Create an impact

First

Constantly look for ways to escalate performance – never become locked in a closet as you cannot see new horizons and new possibilities

Second Second

Be a constructive contrarian – it is about not being an anarchist but being an activist. People who have impact are always looking for what’s not there, what has not been said and what has not been done

Third

Have empathy – People should believe in you, be willing to take a risk with you and let you take risks with them. They should believe that you are emotionally vested in their success that you are not conducting intellectual exercise at their expense. That you are out there to help them, to do something together, not you getting richer

Fourth

Use language carefully. Many academics don’t have impact even though they write very smart things because they don’t create the simple language that allows people to handle very complex ideas.

B-schools to acquire, create, retain intellectual leadership to acquire, create, retain intellectual leadership to indulge in aspirational and inspirational research to indulge in aspirational and inspirational research

The only way to invent something new is to imagine how one thinks organizations should be or could be, and where they are not today and then ask how to help them get there.

For B-schools research is not experimental. B-schools do not go into organizations and develop hypotheses. If research is not aspirational and not experimental, it can’t be inventive.

As of now, B-schools research falls into one of two categories – either philosophical musings or it is pedantic surveys of best practice.

Organisations to become resilient must face four challengers must face four challengers

Cognitive – be conscious of what’s changing and be continuously free of denial, nostalgia and arrogance

Strategic – alternative as well as awareness – the ability to create a plethora of new options that provide compelling alternatives to dying strategies

Political – divert resources from yesterday’s products to tomorrow’s

Ideological – question the doctrine of optimization, but optimizing a near irrelevant business model can’t secure a company’s future

Renewal has to become continuous and opportunity driven rather than episodic and crisis driven

We need managers who have We need managers who have the courage and the vision. the courage and the vision.

Thank you