London Business School podcasts

In a new podcast Michael G Jacobides, Associate Professor of Strategic and International Management, explains why neglect of changing industry architecture is at the root of the current crisis

Nirmalya Kumar, Professor of Marketing, explains how traditional retailers can compete with low cost rivals during an economic downturn

In the first of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, discusses closing the gap between strategy and execution, focusing on strategy and its discontents.

In the second of a three part podcast series Donald Sull, Associate Professor of Management Practice, proposes that we should replace the liner view with an iterative approach that sees strategy always and everywhere as unfolding in a repeated cycle.

In the third of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about how to put the notion of a strategy loop into practice in an organisation

In the first of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.

In the second of a four part series Don Sull, Associate Professor of Management Practice speaks with Marcel Telles of InBev about 'closing the gap between strategy and execution'.

In the last instalment of a four part series on 'closing the gap between strategy and execution' Don Sull speaks with Marcel Telles of InBev about how organisations can go about revising strategy when the unexpected happens.

On 14 October, four members of London Business School's economics faculty shared their perspectives on 'The World Economy: Where have all the good times gone?'

Phanish Puranam, Associate Professor of Strategic and International Management, explains that what really matters in the success of offshoring is coordination and links to onshore processes

Bruce Weber, Professor of Information Management discusses his research into company IT systems and the effect they have on internal financial control and the importance for corporate governance.

Professor Don Sull discusses the opportunities presented for organisations by the economic downturn, giving noteable examples of successful companies that were forged during previous spectacular adversity.

Associate Professor Michael Jacobides discusses seizing the opportunities embedded in a downturn and industry architectures.

Professor Julian Birkinshaw, Professor of Strategic and International Management, discusses types of risk, processes for managers and examples of risk managemnt from companies during the downturn.

Associate Professor Michael Jacobides discusses what happened to financial services and how changed industry architecture in the sector led to its collapse.