Costas Markides has done research and published on the topics of strategic innovation, business-model innovation, diversification and international acquisitions. He is a captivating and engaging speaker and he has designed his lectures with just the right blend of humour and useful actionable information.
Professor of Strategic and International Management at LBS.
Costas Markides is Professor of Strategic and International Management and holds the Robert P. Bauman Chair of Strategic Leadership at the London Business School (University of London). A native of Cyprus, he received his BA (Distinction) and MA in Economics from Boston University, and his MBA and DBA from the Harvard Business School.
He serves on the Editorial Boards of several academic journals including the Strategic Management Journal, the Academy of Management Journal, the Journal of Management and Governance, the Sloan Management Review and the European Management Journal. He is a member of the Academy of Management and the Strategic Management Society and was a Fellow of the World Economic Forum in Davos, Switzerland during 1999-2003.
He has done research and published on the topics of strategic innovation, business-model innovation, diversification and international acquisitions. His book: All the Right Moves: A Guide to Crafting Breakthrough Strategy was published by Harvard Business School Press in 2000 and was shortlisted for the Igor Ansoff Strategic Management Award 2000 as the best strategy book of the past two years. His next book (with Paul Geroski), entitled Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets was published in January 2005 and was on the Short List of the Financial Times-Goldman Sachs Management Book of the Year in 2005. His latest book was entitled: Game-Changing Strategies: How to Create new Market Space in Established Industries by Breaking the Rules and was published by Jossey-Bass in June 2008. He is currently working on his new book (with Anita McGahan), provisionally entitled: Great oaks from little acorns grow: How ordinary people bring about social change.
His current research interests include the management of diversified firms and the use of innovation and creativity to achieve strategic breakthroughs.
These are some of Costas Markides’ recent topics:
- From Strategy Formulation to Strategy Execution: Why Clever People Make Silly Mistakes
In this session, we will explore why bad things happen to good people during the execution stage of strategy. Factors to consider include:
- Time pressures (that shift our priorities).
- The incentives in the system that distort behaviors.
- Personal attitudes.
- Our (biased) thinking that is governed by assumptions and pre-conceived notions that we are not even aware of.
- Judgements that are clouded by reasoning and cognitive biases.
- Team dynamics that go terribly wrong!
- Employees that are not committed to what we aspire to achieve.
- Inter-dependencies in the company which means that doing the right thing for our unit or department does not mean it is the right thing for the whole organization.
- Time delays that prevent us from seeing that we are to blame for our mistakes.
- All kinds of non-rational and non-economic reasons such as politics, bad feelings, etc. that influence our decisions.
- Strategic Innovation: How to Win by Breaking the Rules
In recent years, there have been many calls for companies to break the rules and become industry revolutionaries. But what exactly is breaking the rules? And how can a company do it successfully, especially if it already has a successful business to run? Is it viable to play two games at the same time? How? Furthermore, does it always make sense for a company to break the rules or should other considerations come into play? And what if somebody else breaks the rules first in one’s industry? How then can a company respond to the innovator? These are all questions that I shall attempt to answer in this speech.
- From Knowing to Doing: How to get the right behaviors out of people
It is now well established in psychology that just because an individual knows something (and agrees with it) doesn’t mean that he/she will do it. This “knowing-doing” gap is one of the biggest “diseases” in organizations.
This presentation will explore the main reasons for this “disease” and propose ways to overcome it. The emphasis will be on what information security professionals (as individuals) need to do to get everybody in their organization to behave in ways that enhances information security.
- Selling Ideas: Getting your Board to adopt your ideas
People often complain that despite coming up with wonderful ideas, their organization is too bureaucratic or too slow to adopt them. It rarely crosses their mind that the reason for the lack of adoption may not be the organization but them! Often, ideas do not get implemented because the person with the idea failed to “sell” it to their superiors. Even the best of ideas will fail unless someone “pushes” them in the organization to get them properly implemented. But who should be doing the pushing? And how? There is a lot of academic evidence that suggests answers to these questions. This presentation will explore how ideas diffuse in organizations (and societies) and what that implies for managers. Real examples will be provided to highlight the points made.
- Every Crisis Has An Opportunity
KEY POINT: The companies that survive in difficult times are not the ones that look at the crisis as a threat; and are not the ones that look at it as an opportunity. They are the ones that look at it as BOTH a threat AND an opportunity [I will explain what this means and why it is so important].
- How to make your Organisations more Innovative
In today’s hypercompetitive world, innovation is the only source of competitive advantage. Organisations must continuously innovate to stay one step ahead of competition. But innovation is not just creativity; and it is not just the province of top management. For innovation to become a source of competitive advantage, it must be institutionalised so that it takes place anywhere and at anytime in the organisation. How to institutionalise innovation is a real challenge for companies and this presentation will provide insights on how to do it. Top management has a key role to play in this and we will also explore how the top people can set the right example in the organisation. Real life examples will be provided to support the generalisations made.
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