What does the future of work look like? In this episode of Leadership Playbook, Kathleen O’Connor, Clinical Professor of Organisational Behaviour and Director of Executive Education at London Business School, is joined by a distinguished panel, who discuss how the pandemic has changed perceptions of when and where work should be done, covering remote versus co-located working, flexible hours, and even four-day weeks. Finally, the panel looks at the rise of AI and how this has raised the question of ‘how work is done’ and even what the work is.   The panel includes Juliet Ehimuan, Director of Google West Africa, Richard Downs, Founder and CEO of Iglu.com, and Catherine Moore, Managing Director of Commercial Banking EMEA Solutions at J.P. Morgan Chase Commercial Banking.  For more thought leadership and business insights from London Business School faculty and alumni, visit london.edu/think.   Sign up to receive a curated selection of articles, podcasts and films direct to your inbox twice a month at london.edu/think/subscribe.    Follow us on social media:   twitter.com/LBS linkedin.com/school/london-business-school facebook.com/LondonBusinessSchool

In this episode of Leadership Playbook, David Jackson, former Company Secretary of BP, joins Tom Gosling, Executive Fellow at the London Business School for a lively discussion on the topic. Using the example of oil and gas companies, David and Tom explore the role of the board versus the CEO when it comes to strategy development. They also consider board responsibilities around maximizing shareholder value balanced against environmental questions. Finally, they look at the role of shareholder preferences, board duties, and ethics, when it comes to ESG. David Jackson was Company Secretary of BP from 2003 to 2019. Tom Gosling is an Executive Fellow in the department of finance and part of The Leadership Institute at the London Business School. For more thought leadership and business insights from London Business School faculty and alumni, visit london.edu/think. Sign up to receive a curated selection of articles, podcasts and films direct to your inbox twice a month at london.edu/think/subscribe Follow us on social media: twitter.com/LBS linkedin.com/school/london-business-school facebook.com/LondonBusinessSchool

What would happen if you brought more of yourself to your work? In this episode of Leadership Playbook, communications coaches Alex MacLaren and Tom Salinsky join LBS programme director John Dore to talk about how leaders learn to overcome discomfort and get beyond fear of failure in their lively experiential workshops. John Dore is programme director for the Senior Executive Programme at London Business School. Alex MacLaren and Tom Salinksy are communications coaches at The Spontaneity Shop. For more thought leadership and business insights from London Business School faculty and alumni, visit london.edu/think. Sign up to receive a curated selection of articles, podcasts and films direct to your inbox twice a month at london.edu/think/subscribe. Follow us on social media: twitter.com/LBS linkedin.com/school/london-business-school facebook.com/LondonBusinessSchool

Listen to London Business School’s Out in Business Club members discuss topics such as how to celebrate Pride, the importance of encouraging allies and collaborating with other diversity clubs, and coming from places where being LGBTQ+ remains a crime or taboo. Find out more about London School’s Pride campaign: https://www.london.edu/about/inclusion-and-diversity/lgbtq

How corporate leaders perception of time influences important decisions and outcomes that relate to sustainability and positive social change. Hear Donal Crilly, an associate professor of strategy and entrepreneurship at London Business School in conversation with host, Vyla Rollins, executive director, of London Business School’s Leadership Institute. Donal's teaching focuses on the topics of stakeholder relations and global strategy. His research interests include the exploration of why corporate leaders respond to certain external issues, such as shareholder demands for financial returns, and not others, such as stakeholder demands for cleaner production.