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Published by The Business School
Discussing the key theories in economics, business, management, strategy, innovation, marketing, and psychology. Your own personal pocket business school.
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Scenario planning is a vital strategic tool that helps organisations navigate radical uncertainty by imagining plausible alternative futures and testing the robustness of current strategies. Leveraging generative AI significantly accelerates the scenario-building process, reducing the time and resources required while producing vivid narratives and visual outputs.
PEST, PESTEL / PESTLE, STEP, STEEP, STEEPLE, etc., are slight variations of frameworks used for macroenvironmental analysis. Irrespective of the specific taxonomy used, scanning the external environment regularly is essential to identify critical long-term trends and shape proactive strategies. Ultimately, these frameworks provide crucial guidance for managers navigating complex, ever-changing global business landscapes.
Value Chain Analysis (VCA) is a strategic method used to identify how a company’s internal activities generate competitive advantage.
Successful learning is not a universal ability but a result of relational compatibility and the technical ease with which specific knowledge can be communicated. There are specific mechanisms and obstacles associated with interorganizational and internal knowledge transfer.
The Resource-Based View (RBV) of the firm is a strategic framework that shifts focus from external market conditions to a company's internal tangible and intangible assets. Central to this perspective is the VRIO analytical framework, which evaluates whether resources are Valuable, Rare, Inimitable, and supported by the Organisation to determine their potential for creating a sustained competitive advantage.
Power dynamics or political currency - How to execute your agenda in a complex organisation? How is power acquired, held and lost? Why do some people have power and others don't?
Psychological Safety is often misunderstood as group cohesion, ignoring performance or softness. Nothing could be farther from the truth. In reality, it is about leaders demonstrating situational humility and responding productively. Psychological safety is a necessary but not sufficient condition for high performance - it must be balanced with high standards, accountability, and a focus on results.
Human motivation in the workplace is a complex and widely misunderstood topic. This episode discusses intrinsic and extrinsic drivers of behaviour, from Maslow's foundational need hierarchy, to Herzberg's two-factor theory, to the latest in behavioural science.
What makes organisational change and transformation fail, and what is needed to make change stick?
Intense competition leads to blood in the water - red oceans. Companies can win by leveraging innovation to create blue oceans - uncontested markets, where they can rule the waters.
Why did The Eastman Kodak Company, which invented the digital camera, not only get left behind in the race of digital, but almost got wiped out by the digital camera wave? How can successful, outstanding companies do everything "right" and still lose their market leadership, or even fail as new technology develops?
How do innovations, ideas, messages and even rumours spread? How, why, and at what rate new ideas and technologies spread through a population or social system depends on relative advantage, compatibility, complexity, trialability, and observability.
Life is uncertain, as is the business environment. This episode focuses on strategic decision-making and risk management in uncertainty.
Leadership has shifted from command-and-control to coaching to meet the demands of the modern, rapidly changing workplace. Successful leaders must adopt the role of teacher and coach to unlock employee potential, foster learning, and drive organisational performance.
Why companies should not define their market, focusing on their own products - and how it can lead to stagnation and potential failure. Companies should rather focus on the customer's needs and desires.
The rule of three for competitive markets determines the market structures for these. It warns of the dangers of trying to emulate the players on the other end of the spectrum.
What are the fundamental ways firms can achieve a defendable position in an industry? Why is trying to be everything to everybody a recipe for disaster?
What is the vaunted Balanced Scorecard and how can it be used as a strategic management tool? Why is it considered more holistic and meaningful than traditional short-term financial metrics of company performance?
Sure, you have heard of Porter's Five Forces. But do you truly understand them? Is it only your competitors with whom you compete for value (profits)? What really are the five competitive forces that determine industry profitability and shape strategy?
It is easy to get bogged down in theoretical discussions about the leaders vs the manager. But in organisational settings, what is leadership in the real world? And what works?
Ranking source
Apple Podcasts rankings via the Mato Topic Intelligence Platform.
Observed November 3, 2026. Cached outside the daily freshness window; the positions keep the date they were taken on.
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