Across the world, the rise of various forms of authoritarianism and ethno-nationalism seems to be on an ever upward trend. This creates huge uncertainties across multiple dimensions – personal, cultural, political, and not least of which in challenges business leaders face as they attempt to navigate across this uncertainty.

All of this turmoil is, according to Larry Kramer - the Vice Chancellor and President of the London School of Economics - to be expected. Neo-liberalism, the once dominant political/economic paradigm, is no longer able to explain or order our understandings of our world. This triggers a search for, and creation of, alternatives. If, or until a different liberal paradigm emerges, we are destined to contend with illiberal, authoritarian and often ethno-national alternatives. In this podcast Larry and I discuss the fall of neo-liberalism and the emerging contours of what may come to replace it.

How and when this new paradigm emerges and whether it will successfully defeat the existing alternatives is perhaps the most important question we will face in the next decade(s).

Larry provides a thoughtful and provocative framework in which to understand these macro trends. Prior to being appointed to lead the LSE, Larry was the President of the Willam and Flora Hewlett Foundation for 12 years. With assets of over $14 billion, the Foundation is one of the largest sources of grants in the USA. Prior to his work at the Foundation, Larry was the Dean of the Stanford Law School and is a world expert in US Constitutional law and the role of judicial review within that system.

Not wanting to miss the opportunity to discuss recent shifts in the US Supreme Court with such an expert, at the end of our conversation we discuss these developments as an example of the power of a paradigm shift - the rise of ‘originalism’ as a reaction to the state-led expansion of individual rights – to take on real world consequences. In this context, we discuss the Dobbs decision, the overturning of the Chevron defence and the emerging presidential immunity doctrine.

My discussion with Larry reminded me of how fortunate we are at TRIUM to have the LSE as a partner. The depth of analysis and understanding of the macro trends affecting the environment in which business operates continues to be a unique selling point of our EMBA. Enjoy the show!

Citations

Operation Mincemeat by Cummings, D. Hodgson N. and Roberts Z. at the New Diorama Theatre,London.

A Picture of Dorian Gray by Oscar Wilde and adapted by Kip Williams, with Sarah Snook at the Theatre Royal Haymarket, London.

Labatut B. (2024) The Maniac. Pushkin Press.

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Once in a while you come across a person who embodies, in their thoughts and deeds, a kind of archetype or ideal form of a role – the great artist, the wise philosopher, the genius physicist. Hervé Coyco, for me, is the archetype of the best of business leaders. In our conversation he shares some of the wisdom, humility and practices which have made him such a successful leader and impressive human being.

Hervé spent his whole corporate career at Michelin – 30 years - where he started as an entry level engineer and rose to be the President of the Passenger Car Division – at the time, a 60,000 employee, 8 billion Euro/year business unit – before finishing as the President of Michelin Asia-Pacific Operations. In this podcast, Hervé and I discuss what he learned during that time. This includes what he sees as the three styles of leadership needed to succeed in different situations: the jet airplane pilot, the skipper of a boat and the coach. Next we turn to the leadership challenge of hitting short term performance and efficiency goals while simultaneously preparing the organisation for the future. This leads on to a discussion of the role of empowerment and managing failure – when to accept failure, the need to adopt a ‘no surprises’ policy with your own boss, and the importance of ethical and value alignment.

For the last 15 years, I have had the privilege of working with Hervé in his role as Professor at HEC-Paris. We conclude our conversation here with Hervé ’s reflections on what he has learned from his role as a program director of customised executive education at HEC – both about the academy but also about how leaders in some organisations fall short in their roles.

I have learned so much from Hervé about ethical and learning based leadership, I wanted to share his insights with you! I hope you enjoy the conversation!

Citations

Covey, S.R. & Merrill, A.R. (1994) First Things First. Simon & Schuster.

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My guest for this episode is Laurence Lehmann-Ortega. Laurence is one of the world’s leading experts on how existing firms can create innovative new business models. In this episode we discuss the newest edition of her book, Re(Inventing) your Business Model: The Odyssey 3.14 Approach, co-authored with Helene Musikas and Jean March Schoettl. The book has also been adapted into a MOOC by Coursera.

Like many of the best business schoolteachers, Laurence started her career in the consulting world before transitioning to academia, first at GSCM Montpellier and from 2010 at HEC Paris. At HEC she teaches strategy and business model innovation in the masters programs, the MBA, EMBA and in customised executive education programs. She has won multiple teaching awards at HEC. Laurence is also the Academic Director of the Masters in Strategic Management and our very own TRIUM EMBA program. In addition, she is the academic director on a number of large and complex programs in HEC’s custom executive education portfolio.

In this episode we discuss the problems of alignment between business models’ value propositions and the existing firm’s value architecture; the challenge of trade offs across different values – profit, people and planet – when evaluating the contribution new business models will make to the firm’s goals; how to tell if a firm has a healthy innovation culture; the need for proper, scientific testing of innovation, and; the problem of applying ROI to innovation spending.

We finish the discussion with a short conversation about the executive education industry. Laurence and I are both in the ‘supply side’ of this business. Here, we put ourselves on the ‘buy side’ and discuss what we would look for if we were making the decision to spend time and money on learning and development – both for the individual consumer and the corporate client.

Laurence is one of the most talented teachers and academic directors I have ever met. I always look forward to our conversations because I walk away feeling like I’ve learned something. This conversation is no exception. I hope you enjoy!

Citations

Laurence Lehmann-Ortega, Hélène Musikas & Jean- Marc Schoettl (2023) (Ré)inventez votre Business Model - 3e éd.: Avec l'approche Odyssée 3.14. English version to be available in June 2024.

Gawande, Atul (2010) The Checklist Manifesto: How to Get Things Right. Picador Paper.

Cylien Gibert & Sihem BenMahmoud-Jouini (2020) Créez le prochain Uber et soyez rentables d’ici la fin de l’année : Les managers de labs d’innovation face aux contradictions entre mandat et gouvernance. Revue Française de Gestion.

Breaking Boundaries : The Science of Our Planet (2021) Netflix Series. Directed by Jonathan Clay.

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