Podcasts about London Business School

This week on the Sifted Podcast, host John Thornhill is joined by Anu Adebajo, former Atomico partner and, as of February this year, CEO of the Newton Venture Program.Launched in 2020 by VC firm Phoenix Court and London Business School, the educational programme aims to train new generations of VC talent — whether they are experienced investors or simply exploring new career paths.Anu began her career in Sheffield in 2012, where she joined a fund and later went into the British Business Bank. After nearly five years, she moved to the LP side, where she personally deployed over £365m into funds, before moving to Atomico where she led its fund of funds strategy.The pair discuss what LPs want from Europe's VCs now, how far away a Newton Venture's fund might be and the dangers of Europe's re-emerging “boys' club mentality”.Sign up to Sifted's daily newsletter here: https://sifted.eu/newslettersRead John's article about the needs for reinventing VC: https://sifted.eu/articles/vc-needs-to-reinvent-itselfFind out more about Newton Venture Program here: https://newtonprogram.vc/This podcast was brought to you by HSBC Innovation Banking.

What does strategy really mean when the word is everywhere, yet real strategic practice remains so rare?In this solo episode, David Lancefield takes on one of the most overused and misunderstood ideas in business. Drawing on nearly 30 years advising CEOs, C-suite leaders, founders, and leadership teams, he makes the case for a broader, more practical, and more human view of strategy.David explores why strategy so often gets trapped in decks, town halls, and top-level statements, while people across organisations are left unclear on the choices they can make and the contribution they can bring. He argues for a different approach: one that connects strategy with foresight, participation, ecosystems, self-management, and the wise use of AI — and brings it into the everyday moments that shape how we live and lead.If you want to think more clearly, act more intentionally, and raise your strategic game in your organisation, your team, and your own life, this episode will give you a fresh lens and a practical way forward.“Strategy is a practice for everyone, professional or personal.” – David LancefieldYou'll hear about:Why strategy is treated as distant and eliteStrategy defined: choices that move you to betterWhy strategy and execution must stay togetherStrategies that get announced but never translated downWhy more people need confidence to be strategicThe growing importance of foresight within strategyWhat open strategy looks like in practiceWhy ecosystems should shape strategy design and deliveryHow self-managed teams raise the bar for strategyWhere AI helps in strategy and where it doesn'tThe seven daily moments that make or break a dayWhy strategy is a practice for everyoneMore about DavidDavid Lancefield is a strategy and leadership advisor, coach, writer, and speaker who works with CEOs, C-suite executives, and founders at some of the world's top organisations. Over nearly 30 years, he has worked with more than 60 CEOs and hundreds of senior leaders on strategy, leadership, culture, decision-making, and growth.He writes for Harvard Business Review, MIT Sloan Review, strategy+business, Fast Company, and Forbes, and has been quoted in the Wall Street Journal, the Financial Times, The Times, and The Guardian. David is a former senior partner at Strategy&/PwC, a guest lecturer at London Business School, and the author of the newsletter Every Day is a Strategy Day.My resources:Try my High-stakes meetings toolkit (https://bit.ly/43cnhnQ).Take my Becoming a Strategic Leader course (https://bit.ly/3KJYDTj).Sign up to my Every Day is a Strategy Day newsletter (http://bit.ly/36WRpri) for modern mindsets and practices to help you get ahead.Subscribe to my YouTube channel (http://bit.ly/3cFGk1k) where you can watch the conversation.For more details about me:●      Services (https://rb.gy/ahlcuy) to CEOs, entrepreneurs and professionals.●      About me (https://rb.gy/dvmg9n) - my background, experience and philosophy.●      Examples of my writing https://rb.gy/jlbdds).●      Follow me and engage with me on LinkedIn (https://bit.ly/2Z2PexP).●      Follow me and engage with me on Twitter (https://bit.ly/36XavNI).

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. We are continuing to see MBA programs release their final decisions. This upcoming week, USC / Marshall, CMU / Tepper, London Business School, Arizona / Carey, Georgia / Terry and Georgia Tech / Scheller are releasing final decisions. Graham highlighted a Fridays from the Frontline feature from a Stern student discussing their super experience with Stern's Endless Frontier Labs program. This was then followed by a deep-dive career reports piece focused on the consulting industry for MBA graduates. Graham also noted a new admissions tip which focuses on classes that might be worth considering before starting an MBA. Graham continued with the Real Humans Alumni series. This week focuses on three alumni: McCombs / Pepsi, IESE / Accenture and Owen / Bain. For this week, for the candidate profile review portion of the show, Alex selected two ApplyWire entries and one DecisionWire entry. This week's first MBA admissions candidate is from India, and works at Bain.  They also have links to family firm focused on pharmaceuticals. They have a 337 GRE score. This week's second MBA applicant is a veteran who has a 715 GMAT score and a 3.76 GPA from an Ivy League university. This week's final MBA candidate is deciding between McDonough and Anderson. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!

In this episode, Donna and Tom sit down with Vineet Khanna, CEO of Advanter Advisory and former Global Head of Supply Chain at Nestlé, to explore the evolution of supply chain leadership in an era of rapid technological change. Vineet shares insights from nearly four decades of multi-cultural experience, discussing how AI and digital transformation are reshaping supply chain operations. He emphasizes the critical importance of mindset shifts required to leverage AI effectively, noting that success in the next several years will separate companies based on their ability to adopt these technologies. Vineet also provides valuable perspective on developing the next generation of supply chain leaders, highlighting the essential skills and cultural shifts needed to thrive in an increasingly complex global landscape. Takeaways: The transformative potential of AI in supply chain operations and the mindset shift required for success Critical talent and cultural changes needed for next-generation supply chain leaders Lessons from leading global supply chain transformation at Nestlé Strategic approaches to navigating technological disruption in supply chain management Stay connected with CSCR on LinkedIn (Center for Supply Chain Research) and Instagram (@pennstatesupplychain), and be sure to follow us on Spotify, Apple Podcasts, or wherever you are tuning into Unpacked: Insights hosted by the Penn State Smeal Center for Supply Chain Research™. Thank you for joining us!  Visit our website: https://www.smeal.psu.edu/cscr  Guest Bio: Vineet Khanna is a global business leader with nearly four decades  of multi-cultural experience across various domains, including supply chain & procurement, finance, digital technologies, and operational excellence. As the CEO of Advanter Advisory, he is a trusted advisor to several leading corporates, tech firms, consulting firms, and startups. Prior to Advanter Advisory, he was the Global Head of Supply Chain at Nestlé where he exemplified his strategic prowess and leadership, managing end-to-end supply chain operations and transformation projects encompassing demand and supply planning, physical logistics & sustainability, digital transformations, customer service and materials management. Throughout his career, Vineet has delivered results in senior leadership roles for 25 years, contributing his expertise at country, regional, and global levels. Vineet's influence extends to the boardroom, having served as a board member of Nestlé Enterprises SA. Currently, Vineet lends his transformative insights to diverse companies and start-ups as an advisor for the entire strategy-transformation-execution spectrum, leveraging his extensive experience to drive excellence. He is widely recognized as a thought leader in the realms of business, leadership, and societal progress, making him an inspiring and highly sought-after keynote speaker. Academically, Vineet holds an MBA degree from IIMA (India) and has pursued advanced studies at esteemed institutions including IMD, Lausanne, and London Business School.

Send us Fan MailIn this episode, Matt is joined by Herminia Ibarra who is an organizational behavior professor at London Business School. She is also the author of Act Like A Leader, Think Like A Leader.Ibarra turns the usual “think first and then act” philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsight—the valuable external perspective you gain from direct experiences and experimentation. As opposed to insight, outsight will then help change the way you think as a leader: about what kind of work is important; how you should invest your time; why and which relationships matter in informing and supporting your leadership; and, ultimately, who you want to become.Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this episode will help you devise a plan of action to become a better leader and move your career to the next level. It's time to learn by doing.Support the showSupport the show

According to research by Gartner, 84% of business leaders report their company's identity must significantly change to achieve strategic objectives. But how do you know when the time is right? And more importantly, how do you ensure that change goes smoothly? Riley Rogers: Welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. According to research by Gartner, 84% of business leaders report their company's identity must significantly change to achieve strategic objectives. But how do you know when the time is right? And more than that, how do you ensure that the change goes smoothly? Here to discuss this topic is Shelly Luciano, Vice President of Strategy at Leah. Thank you so much for joining us today, Shelly. I’d love if you could just kick us off by telling us a little bit about yourself, your background, and your role. Shelly Luciano: I’m Shelly Luciano. I’m Brazilian. I studied industrial engineering in Brazil and France. I started my career working in infrastructure and R&D, so that experience gave me a strong foundation in execution early on. Back in 2014, I moved to the UK to pursue my MBA at London Business School. I used business school to transition from a technical background into strategy on a global scale. After my MBA, I spent three and a half years in strategy consulting. That work helped me learn how companies compete in larger markets. What I realized is that although strategy consulting is intellectually fascinating, I was being more and more drawn to the business. So I transitioned into tech about five years ago. I joined what was then ContractPodAI, which is now Leah. Today, I’m Vice President of Strategy and Operations. My team focuses on aligning strategic priorities, supporting cross-functional execution, and ensuring our go-to-market approach reflects both where the company's headed and what our customers need. One of the most valuable parts of my role is staying close to our customer base. These conversations give me and the company a lot of valuable insight into how the market is evolving and how organizations are actually adopting AI. I then bring these insights back into the organization, back into Leah, to inform product direction, enable our customer success team, and ensure that our strategy remains grounded in real market needs. Ultimately, my role sits at the intersection of strategy, go-to-market execution, and customer insight. RR: I think you have a fascinating role, to be quite frank, and also a really wonderful story. To go from “I'm trained as an engineer,” to “now I've got my MBA, I'm in consulting, and today I work in tech and have for the last five years,” that's really an incredible journey that I imagine must have given you a real wealth of experience that serves you very well at Leah. SL: It’s funny because if you asked me when I graduated in Brazil what I'd be doing now, I wouldn't have guessed. The world has changed so much. My world has changed so much. So I feel very lucky and blessed to do the job that I do. I really like it. My company's fascinating. My role is fascinating. My company gives me room to change as long as I'm adding value and my team is adding value. So I'm really happy. RR: Yeah, and that's certainly evidenced by the fact that you spent five years in one tech company when the average tenure is just over two, so something really must be going right. I'd love to dig a little bit deeper into this exciting, challenging, and evolving role that's been keeping you at Leah for the last few years. You're there to keep an eye on what's happening in the market so your reps can tell a story and your engineering teams can build a product that the market both wants to hear and to see. More than that, you're also there to break down silos and operationalize your strategy so it really shows up in everyday workflows. In this work, what kind of things tend to crop up—challenges or obstacles that make it difficult to build the connections that bridge that gap between strategy and execution? SL: For me, there are two major challenges I see in equipping internal teams to drive growth. First, strategy and execution often evolve at different speeds. A leadership team can align relatively quickly on a strategic direction, but translating that direction into how hundreds or thousands of people operate day to day can take much longer. For me, strategy only really lands when it keeps showing up in customer conversations. What you portray needs to align with what your client base and the market are seeing. If the people talking to customers every day don't understand the problems that your company is solving and why, then your strategy hasn't really landed. It's just a deck. It's lovely to build these ideas, but you've got to be able to execute on them. As companies scale, the complexity increases much faster than people expect. You have more industries, more personas, a larger product portfolio, and if you don't have the right systems and alignment, that complexity can create a lot of confusion internally. And if your team is internally confused, then everyone else is too. RR: So your job is to keep an incredibly close pulse on the market and on technology as they both evolve. And it's a little bit of an endless task because the market will always shift and technology will always evolve. So you've got to be right there with it as the voice of reason for the organization, telling everyone, “Okay, here's what's happening, and here's how we're going to move with it.” As someone who, by job description, is very comfortable with change and evolution, can you share with us how you're thinking about how Leah, as an AI-first company, is keeping pace through major technology shifts, and then how other organizations should think about translating these shifts into their own organizational and operational processes? SL: Leah has been an AI-first company for years, way before LLMs. What changed with LLMs is the speed and scope at which we can execute our strategy much faster. We've been using machine learning in our platform for a long time, so the foundation was already there. We already had a really strong team. What LLMs did was introduce a step change, and our founder, Sarvarth, is a visionary. He saw straight away how that was going to change the game. All these changes in the past few years did not change our direction, but for the client base, what they can really see is that LLMs have expanded the use cases that we can deliver. And I think that's what matters to customers—how can we solve more of their problems? With Leah, we've moved from traditional automation into what we describe as an agentic operating system. That means our AI is not just supporting workflows. We can do much more than that. We can now reason across data, understand context, and orchestrate actions. That is so exciting, as you can imagine, for someone who works in strategy because it feels limitless. Going beyond static workflows, you now have systems that can adapt dynamically to the problems that we're solving. And that's where the speed and pace of innovation really comes in. Once you move into an agentic model, you're no longer limited to predefined use cases. You can continuously expand how AI is applied across not only our internal organization but also our client base. From a strategy and operations perspective, the challenge is not adopting the technology, because we've been able to do it and we continue to do it. The challenge is how do we operationalize it? Strategists love frameworks, so if I had to group it, I'd say there are three ways I think about this. The first part is strategic focus. The risk with AI, within all this opportunity, is diffusion. So we need to be deliberate about which use cases we prioritize. We need to define where we can deliver the most value, because being AI-first doesn't mean doing everything. It means scaling the right use cases. The second part is how do we translate that into go-to-market execution? As I mentioned before, strategy only really lands when your customers can speak about you. Organizations need to understand how to position AI. We need to be able to explain it clearly so we can apply it across different industries and contexts. That's where systems like Highspot can really help us translate this within our organization and externally. The third thing is continuous customer feedback loops, because customer proximity is the most valuable strategic signal we can have. To be a strategist in tech, your goal is not to define a static AI strategy. You're always on a feedback loop, and you need to be agile. The tools and teams that support you need to be comfortable with always learning and always putting our best foot forward. RR: So as you alluded to, you and the team actually recently went through a rebrand. From ContractPodAI, you became Leah, named after the organization's flagship AI offering. I'd be curious to hear how, with these challenges to strategy-aligned execution in mind, you and the team made sure that everyone was telling the same story and supporting the same strategy, even as the brand message and narrative shifted so drastically. SL: Leah was already a product of ours that had taken a bigger and bigger piece of our client base. So moving from ContractPodAI, which was very contract-focused, into Leah made sense because the Leah product had become a much bigger part of who we were and our identity. When we came into becoming the Leah brand, we were ready in many ways. You're never fully ready for a full rebrand. There's still a lot of work. But we had the tools and processes in place to help us in that transition. In 2021, we had just raised $150 million from SoftBank's Vision Fund. At that point, I knew we were going to grow exponentially, so I wanted to manage as many growing pains as possible. At that stage, we were evolving from having a relatively general pitch to a much more sophisticated message tailored by industry and persona, and our platform was expanding even back then. I realized that we needed a way to ensure that our entire organization stayed aligned on how we communicate value because, as companies scale, complexity increases. More products, more industries, more ways customers can use your platform. So when trying to solve that problem, that's when we looked into Highspot. We wanted Highspot to help us ensure the entire organization could work from the same narrative. Highspot is now used across our sales teams, SDR teams, CX teams, and actually it has expanded because once people hear about it, they want to know what the go-to-market teams are presenting. I'm really glad we implemented Highspot four or five years ago now because since then the customers that we serve have grown and the breadth of our platform has grown. Putting things in place before you come to that stage is actually really important. RR: Can you walk through where Highspot fit into the picture and how you and the team used it to trickle down that message so, to your earlier point, strategic vision didn't get lost in that wonderful game of telephone between C-suite strategy and individual contributor execution? SL: When I came in, we had a general pitch on how we went to market. One of the reasons I was hired is because I came in to do an industry strategy, and there was a lot of research involved—both internally, looking at how we were using the tool for certain industries, and externally, looking at market potential and product fit for each industry. Based on that, I prioritized a few industries to start developing content and enablement around. That's when I looked into Highspot because we had a SharePoint at the time, and it was already not fully updated. People pasted things on top of it or saved materials to their computers and never checked the right version again. I came to Highspot with a very clear use case. There were other features and capabilities that we wanted, but the core problem I wanted to solve was creating one single source of truth. It seems like a SharePoint should do that just fine, but it didn't because we needed something that would help us as we continued scaling product growth, use case growth, and overall organizational growth. It was going to become really hard to enable everyone and make sure people accessed the information they needed at the right time. That's what we got Highspot for, and that's what we continue using it for. RR: So once you defined the strategy of the rebrand, where did you see friction between what you were telling reps—“Here's our new message, here's our new strategy”—and what they were actually saying and doing in the field? Where was there misalignment, and how did you and the team tackle that? SL: Once the strategy and story are defined, the real challenge is behavioral change at scale. Organizations tend to align on a narrative relatively quickly at a conceptual level. But alignment alone is not the end goal. Execution is. Execution, particularly in customer conversations, can take time. The friction I've observed is not usually resistance. It's normally a knowledge gap or a confidence gap. Sometimes you have the knowledge, but you're not confident in that knowledge. As your platform evolves and you're no longer selling a single product for a very defined use case, you're helping customers on a journey. You need to understand a variety of challenges across different workflows, industries, and personas. In that environment, the challenge is not whether teams understand the narrative. The bigger challenge is whether they can apply it dynamically in real conversations. What we consistently see is that reps are comfortable with the core story, but uncertainty appears around the edges. When a customer asks something slightly outside the standard pitch or challenges how the solution applies to their specific context, that's where execution can break down. For reps to feel confident using the right language and positioning the platform correctly, they need to understand things at a deeper level. With all the advancement in AI, we can develop things so quickly, but that also creates challenges because emerging technologies move incredibly fast. There's something new every week. If your software can deliver so much, there are a lot of questions reps need to feel prepared for, and we need to give the organization the ability to operate with clarity and confidence in this complex environment. Highspot has helped us do part of that, particularly in making sure teams understand how we're positioning ourselves, but there's also a lot of technical enablement and training that we need to make sure they complete. Teams have to prepare for conversations in many different contexts, and that fundamentally changes how an organization executes. You can't just memorize anymore. You need to understand. Ultimately, scaling a company is not about having the best strategy on paper. It's about ensuring that all of your employees can bring that strategy to life and communicate it with passion. RR: Yeah. I love the way you landed that because you're 100% right that to a certain extent it can be a knowledge gap, and another layer can be that confidence gap. But then that third and final layer is the context gap. Can reps embody the strategist? Can they embody the strategy? Reps want to do well. It benefits them and it benefits you. So when things are going awry, it's not intentional. It's hard to get up to speed and start delivering in the field, especially when things are changing so rapidly. If you can slowly bridge all those gaps, your strategy starts to encompass the whole company. And again, it's such a cool role that you have, getting to bring that to life and then watch it trickle out into every customer conversation your teams are having. You mentioned 2021 and implementing Highspot, and it's been five years since then. In that time, what key results have you seen? Any wins that you're especially proud of, whether early on or today during this rebrand phase? SL: Highspot is now widely used across the organization. We have the sales team, SDR team, CX team, and leadership all using it. Initially, we bought licenses only for the sales team, and since then we've more than doubled, if not tripled, our licenses because people continue asking for access. I think that's one of the biggest indicators of value. What I continue to see, and why I continue investing in the platform, is consistency. You want to be consistently delivering and positioning yourself in the market. As our product offering expanded and we began serving multiple industries and personas across different regions, it became critical that teams could access the most relevant materials quickly. Highspot ensures that everyone across the organization is working from the same narrative and delivering a consistent experience to customers and prospective customers. That alignment becomes very important as the organization scales. One of the most impressive things after the rebrand was that from the very next day, everything had changed. Everything in Highspot was Leah. I knew the marketing team had been working incredibly hard, but from day one everything was available to us. That's what tools are for. When you buy a tool, you want to make sure it makes you look good. RR: I can imagine that's a monumental task—to take every single piece of collateral, every single deck you've ever built, and overnight update it so every rep has all the content, messaging, and everything they need to hit the ground running on day one of the rebrand, day one of Leah. To the point of bringing strategy to life, you really did it. Very early on, you said you're never ready for a rebrand. And yes, it's certainly a huge task, but it does seem like you've come through it successfully. That takes me to the last question I had for you, which is: for other leaders navigating a rebrand or shifting message while trying to position themselves in a constantly changing market, what advice would you share? SL: One of the most important lessons for me is that rebrands are not simply marketing exercises. They're full organizational transformations. The success of a rebrand depends on whether the entire organization is bought in and understands the narrative, and whether they feel confident communicating what you're doing to customers. Like I said before, the success of the rebrand is really only clear when you see that it has landed with your customer base. Another key element is staying very close to your customers during the process. Understand how they're going to perceive this, and once you've launched it, pay attention to their initial reactions so you can address anything quickly. That's your most valuable insight because customers really know how you're positioning yourself in the market and what you can actually deliver. You want to make sure what you've changed feels true to who you are. Luckily, with Leah, customers responded positively to the rebrand. They felt the narrative resonated. When your organization combines strong strategic direction with customer insight, you're much more likely to build a story that's authentic and compelling. That's what you want with your brand. It needs to make sense. People need to know it wasn't just done to look good. It needs to resonate with the company and what you're offering. RR: Yeah. You absolutely need to prove that this is something worthwhile and valuable to your customer base, and that it tells the story and provides the value they're looking for. Otherwise, to your point, it winds up feeling like a vanity exercise because someone didn't like the colors or didn't feel the name was quite right. It needs to be strategic and feel strategic. Shelly, thank you so much for joining us today. It has been an absolute pleasure talking with you and learning more about the work that you're doing at Leah. To our audience, thank you so much for listening to this episode of the Win/Win Podcast. Be sure to tune in next time for more insight on how you can maximize go-to-market success with Highspot.

Sir John Kay, CBE, FBA, FRSE, is one of Britain's leading economists, whose career has spanned the academic world, business and finance, and public affairs. Born in Edinburgh in 1948, he has held chairs at the London Business School, the University of Oxford and the London School of Economics, and has been a Fellow of St John's College, Oxford since 1970, when he was elected to a permanent teaching post at the University of Oxford at the age of 21.Kay studied at the University of Edinburgh and then at Nuffield College, Oxford, where he worked under James Mirrlees, the future Nobel laureate. He served as the first Research Director of the Institute for Fiscal Studies, founded the consultancy London Economics in 1986, and in 1996 became the founding Dean of Oxford's Saïd Business School. He was also the first Professor of Management to be elected a Fellow of the British Academy. He has served as a member of the Council of Economic Advisers to the First Minister of Scotland (2007–2011) and chaired the Kay Review of UK Equity Markets and Long-Term Decision Making, which reported to the British government in 2012. Following the United Kingdom's vote to leave the European Union, he was appointed to the Standing Council on Scotland and Europe.Kay is the author of many influential books, including Foundations of Corporate Success (1993), The Truth About Markets (2003) — named Politics Book of the Year in 2005 — Obliquity (2010), The Long and the Short of It (2009, revised 2016), and Other People's Money (2015), which won the Saltire Prize and was shortlisted for the Orwell Prize for Political Writing. His more recent works include Radical Uncertainty (2020, with former Bank of England Governor Mervyn King), Greed is Dead (2020, with Paul Collier), and his latest book, The Corporation in the 21st Century (2024), which examines how the modern corporation has been transformed by globalisation, financialisation and the rise of intangible assets.A regular Financial Times columnist for nearly three decades, Kay received the Senior Wincott Award for Financial Journalism in 2011. He was elected a Fellow of the British Academy (1997), the Royal Society of Edinburgh (2008) and the Academy of Social Sciences (2016). He was appointed Commander of the Order of the British Empire (CBE) in 2014 for services to economics and was knighted in the 2021 Birthday Honours for services to economics, finance and business.Jiří Zatloukal, financial journalist at Seznam Zprávy and contributor of PFI Talks, talked with John Kay.

Thomas Lamb is an internationally recognized entrepreneur and executive in the resource sector. He's currently the CEO of Myriad Uranium Corp and is leading the advancement of one of the most historically significant uranium districts in the United States. The Copper Mountain Project in Wyoming encompasses over 18,000 acres and is underlain by an estimated uranium endowment exceeding 600 million pounds. He's also the CEO of J2 Metals Inc., overseeing a diversified exploration portfolio spanning three jurisdictions in Mexico, Canada, and Alaska. His work has spanned uranium, gold, cobalt, and critical minerals across North America, Mexico, Russia, and Africa. He has a MSc from London Business School and law degree from the University of British Columbia. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194    #8933524.1 exp. 5/28

Today, I have the pleasure of speaking with Alex Hayward, Executive Fellow, Family Offices and Private Capital at London Business School. Alex is a seasoned expert in Family Offices, with extensive experience building, reviewing, and optimizing Family Offices across the UK, Europe, the US, Dubai, and Australia. Over the past 15 years, he has analyzed more than 100 Single Family Offices, evaluating their structures, operations, and investment strategies. Alex draws on this broad experience to lead London Business School's work on value creation within Family Offices, examining how leading Family Offices develop their strategy, operations, and culture to support long-term growth. Alex also serves as an independent director to a Family Office in London, supporting a third-generation multi-billion family. Alongside this role he chairs the Family Office Community at Said Business School, University of Oxford, Ownership Project 2.0. Alex is a long-time friend and collaborator of FOX and a valued alumnus of the FOX team. Alex has done significant research into the importance of organizational culture among investment management, and its significance in explaining and driving performance of investment teams. He tells us what his research shows and highlights what both clients and members of investment teams can learn from it. We then focus more narrowly and look at the role of culture within family offices. Alex shares his views on how culture contributes to the value creation at the family office and the ability of family office teams to drive meaningful outcomes for their principals. Impact is frequently among the top objectives that family members seek to pursue individually or collectively with the support of their family office. Alex talks about his work and research on the effect of family office culture on the family's impact strategy, and the ability of family members to find and follow their individual pathways for self-realization and impact. Alex has also studied the effect of grief on the ability of families to make decisions and achieve growth. He shares his findings on how grief and other emotions impact UHNW family strategies and their collective activities within the family enterprise, including investing, philanthropy, social impact, etc. Enjoy this insightful conversation with one of the foremost academics and practitioners in the family wealth and family office space.

Bitcoin staat voor het eerst in maanden weer boven de 80.000 dollar. De koers noteert rond de 81.300 dollar en trekt samen met risicovolle aandelen al weken gestaag omhoog. Wat daarbij opvalt: de terugval eerder dit jaar, naar een dieptepunt tussen de 60.000 en 65.000 dollar, was relatief mild vergeleken met eerdere neergangen. Dat roept de vraag op of de bitcoinmarkt volwassener en dus wat saaier aan het worden is, of dat er nog een diepere dip aankomt. Ondertussen maakte Michael Saylor een duidelijke koerswijziging. De oprichter van Strategy (voorheen MicroStrategy) droeg jarenlang "never sell your bitcoin" als mantra uit, maar gaf tijdens de presentatie van de kwartaalcijfers aan dat het bedrijf mogelijk toch een deel van zijn bitcoins gaat verkopen. Reden: Strategy heeft jaarlijks zo'n 1,5 miljard dollar aan verplichtingen richting aandeelhouders. Het bedrijf rapporteerde een verlies van 12,5 miljard dollar over het eerste kwartaal. Saylor noemde een eventuele bitcoinverkoop een "inenting" voor de markt, zodat beleggers kunnen wennen aan dit idee. Het aandeel Strategy daalde na de aankondiging meteen met zo'n 4 procent. Dan de voorspellingsmarkten, platforms waar je via cryptotechnologie op de uitkomst van gebeurtenissen kunt inzetten. Polymarket is verboden in Nederland omdat het platform geen gokvergunning heeft. Maar uit onderzoek van het Financieele Dagblad blijkt dat alternatieven als Kalshi, Hyperliquid en Interactive Brokers gewoon nog bereikbaar zijn voor Nederlanders. Hyperliquid is daarbij het lastigst aan te pakken: het platform werkt decentraal, zonder hoofdkantoor of bestuur. Passend bij dit thema: nieuw onderzoek van de London Business School en Yale toont aan dat slechts 3 procent van de deelnemers op voorspellingsmarkten op consistente basis geld verdient. De overige 97 procent verliest geld of heeft simpelweg geluk gehad. De nauwkeurigheid van deze platforms komt dus niet van de "wijsheid van de massa", maar van een kleine groep goed geïnformeerde handelaren die de winst opstrijken. Wat heb je deze week in de Cryptocast? Een gesprek met Marc Kemper, teamleider financiële recherche bij de politie! Best bijzonder dat de politie bij ons komt vertellen over hoe ze met crypto omgaan. Want, dat zal je niet verrassen, crypto wordt ook weleens gebruikt door criminelen. Ik vroeg me af welke crypto's dan, en wat de politie daar allemaal mee kan. Heel gaaf inkijkje. Co-host is Kim Schneider. Strategy overweegt bitcoinverkoop om dividendverplichtingen te dekken Cryptogoksites nog actief in Nederland ondanks verbod op Polymarket Onderzoek: slechts 3 procent van traders op voorspellingsmarkten verdient consistent geld Met Daniël Mol (BNR Cryptocast) of Bart Mol (Satoshi Radio) bespreken we elke week de stand van de cryptomarkt. Luister live donderdagochtend rond 8:50 in De Ochtendspits, of wanneer je wilt via bnr.nl/podcast/cryptocast See omnystudio.com/listener for privacy information.

Bitcoin staat voor het eerst in maanden weer boven de 80.000 dollar. De koers noteert rond de 81.300 dollar en trekt samen met risicovolle aandelen al weken gestaag omhoog. Wat daarbij opvalt: de terugval eerder dit jaar, naar een dieptepunt tussen de 60.000 en 65.000 dollar, was relatief mild vergeleken met eerdere neergangen. Dat roept de vraag op of de bitcoinmarkt volwassener en dus wat saaier aan het worden is, of dat er nog een diepere dip aankomt. Ondertussen maakte Michael Saylor een duidelijke koerswijziging. De oprichter van Strategy (voorheen MicroStrategy) droeg jarenlang "never sell your bitcoin" als mantra uit, maar gaf tijdens de presentatie van de kwartaalcijfers aan dat het bedrijf mogelijk toch een deel van zijn bitcoins gaat verkopen. Reden: Strategy heeft jaarlijks zo'n 1,5 miljard dollar aan verplichtingen richting aandeelhouders. Het bedrijf rapporteerde een verlies van 12,5 miljard dollar over het eerste kwartaal. Saylor noemde een eventuele bitcoinverkoop een "inenting" voor de markt, zodat beleggers kunnen wennen aan dit idee. Het aandeel Strategy daalde na de aankondiging meteen met zo'n 4 procent. Dan de voorspellingsmarkten, platforms waar je via cryptotechnologie op de uitkomst van gebeurtenissen kunt inzetten. Polymarket is verboden in Nederland omdat het platform geen gokvergunning heeft. Maar uit onderzoek van het Financieele Dagblad blijkt dat alternatieven als Kalshi, Hyperliquid en Interactive Brokers gewoon nog bereikbaar zijn voor Nederlanders. Hyperliquid is daarbij het lastigst aan te pakken: het platform werkt decentraal, zonder hoofdkantoor of bestuur. Passend bij dit thema: nieuw onderzoek van de London Business School en Yale toont aan dat slechts 3 procent van de deelnemers op voorspellingsmarkten op consistente basis geld verdient. De overige 97 procent verliest geld of heeft simpelweg geluk gehad. De nauwkeurigheid van deze platforms komt dus niet van de "wijsheid van de massa", maar van een kleine groep goed geïnformeerde handelaren die de winst opstrijken. Wat heb je deze week in de Cryptocast? Een gesprek met Marc Kemper, teamleider financiële recherche bij de politie! Best bijzonder dat de politie bij ons komt vertellen over hoe ze met crypto omgaan. Want, dat zal je niet verrassen, crypto wordt ook weleens gebruikt door criminelen. Ik vroeg me af welke crypto's dan, en wat de politie daar allemaal mee kan. Heel gaaf inkijkje. Co-host is Kim Schneider. Strategy overweegt bitcoinverkoop om dividendverplichtingen te dekken Cryptogoksites nog actief in Nederland ondanks verbod op Polymarket Onderzoek: slechts 3 procent van traders op voorspellingsmarkten verdient consistent geld Met Daniël Mol (BNR Cryptocast) of Bart Mol (Satoshi Radio) bespreken we elke week de stand van de cryptomarkt. Luister live donderdagochtend rond 8:50 in De Ochtendspits, of wanneer je wilt via bnr.nl/podcast/cryptocast See omnystudio.com/listener for privacy information.

On this episode of Deans Counsel, hosts Ken Kring and Dave Ikenberry welcome back to the podcast François Ortalo-Magné, Executive Dean (External Relations) and Professor of Management Practice in Economics and Strategy & Entrepreneurship at London Business School. He served as the School's ninth Dean from 2017 to 2024, leading it through the COVID-19 pandemic, geopolitical upheaval, and the sustained pressures facing global higher education. Before that, he was Dean of the Wisconsin School of Business, leading the school and university through a period of significant institutional innovation. Across sixteen years in senior leadership and sixteen years as a professor of economics, he has developed a distinctive perspective: rigorous academic research combined with operational accountability under pressure.That combination now shapes his work with students, senior executives, and boards. François helps leaders make better decisions under pressure — not through generic frameworks, but by bringing academic research in economics, psychology, and the humanities to bear on the specific, high-stakes problems they face. His approach is grounded in three questions: How do we frame this decision clearly? How do we strengthen the decision process? How do we live with the consequences — including the need for healing and repair? Francois addresses those questions, as well as such topics as:- The linkage between research and brand value - The different aspects of scholarship - Linking teaching to research funding - Addressing the headwinds of stakeholders - Sage advice to deans Learn more about François Ortalo-Magné.Comments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note.Thanks for listening.-Produced by Joel Davis at Analog Digital Arts--DEANS COUNSEL: A podcast for deans and academic leadership.James Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com

Twelve official definitions for R&D. Zero agreement. The US government publishes at least a dozen distinct official definitions across agencies, accounting standards, tax authorities, and international bodies. Not one agrees with the others on where research ends and development begins. Trillions of dollars flow through R&D budgets every year. Boards approve them. Investors evaluate them. Governments subsidize them. Analysts benchmark them. And the term at the center of all of it has no settled definition. A company can gut its research investment without triggering a single alarm on its income statement. Researchers who gained rare access to confidential federal R&D data found exactly this: when companies face financial pressure, they cut research while leaving development essentially untouched, and the combined number barely moves. Every benchmark, every board conversation, every investment thesis built around the R&D line may be built on sand. Innovation, ideas made real, requires both. Research is how you find the idea. Development is how you make it real. Strip out the research and you're not innovating, you're iterating on what already exists. Strip out the development and you're just experimenting. The problem is that nobody in the room knows which one they're actually funding, because the definition that would tell them doesn't exist. Someone needs to draw the line. This episode is about why nobody has, and the definition I think should replace the chaos. By the end, I'm going to put that definition in front of you and ask you to push back on it. Not to agree. To tell me where it breaks. How We Got Here Four institutions took a run at defining R&D. Each one got it right for their own purposes. None of them got it right for yours. Frascati: Built for Governments In June 1963, OECD economists met at a villa in Frascati, Italy, south of Rome, and produced what became the international standard for measuring R&D across nations. Now in its seventh edition. The Frascati Manual divides R&D into three tiers: basic research (theoretical work with no application in view), applied research (original investigation toward a specific practical objective), and experimental development (using existing knowledge to produce new products or processes). To qualify, an activity must be novel, creative, uncertain in outcome, systematic, and transferable. Used by governments across roughly 75 countries. Solid for what it was designed to do: let nations compare R&D investment on consistent terms. What Frascati cannot tell you: whether a specific company's spending is creating competitive advantage. It counts the type of activity. It doesn't assess what the activity produces for the organization doing the spending. A company can satisfy every Frascati criterion investigating something every competitor already knows. The knowledge is new to them. That is enough. The accountants drew a different line, for a different reason, with a different consequence. FASB: Built for Accountants In October 1974, the Financial Accounting Standards Board issued Statement No. 2, Accounting for Research and Development Costs, now codified as Topic 730. Every public company filing under US GAAP operates under it. The rule: all R&D costs expensed as incurred. Research, development, basic, applied: one line on the income statement. Their definition: research is a planned search aimed at discovery of new knowledge. Development is the translation of research findings into a plan or design for a new product. The rationale is explicit in the original standard. Future benefits from R&D are, in FASB's language, "at best uncertain." Expense everything immediately. The standard solved the problem it was asked to solve, which was accounting treatment: when to recognize the cost, not whether the cost was strategically sound. The consequence: sustaining engineering, feature maintenance, and incremental product updates all land on the same line as genuine exploratory research. Nobody looking at the income statement from outside can see the difference. The number is technically accurate and analytically opaque. Abraham Briloff, the late accounting professor at Baruch College, put it plainly: "Accounting statements are like bikinis. What they show is interesting, but what they conceal is significant." He was talking about financial reporting broadly. He could have been writing specifically about the R&D line. Researchers at Duke and London Business School spent years tracking corporate scientific output and found that it declined steadily across industries even as headline R&D spending kept rising. The combined number was hiding a substitution. Nobody on the outside could see it. Outside the United States, a different standard governs, and it creates a comparison problem most analysts never account for. IFRS: Built for International Investors IAS 38 governs R&D under IFRS, and its treatment differs from FASB in one significant way. Research costs are always expensed, same as FASB. But development costs can be capitalized as an asset on the balance sheet once a company can demonstrate technical feasibility, intent to complete, ability to use or sell the result, likely future economic benefit, adequate resources, and reliable cost measurement. A European company that capitalizes its development phase carries those costs as an asset: lower expenses in the period, higher total assets. An identical US company expensing everything under FASB takes the full hit immediately: higher expenses, lower assets. Same underlying investment. Incomparable financial pictures. Run the standard industry benchmark, R&D as a percentage of revenue, and you may conclude the US company is investing more aggressively. You may be comparing the same dollar invested under two different accounting regimes. Roughly 169 jurisdictions use IFRS. The United States does not. India uses an adapted version. Japan maintains its own standards board. The benchmark the industry trusts most is meaningless for cross-border comparison, and almost nobody says so. Section 174: Built for Tax Authorities The Internal Revenue Code adds another layer. Section 174 governs the deductibility of what the US tax authority calls "research or experimental expenditures," and the definition is not the same as FASB Topic 730. A company's R&D for tax purposes and its R&D for financial reporting can cover different activities and produce different numbers. The Tax Cuts and Jobs Act of 2017 tightened this further: domestic R&D expenses that were previously deductible immediately now must be amortized over five years, international over fifteen. The definition of what qualifies shifted when the timing rules changed. Within one country, one company, three definitional regimes apply simultaneously: Frascati for any government reporting, FASB for the income statement, and Section 174 for taxes. A single dollar of R&D spending can be classified three different ways depending on who's asking. The Gap None of Them Fill Four frameworks, built by four institutions, for four different purposes. Not one was built for the question that actually matters. Is this investment creating new knowledge that gives us a capability nobody else can easily replicate? The gap between them is where innovation decisions actually live. The National Science Foundation recognized the problem clearly enough that it publishes a separate annotated document just to catalog the competing definitions, because they're too inconsistent to assume any two readers are using the same one. That gap isn't an oversight. It's a structural consequence of four institutions doing their own jobs well. The question practitioners need answered was nobody's institutional job. You've been in the room. The R&D number is on the slide. Nobody asks what's inside it, because the accounting standard doesn't require an answer, and the room has learned not to expect one. So it went unanswered. Until now. A Better Definition for R&D Research is work directed at creating new knowledge where the outcome is genuinely uncertain and the knowledge cannot be readily obtained from existing sources. Development is the translation of that knowledge into products, services, or processes that meaningfully advance an organization's capability in ways competitors cannot easily replicate. Four elements define it: Genuinely uncertain outcome. If you know what you're going to get before the work starts, it's engineering execution, not research. The uncertainty doesn't have to be total. Most applied research has a likely direction. But there has to be real doubt about whether the approach works, whether the knowledge emerges. Cannot be obtained from existing sources. This is the one nobody puts in writing. If the knowledge is already in the literature, available from a consulting engagement, or present in a competitor's published work, finding it again isn't research. Generating new knowledge and capturing existing knowledge are different activities. Only one belongs here. This criterion alone would reclassify a significant portion of what companies currently call R&D. Advances capability competitors cannot easily replicate. Development only qualifies when it translates research into something that genuinely moves the organization forward competitively. Sustaining engineering doesn't pass it. Feature parity doesn't. Competitive catch-up doesn't. All real work, none of it development under this definition. Agnostic to accounting jurisdiction. This definition doesn't tell you how to expense or capitalize anything. That's already governed by whichever standard applies. What it does is establish what genuinely belongs in each category, regardless of where the company files. That makes it usable across FASB and IFRS companies without translation. There is a simpler way to put it. For any project in your R&D budget, ask two questions. First: are we creating new knowledge, or executing against something we already know? If you're executing, it's not research. Second: does this translate into a capability competitors cannot easily replicate? If not, it's not development either. It's product engineering, valuable and necessary, but a different budget category entirely. Three buckets: Research, Development, and Product Engineering. That taxonomy, applied honestly across a typical portfolio, would reclassify a significant share of what most companies are currently reporting as R&D. The Call I'm not asking FASB to rewrite Topic 730. What I am asking: that the people who actually make innovation decisions start applying a definition built for the question they're trying to answer. If you run an R&D function: apply this definition to your current portfolio. Not to change the accounting. To see what's actually in the category and what isn't. The gap between what your budget calls R&D and what this definition calls R&D will tell you something worth knowing. If you sit on a board: ask what portion of the R&D line is directed at new knowledge creation versus sustaining existing products. If no one in the room can answer, you're governing a number you don't understand. And if you think the definition is wrong, tell me. Where should the line be drawn differently? What element doesn't hold? What did I miss? That's not a polite invitation. That's the actual point of this episode. Definitions become standards when enough serious people apply them consistently and make the case until the institutions catch up. The four frameworks we inherited were each built by an institution serving its own purpose. This one is built for the people making the decisions. The most consequential line in any company's budget is the one separating what builds the future from what protects the present. Nobody drew it clearly. It's past time someone did. The idea was never the hard part. It never is. The call is. If this episode shifted something for you, subscribe wherever you listen to podcasts. On YouTube, hit subscribe and the bell so you don't miss the next one. And if you want to go deeper every Monday, Studio Notes is free at philmckinney.com. Until next time. See the pattern. Make the call. The Innovators Studio | philmckinney.com

This week, we're revisiting our ever-timely and fascinating conversation around misinformation with London Business School professor Alex Edmans. All Else Equal will be back with a new episode in two weeks.  What is the real problem with misinformation? Are our biases so ingrained in us that we are unable to think critically about the world and the systems around us? What happens when large institutions attempt to push a heterodox narrative? Do we simply need more education to overcome misinformation, or do we need something much deeper—to learn to think critically again? In this episode, hosts and finance professors Jonathan Berk and Jules van Binsbergen welcome Alex Edmans, Professor of Finance at London Business School to discuss his latest book, May Contain Lies: How Stories, Statistics, and Studies Exploit Our Biases – And What We Can Do About It.   Find All Else Equal on the web:  https://lauder.wharton.upenn.edu/allelse/ All Else Equal: Making Better Decisions Podcast is a production of the UPenn Wharton Lauder Institute through University FM. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Alex Edmans, a professor of finance at London Business School, tells us how to avoid the Ladder of Misinference by examining how narratives, statistics, and articles can mislead, especially when they align with our preconceived notions and confirm what we believe is true, assume is true, and wish were true. Alex Edmans  May Contain Lies What to Test in a Post Trust World How Minds Change David McRaney's Twitter David McRaney's BlueSky YANSS Twitter YANSS Facebook Newsletter Kitted Patreon Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The standard story of American innovation features Silicon Valley, venture capital, and the heroic startup founder.When you trace the history of the internet, GPS, mass-produced penicillin, or the COVID vaccine, the starting point is not a term sheet but a government grant. How much does this matter,  and can we measure it?Tim Phillips speaks to Paolo Surico of London Business School and CEPR who, working with Andrea Gazzani, Joseba Martinez, and Filippo Natoli, has built the first systematic empirical account of how government-funded innovation has shaped US productivity since the Second World War. The headline result: government-funded patents account for roughly 2% of all patents filed in the post-war period, but explain around 20% of medium-term fluctuations in total factor productivity and GDP growth. The return on every dollar of public R&D is more than double the return on every dollar of private R&D. The key mechanism is not that government crowds out private investment; it crowds it in. For every dollar of public research, roughly another dollar of private investment follows, as talent from universities and research institutes moves into startups that commercialise what the public sector seeded. The logic is high-risk, high-reward: the government takes on the uncertainty and fixed costs that the private sector will not bear, accepting a large number of failures in order to find the breakthroughs that private capital would never have funded. The model is now under pressure: 2025 brought the largest cuts to US federal science funding in the post-war period. AI adds a further complication: for the first time, a general-purpose technology is being driven primarily by private capital, and that capital is now pulling the best scientific talent out of research institutes and universities and into industry. If that shift becomes permanent, the direction of innovation will be shaped by profitability rather than by broad productivity and living standards. The paper discussed in this episode:Gazzani, Andrea, Joseba Martinez, Filippo Natoli, and Paolo Surico. 2026. "The Public Origins of American Innovation." CEPR Discussion Paper DP20788. Centre for Economic Policy Research. [gated]To cite this episode:Phillips, Tim, and Paolo Surico. 2026. "The Public Origins of American Innovation." VoxTalks Economics (podcast/video).  Assign this as extra viewing. The citation above is formatted and ready for a reading list or VLE.About the guestPaolo Surico is Professor of Economics at London Business School and a Research Fellow of CEPR. [verify URL before publishing] His research focuses on macroeconomics, monetary policy, and the economics of innovation and growth. He has advised central banks and governments on macroeconomic policy and is one of the leading empirical macroeconomists working on the aggregate effects of technology and public investment.Research cited in this episodeScience: The Endless Frontier (Vannevar Bush, 1945) is the report commissioned by President Roosevelt as the Second World War was ending. Bush, Roosevelt's chief scientific advisor, was asked to distil what the wartime mobilisation of research had taught, and how it could be translated into a peacetime innovation ecosystem. The report identified three pillars: government, to set the direction of innovation by funding areas of strategic importance; research institutes and universities, to push the frontier of knowledge without the constraint of commercial goals; and the private sector, to transform new knowledge into new products. The framework became the organisational blueprint for post-war American science and, Surico argues, is the institutional foundation of American technological and economic leadership. The report is in the public domain and available online.The NIH and NSF are the two federal agencies whose funded innovations show the strongest subsequent links to productivity growth in the paper's results. The NIH (National Institutes of Health) funds health and biomedical research; the NSF (National Science Foundation) funds basic research across science and engineering. Both are predominantly funders of university and research-institute work — which is, Surico argues, precisely why their output generates larger productivity gains than defence-funded innovation. The result is not that health research is inherently more productive than defence research; it is that both the NIH and NSF fund more basic, frontier-pushing work, and that basic research generates the largest spillovers regardless of the department that pays for it.Crowding in versus crowding out is the central empirical question in the public R&D literature. Crowding out would mean that government spending on research displaces private spending that would have happened anyway, leaving total innovation roughly unchanged. Crowding in means the opposite: public research creates opportunities and trains talent that then attracts additional private investment. The paper finds consistent evidence of crowding in, particularly when government funds flow to universities and research institutes. For every dollar of public R&D, roughly another dollar of private investment follows, typically as researchers from publicly funded institutions move into startups to commercialise what they developed. This is why the aggregate return on public R&D is more than double the return on private R&D, even though government-funded patents are only two percent of the total.The Solyndra and Tesla parallel is used to illustrate why anecdote-based arguments about public R&D are unreliable. Solyndra — a solar energy company that received a US government loan guarantee and then failed spectacularly — is a frequently cited example of government waste in innovation funding. Tesla received a loan guarantee in the same round of funding and became one of the most valuable companies in history. Surico's broader point is that the government's logic for innovation investment is high-risk, high-reward: it should expect and accept a large number of failures, because the gains from the successes — when they are large enough — more than compensate for the losses. Evaluating public R&D by its failures misses this; evaluating it by its headline successes also misses it. Systematic analysis across the whole portfolio is required.Philippe Aghion's Nobel Prize lecture is cited by Surico on the relationship between innovation, competition, and market structure. Aghion, who shared the Nobel Prize in Economics in 2018, developed Schumpeterian growth theory — the idea that economic growth is driven by creative destruction, with new entrants displacing incumbents through innovation. The key implication Surico draws on is that incumbents have a structural incentive not to innovate disruptively, because doing so would destroy the market position they already hold. Startups, which have no existing position to protect, are the natural vehicle for disruptive innovation. This is why the paper finds that government-funded startups generate larger macroeconomic impacts than government-funded incumbents: startups have both the mandate from public funding and the commercial incentive to take market share.DARPA (the Defense Advanced Research Projects Agency) is the US defence department's high-risk research arm, responsible for funding some of the most consequential technologies of the post-war era, including early internet infrastructure. Surico mentions a less celebrated DARPA project — an attempt to embed microchips into bags for tracking, before drone technology made the approach obsolete — as an example of a genuine failure. It illustrates the high failure rate that comes with high-risk public R&D, and the importance of evaluating the portfolio rather than individual projects.The Draghi report on European competitiveness is cited by Surico as a potential catalyst for a different model of European public investment in innovation. Europe's problem, in his analysis, is not the level of public spending but its composition: too much goes to procurement and too little to basic research and later-stage startup support. Europe has the talent, the research institutes, and the early-stage startups. What it consistently lacks is the capacity to fund the scaling-up phase, which causes European innovations and innovators to be commercialised in the United States. A reallocation of spending toward public R&D that acts as a venture catalyst for later-stage startups — analogous to what Vannevar Bush's framework did for the US after 1945 — is what Surico believes the Draghi report could enable, if acted on.

Send us Fan MailIf you are using a linear sales funnel, high-pressure tactics, or a feature-first pitch on your female buyers, you aren't just losing deals, you are actively triggering biological responses that make it impossible for them to say yes or want to give you a second shot. In this episode:research-backed strategies to align with the female buying brainbuild disclosure-based trust in your sales process debunking the myth of the “timid” female buyerthe Guilt Factor &  “Made by Women” advantageResearch references:•Episodic Memory in Women: Cornell University (2013) study on women outperforming men in recalling specific events and contexts•Trust Formation: Kesebir & Qiu (2022), London Business School research on gender differences in interpersonal trust and disclosure behavior•The Cortisol Effect: Neuromarketing research by Felix Cao (2020) on how stress and conflict stimuli degrade persuasive messaging in female buyers•The Spiral Buying Journey: Martha Barletta's foundational work in Marketing to Women (2003)•The “Made by Women” Effect: Schnurr & Halkias (2022), Journal of Consumer Psychology study on female consumers' strong preference for products made by women•Values-Based Buying: CivicScience (2023) data showing 77% of women factor social consciousness into their purchasing decisionsIf you would like to learn more about The Mothered Business Mastermind, click here. Want to download the 15 minute CEO Map? If you only have 15 minutes it will tell you exactly what to work on to move the needle in your business. Click here. Please say hi to me on Instagram @robyn.gooding or take a peek at my website for more info www.robyngooding.comClick here to book your call anytime! If you loved this episode, I'd appreciate if you could leave a review or share on your socials. It truly means the world to me and helps amplify this message for other mothers desiring a supportive business for motherhood.  Disclaimer: This podcast is for educational and informational purposes only. The content shared reflects my personal experience and professional perspective as a coach.Any stories shared are anonymized or composite examples drawn from real experiences, with identifying details changed to protect privacy.This podcast does not constitute medical, legal, financial, or...

Eye-opening conversation with Nell 3D (Nell Derick Debevoise Dewey) — leadership advisor, Forbes Senior Contributor, keynote speaker, and self-described Subtraction Activist.With degrees from Harvard, Cambridge, Columbia Business School, and London Business School, and 25+ years advising Fortune 500 executives at Google, Bank of America, American Express, Coca-Cola, and more, Nell has helped high-achieving, impact-driven leaders across the globe break through invisible success ceilings.After her own near-fatal wake-up call from chronic overdoing, she created the Systematic Subtraction™ and Lead in 3D™ frameworks (ME / WE / WORLD) that teach ambitious women how to stop adding more effort and start subtracting what no longer serves them — creating structural change, conserving energy, and generating compounding results in life, teams, and organizations.In this episode, Nell shares why “doing more” stops working for high performers, how to identify and release the hidden drains on your time and energy, and practical ways to align your purpose so success finally feels as good as it looks. Whether you're a leader, entrepreneur, or mission-driven professional feeling stretched thin, this conversation will give you the permission and tools to do less while mattering more.https://www.nell3d.com/Become a supporter of this podcast: https://www.spreaker.com/podcast/i-am-refocused-radio--2671113/support.Subscribe now at YouTube.com/@RefocusedNetworkThank you for your time. 

Nigel Morris is a renowned British businessman and pioneering fintech investor, best known as the co-founder and managing partner of QED Investors, a leading venture capital firm focused on financial technology. He is also widely recognised for co-founding Capital One in 1994, where as President and Chief Operating Officer he helped revolutionise consumer lending through the innovative use of data and analytics. Under his leadership at QED Investors, Nigel has backed some of the world's most successful fintech companies, including Credit Karma, Nubank, Klarna and Remitly, helping to shape the modern global financial services landscape. Educated at London Business School with an MBA, he combines rigorous analytical thinking with a deep understanding of customer behaviour and business culture. On this episode of Inspiring Leadership, Nigel reflects on the lessons from building Capital One, his transition into venture capital, and what it takes to identify and scale category‑defining businesses. He also shares his philosophy on leadership, integrity and decision‑making in high‑growth environments, offering rich insights for CEOs, founders and senior leaders navigating rapid change. Hosted on Acast. See acast.com/privacy for more information.

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. We are continuing to see MBA programs release their final decisions. This upcoming week, UNC / Kenan Flagler, Georgia Tech / Scheller and Oxford / Said are releasing final decisions. MBA programs are also continuing to their next admissions rounds, including SMU / Cox and UPenn / Wharton for their deferred admissions program. Graham highlighted upcoming Clear Admit events. On May 11, Clear Admit is hosting our in-person admissions event in Atlanta. Most top MBA programs are scheduled to attend. We are also hosting several Application overview events in May, on May 19 and 20, and May 26 and 27. Signups for these events are here: https://www.clearadmit.com/events We then discussed some deferred enrollment admissions advice, featuring admissions officers from Johnson and Sloan. Finally, Graham continued with the Real Humans Alumni series. This week focuses on two alumni from Tuck / Microsoft and Wharton / Tesla, as well as several students in London Business School's new one year MBA program. For this week, for the candidate profile review portion of the show, Alex selected three DecisionWire entries: This week's first MBA admissions candidate currently has several offers including Simon and Smeal. They are waiting to hear from Scheller and Kelley. This week's second MBA applicant is deciding between Anderson, Haas and Stern. They are seeking a tech strategy role. This week's final MBA candidate is deciding between Ross, Haas and Sloan. They want to focus on tech, sustainability and climate. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!

We're all familiar with the tropes around innovation and how it starts. You just need a garage in Silicon Valley, a few geniuses and visionaries, maybe some good snacks. Our guests today help us debunk that myth. Rich Braden and Tessa Forshaw wrote a book called Innovation-ish, and that little “-ish” is doing a lot of work. Rich Braden is a design strategist who's taught innovation at Stanford and advised companies around the world. Tessa Forshaw is a cognitive scientist whose lab studies the psychology of creativity — why we lose it, and how we get it back. In this conversation, we talk about why most innovation doesn't have to be a moonshot — and why chasing moonshots might actually be holding your team back. We dig into the neuroscience of what Tessa calls “innovation hesitation,” the tiny amygdala response that makes us reach for certainty instead of possibility. Bios Tessa Forshaw As a co-founder of the Next Level Lab at Harvard University, Tessa specializes in using cognitive science to develop creative and innovative potential in the workforce. She draws upon her academic research as a cognitive scientist and extensive background as a former designer at IDEO CoLAb and Accenture to turn the cognitive processes involved in design, creativity and innovation into practical insights that can be applied in the flow of work. These insights are also the foundations of what she teaches as a design educator at Stanford University and now Harvard University. Recognized for her impactful design projects, Tessa is the recipient of multiple design awards: a Fast Company Design Award for General Excellence, two Core77 Industrial Design Magazine Design Awards, and the Australian American Chamber of Commerce Innovation Awards. Rich Braden Rich Braden is the founder of People Rocket LLC, a strategic innovation firm based in San Francisco. With over 15 years of academic experience, Rich is a recognized thought leader in design thinking, leadership, and innovation. He is a design educator at renowned institutions including Harvard University, Stanford University, and London Business School, helping shape future leaders. As CEO of People Rocket, he works with clients such as Airbnb, Google, the United Nations, Microsoft, Coca-Cola, Starbucks, and Red Cross to drive strategic innovation and responsible AI solutions. Rich holds degrees in Computer and Electrical Engineering from Purdue University and resides in the San Francisco Bay Area. *** Premium Episodes on Design Better This ad-supported episode is available to everyone. If you'd like to hear it ad-free, upgrade to our premium subscription, where you'll get an additional 2 ad-free episodes per month (4 total). Premium subscribers also get access to the documentary Design Disruptors and our growing library of books. New premium benefit: get a behind-the-scenes pass to every episode with The Roundup, where each week we bring you insights and actionable tactics from recent episodes. You'll also get access to our monthly AMAs with former guests, ad-free episodes, discounts and early access to workshops, and our monthly newsletter The Brief that compiles salient insights, quotes, readings, and creative processes uncovered in the show. And subscribers at the annual level now get access to the Design Better Toolkit, which gets you major discounts and free access to tools and courses that will help you unlock new skills, make your workflow more efficient, and take your creativity further. Upgrade to paid

Tessa Burg talks for a second time with Mariano Bosaz, Global VP of Consumer Data and Strategy at Coca-Cola and the author of “Digital Mindset.” This time, they dive deeper into practical applications of digital thinking, moving beyond theory to give you actionable strategies you can implement right away. Mariano shares real-world examples of how the shift from analog to digital thinking transforms problem-solving, particularly around the "last mile challenge" that affects so many industries. You'll discover what teams of the future look like and get concrete use cases from recent headlines that make these concepts accessible and immediately applicable.  Whether you're a business leader looking to stay ahead or someone curious about how AI-era marketing really works, this conversation offers valuable insights from someone operating at the highest levels of global business. Leader Generation is hosted by Tessa Burg and brought to you by Mod Op. Listen to the previous episode with Mariano here. About Mariano Bosaz: Mariano Bosaz is the author of Digital Mindset and an experienced digital leader serving as the Global VP of Data and Digital Head of China at The Coca-Cola Company. With a career spanning over two decades, his background includes founding and selling a digital business during his student exchange the University of Richmond in 1999 and holding key leadership roles such as Group Digital Director for Eurasia and Africa—overseeing 92 countries—and Vice President of Digital in Asia. In addition to his corporate experience, Mariano has served as an assistant professor at London Business School since 2015. His current work focuses on the intersection of emerging technologies and strategy, underpinned by research into blockchain and cryptocurrencies since 2020 and his role on the advisory boards of several AI startups. Mariano can be reached on LinkedIn or at marianobosaz.com.  About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.

In this verified episode, Sophia Matveeva, Founder and CEO of Tech for Non-Techies, shares how to turn your idea into a validated product without coding in stage 1. If you struggle with shiny ideas that never launch or fear wasting time and money on unproven concepts, you won't want to miss it.You will discover:- Why validating demand matters far more than learning to code or building the perfect product- How to quickly test your idea with a simple AI mockup and real target users- What to do when feedback shows your idea won't work so you can move on fastThis episode is ideal for for Founders, Owners, and CEOs in stage 1 of The Founder's Evolution. Not sure which stage you're in? Find out for free in less than 10 minutes at https://www.scalearchitects.com/founders/quizSophia Matveeva helps smart people without engineering backgrounds build, lead, and grow tech-enabled businesses. She is the founder and CEO of Tech for Non-Techies, an education company trusted by Oxford University, Techstars, Tamkeen, and global brands such as the Royal Bank of Canada. Through executive education, advisory, and workforce transformation programs, Sophia equips organizations to scale innovation, upskill non-technical leaders, and drive success in the AI economy. The Financial Times, Harvard Business Review, and Forbes have featured her work, and she has delivered programs at Oxford University, London Business School, and Chicago Booth.Want to learn more about Sophia Matveeva's work at Tech for Non-Techies? Check out her website at https://www.techfornontechies.co/Connect with Sophia through her LinkedIn at https://www.linkedin.com/in/sophia-matveeva-556365a/Mentioned in this episode:Take the Founder's Evolution Quiz TodayIf you're a Founder, business owner, or CEO who feels overworked by the business you lead and underwhelmed by the results, you're doing it wrong. Succeeding as a founder all comes down to doing the right one or two things right now. Take the quiz today at foundersquiz.com, and in just ten questions, you can figure out what stage you are in, so you can focus on what is going to work and say goodbye to everything else.Founder's Quiz

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. We are continuing to see MBA programs release their final decisions. This upcoming week, UPenn / Wharton, London Business School, Stanford, MIT / Sloan, UVA / Darden and Vanderbilt / Owen are releasing their Round 2 decisions. MBA programs are also continuing to their next admissions rounds, including Cambridge / Judge, Berkeley / Haas, UPenn / Wharton, Northwestern / Kellogg, Georgetown / McDonough, Texas / McCombs, UVA / Darden, Vanderbilt / Owen, Minnesota / Carlson, Arizona / Carey, Chicago / Booth and Rice / Jones. Graham highlighted the Spring MBA applicant survey that Clear Admit is conducting. You can access the survey here: https://bit.ly/surveymba26 Graham then noted upcoming Clear Admit events. On May 11, Clear Admit is hosting our in-person admissions event in Atlanta. We are also hosting several Application overview events on May 19 and 20, and May 26 and 27. Signups for these events are here: https://www.clearadmit.com/events Graham then highlighted an MBA admissions tip that focuses on choosing between several MBA program offers. Finally, Graham continued with the Real Humans Alumni series. This week focuses on two alumni from Kellogg / PepsiCo and London Business School / Meta. For this week, for the candidate profile review portion of the show, Alex selected three DecisionWire entries: This week's first MBA admissions candidate wants to work in Consulting and be on the West Coast, post MBA. Their offers include Darden, Mendoza, Goizueta and Merage. This week's second MBA applicant is deciding between Johnson and Scheller. They want to be in the northeast, post MBA. This week's final MBA candidate is deciding between Fuqua and IESE. They are from Latin America and are focused on Health Care. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!

When you walk up to a table with a group of people, you probably pick a seat without thinking much about it. But where you sit can subtly shape how others perceive you and how the interaction unfolds. There's actually a simple strategy to choosing a seat that can give you an advantage — whether the table is round, square, large, or small. https://lifehacker.com/always-choose-the-best-seat-at-any-multi-person-table-5990596 No matter how rational you try to be, your thinking is shaped by biases you can't fully escape. These biases influence what you believe, the decisions you make, and even what you consider to be “true.” Alex Edmans, professor of finance at London Business School and author of May Contain Lies: How Stories, Statistics, and Studies Exploit Our Biases―And What We Can Do About It (https://amzn.to/3vprIz3), explains how easily our biases can be manipulated by data, headlines, and persuasive stories — and how to become a more careful, independent thinker in a world full of misinformation. When you think of elite performers — Navy SEALs, top athletes, high-level leaders — what stands out is their ability to stay focused, calm, and effective under pressure. That kind of mental discipline may seem out of reach, but it isn't. Eric Potterat, a clinical and performance psychologist and retired Navy commander who helped design the mental toughness training used by the SEALs, explains how these skills are built. He breaks down the habits and mindset shifts that allow people to perform at a high level — even in stressful, uncertain situations. Eric is author of Learned Excellence: Mental Disciplines for Leading and Winning from the World's Top Performers (https://amzn.to/3TV4Qka). Toothpicks seem harmless — just small wooden tools to clean your teeth. But they can cause more problems than you might expect. In fact, once you hear what can happen, you may think twice before reaching for one again. https://acedentaloftexas.com/why-are-toothpicks-a-danger-for-your-oral-health PLEASE SUPPORT OUR SPONSORS POCKET HOSE: Text SYSK to 64000 for your two free gifts with the purchase of any Pocket Hose Ballistic hose! DUTCH: If your pet is still scratching and you've tried everything at the pet store –it's time to stop guessing and go prescription.Support us and use code SYSK for $40 off your membership at ⁠⁠https://Dutch.com⁠⁠ RULA: Thousands of people are already using Rula to get affordable, high-quality therapy that's actually covered by insurance. Visit ⁠⁠https://Rula.com/sysk⁠⁠ to get started. QUINCE: Don't keep settling for clothes that don't last! Go to ⁠⁠⁠⁠⁠⁠⁠⁠https://Quince.dom/sysk ⁠⁠⁠⁠⁠⁠⁠⁠for free shipping on your order and 365-day returns. Now available in Canada, too! SHOPIFY: See less carts go abandoned with Shopify and their Shop Pay button! Sign up for your $1 per month trail and start selling today at ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://Shopify.com/sysk⁠⁠⁠⁠⁠⁠⁠⁠⁠ EXPEDITION UNKOWN: We love the Expedition Unknown podcast from Discovery! Listen wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

Learn why scaling AI is as much a human challenge as it is a technological one. Stefano Puntoni, Co-Director of Wharton Human-AI Research and Professor at The Wharton School, examines the limits of data-driven decision making in the age of AI and why insights so often fail to translate into action. He breaks down the psychology behind AI resistance and outlines the leadership and change management strategies needed to turn AI potential into real organizational impact. Key Moments: Why More Data Doesn't Lead to Better Decisions (02:26): Stefano challenges the assumption that smarter algorithms automatically produce smarter decisions. He argues that decision quality depends on rigorous conceptual thinking before turning to data. Without clearly defining objectives, alternatives, and success criteria, analytics efforts rarely translate into meaningful action. Conversational AI and the Lowering of the Cost of Action (07:26): Stefano explains how conversational AI brings decision makers closer to data by reducing friction. By lowering the cost of experimentation, AI enables managers to test hypotheses in real time instead of waiting days for analysis. This shift moves organizations from analysis paralysis to faster, more confident action. Rethinking Your Role in the Age of AI (17:16): For professionals navigating disruption, Stefano outlines two paths forward. One is becoming a complement to AI by upskilling and using the technology as a productivity multiplier. The other is pivoting toward skills AI is less likely to replace, such as strategy, orchestration, and human judgment. The AWARE Framework: Pairing Technical Rollout with Human Rollout (22:41): Stefano introduces the AWARE framework to help leaders anticipate and manage the human reactions to AI transformation. He argues that every technical implementation must be matched with structured communication, identity support, and organizational alignment. Without this dual-track approach, even well-designed AI systems can fail to gain traction. Change Management, AI Literacy, and the Gap in Organizational Readiness (31:11): Only a small percentage of organizations have formal AI change management programs. Stefano questions whether companies are truly prepared for large-scale AI transformation. He emphasizes that AI literacy, leadership accountability, and structured change management will determine whether AI investments translate into sustained performance. Key Quotes: “ The leaders need to know why we are doing AI. AI is not a strategy; AI is just a tool. So what is it that we're trying to achieve?” - Stefano Puntoni “ I think the problem is that technology is almost like taking all the oxygen from the room. There's so much attention and urgency around the tech itself that we often forget the people around it.” - Stefano Puntoni “You don't want to be the substitute to the technology because if that is what you do, then there's no future. But if you're a complement, the technology might be a multiplier of your productivity.” - Stefano Puntoni Mentions Decision-Driven Analytics: Leveraging Human Intelligence to Unlock the Power of Data The Wall Street Journal: The Boss Has a Message: Use AI or You're Fired 2025 Report Accountable Acceleration: Gen AI Fast-Tracks Into the Enterprise How AI Affects Our Sense of Self Why Gen AI Feels So Threatening to Workers Conversational AI: The Next Frontier of Digital Platform Monetization Guest Bio  Stefano Puntoni is the Sebastian S. Kresge Professor of Marketing at The Wharton School. Prior to joining Penn, Stefano was a professor of marketing and head of department at the Rotterdam School of Management, Erasmus University, in the Netherlands. He holds a PhD in marketing from London Business School and a degree in Statistics and Economics from the University of Padova, in his native Italy. His research has appeared in several leading journals, including Journal of Consumer Research, Journal of Marketing Research, Journal of Marketing, Nature Human Behavior, and Management Science. He also writes regularly for managerial outlets such as Harvard Business Review and MIT Sloan Management Review. Most of his ongoing research investigates how new technology is changing consumption and society, including how humans are adopting and evolving with AI. Hear more from Cindi Howson here. Sponsored by ThoughtSpot.

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. We are now seeing more MBA programs releasing their final decisions for Round 2. This upcoming week, Rice / Jones, Harvard, Northwestern / Kellogg, Boston College / Carroll, Chicago / Booth, Berkeley / Haas, Texas / McCombs, UCLA / Anderson, Cornell / Johnson and Washington / Foster are releasing decisions. MBA programs are also beginning their next admissions rounds, including Michigan / Ross, London Business School, Washington / Foster, Dartmouth / Tuck, Columbia and Michigan State / Broad. Graham highlighted Clear Admit's upcoming livestream “Decision Day Watch Party” scheduled for  Wednesday, you can subscribe to Clear Admit's YouTube channel here: https://www.youtube.com/@ClearAdmitMBA On May 11, Clear Admit is hosting our in-person admissions event in Atlanta. We are also hosting several Application overview events in May. Signups for these events are here: https://www.clearadmit.com/events Graham then highlighted an MBA admissions tip that focuses on the impact of scholarships for MBA candidates, as they make their final decisions on where they will attend. Finally, Graham continued with the Real Humans Alumni series. This week focuses on two alumni from Booth / Microsoft and Mendoza / Amazon. For this week, for the candidate profile review portion of the show, Alex selected one ApplyWire entry and two DecisionWire entries: This week's first MBA admissions candidate is applying for deferred admissions at top MBA programs, but has a GRE score of 310. This week's second MBA applicant wants to work in the Middle East after their MBA and has an offer from Stern for their program in Abu Dhabi. This week's final MBA candidate is deciding between Kenan Flagler and Tepper and waiting for Kellogg. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!

In this episode of Leading Through Crisis, host Céline Williams sits down with Ernesto Gómez, founder and CEO of Aspen Mindset1 and author of Regrowth: How Organizations Can Overcome Stalling by Unlocking Their People's Potential. Together, they explore how leaders can navigate today's complex landscape—where crises are no longer occasional events but an ongoing reality. Ernesto shares powerful insights on why organizations stall, how culture can either enable or block change, and why the real driver of performance lies within teams. He introduces the concept of “push vs. pull leadership” and explains how great leaders unlock potential not by applying pressure, but by creating the right conditions for people to thrive. Through real-world examples and practical frameworks, the conversation explores how leaders can rethink their approach to decision-making, innovation, and team development in an era of accelerating change. You'll learn: • Why crisis is becoming the new normal for leaders • The three layers of organizations: products, capabilities, and culture • How team dynamics drive organizational performance • The difference between push leadership vs pull leadership • Four cultural pillars that unlock team performance • Why humility and psychological safety are critical leadership traits • A practical framework for moving from stagnation to regrowth If you're a leader navigating uncertainty, building high-performing teams, or trying to drive change in a rapidly evolving world, this conversation offers a fresh perspective on how leadership must evolve. — Ernesto Gómez is a seasoned executive with over 30 years of experience, having built and led successful ventures across the food service industry in both the US and Mexico. Transitioning from a dynamic serial entrepreneur to a high-level corporate leader, he served as VP of Human Capital at Grupo Alfa, a major Mexican conglomerate with 83,000 employees, before becoming Chief Human Resources Officer at Sigma Alimentos, a global consumer packaged goods company with 43,000 employees. In these roles, he spearheaded global talent and cultural initiatives, playing a pivotal role in organizational transformation.  Ernesto is the author of Regrowth: How Organizations Can Overcome Stalling by Unlocking Their People's Potential. Ernesto is a lifelong learner.  He studied social communications and has completed executive programs at leading institutions, including Stanford GSB, MIT Sloan School of Management, Wharton Business School, Kellogg School of Management, Chicago Booth, London Business School, and IMD Business School.  He is the founder and CEO of Aspen Mindset1, a consulting firm dedicated to helping organizations and individuals reach peak performance. In 2024, Ernesto was invited as a guest speaker in the "Lead through Ambiguity" course at MIT Sloan School of Management. To learn more about Ernesto's work, head to aspenmindset1.com. You can also connect with him on LinkedIn (Ernesto Gómez Arzapalo) or Instagram (@aspenmindset_1).

Introduction What happens when you stop trying to make claims adjusters faster and instead redesign the entire workflow from first notice of loss? Most insurers are layering AI co-pilots on top of legacy processes, but Ravin AI is arguing for something more disruptive: a fully automated claims pipeline that collects evidence, detects fraud, applies business rules, and routes decisions before a human ever touches the file. In this episode, Eliron Ekstein, Co-Founder and CEO of Ravin AI, breaks down how their Ravin Inspect platform automates up to 80% of auto claims, and why the economics of full automation are fundamentally different from incremental efficiency gains. Guest Bio Eliron Ekstein co-founded Ravin AI approximately eight years ago out of Shell Ventures, where he led new business development in Shell's Digital Ventures unit in London. What began as a concept for scanning vehicles at petrol stations has grown into a $35M+ funded insurtech operating across multiple continents. Eliron holds an MBA from London Business School and has spent the past decade digitizing automotive and transportation workflows. Ravin AI now serves insurance carriers, fleets, and remarketing customers globally with its patented DeepDetect technology. Key Topics -Full Automation vs. Co-Pilot Augmentation — Why Ravin's "pilot, not co-pilot" approach delivers fundamentally different economics than AI tools that assist adjusters within existing workflows. -Ravin Inspect: End-to-End Claims Pipeline — How the platform gathers policyholder data, vehicle images, location, speed, and fraud signals upfront to build a complete claim file before human review. -80% Auto-Adjudication Target — The threshold at which automation rewrites carrier unit economics, from staffing models to cycle times to customer satisfaction scores. -Purpose-Built AI vs. Generic GenAI — Why domain-specific computer vision and decision logic outperform general-purpose large language models for claims adjudication. -Integration Without Disruption — Ravin's approach to plugging into existing core systems and claims platforms without requiring carriers to rip and replace. -International Market Entry — Lessons from expanding an Israeli-founded insurtech into the U.S. and Australian markets, including regulatory and go-to-market differences. -Fraud Detection as a Byproduct — How automated evidence collection at FNOL creates a stronger fraud signal than retroactive investigation. Notable Quotes "Our pilot is not a co-pilot — it will run the claim up until the very last minute where you have to give a final approval." — Eliron Ekstein, Co-Founder & CEO, Ravin AI "We can actually gather all the relevant data from you — images, location, speed, fraud detection — and build a complete file that already includes business rules according to which you can settle the claim." — Eliron Ekstein "This is more of a radical approach that results in significant benefits, significant speed." — Eliron Ekstein Resources Guest: Ravin AI: https://www.ravin.ai/ Eliron Ekstein on LinkedIn: https://www.linkedin.com/in/elironekstein/ Host & Organization: Joshua R. Hollander on LinkedIn: https://www.linkedin.com/in/joshuarhollander/ Horton International (USA): https://www.horton-usa.com/ Insurtech Leadership Podcast (LinkedIn Showcase): https://www.linkedin.com/showcase/insurtech-leadership-show Subscribe & Review If you enjoyed this episode, subscribe on your favorite platform and leave a review. The Insurtech Leadership Podcast is available on YouTube, Podbean, Apple Podcasts, and Spotify.

What if the organizational structures designed to scale your business are actually holding it back? In this episode of World's Greatest Business Thinkers, host Nick Hague speaks with renowned management theorist, Visiting Professor at London School of Business, and best-selling author, Gary Hamel, about how bureaucracy in organizations undermines innovation, engagement, and performance. Hamel argues that rigid organizational structures and excessive business hierarchy drain trillions from the global economy and prevent companies from unlocking human potential.  The conversation explores how decentralization in business, team empowerment, and bold management strategy can restore organizational agility. Drawing on examples from companies like Roche, Nucor, and Haier, Hamel explains why employee engagement, not efficiency, is the ultimate measure of success in modern organizational management. What You Will Learn: How to identify bureaucratic drag in your organization Why reducing management layers is non-negotiable The three conditions that eliminate the need for excessive management How to push authority down without creating chaos Why employee engagement is the single metric that matters most How to drive change without owning the system   If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here.   Gary Hamel Bio: Gary Hamel is a renowned organizational management thinker, bestselling author, and Visiting Professor of Strategy and Entrepreneurship at London Business School, where he has taught since 1983. Widely regarded as one of the world's most influential business strategists, he has pioneered concepts such as strategic intent, core competence, and management innovation. Hamel is the author of several global bestsellers, including Humanocracy and The Future of Management, and his work has reshaped how leaders think about innovation, organizational design, and the future of management.    Quotes: "All of these companies, irrespective of culture or industry or geography, all of them suffered from similar disabilities. They were kind of congenitally timid, they weren't very innovative, and they were soulless places to work. When you see the same set of disabilities or maladies again and again, you realize it's not about one leader or one company or a strategy, there's something much deeper going on." "We need entrepreneurship at scale, and I need speed at scale, and I need boldness at scale. And that old management model was just inimical to those." "I've never yet seen an organization with eight or nine management layers that is nimble and innovative." "We are wasting colossal sums of human imagination and initiative. Only 20% of people around the world are engaged in their work, and only one in five employees believes their ideas matter at work. The only way out of that is we gotta turn on all that unused intellectual capacity."   Keywords: Primary Keywords (Core Themes): bureaucracy in organizations, organizational management, business innovation, management strategy, organizational structure, employee engagement, leadership transformation, corporate culture, business hierarchy, management theory Secondary Keywords (Related Subtopics): removing bureaucratic layers, decentralization in business, organizational agility, management innovation, corporate transformation, autonomy in the workplace, team empowerment, organizational efficiency, knowledge economy management, institutional vitality   Episode Resources: Gary Hamel on LinkedIn London Business School Website  World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

From breakthrough tech to startup reality Great ideas are only the beginning. This episode explores what happens next - how deeptech founders try to turn scientific breakthroughs into real companies. We attended a pitch night at London Business School where startups were presenting their ideas to investors. Among them were Nanoloom, developing sustainable graphene-based fibres for textiles, and Auralytica, building chemical sensors that can detect food spoilage. But raising money isn't easy. Research shows female founders still receive only around 2% of venture capital funding - despite strong evidence that women led businesses often perform as well as or better than male-led ones.So how do you get investors to believe in your idea? The programme is presented by Ania Lichtarowicz.  SUBSCRIBE HERE: https://somewhere-on-earth-the-global-tech-podcast-the-podextra-edition.pod.fan/  Production manager: Liz TuohyEditor: Ania Lichtarowicz  Somewhere on Earth Productions UK Ltd. We're a UK based production company creating podcasts and branded content that bring stories, places and people into focus. We're all ex-BBC so the quality of the content is excellent and quality of the sound is amazing. 

AI isn't just changing marketing tools—it's changing how leaders think about strategy, value and growth. In this episode, Tessa Burg talks with Mariano Bosaz, author of Digital Mindset: Marketing Strategies for the AI Era, about what it really takes to lead through transformation without losing what already works.  You'll hear a practical way to think about “digital mindset” as a bridge, not a replacement, for how businesses operate today. Mariano explains why companies need both analog and digital approaches, how AI is accelerating productivity (and making prioritization harder) and what leaders can do to support teams through the shift. He also breaks down the difference between engagement and involvement—and why involvement is where brands build real equity. If you're trying to make sense of AI's impact on work, marketing, and competitive advantage, this conversation provides a clearer framework. It's full of real examples and down-to-earth guidance on how to move faster, make smarter choices and create value that's difficult for competitors to copy. Leader Generation is hosted by Tessa Burg and brought to you by Mod Op.  About Mariano Bosaz: Mariano Bosaz is the author of Digital Mindset and an experienced digital leader serving as the Global VP of Data and Digital Head of China at The Coca-Cola Company. With a career spanning over two decades, his background includes founding and selling a digital business during his student exchange the University of Richmond in 1999 and holding key leadership roles such as Group Digital Director for Eurasia and Africa—overseeing 92 countries—and Vice President of Digital in Asia. In addition to his corporate experience, Mariano has served as an assistant professor at London Business School since 2015. His current work focuses on the intersection of emerging technologies and strategy, underpinned by research into blockchain and cryptocurrencies since 2020 and his role on the advisory boards of several AI startups. Mariano can be reached on LinkedIn or at marianobosaz.com. About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.

Episode Summary David is the founder of Strategy Shift. He's worked with 50 CEOs and hundreds of C-Suite executives to design bold strategies, supercharge their leadership, and transform their culture in 30 countries.He's a contributor to Harvard Business Review, MIT Sloan Review, and Strategy+Business, and a guest lecturer at the London Business School. He is a former senior partner in Strategy&, PwC. Who's your ideal client and what's the biggest challenge they face? What are the common mistakes people make when trying to solve that problem? What is one valuable free action that our audience can implement that will help with that issue? What is one valuable free resource that you can direct people to that will help with that issue? What's the one question I should have asked you that would be of great value to our audience? When was the last time you experienced Goosebumps with your family and why? High-Stakes Meetings Toolkit Butterfly Effects Get in touch with David: Website, LinkedIn Stakeholder Confidence Focus Turn board skepticism into enthusiastic alignment with the KAIROS assessment system. Book your 30-minute KAIROS Strategic Assessment (€147) and receive frameworks that build unwavering stakeholder trust in your strategic timing. Only 5 spots are available this week. https://www.uwedockhorn.com/research

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. We continue to see several top MBA programs rolling out their Round 2 interview invites. A few MBA programs are also beginning their next admissions rounds, including UNC / Kenan Flagler, CMU / Tepper, SMU / Cox, Boston College / Carroll and Georgia Tech / Scheller. Graham highlighted upcoming MBA webinar events. On March 19, we are hosting a series of panel discussions focused on international students who are targeting the top MBA programs in the United States. On May 11, Clear Admit is hosting our in-person admissions event in Atlanta. Signups for these events are here: https://www.clearadmit.com/events Graham then highlighted a recently published article that focuses on Stanford's deferred enrolment program. Quotes for this article came from the recently hosted deferred enrolment webinar series. Graham then noted an admissions tip focused on background checks, undertaken post admissions. We then had a detailed discussion on London Business School's Class of 2025 career report. Finally, Graham discussed two additional podcast episodes, featuring SMU / Cox and Juno. For this week, for the candidate profile review portion of the show, Alex selected two ApplyWire entries and one DecisionWire entry: This week's first MBA admissions candidate has a 4.0 GPA but is seeking a test waiver. We encourage them to take a test, if they are targeting the top MBA programs. This week's second MBA applicant has a very non-traditional profile overall, including diplomatic work in Moscow. They are also an older candidate, targeting top full-time MBA programs. This week's final MBA candidate is deciding between Columbia and Yale. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!

Professor Mat Hughes interviews strategy and innovation expert Michael A.M. Davies, Chairman and Founder of Endeavour Partners and a Senior Lecturer at both MIT and London Business School, on how leaders can stay ahead in a world shaped by technological change. Michael breaks down why strategic acuity and audacity now separate the winners from the rest, drawing on examples like Schneider Electric's early adoption of machine learning and Apple's synthesis of existing technologies to create innovative products. This episode also tackles the ethical side of innovation, exploring how to lead responsibly when technology moves faster than regulation. Michael Davies reveals how modern leadership requires a balance of analytical logic and authentic values to attract talent and ensure long-term relevance.

Building a successful sales career isn't just about hitting quotas—it's about intentional career planning, fostering creativity, and creating environments where talent can flourish. Too many organizations focus solely on product training while neglecting the human element that drives revenue growth. In this conversation with Edward Allen, Chief Revenue Officer at Measurabl, we explore how strategic career development and creative thinking can transform both individual trajectories and organizational performance. Edward shares insights from his 30-year journey through financial services and technology, revealing how simple yet structured approaches to talent development can reduce attrition and accelerate growth.          The Power of Structured Career Conversations Edward discusses his quarterly career development framework—a departure from traditional annual reviews that often come too late. These conversations focus on understanding what employees truly want to do, what they don't enjoy, and exploring possibilities they may not even know exist within the organization. Creating Roles That Don't Exist One of the most compelling aspects of our discussion centers on encouraging team members to pitch entirely new roles. Edward shares his own experience of giving up a $400 million book of business to create a new position that ultimately quadrupled revenue for underperforming divisions. Revenue Hackathons and Cross-Functional Innovation We explore how bringing together diverse perspectives—from finance to legal to frontline sales reps—can solve complex business challenges in unexpected ways. Edward explains how cognitive diversity becomes an accelerant for innovation when you create the right forum for ideas to emerge. Here's what you can expect to gain from this episode: ·        A framework for conducting meaningful quarterly career development conversations that reduce surprise departures ·        Strategies for identifying and developing hidden internal talent through cross-functional moves ·        Methods for ensuring junior team members' voices are heard and valued in revenue planning ·        The importance of portable skills training that benefits both current performance and future career growth ·        How to structure feedback systems that encourage innovation from the bottom up Edward's approach challenges conventional hierarchical thinking and demonstrates how investing in people development directly correlates to revenue outcomes. Whether you're managing a small team or leading a large organization, these principles can help you build a culture where creativity thrives and careers flourish. Key Moments of This Episode 00:00:52 - Introduction to Edward Allen and Measurabl Mario introduces Edward Allen, Chief Revenue Officer of Measurabl, a sustainability data and technology company. Edward shares his 30-year career journey from Goldman Sachs to leading revenue teams, highlighting his transition from financial services to fintech and his current role at Measurabl. 00:04:23 - From Acting Dreams to Sales Success Edward reveals his unexpected career path, sharing how he initially pursued acting at the American Academy of Dramatic Arts before pivoting to Goldman Sachs. This personal story demonstrates the importance of taking risks and finding your true calling in professional development. 00:06:48 - Building Structured Career Development Systems Edward discusses implementing quarterly career development conversations with direct reports, moving beyond traditional annual reviews. He emphasizes asking "how do you like your job?" and creating formal processes to understand employee aspirations and reduce regrettable attrition. 00:14:00 - Investing in Portable Skills Training The conversation shifts to training philosophy, with Edward advocating for soft skills development over product training. He shares examples of negotiation training, social psychology, and certification programs that employees can take anywhere, creating value for both current and future roles. 00:20:35 - Creating Accountability for Career Development Edward explains how to systematize career development through metrics and KPIs, including personal development goals, manager scorecards, and tracking regrettable attrition. He emphasizes making career growth visible and celebrated within the organization to drive engagement and retention. 00:32:22 - Unlocking Hidden Internal Talent Discussion focuses on cross-functional moves and international opportunities. Edward advocates for 60-day internal job postings before external searches, sharing examples of unexpected internal candidates who became successful in new roles across different geographies and functions. 00:35:58 - Running Revenue Hackathons for Innovation Edward explains the concept of revenue hackathons, bringing together diverse teams including finance, legal, and sales operations to solve business challenges. He shares a success story of creating email-based contracting for Fortune 100 clients through collaborative innovation. 00:39:25 - Amplifying Junior Voices in Sales Culture The discussion covers strategies for ensuring junior employees' ideas are heard, including reverse-order meetings (starting with junior staff), documenting all feedback, and providing follow-up on suggestions. Edward emphasizes the importance of recognition and creating safe spaces for innovation. 00:54:23 - Contact Information and Closing Edward provides his contact details, and the hosts wrap up with his favorite movie recommendation. The episode concludes with information about the Modern Selling podcast and promotional content for productivity tools. About Edward Allen Edward Allen is the Chief Revenue Officer and member of the Executive Committee at Measurabl. Measurabl is the world's most widely adopted sustainability data and analytics platform, empowering over 1,000 customers across 93 countries to achieve great levels of profitability.  The company serves the needs of investment managers, asset owners, real estate operators and banks and insurance companies. Prior to Measurabl, Edward worked for 20 years at MSCI where he led strategy and grew top line revenue across a multitude of data and analytic businesses.  He started his career in financial services at Goldman Sachs in the Institutional Advisory Services group. Edward received his Bachelor's Degree in Political Science from Boston University, his Master's in Business Administration from HEC School of Management in Paris, also spending time studying at London Business School. Follow Us On: ·        LinkedIn ·        Twitter ·        YouTube Channel ·        Instagram ·        Facebook Learn More About FlyMSG Features Like: ·        LinkedIn Auto Comment Generator ·        AI Social Media Post Generator ·        Auto Text Expander ·        AI Grammar Checker ·        AI Sales Roleplay and Coaching ·        Paragraph Rewrite with AI ·        Sales Prospecting Training for Individuals ·        FlyMSG Enterprise Sales Prospecting Training Program Install FlyMSG for Free: ·        As a Chrome Extension ·        As an Edge Extension  

In the latest episode of The Science of Personality, Ryne and Blake are joined by Nigel Nicholson, PhD, author and Emeritus Professor of Organizational Behavior at London Business School, to talk about unique individuality, which is the focus of his new book, Unique You: How Individuality Works and Why It Matters. Although Nigel's esteemed career as a business psychologist has focused on things like the application of evolutionary theory in business and management, educational innovation, and coaching political and business leaders, the topic of individual differences has fascinated him for much of his life, making him the perfect guest for this topic.Click here to buy Unique You: How Individuality Works and Why It Matters

S6E2 The Retail Growth Strategy Retailers Need for 2026 with Today's Economic Realities, Tariffs, Fed Moves, and Consumer ShiftsIn this powerful episode of The Retail Razor Show, Dr. Rebecca Homkes, London Business School lecturer, Duke faculty member, high‑growth strategy advisor, and author of Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times, joins Ricardo and Casey to break down what retailers must understand about the economic outlook in 2026, shifting consumer behavior, and the strategic moves that separate winners from laggards.Rebecca explains why uncertainty is not a threat but a catalyst for growth, and how her Survive, Reset, Thrive (SRT) framework helps leaders stabilize quickly, reset strategy intelligently, and execute a retail growth strategy that works even in volatile conditions. She also unpacks the realities behind sticky inflation, tariffs, the no‑hire/no‑fire labor market, and the rise of the K‑shaped consumer economy.If you want to build a retail growth strategy that thrives in the face of market shocks, this episode gives you the playbook.What We CoverWhy the economic outlook in 2026 is full of contradictions, and what that means for retailHow the SRT loop helps leaders stabilize, reset, and thriveReal‑world examples of companies using SRT to turn crises into growthWhy averages hide the truth about consumer sentimentThe rise of the K‑shaped economy and the death of the “everyman” consumerValue vs. price: why consumers will still pay more for what they truly valueHow retailers should think about store formats, assortment, and experimentationThe must‑win battles for 2026Where AI actually moves the needle in a retail growth strategyKey TakeawaysUncertainty is the best time to grow: because customers, partners, and employees are more honest about what they value.Value ≠ price. Consumers want their dollar to go further, not necessarily cheaper products.The middle of the market is the danger zone. Retailers must choose: differentiated premium or true value leadership.Retail growth strategy in 2026 requires testing, iteration, and abandoning legacy assumptions.Economic outlook in 2026 signals a decoupling between GDP strength and consumer reality: leaders must plan accordingly.Subscribe & FollowSubscribe to the Retail Razor Podcast Network: https://retailrazor.com/Subscribe to our Newsletter: https://retailrazor.substack.comSubscribe to our YouTube channel: https://go.retailrazor.com/utubeAbout our GuestRebecca Homkes, https://www.linkedin.com/in/rebecca-homkes/https://www.rebeccahomkes.comAuthor, Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times. https://a.co/d/0aXECIB2Rebecca Homkes, is a high-growth strategy specialist, CEO and executive advisor. After more than a decade of advising her clients on developing, executing and innovating on strategy, Rebecca is sharing her proven and practical playbook in Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times. She is a Lecturer at the London Business School, Faculty at Duke Corporate Executive Education, Advisor and Faculty at the Boston Consulting Group focused on AI and Climate and Sustainability, and a former fellow at the London School of Economics Centre for Economic Performance. A global keynote speaker and recognized thought leader, she is also the global Faculty Director of the Active Learning Program with the Young Presidents Organization (YPO), leads several fintech accelerators, and serves on the boards of many high-growth companies. She earned her doctorate at the London School of Economics as a Marshall Scholar and is now based in Miami, San Francisco, and London.Chapters00:00 Teaser01:10 Show Intro04:40 Welcome Dr Rebecca Homkes05:46 The Survive Reset Thrive Framework08:04 Real World SRT Success Stories12:55 Macro Economic Outlook for 202617:38 Understanding the K Shaped Economy19:39 Value vs Price Strategy24:06 Differentiation and Competitive Advantage26:41 Store Strategy and Expansion30:37 Consumer Experience and AI32:34 B2B Software Experience Gap34:04 Financing and Inventory Strategy36:28 Supply Chain Robustness38:10 No Regret Moves40:40 Defining Right to Win43:45 Hard Reset Strategy45:51 Strategic Center of Gravity48:24 Must Win Battles49:34 Closing and Contact Info51:36 Show CloseMeet your hostsHelping you cut through the clutter in retail & retail tech:Ricardo Belmar is an NRF Top Retail Voice for 2025 and a RETHINK Retail Top Retail Expert from 2021 – 2026. Thinkers 360 has named him a Top 10 Thought Leader in Retail, a Top 25 Thought Leader in AGI and Careers, a Top 50 Thought Leader in Agentic AI and Management, and a Top 100 Thought Leader in Digital Transformation and Transformation. Thinkers 360 also named him a Top Digital Voice for 2024 and 2025. He is an advisory council member at George Mason University's Center for Retail Transformationand the Retail Cloud Alliance. He was most recently the partner marketing leader for retail & consumer goods in the Americas at Microsoft.Casey Golden, is the North America Leader for Retail & Consumer Goods at CI&T, and CEO of Luxlock. She is a RETHINK Retail Top Retail Expert from 2023 - 2026, and Retail Cloud Alliance advisory council member. After a career on the fashion and supply chain technology side of the business, Casey is obsessed with the customer relationship between the brand and the consumer and is slaying franken-stacks and building retail tech! MusicIncludes music provided by imunobeats.com, featuring Overclocked, and E-Motive from the album Beat Hype, written by Heston Mimms, published by Imuno.

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. We continue to see several top MBA programs rolling out their Round 2 interview invites. Next week UPenn / Wharton and INSEAD are scheduled to release their interview invites and we speculate that MIT Sloan will, too. We then briefly discussed our new interview prep tool,  Clear Admit's MBA Interview simulator  Thus far, we have seen broad adoption of this tool, and we expect word to continue to spread! The MBA interview simulator is trained on Clear Admit's extensive catalogue of interview resources including our interview archive and interview guides. Graham noted we are scheduled for our monthly AMA YouTube Livestream later today. Here is Clear Admit's YouTube channel, https://www.youtube.com/@ClearAdmitMBA Graham also highlighted MBA webinar events that are on the horizon that Clear Admit is hosting. We are hosting a series for MiM programs which is scheduled for February 24 and 25. Clear Admit is also hosting events with London Business School and Vanderbilt / Owen later this week. On March 19, we are hosting a series of online panel discussions focused on international students who are targeting the top MBA programs in the United States. Finally, we are excited to announce our in-person admissions event, the MBA Fair, to be scheduled in Atlanta, on May 11. Signups for all these events are here: https://www.clearadmit.com/events Graham then highlighted a recently published article from Clear Admit's Fridays from the Frontlines series, highlighting a veteran who is at Notre Dame / Mendoza.  Graham then noted three admissions tips which all focus on the interview experience: MBA interview etiquette, questions for the admissions interviewer, and post-interview follow-up. Graham addressed a recently published Real Humans piece that focuses on Class of 2027 HBS students. Then finally, we discussed this week's roll out of the Financial Times ranking. For this week, for the candidate profile review portion of the show, Alex selected two ApplyWire entries and one DecisionWire entry: This week's first MBA admissions candidate is a deferred admissions candidate who appears to have a very strong profile but still needs to take the GMAT. This week's second MBA applicant is from India, works in finance, and has a perfect 340 on the GRE test. This week's final MBA candidate is deciding between Wharton and Sloan with a scholarship. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!

Lidia Axe is an executive and business coach helping professionals and entrepreneurs build resilient, purpose-driven businesses. After a 13-year corporate career, including leadership roles at PwC, she earned an Executive MBA from London Business School and founded Get It Done Coaching. Her work focuses on resilience, clarity, and helping founders overcome growth and self-promotion challenges.

Episode Info Juan García is one of the Co-founders of Tuio, a next-generation insurer built from the ground up with artificial intelligence at its core. Tuio's ecosystem of AI agents — including Leia, Watson, Lisbeth, Sonia, and George — now automate over 80% of customer interactions and 85% of simple claims, showing how AI can rebuild trust in financial services through transparency and efficiency. Juan oversees Tuio's brand, growth, and product strategy, blending design thinking with operational rigor to create a customer experience that feels more like modern software than traditional insurance. Before founding Tuio, he spent 20 years helping companies scale at the intersection of technology and finance — including leadership roles at Monitor Deloitte and global experience in affinity insurance distribution (e.g., Orange Seguros). A telecommunications engineer and La Caixa Fellow, Juan holds an MBA from London Business School and CEIBS. Juan García is co-founder and Co-CEO of Tuio, Spain's 100% digital, AI-native insurer creating next-generation insurance solutions for a customer-centric, tech-driven world. Under his leadership, Tuio has rapidly scaled from a garage startup into a multi-million euro fintech-insurtech raising major backing and redefining what "insurance" means for the digital generation. Juan García brings a unique blend of telecommunications engineering, strategic consulting and startup leadership to his role at Tuio. With a passion for transforming legacy industries through technology, he embarked on the mission of reinventing insurance in an age of artificial intelligence, mobile-first expectations and subscription business models. In early 2021, alongside fellow co-founders José María Lucas and Asís Pardo, Juan helped launch Tuio from its earliest phase — from conception in a garage to its market launch just months later.  The vision: build an insurer designed for the digital era, not a legacy insurer digitized. Tuio's model under Juan's leadership is built on three pillars: 1) products designed for digital-native customers (clear policies, subscription-style terms, self-service); 2) technology and automation as core operations, where AI handles everything from underwriting to chats and claims; and 3) a socially-aware business model, with transparency, accessible language and customer alignment built into the value proposition. Under Juan's aegis, Tuio closed a significant €15 million financing round (in 2024) led by major investors including BlackRock and MassMutual Ventures, signaling strong investor confidence in the business model. He has repeatedly spoken about achieving unit-economics advantaged positions: Tuio is approaching profitability by keeping customer acquisition costs low and lifetime-value comparably high. Episode Overview: Company Snapshot: Founded mid-2020, launched November 2021. Serves ~100,000 customers with ~€15 million in premiums. Focuses on personal lines: household, term life, auto, pet, health, travel. Operates as the MGA for all products. Tuio's InsurTech Differentiator: Beyond Process Fixes: Moves beyond early InsurTech's focus on efficiency to fundamentally re-engineering insurance. Targeting Underserved Segment (25-55): Addresses this demographic's demand for digital-first, self-service experiences. Sustainable Growth Model: Rejects "grow at all costs"; prioritizes healthy margins and controlled loss ratios over rapid, unprofitable expansion. Challenging Traditional Playbooks: Proves that a focus on profitability and underwriting is key, even for newer entrants. Key Innovations & Strategies: Proprietary Customer DNA: Collects 100+ non-traditional data points continuously. Example 1 (Device Type): iPhone/MacBook users have ~10% higher claims for stolen goods; this insight influences pricing. Example 2 (Onboarding Behavior): Customers who scrutinize specific coverages during sign-up are flagged for closer review during claims, detecting potential fraud. AI-Powered Claims Management ("Watson"): Handles non-deterministic claims processes effectively. Analyzes customer DNA, policy data, claim history, and more. Performs severity, urgency, and duplication analysis. Assigns confidence levels and escalates high-risk decisions to human adjusters. Transforms claims from a cost center to a "data flywheel." Direct-to-Consumer Model: Operates largely as a direct writer (~60% in the US, ~98% in Spain for new sales). Believes in the value of direct customer relationships for data insights. Acknowledges the role of mediation but focuses on a segment that appreciates their model. Direct model exposes unique challenges like immediate claim filing post-policy purchase, which their data analysis helps mitigate. Claims Processing Excellence: Superior Loss Ratios: Household insurance loss ratio is 55% (vs. 15-115% market average in Spain), aiming for 19% by year-end. Human-Centric Automation: Automation supports, but does not replace, human adjusters for critical decisions. Next Best Action System: Guides adjusters through complex claims processes. Claims as a Data Source: Leverages claims data to refine underwriting and fraud detection. Focus on Non-Deterministic Nature: Recognizes that claims are not linear and requires flexible AI, not rigid rule-based systems. Future Vision: Southern European Champion: Expanding from Spain into Portugal, France, Italy, and Greece. Leveraging Tech Stack: Utilizing their efficient operational model to enter and scale in less competitive markets. Proving Profitability: Demonstrating that Southern European markets can be highly profitable for InsurTech This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. We continue to see several top MBA programs rolling out their Round 2 interview invites. Next week London Business School and Duke / Fuqua are scheduled to release their interview invitations. We then discussed our new interview prep tool,  Clear Admit's MBA Interview simulator  This simulator is designed to provide a realistic interview experience for the majority of the top MBA programs, and provide detailed feedback. It is trained on Clear Admit's extensive catalogue of interview resources including its interview archive and interview guides. Graham highlighted webinar events that are on the horizon that Clear Admit is hosting. The first webinar series of events is for deferred MBA admissions candidates who are currently completing their first degrees. The second event in this series is scheduled for Wednesday, and includes Haas, Stanford, Columbia, Wharton and Darden. The second series is for MiM programs and is scheduled for February 24 and 25. Clear Admit is also hosting events with London Business School and Vanderbilt / Owen this month. Signups for all these events are here: https://www.clearadmit.com/events Graham then highlighted several recently published articles from Clear Admit. These include a very popular admissions tip that covers the seven hardest MBA interview questions, and a summary of upcoming in-person events hosted by MBA programs. Also covered is Emory / Goizueta's one-year MBA program pathways and NYU / Stern's new AI concentration. Graham addressed two recently published MBA career reports, from INSEAD and Cornell / Johnson. For this week, for the candidate profile review portion of the show, Alex selected two ApplyWire entries and one DecisionWire entry: This week's first MBA admissions candidate is applying next season and has a 655 GMAT score. While they worry that they can't improve the score, we really encourage them to give it another try, or take the GRE. This week's second MBA applicant has a 760 GMAT score that expires in December. They need to target Round 1 next season, to avoid needing to retake the test. This week's final MBA candidate is deciding between Columbia and Duke or Ross with scholarship money. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!

On today's episode of Pioneers and Pathfinders, we're delighted to welcome Carrie Fletcher, a leadership development expert, lawyer, and longtime force for change in the legal profession. With more than 30 years of experience, Carrie's work spans leadership workshops, executive coaching, consultancy, and thought leadership. As the global head of faculty at O Shaped, she works with law firms and legal departments to reimagine legal leadership through a client-centric, business-focused lens. At Cambridge University's Møller Institute, Carrie helps global professional services leaders strengthen their leadership and strategy skills to achieve greater impact. She delivers master's level, team-based leadership programs at London Business School and collaborates with faculty there on leadership research and case studies. Carrie also serves as an affiliate instructor with Harvard Law School's Executive Education program, working with partners and emerging leaders around the world. In our conversation, Carrie reflects on how leadership development in law firms has evolved, what she's learned from working across global markets, how O Shaped equips lawyers for modern leadership roles, and the skills lawyers need not just to succeed, but to thrive in today's profession. Read the full transcript of today's episode here: https://www.seyfarth.com/dir_docs/podcast_transcripts/Pioneers_CarrieFletcher.pdf

In this episode, David Millili and Steve Carran sit down with Kunal Shah, Managing Partner of Travel & Hospitality at ZS, to explore the future of the hotel industry in 2026, key revenue strategies, and how technology is reshaping guest experiences.Kunal shares insights from his global career—starting at United Airlines, earning an MBA at London Business School, and now leading ZS's travel and hospitality practice. He breaks down the biggest opportunities and challenges hotels face today, including RevPAR pressure, AI adoption, guest personalization, and new revenue streams beyond rooms.Whether you're a hotel operator, GM, revenue manager, or hospitality investor—this episode is packed with practical strategies and industry foresight.What You'll Learn in This Episode:2026 hospitality trends & industry outlookWhy RevPAR growth is plateauingHow hotels can improve guest engagement & incremental revenueThe most promising new revenue streams beyond roomsWhy relationships & intellectual curiosity matter in hospitality leadershipThis episode is sponsored by ZSWatch the FULL EPISODE on YouTube: https://youtu.be/7y2WcNmOwfoLinks:Contact ZSKunal on LinkedIn: https://www.linkedin.com/in/ksshah/ZS: https://www.zs.com/For full show notes head to: https://themodernhotelier.com/episode/245Follow on LinkedIn: https://www.linkedin.com/company/the-...Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

Where did the concept of management as a profession come from, and how did it develop? Why do bureaucratic practices persist? How can companies break free from those constraints to unlock greater potential and adapt more effectively to the relentless change and competition in today's business world?Gary Hamel is the founder of the Management Lab, a professor at the London Business School, a visiting professor at the University of Oxford, and the author of several books. His recent titles include Humanocracy, Creating Organizations as Amazing as the People Inside Them, What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation, and Competing for the Future.Greg and Gary discuss the evolution of Gary's thinking on management over the years and the detrimental effects of entrenched bureaucratic systems in organizations. He argues that bureaucracy stifles innovation, efficiency, and human engagement, leading him to suggest that organizations need to adopt more human-centric, dynamic, and decentralized models. He also points out the eventual trajectory of all companies that don't follow this path.*unSILOed Podcast is produced by University FM.*Episode Quotes:Why organizations stop being technical and start being bureaucratic08:29: I don't think administrative skills are any more a competitive advantage. You need them, but they are not much of a differentiator. So far as I can see, they are not really a source of competitive advantage. And yet, given that history of them being so rare, we basically turned our organizations into administrative aristocracies . And so what that meant practically was, once you reached a certain level in an organization, a fairly low level, the only way to advance your career was to become a manager. And that is still true in most organizations. People tend to compete for those jobs because, and I have young friends, and kids and so on who, very capable people worked in organizations, and however capable you are technically, you reach a point where they are coaxing you into an administrative or managerial role as the only way to grow. And the desire to keep great employees and to pay them well means that those positions proliferate. We create more managerial roles because that is the way of rewarding people and escalating their salaries.The radical shift from static hierarchy to dynamic power39:04: I am all for having a hierarchy, but I think it needs to be highly dynamic depending on the issue, and the hierarchy needs to be able to shift also. When people in power are no longer adding value or whatever they need to, you need to be able to fire those people from below.Why traditional leadership programs create administrators, not leaders47:18: In survey after survey, by Fortune, by McKinsey or others, the vast majority of executives do not think leadership development is producing positive returns or noticeably positive returns. And again, I think the reason for that is what we call leadership development is, first of all, almost done completely in the bureaucratic frame. We are not trying to find people with genuine leadership, natural leadership capacity. We are not trying to find people who understand how to mobilize and catalyze others to do things that people thought were impossible. Our leadership training is basically training people to take on bigger administrative jobs and stratified just like the pyramid: managing yourself, managing a team, managing a unit, managing a function, managing the organization. So number one, we have that problem. It is simply replicating, and it is creating better administrators. I do not think the data says that it is creating leaders.Show Links:Recommended Resources:Thomas PaineMax WeberMcKinsey & CompanyJames G. MarchHerbert A. SimonDisruptive InnovationKKR & Co.Open Strategy: Mastering Disruption from Outside the C-SuiteDominic BartonJeffrey PfefferBarbara KellermanLeadership DevelopmentManagement DevelopmentPeter DruckerGuest Profile:GaryHamel.comLinkedIn ProfileWikipedia ProfileHumanocracy.comThe Management LabSocial Profile on XGuest Work:Amazon Author PageHumanocracy, Updated and Expanded: Creating Organizations as Amazing as the People Inside ThemWhat Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable InnovationCompeting for the FutureThe Future of ManagementThe Corporate Lattice: Achieving High Performance In the Changing World of WorkLeading the RevolutionBringing Silicon Valley InsideGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Did you know that when many people hear "Orange," they still ask if it involves SIM cards? That was the perfect place to begin my conversation with Sahem Azzam, President for IMEA and Inner Asia at Orange Business. Once we cleared that up, it opened the door to a much richer story about what enterprise innovation looks like across one of the fastest-moving regions on the planet. Sahem joined me from Dubai, a city that has become a living case study for what happens when a region refuses to think small. As we compared notes from Gitex Global, it became clear that what is happening across the Middle East is not a short burst of enthusiasm. It is a deliberate long-term shift driven by young populations, bold government ambition, and a willingness to adopt new technologies before anyone else. Sahem explained how this appetite for speed is shaping the region's digital transformation and how Orange Business is supporting it through cloud, connectivity, cybersecurity, digital integration, and large-scale smart city programmes. He shared practical stories that peeled back the curtain on cognitive city design, energy optimisation, and the pressure on enterprises to simplify sprawling hybrid IT environments. What stood out was how often the conversation returned to value. Better user experiences, lower costs, and new revenue paths. Everything Orange Business builds must deliver one of those outcomes. Sahem talked through platformization, why unified infrastructure matters, and how enterprises can reduce complexity in an age where cloud, security, networking, and AI all collide at once. We also discussed the growing focus on responsible AI and the shared need for transparency. Sahem spoke about data ownership, trusted models, and the careful guardrails that must sit behind every AI deployment. The rise in cyber threats is making this more important than ever, and he offered a candid look at how Orange Cyberdefense approaches modern security through an integrated view of infrastructure, operations, and risk. What gave this conversation a personal edge was Sahem's final reflection on learning. After years at Stanford, London Business School, and Harvard, he still sees human experience as the most valuable teacher. Listening to people, sharing problems, comparing perspectives. Events like Gitex remind him that optimism is contagious and that the future of the region will be shaped by collaboration as much as technology. If you want a grounded view of digital transformation from someone living it every day, this conversation is a rare window into both the opportunities and the tension behind innovation at scale. Have you seen the same momentum in your own region, and how do you stay ahead of the pace of change? I would love to hear your thoughts.   Tech Talks Daily is Sponsored By Denodo. To learn more, visit denodo.com/aws

What does it take to turn a life of chaos into one of purpose and impact? In this episode of The Greatness Machine, Darius sits down with Andre Norman, author, speaker, and transformational leader whose journey from maximum-security prison to Harvard University is nothing short of extraordinary. Andre opens up about the pivotal moments that changed his trajectory, from leading a prison gang to realizing he was built for something greater. He shares how education, faith, and the right mentors helped him rebuild his mindset and redirect his drive toward helping others do the same. Throughout the conversation, Andre and Darius explore the real meaning of redemption, why self-awareness is key to change, and how people can break free from their environments, no matter how deep the hole seems. In this episode, Darius and Andre will discuss: (00:00) Introduction to Greatness and Transformation (05:13) The Awakening: Setting Goals in Solitary Confinement (12:26) Mental Resilience: Surviving Solitary Confinement (17:15) Breaking the Cycle: From Gang Leader to Harvard Fellow (27:08) The Cost of Incarceration (28:28) Psychological Impact of Imprisonment (29:17) Comparing Global Prison Systems (30:54) The Historical Context of Prisons (32:42) Reforming the Penal System (34:06) Barriers to Change in Corrections (39:39) Rebuilding the System from Scratch (41:37) The Importance of Education (45:11) Changing Outcomes through New Approaches (46:25) Community Involvement for Change (50:52) Overcoming Barriers to Greatness Andre Norman is living proof that second chances are real. Once facing a 105-year prison sentence and leading gang activity behind bars, he turned his life around through education, faith, and determination. Today, as the founder of The Academy of Hope, he works to reduce prison violence and promote rehabilitation. His message of transformation has reached audiences worldwide, from TEDx stages to Harvard University and London Business School. Connect with Andre: Website: https://andrenorman.com/  Website: https://secondchanceuniversity.org/  LinkedIn: https://www.linkedin.com/in/andre-norman/  Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://www.youtube.com/@Thegreatnessmachine  Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness.  Learn more about your ad choices. Visit megaphone.fm/adchoices

In this week's MBA Admissions podcast we began by discussing the current state of the MBA admissions season. This upcoming week, Emory / Goizueta, CMU / Tepper, Boston College / Carroll, Chicago / Booth, Yale SOM, Michigan / Ross, SMU / Cox and Georgia / Terry are scheduled to release their Round 1 decisions. Graham highlighted the upcoming Masters in Management (MiM) webinar series, scheduled for Tuesday and Wednesday of this week. Signups for these events are here, https://www.clearadmit.com/events The next livestream AMA is scheduled for Tuesday, December 16th; here's the link to Clear Admit's YouTube channel: https://bit.ly/cayoutubelive. Graham noted recently published articles on career placements in the Tech and Finance industries as well as a Fridays from the Frontline piece on the Eurout LGBTQ+ conference at London Business School. He then covered two admissions tips recently published by Clear Admit. The first focuses on the increasing importance of video essays in the MBA admissions process. The second admissions tip focuses on how best to do school research via communities of students, alumni and faculty. Graham highlighted three Real Humans pieces spotlighting students from IMD, IESE and Cambridge / Judge, and then we discussed the recently published Class of 2027 admissions profile from Harvard Business School. Finally, Graham profiled a recently published podcast that focuses on UNC / Kenan Flagler's Deans Fellows program. For this week, for the candidate profile review portion of the show, Alex selected two ApplyWire entries and one DecisionWire entry: This week's first MBA admissions candidate has a 695 GMAT score but is planning a retake. They only have two years of experience but are determined to begin their MBA program this season. This week's second MBA applicant has a whopping 755 GMAT score but only a 3.0 GPA. They are targeting next season for their MBA, as they only have 2.5 years of experience, to date. This week's final MBA candidate is choosing between the one-year MBA programs at Northwestern / Kellogg, CMU / Tepper and Emory / Goizueta. They want to do consulting post MBA, and their partner has an offer at Tepper. This episode was recorded in Paris, France and Cornwall, England. It was produced and engineered by the fabulous Dennis Crowley in Philadelphia, USA. Thanks to all of you who've been joining us and please remember to rate and review this show wherever you listen!