Transformation and Leadership

The Future of Leadership

The Global Pandemic forced sectors and industries to adapt to the new world order. Some ultimately failed and some thrived, transforming their business model and approach. What does it take for this transformation to occur, are their certain characteristics of businesses and individuals that are required, and how does leadership affect others? What does transformation mean in leadership?

Transformation and leadership take many guises. How can we identify and facilitate this, individually and from an organisational perspective?

Transformation of healthcare

Mike Clulow, Senior Portfolio Manager at EFG Asset Management, shares his thoughts on how GLP-1 drugs could impact the healthcare sector. He discusses the pros and cons of the treatment, and reflects on the impacts of previous weight loss therapies.

Transformation through farming

Nathan Furr, Innovation & Strategy Professor, INSEAD, discusses the lessons Chef Dan Barber learned during his journey to create sustainability-focused restaurant Blue Hill at Stone Barns. He highlights the importance of the way menus are chosen focusing on regeneration of land and crops vs. consumer demand.

Moz Afzal, CIO is joined by Dr Consson Locke, Professorial Lecturer in Management at the London School of Economics on how to make your voice heard.

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The Future of Work

Mark Mortensen, Associate Professor of Organisational Behaviour, INSEAD & Nathan Furr, Innovation & Strategy Professor, INSEAD discuss the future of work and how this seemingly fixed task transformed during the COVID years and what lies ahead.

Transformation of your brain

Sleep, hydration and coconut oil go a long way.

Like any complex machine, the brain needs proper maintenance. A human brain requires 7-8 hours of sleep every night to cleanse the toxins built up from the day.

By Tara Swart, Neuroscientist and Senior Lecturer at MIT Sloan School of Management.

Transformation in the hotel industry

How one hotel chain innovated and transformed by stripping back.

By Freek Vermeulen, Professor of Strategy and Entrepreneurship at London Business School