demand for digital intensifies, companies are feeling pressure to quickly digitize every facet of their strategy. This begs the question: is the “transform or die” mentality the key to success? When it comes to digital transformation, how do you separate strategic need from hype and salesmanship? Professor Julian Birkinshaw, an expert in innovation, strategy, and entrepreneurship, is looking beyond the headlines and using data to drive insight and answer the question: “How digital do you really need to be?”  Although digital disruption is a phenomenon that everyone is talking about, Birkinshaw says that much of the change is concentrated in the technology, media, telecom, and retail industries. Analyzing data from Fortune 500 companies between the mid-90s, when the Internet first started to become a business phenomenon, and present day, Birkinshaw found that only 17 out of 500 companies are less than 25 years old. The other 483 have been in existence since 1995 — or much earlier. What exactly does that mean for your company in the era of digital?  Although the transformative mindset is top-of-mind with a focus on digital revolutionaries such as Amazon, Google, and Apple, there aren't as many fully digital companies as you'd think. Your company doesn't have to completely transform itself in the digital world, but you should learn to adapt to the demand.  Birkinshaw suggests that incumbents take a look at their industry and decide which strategy is best to adapt — whether that's waiting out the disruption, fighting back, consolidating, or reinventing yourself. Above all, Birkinshaw advises the following: “We must not lose sight of our identity and our core [values], and we should not allow ourselves to be taken away from what it is that's always made us successful.” Birkinshaw talks about this and more as he joins Thomas A. Stewart on The Leading Edge — a place where new ideas emerge and are sharpened, and where leaders look to find the edge that brings success for themselves, their teams, and their enterprises. In this episode of The Leading Edge, Thomas A. Stewart is joined by Julian Birkinshaw, Professor of Strategy and Entrepreneurship at the London Business School, to talk about the truths of digitization. Birkinshaw breaks down the hype around digital disruption, shares stories of success and failure within digital transformation initiatives, and discusses the strategies established brands can use to become more agile in this fast-changing world.

Looking at business news and stock market coverage over the past decade (including a few HBR articles), you'd think that just about every traditional, old-economy company has fallen prey -- or will soon -- to tech-focused competitors. But London Business School's Julian Birkinshaw says that story of disruption and destruction is overblown. His research into Fortune 500 and Global 500 organizations shows that, despite the rise of a few tech giants like Amazon and Google, many industries haven't been radically remade and that many older incumbents are still standing strong. He outlines the strategies they've used to do so, from fighting back to reinvention. Birkinshaw is the author of the HBR article “How Incumbents Survive and Thrive.”

Julian Birkinshaw is Professor of Strategy and Entrepreneurship at the London Business School. He is a Fellow of the British Academy, the Strategic Management Society, and the (American) Academy of Management. Julian is a recognized thought leader on the impact of digital technology on the strategy and organization of established companies, for example such topics as digital disruption, agile working, corporate entrepreneurship, business model innovation and management innovation. He is the author of fifteen books, including Mindtools for Managers, Reinventing Management, and Fast/Forward: Make Your Company Fit for the Future among others, as well as over one hundred articles. He is currently ranked as one of the Thinkers 50 top thought leaders in the field of Management, and is regularly quoted in international media outlets, including CNN, BBC, The Economist, the Wall Street Journal, the Huffington Post, and The Times. He is a regular keynote speaker and a consultant to many large companies, such as BP, Dell Technologies, among others. In this podcast he shares: Why digital disruption is overrated How incumbent organizations should be thinking about react to disruptive attackers What this tells us about the future of Tesla and the electric vehicle industry __________________________________________________________________________________________" Traditional hierarchical, top-down methods work ok as long as what you're trying to do is just deliver a standard product a million times...as we move away from efficiency and quality as the narrow definition of performance to innovation and agility and purpose, we need people to take more initiative. We need to find ways of liberating and harnessing their talents."-Julian Birkinshaw__________________________________________________________________________________________Episode Timeline:00:00—Introducing Julian + The topic of today's episode2:10—If you really know me, you know that....2:28—What is your definition of strategy?3:53—What got you interested in strategy?5:53—Could you talk a bit about your work on ambidextrous organizations and management innovation? 7:44—How was the framework of how we manage ourselves changed over time?9:45—How has your research supported the idea that corporations or incumbent organizations can become agile?11:22—Could you talk to us about the survival rate of S&P 500s?13:30—What should strategy officers in an incumbent organization be aware of?16:23—For a company that was ahead of the game, like Tesla, what are the potential moves they could take next to not be surpassed?17:52—What are you working on now, and how can people find you and follow you?__________________________________________________________________________________________Additional Resources: Personal page: https://julianbirkinshaw.com/index.htmlTwitter: https://twitter.com/JBirkinshawLinkedIn: https://www.linkedin.com/in/julian-birkinshaw-7044951/

Julian Birkinshaw is Professor of Strategy and Entrepreneurship at the London Business School. He is a Fellow of the British Academy, the Strategic Management Society, and the (American) Academy of Management. Julian is a recognized thought leader on the impact of digital technology on the strategy and organization of established companies, for example such topics as digital disruption, agile working, corporate entrepreneurship, business model innovation and management innovation. He is the author of fifteen books, including Mindtools for Managers, Reinventing Management, and Fast/Forward: Make Your Company Fit for the Future among others, as well as over one hundred articles. He is currently ranked as one of the Thinkers 50 top thought leaders in the field of Management, and is regularly quoted in international media outlets, including CNN, BBC, The Economist, the Wall Street Journal, the Huffington Post, and The Times. He is a regular keynote speaker and a consultant to many large companies, such as BP, Dell Technologies, among others. In this podcast he shares: Why digital disruption is overrated How incumbent organizations should be thinking about react to disruptive attackers What this tells us about the future of Tesla and the electric vehicle industry __________________________________________________________________________________________" Traditional hierarchical, top-down methods work ok as long as what you're trying to do is just deliver a standard product a million times...as we move away from efficiency and quality as the narrow definition of performance to innovation and agility and purpose, we need people to take more initiative. We need to find ways of liberating and harnessing their talents."-Julian Birkinshaw__________________________________________________________________________________________Episode Timeline:00:00—Introducing Julian + The topic of today's episode2:10—If you really know me, you know that....2:28—What is your definition of strategy?3:53—What got you interested in strategy?5:53—Could you talk a bit about your work on ambidextrous organizations and management innovation? 7:44—How was the framework of how we manage ourselves changed over time?9:45—How has your research supported the idea that corporations or incumbent organizations can become agile?11:22—Could you talk to us about the survival rate of S&P 500s?13:30—What should strategy officers in an incumbent organization be aware of?16:23—For a company that was ahead of the game, like Tesla, what are the potential moves they could take next to not be surpassed?17:52—What are you working on now, and how can people find you and follow you?__________________________________________________________________________________________Additional Resources: Personal page: https://julianbirkinshaw.com/index.htmlTwitter: https://twitter.com/JBirkinshawLinkedIn: https://www.linkedin.com/in/julian-birkinshaw-7044951/

Julian Birkinshaw is Professor of Strategy and Entrepreneurship at the London Business School.  He is a Fellow of the British Academy, the Academy of International Business, and the (American) Academy of Management.  He has PhD and MBA degrees in Business from the Richard Ivey School of Business, Western University, Canada, and a BSc (Hons) from the University of Durham, UK. He was awarded Honorary Doctorates by the Stockholm School of Economics in 2009 and Copenhagen Business School in 2018.    Professor Birkinshaw has published widely on the strategy of multinational enterprises, and in particular on HQ-subsidiary relationships, ambidexterity, management innovation and the role of the corporate HQ. His research has been published in top journals such as JIBS, AMJ, AMR and SMJ.   He is also the author of fifteen books, including Mindtools for Managers (2018), Fast/Forward (2017), Becoming a Better Boss (2013), Reinventing Management (2010), Giant Steps in Management (2007),  Inventuring: Why Big Companies Must Think Small (2003), and Entrepreneurship in the Global Firm (2001).   Professor Birkinshaw is currently ranked as one of the “Thinkers 50” top thought leaders in the field of Management. He is regularly quoted in international media outlets, including CNN, BBC, The Economist, the Wall Street Journal, the Huffington Post, Bloomberg Business Week and The Times. He is a regular keynote speaker and a consultant to many large companies, such as BP, Dell Technologies, Roche, Tata Group, BMW, Unilever, Enel, and Orsted.  Visit https://www.aib.world/frontline-ib/julian-birkinshaw/  for the original video interview.

He is a Professor of Strategy and Entrepreneurship and Faculty Advisor for Executive Education at the London Business School. He is a Fellow of the British Academy and the (American) Academy of Management. He has a Ph.D. and MBA degrees in Business from the Richard Ivey School of Business, Western University, Canada, and a BSc (Hons) from the University of Durham, UK. He was awarded Honorary Doctorates by the Stockholm School of Economics in 2009 and Copenhagen Business School in 2018. He is a recognized thought-leader on the impact of digital technology on the strategy and organization of established companies, for example, such topics as digital disruption, agile working, corporate entrepreneurship, business model innovation, and management innovation. He is the author of fifteen books, including Mindtools for Managers (2018), Fast/Forward (2017), Becoming a Better Boss (2013), Reinventing Management (2010), Giant Steps in Management (2007), Inventuring: Why Big Companies Must Think Small (2003), and Entrepreneurship in the Global Firm (2001), as well as over one hundred articles. He is currently ranked as one of the Thinkers50 top thought leaders in the field of Management. He is regularly quoted in international media outlets, including CNN, BBC, The Economist, the Wall Street Journal, the Huffington Post, Bloomberg Business Week, and The Times. He is a regular keynote speaker and a consultant to many large companies, such as BP, Dell Technologies, Roche, Tata Group, BMW, Unilever, Enel, and Orsted. Join David Nour on this episode of the Curve Benders Podcast with Julian Birkinshaw. Three quick reminders: Each week's podcast guest will also join us for a livestream on LinkedIn, Facebook, and YouTube, so hope you'll join us for a live Q&A. We turn the show notes from this podcast into blogs and articles, so check them out in the Nour Group Blog. We have some fabulous guests coming up, including several CEOs and insights by Nour on his forthcoming book, Curve Benders. --- Send in a voice message: https://anchor.fm/david-nour/message

Visit www.technicallyspiritual.com for meditation classes, community gatherings, the show notes, and more. Learn more about booking a private event or corporate wellness seminar. Sign up for our newsletter & receive a free mediation!Maya’s Bio: An experienced Executive Coach, who transitioned from Consulting and Economist roles at Goldman Sachs, PwC and KPMG, to Coaching and Learning Advisor Roles. Maya spent 4 years designing, developing & delivering a portfolio of Executive Education Leadership & Strategy programmes at London Business School, before joining their contributor pool and commencing research into Executive Development with Julian Birkinshaw. Maya’s current MSc in Positive Psychology & Coaching Psychology informs her coaching work and her YourPlate Podcast, as well as various other research and writing topics.Follow Maya: Instagram, Twitter, Website

In today's conversation related to innovation with the wonderful speaker Professor Julian Birkinshaw from London Business School, Prof Julian will talk about how to build a digital organization and organizational intelligence, and the recommendation and steps for tech start up and entrepreneur. In our topic related to innovation, we will have experts from different backgrounds that will give us their insights on how to navigate efficiently in the entrepreneurship world.

Dr. Julian Birkinshaw, London Business School Professor and author of Fast/Forward, talks about Adhocracy fundamentals, a decentralized and action-oriented management model that allows organizations to be more experimental, agile and to thrive in the accelerated trends.

Do you know the difference between using your visionary thought leadership for social interaction, and actually building a business that thrives – and helps others?   Today's guest is Julian Birkinshaw, Professor of Strategy and Entrepreneurship at the London Business School, and the Academic Director of the Deloitte Institute of Innovation and Entrepreneurship. He's also the author of Reinventing Management: Smarter Choices for Getting Work Done and Becoming a Better Boss: Why Good Management is So Difficult. Listen in as he discusses thought leadership academia, and how to bring your visionary thought leadership to the world in a way that solves problems – and makes money!

How should you as a business leader, respond to disruptive change in a decisive way? As the current global crisis gathers momentum, ensuring your organisation is able to respond to disruption is vital for survival. But it isn't just coronavirus that is out to disrupt you, there are thousands of things that could potentially derail your business, not least the economy, access to talent, access to capital, access to markets to name but a few. Today's guest is an authority on the subject of change, in fact, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School not only teaches it, but he's authored several books on the topic too. So if you're an entrepreneur wondering what frameworks your business should be putting in place to support growth and create a valuable business, or how to look at strategy and how to get your business fit for the future, then this is one conversation you don't want to miss.On today's podcast:How big businesses handle disruptionHow to do face to face work remotelyWhy managers need to adaptThe ABC methodWhat makes a great coachHis prefered models for entrepreneurshipLinks:Becoming a Better Boss - Julian BirkinshawFast / Forward - Julian Birkinshaw and Jonas Ridderstråle Evolution and Revolution as Organizations Grow - Larry E. Greiner

Today I have a great interview with Dr. Jonas Ridderstråle from Sweden. He's one of the world's most influential and respected business thinkers and speakers. Since bursting onto the international scene with the bestselling book Funky Business in 2000, Jonas has remained at the forefront of the new generation of management thinkers. In 2014, the Global Top 30 Management Gurus ranking put him at number 23 worldwide and among the top five in Europe. He has a PhD in International Business and an MBA. His most recent book, published in 2017 is called, Fast/Forward: Make Your Company Fit for the Future, and was co-authored with Julian Birkinshaw. So with that, I want to introduce you to my wonderful conversation with Jonas Ridderstråle. Here are some of things that you will learn in this podcast episode. How can you reward failure using an MSU Award? How can you de-risk failure and fear in your company? As the title suggests, What is the last competitive advantage for humans?' Two methods for increasing your ability to handle paradox. Why are Nobel prizes now awarded to teams vs. super humans? How you can re-energize your company with ideas. As humans become more like Homer Simpson, how can you respond and help your colleagues as well. Why you need more lovers, mistresses and promiscuity in your business and it's not what you might think. Why is planning done + over'? How to learn when exponential growth is real and daunting. How are Paradoxical Thinking and the Paradoxical Point-of-View instrumental in sharpening our understanding of the big challenges companies face today? How exponential growth at a social level can lead to more ignorance on an individual level. Ways to connect with Dr. Jonas Ridderstråle: Twitter     Website  Email:  info@jonasridderstrale.com Books Published: Fast/Forward: Make Your Company Fit for the Future by Julian Birkinshaw and Jonas Ridderstråle | 1 Apr 2017 Re-energizing the Corporation: How Leaders Make Change Happen by Jonas Ridderstråle and Mark Wilcox, 15 Apr 2008. Funky Business Forever: How to Enjoy Capitalism (Financial Times Series), by Kjell Nordstrom and Jonas Ridderstråle, 4 Oct 2007. Karaoke Capitalism: Managing for Mankind by Kjell Nordstrom and Jonas Ridderstråle | 8 Jan 2004 Funky Business: Talent Makes Capital Dance, by Jonas Ridderstrale, Kjell Nordström, et al. | Mar 29, 2000 This episode is sponsored by the CIO Innovation Forum, dedicated to Business Digital Leaders who want to be a part of 20% of the planet and help their businesses win with innovation and transformation. I hope you enjoyed this interview with Dr. Jonas Ridderstråle. You can go to the show notes to read the details of what we discussed in this episode. About Bill Murphy Bill Murphy is a world renowned IT Security Expert dedicated to your success as an IT business leader. If you are interested in learning more about my company, RedZone Technologies, and our security expertise, in particular related to Cloud and Email Security Kill Chain Strategy, Techniques and Tactics you can email cloudkill@redzonetech.net.   Follow Bill on LinkedIn and Twitter. Credits Music provided by Ben’s Sound: http://www.bensound.com/ Other Ways to Listen to the Podcast:                 iTunes | Libsyn | Soundcloud | RSS | LinkedIn   

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts PV Kannan, Co-Founder and CEO of San-Jose-based software firm [24]7.ai and a recognised leader in global customer services, a field in which he pioneered the use of chatbots and AI. They discuss how AI can help keep ever-more demanding customers delighted and coming back for your products.

China is now several years into its plan to become a boss of the internet by the middle of this century. Many countries already rely on its mobile internet technology. Chinese apps are becoming popular worldwide. It seems that a shift in cyber-power has begun. DESCRIPTION: Joining us on Roundtable is Winnie King, Senior Lecturer and China policy and economy analyst at the University of Bristol. She says the motivations of Chinese tech development are different from Silicon Valley. Julian BirkinShaw, Professor of strategy and entrepreneurship and the London School of Business. He believes big U.S. silicon valley based companies look at Chinese companies with envy and some fear. Charity Wright, a Cyber Threat Intelligence Analyst with over 15 years experience at US Army and the National Security Agency, where she translated Mandarin Chinese. Wright now focuses her attention on dark web cyber threat intelligence. Mary-Ann Russon, technology journalist who believes Chinese are capitalist like the U.S. and want new markets for their products and can’t afford to shut out Western users. Roundtable is a discussion programme with an edge. Broadcast out of London and presented by David Foster, it's about bringing people to the table, listening to every opinion, and analysing every point of view. From fierce debate to reflective thinking, Roundtable discussions offer a different perspective on the issues that matter to you. Watch it every weekday at 15:30 GMT on TRT World. #cyber #china #superpower

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Shamus Rae, CEO at Engine B, and Farhan Lalji, a guest lecturer at London Business School and Director of Venture Partnership with the Anthemis Group, for a conversation on the impact of AI innovation on professional services firms.

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Laetitia Cailleteau, Global Lead for Conversational AI at Accenture, and Tolga Tezcan, Professor of Management Science and Operations at London Business School, for a conversation on the customer services applications of AI and how consumers are responding to increased automation in their interactions with brands.

Цахим намжил podcast-ийн маань анхны дугаарыг хүлээн авч сонсоно уу. 1. The Harvard Business Review Manager's Handbook: The 17 Skills Leaders Need to Stand Out 2. Mind Tools for Managers: 100 Ways to be a Better Boss Эхний ном: “100 ways to be a better boss MIND TOOLS for managers” Хэвлэлийн газар ба хэвлэгдсэн он: John Wiley & Sons, 2018 Номын зохиолчид: James Manktelow – mindtools.com компанийн үүсгэн байгуулагч бөгөөд удирдлагын арга барил, манлайллын талаар 100 гаруй бичвэр, 7 ном бичсэн /manage your time and Manage stress номыг бичсэн/ Julian Birkinshaw -стратеги болон entrepeneurship-н профессор ба Лондонгийн Бизнесийн сургуулийн Инноваци, entrepreneurship институтын дэд захирал. Fast/forward, Becoming a better boss and reinventing management номын зохиогч Номын гол эх сурвалж: Дэлхий даяарх 15000 гаруй удирдлага, мэргэжилтнүүдээс судалгаа авч, ярилцлага хийсэн. Илүү ихийг: https://www.mindtools.com/mindtoolsbook/ Goodreads оноо: 3.7 Хоёр дахь ном: “Harvard Business Review Manager's Handbook: The 17 Skills Leaders Need to Stand Out” Harvard Business Review нь сэтгүүл болон HBR.org онлайн сувгаар дамжуулан дэлхийн өнцөг булан бүрт байгаа профессоруудын бодол санааг бусдад түгээдэг билээ. Менежментийн профессоруудын бодол санааг нэгтгэсэн уг номыг уншсанаар та бүхэн олон талын өнцөг тусгасан мэдээллийг авах боломжтой. Хэвлэлийн газар ба хэвлэгдсэн он: Harvard Business Review Press, 2017 он Илүү ихийг: HBR.org Goodreads оноо: 4.1

#nexxworks Communications Director Laurence Van Elegem talked to London Business School Professor & Deputy Dean Julian Birkinshaw about ambidextrous leadership, hiring more mavericks, reinventing your company, personal bias, and lots of practical innovation cases. Find out more about the future of work and leadership on www.nexxworks.com! 

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Tara Reddy, Co-Founder of Love Shark, and Fiona Kilkelly, Director of Immerse UK, for a conversation on virtual and augmented reality.

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Zoë Webster, Director of AI and Data Economy at Innovate UK, and Nicos Savva, Professor of Management Science and Operations at London Business School, for a conversation on the ethical issues arising from using AI-generated judgements in society.

Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, gives a summary of his views on ‘Staying Ahead of the Curve in a Disruptive World.’

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Richard Jinks, Vice President – Commercial at Oxbotica, and Michael G Jacobides, Professor of Strategy and Entrepreneurship at London Business School, for a conversation on autonomous vehicles and the mobility applications of AI.

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Anju Patwardhan, Managing Director at Creditease, and Narayan Naik, Professor of Finance at London Business School, for a conversation on the applications of AI in the financial sector and global FinTech innovations.

This data science video series is part of Experian’s effort to help people understand how data-powered decisions can help organizations develop innovative solutions.  In this week's #DataTalk, we chat with P.V. Kannan about using A.I. to deliver superior customer service. P. V. Kannan co-founded 24/7 Inc. in 2000 and serves as its Chief Executive Officer. At [24]7.ai, Mr. Kannan was a pioneer in integrating customer service technology with business process operations to improve all aspects of the customer experience. He has been at the forefront of customer experience from creating contact center agent services, developing a big data predictive analytics platform, creating omnichannel solutions for the web, mobile, chat, social, and speech IVR, to innovating mobile-centric applications. He has been leading the revolution to make customer service easy and enjoyable for consumers. In 1995, his first company, Business Evolution Inc., developed the first generation of email and chat solutions. The company was acquired by Kana in 1999 and Mr. Kannan became part of the management team. He also co-founded Achievers, Inc. in 1995 and served as its Chief Executive Officer. Mr. Kannan is a Director of Achievers Corp. and 24/7 Inc. Over the years Mr. Kannan has been a thought leader in global customer service and has been featured in the books, The World is Flat and That Used to Be Us by Thomas L. Friedman, India Inside by Nirmalya Kumar and Phanish Puranam, and Reinventing Management: Smarter Choices for Getting Work Done by Julian Birkinshaw. He has over 20 patents (issued and pending). Mr. Kannan has degrees in accounting and finance from the Institute of Chartered Accountants and The Institute of Cost and Works Accountants of India.

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Alex Rosen, a senior software engineer at Amazon, and Keyvan Vakili, Assistant Professor of Strategy and Entrepreneurship at London Business School, for a conversation on speech recognition and the technology behind Amazon’s virtual assistant Alexa.

In this series, Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, cuts through the hyperbole and scaremongering to explore the practical applications of Artificial Intelligence. How are companies actually using AI today? What practical problems is it solving? What are the challenges and opportunities? In this episode, Julian hosts Michael Davies, Visiting Lecturer for Strategy and Entrepreneurship at London Business School, and David Lancefield, Partner at Strategy&, for a conversation on what AI is and how it can be used to solve business problems.

How do you create an agile, innovative and resilient organisation in which both your people and business can thrive? What is the role of talent and learning leaders in shaping organisations to facilitate effective and sustainable change? At the 2019 HR Strategy Forum we explored how you can harness curiosity, creativity, critical thinking and collaboration to open up dialogue, surface opportunities and play to your organisation’s strengths. In this podcast, guest speaker Stephanie Houston, Director of Talent Acquisition for Europe, Israel and Australia at WeWork, explores these issues alongside Julian Birkinshaw, Professor of Strategy and Entrepreneurship and John Dore, Director of Custom Solutions at London Business School. For more insight from Stephanie, read her follow-up interview at: https://www.london.edu/lbsr/in-conversation-with-stephanie-houston

From Brexit, sustainability and AI to longevity, inequality and education. Julian Birkinshaw, Professor of Strategy and Entrepreneurship at London Business School, explores the year head with Rain Newton-Smith, Chief Economist at the CBI, the Confederation of British Industry, and Andrew Scott, Professor of Economics at London Business School.

How is your organisation adapting to the digital revolution? New digital technologies – and in particular the rapid rise of artificial intelligence – are forcing you to rethink fundamental aspects of your business model and your way of working. In this talk, Professor Julian Birkinshaw helps you make sense of the opportunities that AI affords you, and shares some insights on how you can remain agile enough to compete in the digital era.

Author of Mind Tools for Managers Julian Birkinshaw joins us to talk about his new book and we talk about some of the 100 most important leadership skills--as voted for by 15,000 managers and professionals to LID Radio's audience Find out more: [Mind Tools for Managers](https://www.amazon.co.uk/Mind-Tools-Managers-Ways-Better/dp/1119374472) [Life 3.0](https://www.amazon.co.uk/Life-3-0-Being-Artificial-Intelligence/dp/024123719X) [The Righteous Mind](https://www.amazon.com/Righteous-Mind-Divided-Politics-Religion/dp/0307455777)

Dr. Julian Birkinshaw is a professor at the London Business School and author of Mind Tools For Managers. Resources: * https://www.mindtools.com/ – Website * @JBirkinshaw – Twitter * Buy his book, Mind Tools for Managers: 100 Ways to be a Better Boss Sponsored by: * LEADx.org – subscribe to become 1% better every single day Subscribe on iTunes to join our VIP Club: Please click here to subscribe on iTunes, and leave a quick rating. Nothing matters more for bringing the podcast to the attention of others. After you subscribe and leave a review, send an email to info at leadx dot org to let us know, and we'll invite you into the private LEADx VIP Group on Facebook. Group members are eligible for ridiculously good prizes each month, have special access to me and LEADx guests, discounts on live events, and of course it's a great forum for peer-learning and support. Share: And, by all means, if you know someone you think would benefit, please spread the word by using the share buttons below. — What is LEADx and The LEADx Show with Kevin Kruse? Imagine if you could have the world's best executive coaches and leadership mentors whispering into your ear every morning on your way to work. Every weekday, there will be a new episode of The LEADx Leadership Show with an interview from a different thought leadership or business expert. Many of these guests are thought leaders, famous authors or high-profile CEOs from innovative startup companies. Others are creatives, artists, entrepreneurs or corporate career leaders. They have all achieved extreme success and they are willing to share practical advice on how to advance your career and develop your leadership and management skills by offering daily career tips on time management, productivity, marketing, personal branding, communication, sales, leadership, team building, talent management and other personal development and career development topics. There will be a new episode waiting for you every day just in time for your morning commute, morning treadmill session or whatever else it is you do to start your day. LEADx isn't just the name of this new podcast, it's the name of a digital media and online learning company that is re-imagining professional development for millennials and career driven professionals looking to break into manager roles or excel in current leadership and management roles. If you're looking for management training or professional development that is delivered in a fun and engaging way, sign up for our daily newsletter at LEADx.org. It's packed with life hacks, daily career tips and leadership challenges that will turn you into a high potential leader in no time. What does LEADx stand for? We are exploring leadership. We are about NEXT GENERATION leadership. We believe that professional training and workplace education has not kept up with advances in digital media. Today's emerging leaders and management professionals just don't find 5 day workshops or eLearning modules to be very compelling. Today's talent is mobile and social. LEADx wants to help those that want to make an impact. Leadership is not a choice. You don't need a title to lead. You're a leader whether you want to be or not. Leadership is about influence. We want to help those who want to be great leaders. Great leaders at work, at home and in the neighborhood.

Julian Birkinshaw and Gavin Flynn, Head of Strategy and Transformation at InterContinental Hotel Group discuss how booking websites are challenging the sector’s long-established players

Julian Birkinshaw, Anja Lambrecht & Ira Dubinsky discuss using digital tools to deliver effective marketing campaigns based on customers’ individual interests and spending habits

In this episode of the 5 Leadership Questions podcast, Todd Adkins and Eric Geiger are joined by Ron Edmondson, senior pastor of Immanuel Baptist Church and author of The Mythical Leader: The Seven Myths of Leadership. During their conversation, they discuss the following questions: What is a conflict or failure that has benefited you in leadership? Who or what has been the greatest leadership influence in your life? What do you want your legacy to be? What habits or practices do you focus on to continue to learn as a leader? What's the best piece of leadership advice that you've ever been given? BEST QUOTES "I’ve got something else to learn and there is somebody else who has already learned it, so I’m going to go find them." "One of my principles in leadership is you can’t lead people you don’t love." "I like to hear from different voices, even voices I don’t agree with." "I have discovered pastors are terrible at disciplining their time, at learning to say no, and at really resting." "Leaders are leaders in more than just what we say." "Seek your affirmation in the right places." "We are trying to learn how to do church in an Amazon world now." RECOMMENDED RESOURCES Ministrygrid.com Ronedmondson.com Fast/Forward: Make Your Company Fit for the Future by Julian Birkinshaw and Jonas Ridderstrale The Mentor Leader by Tony Dungy Bonhoeffer by Eric Metaxas Sitting at the Feet of Rabbi Jesus by Lois Tverberg and Ann Spangler Walking in the Dust of Rabbi Jesus by Lois Tverberg

How can larger organisations today press reset on their digital strategy? Julian Birkinshaw and Mike Bracken, former head of the UK’s Government Digital Service unit, discuss

Should your business be investing in machine-learning technologies? Nicos Savva, Gabriel Straub and Julian Birkinshaw demystify data science and its benefits in this third podcast from the Dealing with digital disruption series.

There’s no need to fear the worst in times of rapid change, says Julian Birkinshaw

Will low-cost and simple investment advice from machines boost financial inclusion? James Dunne, Narayan Naik and Julian Birkinshaw discuss the risks and rewards of robo-advisors in the third podcast from the 'Dealing with digital disruption' series.

How should your organisation adapt to the next phase of the digital revolution? Gary Hamel and Julian Birkinshaw discuss radical change for big corporations in this second podcast from the Dealing with digital disruption series.

Full transparency brings its own dangers. Dan Cable and Julian Birkinshaw explain

No quarto episódio do HSM Bookclub podcast, Thomaz Castilho e Lindsay Viola conversam sobre o livro "25 ferramentas de gestão" de Julian Birkinshaw e Ken Mark. Conheça algumas dessas ferramentas intelectuais que continuam mudando a maneira de gerir de líderes e empreendedores.

Julian Birkinshaw discusses the risks and opportunities presented by disruptive business models with LBS Professor Costas Markides and Thomson Reuters’ David Craig. Everyone is talking about disruption – but what is it and what should you be doing about it if you’re working for a firm that operates with a traditional business model? That’s the question we tackle in the first of our new podcast series, Digital Disruption Briefings.

Julian Birkinshaw and Jonas Ridderstrale say big organisations should think less about top-down strategy and allow more freedom at the grassroots

In this episode, I’m going to give you 3 Harvard questions that can save you 8 hours each week on average. What you’re going to learn: The results of a productivity experiment conducted by Harvard professors Julian Birkinshaw and Jordan Cone that helped participants achieve massive time gains How to delegate your tasks (even if you don’t have a staff to delegate to) Online services you can use to take over annoying tasks like grocery shopping, internet research, making doctor appointments (the list goes on and on) How I manage my own company with a completely virtual team Key Quotes: “41% of knowledge workers time is spent on discretionary activities that weren’t very satisfying and could also be done by others.” “From general freelancers to miscellaneous chores, you can get help for almost any task and probably for less money than you think.”

Julian Birkinshaw is Professor and Chair of Strategy and Entrepreneurship at the London Business School. Julian is a recognised expert on innovation, entrepreneurship and renewal in large corporations, with over eighty articles published in such journals as Harvard Business Review, Sloan Management Review, Strategic Management Journal and Academy of Management Journal. His most recent book is Becoming a Better Boss: Why Good Management is So Difficult. In this interview, we discuss why management still matters, and why good management is still so hard to practice.

Julian Birkinshaw and Jordan Cohen, coauthors of the HBR article "Make Time for the Work that Matters."

Julian Birkinshaw Professor of Strategic and International Management and Deputy Dean of Programmes, London Business School, on what we can learn from emerging markets. The Global Leadership Summit is the London Business School's flagship event for its global community. http://www.london.edu

Julian Birkinshaw Professor of Strategic and International Management and Deputy Dean of Programmes, London Business School, on what we can learn from emerging markets. The Global Leadership Summit is the London Business School's flagship event for its global community. http://www.london.edu

CEO and Chairman of Xerox Ursula Burns, joined by Professor Julian Birkinshaw in a Business Leaders Series event, discuss leading business transformation in uncertain times

Julian Birkinshaw Professor of Strategic and International Management and Deputy Dean of Programmes, London Business School, on what we can learn from emerging markets

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

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

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

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.

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

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

Julian Birkinshaw, Deputy Dean of Programmes, discusses the new Masters in Management degree programme that will welcome students from around the world for its first intake in August 2009