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                <title>Leadership on INSEAD Knowledge</title>
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                <copyright>INSEAD March 2007, All rights reserved.</copyright>
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              <title>Taking the lead</title> 
                  <link>http://knowledge.insead.edu/leadership-bloomberg-100726.cfm?vid=456</link> 
	              <pubDate>Mon, 26 Jul 2010 09:26:11 GMT</pubDate>
                  <description><![CDATA[ Peter Grauer, the Chairman and CEO of Bloomberg, is a man with a mantra and he repeats it every chance he gets: “We have an aspiration at Bloomberg to become the most influential news organisation in the world.” A glance at the statistics behind the media empire started in 1981 by the eponymous Michael Bloomberg (who, on becoming the 108th Mayor of the City of New York on January 1, 2002, left the running of his company to long-time friend and associate Grauer), shows that the global media company is nearly at the goal line: 287,000 subscribers in 140 countries, accessing between 5,000 & 7,000 news stories a day, as well as data and analytics created by 11,519 employees globally (as of April, 2010). Grauer estimates the company’s proprietary terminal business alone generated revenue in excess of $5.5 billion last year, with a compound growth rate greater than 12 per cent per annum. ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-bloomberg-100726.cfm?vid=456</guid> 
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              <title>Over-achieving and under-represented: The case for women on boards</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-case-for-women-on-boards-111216.cfm</link> 
	              <pubDate>Fri, 23 Dec 2011 05:32:10 GMT</pubDate>
                  <description><![CDATA[ The Vice President of the European Commission, Viviane Reding, says quotas are the only way to move women into the boardroom quickly enough. But will this really open the door? ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-case-for-women-on-boards-111216.cfm</guid> 
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              <title>Locked out of the boardroom</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-locked-out-of-the-boardroom-111215.cfm</link> 
	              <pubDate>Fri, 23 Dec 2011 05:33:42 GMT</pubDate>
                  <description><![CDATA[ When new rules mandating seats for women on corporate boards go into effect in Europe next year, on which side will you be sitting?  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-locked-out-of-the-boardroom-111215.cfm</guid> 
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              <title>Women on Boards: First, Diversity</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-women-on-boards-first-diversity-111215.cfm</link> 
	              <pubDate>Fri, 23 Dec 2011 05:34:57 GMT</pubDate>
                  <description><![CDATA[ For companies to be competitive, they should think strategically and unconventionally about the composition of their board.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-women-on-boards-first-diversity-111215.cfm</guid> 
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              <title>Can you survive today's business world?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-great-by-choice-111116.cfm</link> 
	              <pubDate>Mon, 28 Nov 2011 06:34:03 GMT</pubDate>
                  <description><![CDATA[ Innovation may be the buzz word, but it’s no panacea. Professor Morten Hansen and Jim Collins’ new book “Great by Choice” shows what else you need to stay alive and ahead of the rest. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-great-by-choice-111116.cfm</guid> 
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              <title>John Deere in Spain – it’s not just about tractors</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-john-deere-in-spain-120117.cfm</link> 
	              <pubDate>Fri, 20 Jan 2012 08:31:50 GMT</pubDate>
                  <description><![CDATA[ Courage, adaptability, and the ability to anticipate brought John Deere’s Spanish tractor manufacturing operations from the brink of oblivion to the pinnacle of success, and an award for industrial excellence. The CEO tells INSEAD Knowledge how he did it.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-john-deere-in-spain-120117.cfm</guid> 
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              <title>India’s top-performing CEOs</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-top-indian-CEOs-120117.cfm</link> 
	              <pubDate>Fri, 20 Jan 2012 08:19:25 GMT</pubDate>
                  <description><![CDATA[ A new INSEAD study reveals the emerging nation’s top-performing CEOs. Who made the list and what earned them top marks?  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-top-indian-CEOs-120117.cfm</guid> 
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              <title>A thirst for social media: Heineken targets a new generation of beer drinkers</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-growing-the-heineken-brand-with-social-media-110721.cfm</link> 
	              <pubDate>Tue, 02 Aug 2011 08:27:40 GMT</pubDate>
                  <description><![CDATA[ The maker of one of the world’s leading brands is targeting tech-savvy younger consumers. It’s not your usual marketing campaign.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-growing-the-heineken-brand-with-social-media-110721.cfm</guid> 
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              <title>Individual capitalism: How entrepreneurs are steering the way forward</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-julie-meyer-on-individual-capitalism-111024.cfm</link> 
	              <pubDate>Thu, 03 Nov 2011 10:39:06 GMT</pubDate>
                  <description><![CDATA[ At a time when business and industry are going through mega-changes and Wall Street capitalism comes under fire, the energy and innovation of the entrepreneur are more important than ever, says the founder and CEO of Ariadne Capital. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-julie-meyer-on-individual-capitalism-111024.cfm</guid> 
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              <title>Leadership: Are you connecting and collaborating?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-leadership-connecting-and-collaborating-110725.cfm</link> 
	              <pubDate>Tue, 02 Aug 2011 08:29:15 GMT</pubDate>
                  <description><![CDATA[ New research shows that unless you venture beyond your corporate walls, you’ll fall behind the competition.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-leadership-connecting-and-collaborating-110725.cfm</guid> 
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              <title>Coming to terms with your dark side</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-the-dark-side-of-management-110722.cfm</link> 
	              <pubDate>Tue, 02 Aug 2011 08:30:41 GMT</pubDate>
                  <description><![CDATA[ Are you an Anakin Skywalker or a Darth Vader? INSEAD Professor Michael Jarrett explores some ugly traits of leadership behaviour and dares you to accompany him.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-the-dark-side-of-management-110722.cfm</guid> 
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              <title>The man who measures your CEO’s shoes</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-justin-menkes-on-executive-intelligence-110921.cfm</link> 
	              <pubDate>Fri, 30 Sep 2011 05:23:14 GMT</pubDate>
                  <description><![CDATA[ Justin Menkes has made a successful career out of telling companies who should (or shouldn’t) be their next CEO. And which ones are worth saving when they fail.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-justin-menkes-on-executive-intelligence-110921.cfm</guid> 
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              <title>Leadership in crisis – where are the heroes?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-leadership-crisis-110922.cfm</link> 
	              <pubDate>Fri, 30 Sep 2011 05:29:16 GMT</pubDate>
                  <description><![CDATA[ In a globalised world dominated by financial woes, where are the leaders who will be our salvation? Three INSEAD professors give their views on the problems these leaders face and why they may be failing.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-leadership-crisis-110922.cfm</guid> 
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              <title>From management to leadership: An internal journey</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-from-management-to-leadership-110922.cfm</link> 
	              <pubDate>Fri, 30 Sep 2011 05:31:06 GMT</pubDate>
                  <description><![CDATA[ Self-examination is the key to successful leadership and it starts in business school, according to new research.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-from-management-to-leadership-110922.cfm</guid> 
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              <title>CSR: a new model for capitalism?</title> 
                  <link>http://knowledge.insead.edu/csr-new-model-for-capitalism-101214.cfm?vid=510</link> 
	              <pubDate>Mon, 20 Dec 2010 03:33:41 GMT</pubDate>
                  <description><![CDATA[ Brands must have a social mission, says Unilever executive, Harish Manwani, adding that his company works with health organisations to promote hygiene education. "In the end, we sell a soap," he says, "but that soap has a social mission." ]]></description> 
                  <guid>http://knowledge.insead.edu/csr-new-model-for-capitalism-101214.cfm?vid=510</guid> 
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              <title>CEO view: Gary Wang of Tudou.com</title> 
                  <link>http://knowledge.insead.edu/ceo-view-gary-wang-tudou.com-110112.cfm?vid=518</link> 
	              <pubDate>Fri, 28 Jan 2011 10:18:06 GMT</pubDate>
                  <description><![CDATA[ Tudou.com, China's answer to YouTube with user-generated plus paid content, is one of the country's fastest-growing companies. Founder and INSEAD alumnus Gary Wang discusses strategy and what it takes to start and grow a media company in China. ]]></description> 
                  <guid>http://knowledge.insead.edu/ceo-view-gary-wang-tudou.com-110112.cfm?vid=518</guid> 
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              <title>Responsible leaders and sustainable growth?</title> 
                  <link>http://knowledge.insead.edu/ILSResponsibleLeaders080504.cfm</link> 
	              <pubDate>Thu, 08 May 2008 04:56:41 GMT</pubDate>
                  <description><![CDATA[ Are business leaders really buying into sustainable development? According to McKinsey, only 20 per cent of executives feel that sustainability is part of their responsibility.  ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSResponsibleLeaders080504.cfm</guid> 
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              <title>Infosys leaders on leadership</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-infosys-leaders-on-leadership-110526.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:28:05 GMT</pubDate>
                  <description><![CDATA[ When Infosys Technologies Ltd. founder and CEO S. Gopalakrishnan addressed INSEAD as part of the Global Leadership Series in March, the 55-year-old corporate titan said he believes in leading by example. Now, the world is about to see if he practices what he preaches. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-infosys-leaders-on-leadership-110526.cfm</guid> 
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              <title>What they said - the view from India</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-infosys-leadership-view-from-india-110527.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:30:22 GMT</pubDate>
                  <description><![CDATA[ Planning for succession in India has traditionally been a matter for the country's family-run businesses. The recent leadership transition at Infosys Technologies could set new standards for professional management in the country’s burgeoning publically-held companies. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-infosys-leadership-view-from-india-110527.cfm</guid> 
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              <title>Do gamblers make good leaders?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-leadership-and-gambling-110525.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:32:16 GMT</pubDate>
                  <description><![CDATA[ A professor of corporate strategy at Tsinghua University explores the link between risk-taking in the casino and in the board room.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-leadership-and-gambling-110525.cfm</guid> 
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              <title>The new deal at the top</title> 
                  <link>http://knowledge.insead.edu/contents/Doz.cfm</link> 
	              <pubDate>Thu, 27 Sep 2007 10:43:26 GMT</pubDate>
                  <description><![CDATA[ "Most companies have key managers reporting directly to the CEO on a one-to-one basis, with responsibility for their units or regions," says Yves Doz, who holds the Timken chair in Global Technology and Innovation at INSEAD. The Professor of Business Policy says the result is that "the businesses or regions tend to behave in an autonomous fashion similar to the way a baron would manage his fiefdom." ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Doz.cfm</guid> 
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              <title>Putting leaders on the couch</title> 
                  <link>http://knowledge.insead.edu/Leaderoncouch.cfm?vid=12</link> 
	              <pubDate>Fri, 21 Dec 2007 11:11:20 GMT</pubDate>
                  <description><![CDATA[ When INSEAD Professor Manfred Kets de Vries coaches leadership teams, he effectively puts them on the couch – treating them not so much as rational actors but as emotional ones.<br>
<br>
A clinical professor of leadership development, Kets de Vries says “the autocratic leadership style doesn’t work so well any more in a knowledge society.” ]]></description> 
                  <guid>http://knowledge.insead.edu/Leaderoncouch.cfm?vid=12</guid> 
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              <title>Claire Pike remembers: INSEAD’s Secretary-General reflects on her three decades at the school on the eve of her retirement</title> 
                  <link>http://knowledge.insead.edu/claire-pike-on-INSEAD-101213.cfm?vid=507</link> 
	              <pubDate>Thu, 16 Dec 2010 07:05:41 GMT</pubDate>
                  <description><![CDATA[ In 1968, Claire Pike began her MBA studies at INSEAD, her first step on the road leading to her present position as Secretary General of the school. After three decades of service, she talks to INSEAD Knowledge Executive Editor Shellie Karabell about her experiences and about developments at the school. ]]></description> 
                  <guid>http://knowledge.insead.edu/claire-pike-on-INSEAD-101213.cfm?vid=507</guid> 
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              <title>Leadership: A Chinese puzzle</title> 
                  <link>http://knowledge.insead.edu/contents/ChinaRising.cfm</link> 
	              <pubDate>Tue, 13 Nov 2007 02:32:19 GMT</pubDate>
                  <description><![CDATA[ China’s economy is booming, but one of the major challenges facing the country will be leadership - or the lack of it - in political or business spheres. INSEAD Affiliate Professor of Asian Business and Comparative Management, Michael Witt, says that although the Communist Party still tightly rules China, the leadership in Beijing does "not have a lot of power," with the result that it’s difficult to get things implemented. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/ChinaRising.cfm</guid> 
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              <title>Identifying, assessing and mitigating political risk</title> 
                  <link>http://knowledge.insead.edu/politicalrisk080204.cfm</link> 
	              <pubDate>Tue, 04 Mar 2008 11:45:21 GMT</pubDate>
                  <description><![CDATA[ Businesses try to avoid investing in countries or areas of an economy where they face a high probability that their investment returns will be reduced or even eliminated completely by political developments. Yet while investors the world over are willing to spend considerable time and money employing lawyers and accountants to carry out ‘due diligence’ on planned investments, particularly those in foreign jurisdictions, very few resources - if any - are allocated to  examining the political factors that may influence the success of the venture. ]]></description> 
                  <guid>http://knowledge.insead.edu/politicalrisk080204.cfm</guid> 
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              <title>Networking is vital for successful managers</title> 
                  <link>http://knowledge.insead.edu/contents/Ibarra.cfm?vid=95</link> 
	              <pubDate>Thu, 22 Mar 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ INSEAD Professor of Organisational Behaviour Herminia Ibarra says managers who neglect to build their networks risk failing or remaining stuck in middle management. "What you know is who you know," she says. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Ibarra.cfm?vid=95</guid> 
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              <title>Success: A huge business vulnerability?</title> 
                  <link>http://knowledge.insead.edu/contents/herbold.cfm</link> 
	              <pubDate>Sat, 26 May 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ Former Microsoft Chief Operating Officer Bob Herbold says success creates nine dangerous traps for companies around the world today. “Once they reach some level of success they tend to lose their sense of urgency,” the INSEAD senior executive in residence says. Many companies “think they have found the secret that will lead to everlasting success. Little do they know that by turning their previously successful practices into legacy practices that they follow continually, they’re putting themselves in a very disadvantageous position,” Herbold says. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/herbold.cfm</guid> 
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              <title>Healthcare2020: Women and leadership- the next decade</title> 
                  <link>http://knowledge.insead.edu/contents/healthwomen.cfm</link> 
	              <pubDate>Thu, 27 Sep 2007 10:38:59 GMT</pubDate>
                  <description><![CDATA[ Technology is presenting an opportunity for women to progress in the healthcare industry, in which they are currently underrepresented. "The digital world is changing healthcare with the new technology system that currently is underleveraged," says Lynn O’Connor Vos, the CEO and president of Grey Healthcare Group. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/healthwomen.cfm</guid> 
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              <title>The global business leader</title> 
                  <link>http://knowledge.insead.edu/contents/FrankBrown.cfm?vid=4</link> 
	              <pubDate>Thu, 25 Oct 2007 03:44:48 GMT</pubDate>
                  <description><![CDATA[ Leadership has nothing to do with titles. J. Frank Brown, the Dean of INSEAD, has met a lot of CEOs in his two-and-a-half decades in business and many of them are nothing more than LINOs - Leaders In Name Only. "A lot of people talk about leadership and not that many actually do it," Brown said in an interview with INSEAD Knowledge. Brown believes there are seven hallmarks of a great leader. "I think the most important one is how you communicate and how you listen because if you’re going to be a successful leader you’ve got to be a really aggressive learner," he said. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/FrankBrown.cfm?vid=4</guid> 
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              <title>Globalising the brand: Looking beyond lower costs</title> 
                  <link>http://knowledge.insead.edu/contents/GlobalbrandElfrink.cfm?vid=3</link> 
	              <pubDate>Tue, 13 Nov 2007 02:29:34 GMT</pubDate>
                  <description><![CDATA[ While many multinational firms are choosing to outsource services and production to Asia, one company says it’s looking beyond lowering costs and is aiming to ‘globalise its corporate brand’ by developing a major R&D base in India.<br>
<br>
<br>
Wim Elfrink of Cisco Systems, who holds the unique corporate title of Chief Globalisation Officer, says cost differentiation at the company is "a bonus, but the not the main driver anymore." The networking firm is investing around 1.2 billion dollars in a globalisation centre in India to tap not only the region’s growth but also its innovative capabilities. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/GlobalbrandElfrink.cfm?vid=3</guid> 
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              <title>Is China friend or foe? 'Neither,' says Singapore's Lee Kuan Yew</title> 
                  <link>http://knowledge.insead.edu/contents/ILSAMinisterMentor.cfm</link> 
	              <pubDate>Tue, 13 Nov 2007 02:31:06 GMT</pubDate>
                  <description><![CDATA[ In a keynote session at the INSEAD Leadership Summit in Asia, the founder of modern Singapore, Lee Kuan Yew, revealed that during a meeting with Washington aides to presidential candidates, he was asked whether the US should regard China as a friend or foe. <br>
<br>
His reply: "Neither at the moment." He then added that in 20 years' time, the US will be dealing with a different set of leaders. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/ILSAMinisterMentor.cfm</guid> 
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              <title>CEO view: Ben Verwaayen of BT</title> 
                  <link>http://knowledge.insead.edu/ILSCEOVerwaayenBT080502.cfm?vid=44</link> 
	              <pubDate>Thu, 08 May 2008 05:04:38 GMT</pubDate>
                  <description><![CDATA[ Sustainability is becoming an increasingly hot topic in business circles, but when it comes to grasping the sense of urgency surrounding the issue, many of the current generation of business leaders arent very good at getting it. Thats according to the outgoing CEO of BT plc, Ben Verwaayen. <br>
<br>
Business has to play a focal role in sustainability, he says, adding its in the interest of businesses to take the issue seriously.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSCEOVerwaayenBT080502.cfm?vid=44</guid> 
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              <title>The transcultural leader: Carlos Ghosn, CEO of Renault, Nissan</title> 
                  <link>http://knowledge.insead.edu/ILSTransculturalLeaderGhosn080501.cfm?vid=45</link> 
	              <pubDate>Thu, 08 May 2008 05:07:42 GMT</pubDate>
                  <description><![CDATA[ I think one of the basics of transcultural leadership is empathy, says Carlos Ghosn, the man who is credited with turning around major Japanese car maker Nissan. <br>
<br>
I would say even though the term today is not very popular, love the country and love the culture in which you are in. And try to learn about its strengths, dont focus on the weaknesses, and make sure that all the people you are transferring with you are of the same opinion. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSTransculturalLeaderGhosn080501.cfm?vid=45</guid> 
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              <title>Riding the 'earning horse': Indian Railways</title> 
                  <link>http://knowledge.insead.edu/IndianRailways080601.cfm?vid=47</link> 
	              <pubDate>Thu, 05 Jun 2008 09:27:58 GMT</pubDate>
                  <description><![CDATA[ Indian Railways is the worlds largest employer and one of the biggest and busiest rail networks in the world, carrying some 17 million people and more than one million tonnes of freight daily. It was, however, until very recently, a loss-making organisation, which was heading for bankruptcy. Starting his term in 2004 with a budget of just $200 million with which to save the national institution, Indias Minister of Railways Lalu Prasad engineered a dramatic turnaround. Last year, Indian Railways revenue came to $6 <br>
<br>
billion.<br>
<br>
Indian Railways is one of INSEADs biggest executive education clients, and the Minister visited the schools Asia campus as part of his tour of Singapore and Malaysia. During his visit to INSEAD, he told a gathering of MBA participants, alumni and executives about his strategy for bringing the rail network into the 21st century.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/IndianRailways080601.cfm?vid=47</guid> 
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              <title>Can leadership withstand the ravages of a crisis?</title> 
                  <link>http://knowledge.insead.edu/LeadershipinCrisis081216.cfm?vid=156</link> 
	              <pubDate>Wed, 17 Dec 2008 05:19:11 GMT</pubDate>
                  <description><![CDATA[ The sudden collapse of Lehman Brothers and the fall of AIG have not just shaken the financial community to its core, which has sent reverberations worldwide, its leaders have also come under fire.<br>
<br>
<br>
But there's more to these highly-publicised institutional collapses than meets the eye, according to Subramanian Rangan, Associate Professor of Strategy and Management at INSEAD.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/LeadershipinCrisis081216.cfm?vid=156</guid> 
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              <title>Middle managers linchpin to dynamic team leadership</title> 
                  <link>http://knowledge.insead.edu/MiddleManagersTeamLeadership080808.cfm?vid=80</link> 
	              <pubDate>Tue, 26 Aug 2008 06:10:07 GMT</pubDate>
                  <description><![CDATA[ Although research suggests there’s no ‘one size fits all’ approach to leadership, a fixed or generic notion of leadership still gets taught at all levels, to be used at all times, for all problems. That’s according to Professor Steve Kozlowski of Michigan State University, who spoke to INSEAD Knowledge on the sidelines of the first INSEAD-Wharton Research Conference on Leadership, about his study into dynamic leadership ]]></description> 
                  <guid>http://knowledge.insead.edu/MiddleManagersTeamLeadership080808.cfm?vid=80</guid> 
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              <title>CEO view: Fadi Ghandour of Aramex</title> 
                  <link>http://knowledge.insead.edu/CEOviewAramex080801.cfm</link> 
	              <pubDate>Tue, 26 Aug 2008 05:58:00 GMT</pubDate>
                  <description><![CDATA[ The Aramex story – that of a small player in the Middle East rising to compete against the biggest companies in the global transportation and logistics market – has been heralded by Thomas L. Friedman in his book The World is Flat as a model for companies benefiting from the ‘flattening’ of the world through globalisation – the levelling of the economic field and the destruction of barriers to entry, opening the door wide for individuals or companies anywhere in the world to collaborate or compete globally.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/CEOviewAramex080801.cfm</guid> 
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              <title>Intergroup leadership: a unifying force</title> 
                  <link>http://knowledge.insead.edu/IntergroupLeadership080807.cfm?vid=78</link> 
	              <pubDate>Tue, 26 Aug 2008 05:58:51 GMT</pubDate>
                  <description><![CDATA[ As the name suggests, intergroup leadership involves a fair amount of interaction among team members. On paper, it may look simple enough, but in reality, it’s a lot harder to put into practice.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/IntergroupLeadership080807.cfm?vid=78</guid> 
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              <title>Self-managing teams: Debunking the leadership paradox</title> 
                  <link>http://knowledge.insead.edu/SelfManagingTeams080809.cfm?vid=79</link> 
	              <pubDate>Tue, 26 Aug 2008 06:08:37 GMT</pubDate>
                  <description><![CDATA[ Is leadership superfluous in a self-managing team? Aren’t self-managing teams supposed to be self-sustaining and self-sufficient?<br>
<br>
Paul Tesluk, Associate Professor of Management and Organisation at the Robert H. Smith School of Business at the University of Maryland, wants to correct this misconception.  <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/SelfManagingTeams080809.cfm?vid=79</guid> 
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              <title>The CIO role: new skills needed</title> 
                  <link>http://knowledge.insead.edu/CIONewSkillsNeeded080805.cfm?vid=81</link> 
	              <pubDate>Wed, 27 Aug 2008 07:54:46 GMT</pubDate>
                  <description><![CDATA[ In today’s knowledge-based economy, the functions of the chief information officer (CIO) are becoming increasingly complex and multi-dimensional. And while some CIOs are already starting to assume leadership roles, recent studies have revealed a real need for education and training in order for CIOs to obtain the skill sets required to move into leadership positions.  ]]></description> 
                  <guid>http://knowledge.insead.edu/CIONewSkillsNeeded080805.cfm?vid=81</guid> 
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              <title>The changing face of the CIO</title> 
                  <link>http://knowledge.insead.edu/ChangingFaceCIO080802.cfm?vid=81</link> 
	              <pubDate>Wed, 27 Aug 2008 07:57:18 GMT</pubDate>
                  <description><![CDATA[ As CEOs increasingly turn to technology to help them cope with a rapidly changing business environment, chief information officers (CIOs) are no longer simply ‘the IT guys’. Increasingly, they are expected to play a more strategic role. According to the 2008 ASEAN CIO Leadership Study – based on a survey of some 160 CIOs in six Southeast Asian countries - CIOs are finding that this change in responsibilities also means that a new set of skills is required to carry out the job. ]]></description> 
                  <guid>http://knowledge.insead.edu/ChangingFaceCIO080802.cfm?vid=81</guid> 
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              <title>Facilitating upward communication: leaders must do more to break existing strongholds</title> 
                  <link>http://knowledge.insead.edu/UpwardCommunication080907.cfm?vid=88</link> 
	              <pubDate>Tue, 30 Sep 2008 04:15:26 GMT</pubDate>
                  <description><![CDATA[ Oftentimes, what separates good leaders from bad ones lies is their art of communication. Much has been said about preferred leadership styles which advocate openness, tolerance and active engagement with subordinates. <br>
<br>
But according to James Detert, Assistant Professor of Management at Cornell University, it’s not enough to just possess good leadership traits.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/UpwardCommunication080907.cfm?vid=88</guid> 
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              <title>Error management: A pre-emptive move that can reap long-term gains</title> 
                  <link>http://knowledge.insead.edu/ErrorManagement080906.cfm?vid=87</link> 
	              <pubDate>Tue, 30 Sep 2008 04:16:56 GMT</pubDate>
                  <description><![CDATA[ Dave Hofmann, Associate Dean and Professor of Organisational Behaviour at the University of North Carolina, thinks that error management is underrated, and says that has the effect of hurting the organisation where it matters. ]]></description> 
                  <guid>http://knowledge.insead.edu/ErrorManagement080906.cfm?vid=87</guid> 
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              <title>Business schools and the crisis</title> 
                  <link>http://knowledge.insead.edu/BusinessSchoolsCrisis081101.cfm?vid=119</link> 
	              <pubDate>Fri, 21 Nov 2008 06:24:58 GMT</pubDate>
                  <description><![CDATA[ I have heard from a lot of people in the past month. Many of them ask me about the job market for our MBAs, our endowment, our executive education business and about our alumni whose jobs are at risk. But there are some who ask what are you doing about this? What is your role now and in the future as a business school?<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/BusinessSchoolsCrisis081101.cfm?vid=119</guid> 
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              <title>It may be time to change our questions: a personal view</title> 
                  <link>http://knowledge.insead.edu/HalGregersenOpEd090116.cfm</link> 
	              <pubDate>Fri, 16 Jan 2009 04:31:40 GMT</pubDate>
                  <description><![CDATA[ Innovative leaders ask innovative questions – lots of them.  Our research on the entrepreneurial founders at 25 of the most innovative companies in the world (places like Apple, eBay, Amazon, and Skype) revealed that they rely on catalytic questions to create revolutionary new ways of doing business.  Such questions reflect their deep bias against the status quo and prompt powerful, personal action.  ]]></description> 
                  <guid>http://knowledge.insead.edu/HalGregersenOpEd090116.cfm</guid> 
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              <title>Innovating at the top</title> 
                  <link>http://knowledge.insead.edu/Innovatingyourwaytothetop090119.cfm?vid=173</link> 
	              <pubDate>Thu, 22 Jan 2009 08:29:28 GMT</pubDate>
                  <description><![CDATA[ With the global economic slowdown, the need for innovation is even greater today. If you're looking to maintain your market share, and perhaps post growth despite the recessionary environment, innovation is key. ]]></description> 
                  <guid>http://knowledge.insead.edu/Innovatingyourwaytothetop090119.cfm?vid=173</guid> 
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              <title>The ugly side of innovation: walking a tightrope between creativity and lawlessness</title> 
                  <link>http://knowledge.insead.edu/UglyInnovation081005.cfm?vid=103</link> 
	              <pubDate>Thu, 30 Oct 2008 07:45:12 GMT</pubDate>
                  <description><![CDATA[ Innovative companies tend to be successful, or – at least – bear the hallmarks of success. But what happens when innovative ideas are used for ill-gotten gains? That is what Mark Stein of Imperial College in London has been researching. His article on the Oedipus Complex and Enron (Oedipus Rex at Enron) chronicles the rise and fall of the former energy trading giant – through misguided leadership. ]]></description> 
                  <guid>http://knowledge.insead.edu/UglyInnovation081005.cfm?vid=103</guid> 
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              <title>Women and the 'vision thing'</title> 
                  <link>http://knowledge.insead.edu/WomenandVision.cfm?vid=181</link> 
	              <pubDate>Thu, 19 Feb 2009 08:46:04 GMT</pubDate>
                  <description><![CDATA[ The good news is that in a study of executives, women did better than men on several measures. The bad news is that women fell significantly behind in one key area: vision. ]]></description> 
                  <guid>http://knowledge.insead.edu/WomenandVision.cfm?vid=181</guid> 
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              <title>How much diversity is too much?</title> 
                  <link>http://knowledge.insead.edu/howmuchdiversityistoomuch081201.cfm?vid=45</link> 
	              <pubDate>Wed, 17 Dec 2008 04:48:49 GMT</pubDate>
                  <description><![CDATA[ For French carmaker Renault, diversity - men and women, young and old, engineers and non-engineers, different nationalities - means increased creativity, imagination and performance. "Whenever we have a problem we cannot solve, we put together a cross-functional team and I am always amazed at the solutions they come up with," says Carlos Ghosn, President and CEO of Renault and Nissan. ]]></description> 
                  <guid>http://knowledge.insead.edu/howmuchdiversityistoomuch081201.cfm?vid=45</guid> 
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              <title>Governments have not done enough to address crisis</title> 
                  <link>http://knowledge.insead.edu/GovernmentToAddressCrisis081203.cfm?vid=155</link> 
	              <pubDate>Wed, 17 Dec 2008 04:54:08 GMT</pubDate>
                  <description><![CDATA[ Governments around the world have not done enough to address the damaging effects of the global financial crisis triggered by the one-year old subprime credit crisis in the United States, economist Manu Bhaskaran says.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/GovernmentToAddressCrisis081203.cfm?vid=155</guid> 
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              <title>The leadership circle</title> 
                  <link>http://knowledge.insead.edu/TheLeadershipcircle081215.cfm?vid=157</link> 
	              <pubDate>Wed, 17 Dec 2008 05:15:08 GMT</pubDate>
                  <description><![CDATA[ "Leaders get the best out of followers and followers get the best out of leaders," says Manfred Kets De Vries, Clinical Professor of Leadership Development at INSEAD. The connection between leaders and their staff is only one of many circular connections he sees. ]]></description> 
                  <guid>http://knowledge.insead.edu/TheLeadershipcircle081215.cfm?vid=157</guid> 
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              <title>Unshackling the ‘double bind’ of the female leader</title> 
                  <link>http://knowledge.insead.edu/DoubleBindFemaleLeader080708.cfm?vid=76</link> 
	              <pubDate>Wed, 30 Jul 2008 09:27:17 GMT</pubDate>
                  <description><![CDATA[ According to Robin Ely, a Professor of Organisational Behavior at Harvard Business School, women often end up in a ‘double bind’. “If they try to enact the traits that are seen as ‘leaderly’ – and these tend to be the traits that are more associated with idealised images of masculinity – they tend to be respected for that, but not necessarily liked. Whereas if they take up a more stereotypically female role of being nurturing and caretaking, they may be liked but not necessarily respected.” <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/DoubleBindFemaleLeader080708.cfm?vid=76</guid> 
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              <title>“Diversity is not diversity is not diversity”</title> 
                  <link>http://knowledge.insead.edu/DiversityIsNotDiversity080706.cfm?vid=77</link> 
	              <pubDate>Wed, 30 Jul 2008 09:41:02 GMT</pubDate>
                  <description><![CDATA[ Measuring diversity in terms of broad demographic categories such as gender, race or age fails to take into account the underlying dynamics that can play a more decisive role within groups of people – diversity in attitudes, skills, knowledge and power, for example. “It’s hard to just say ‘oh, there’s a group whose members vary in their age’ and to really understand what that dynamic will be,” says Katherine Klein, Professor of Management at Wharton.  ]]></description> 
                  <guid>http://knowledge.insead.edu/DiversityIsNotDiversity080706.cfm?vid=77</guid> 
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              <title>Taking leadership research global</title> 
                  <link>http://knowledge.insead.edu/LeadershipResearchGlobal080707.cfm</link> 
	              <pubDate>Wed, 30 Jul 2008 09:43:41 GMT</pubDate>
                  <description><![CDATA[ The global dimension of leadership is becoming a key area of interest for leadership research, says Cristina Escallon, director of the INSEAD Leadership Initiative, speaking on the sidelines of the first INSEAD-Wharton Research Conference on Leadership.<br>
<br>
<br>
<br>
Most leadership research around the world is based on US-centric models, be it US companies or American leaders. This is because the US is where most academic developments have taken place in this field over the last couple of decades. “But the world has moved on and we need to ensure a much more representative description and understanding of leadership,” Escallon told INSEAD Knowledge. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/LeadershipResearchGlobal080707.cfm</guid> 
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              <title>The quest for authenticity</title> 
                  <link>http://knowledge.insead.edu/Manfred-quest-for-authenticity-090824.cfm?vid=296</link> 
	              <pubDate>Mon, 31 Aug 2009 03:27:01 GMT</pubDate>
                  <description><![CDATA[ After writing books on business and leadership for years, Manfred Kets de Vries has turned his attention to four of the main tenets of life, which have a profound impact on each of us. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/Manfred-quest-for-authenticity-090824.cfm?vid=296</guid> 
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              <title>Why women mean business</title> 
                  <link>http://knowledge.insead.edu/Womenomics090323.cfm?vid=202</link> 
	              <pubDate>Mon, 30 Mar 2009 09:20:03 GMT</pubDate>
                  <description><![CDATA[ Business leaders ignore gender issues at their peril. That's the view of CEO of gender consultancy 20-First and INSEAD alumna Avivah Wittenberg-Cox. In a new book, 'Why Women Mean Business', Wittenberg-Cox and her co-author Alison Maitland say organisations that become savvy about 'womenomics' will win in the war for the best talent and leadership and the war for customers. ]]></description> 
                  <guid>http://knowledge.insead.edu/Womenomics090323.cfm?vid=202</guid> 
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              <title>KFC China's recipe for success</title> 
                  <link>http://knowledge.insead.edu/KFCinChina090323.cfm?vid=195</link> 
	              <pubDate>Wed, 15 Apr 2009 06:00:54 GMT</pubDate>
                  <description><![CDATA[ If there were just a few things that China has wholly embraced from the West, it would be their love for Kentucky Fried Chicken, or KFC as it is more commonly known. In 1987, the fast-food operator opened its first outlet near Tianamen Square in Beijing. Then came 2,000 other outlets, which sprung up across China within the next 20 years – a phenomenal achievement by any standard. ]]></description> 
                  <guid>http://knowledge.insead.edu/KFCinChina090323.cfm?vid=195</guid> 
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              <title>Leadercast: Greg Case, CEO of Aon</title> 
                  <link>http://knowledge.insead.edu/LeadercastwithGregCaseofAon090504.cfm?vid=239</link> 
	              <pubDate>Mon, 04 May 2009 10:24:07 GMT</pubDate>
                  <description><![CDATA[ When Greg Case, CEO of Aon, spoke at the INSEAD Leadership Summit in Europe two years ago, he warned that the magnitude and complexity of risk in the world today were increasing. ]]></description> 
                  <guid>http://knowledge.insead.edu/LeadercastwithGregCaseofAon090504.cfm?vid=239</guid> 
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              <title>Business leadership in a time of responsibility</title> 
                  <link>http://knowledge.insead.edu/Businessleadership.cfm?vid=241</link> 
	              <pubDate>Mon, 04 May 2009 10:31:25 GMT</pubDate>
                  <description><![CDATA[ Looking at the global economy today, we can see that a much greater proportion of the world operates under the philosophy called ‘market capitalism,’ observes Subi Rangan, associate professor of strategy and management, and the Shell fellow in business and the environment at INSEAD.  ]]></description> 
                  <guid>http://knowledge.insead.edu/Businessleadership.cfm?vid=241</guid> 
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              <title>The leadership diversity puzzle</title> 
                  <link>http://knowledge.insead.edu/Theleadershipdiversitypuzzle090504.cfm?vid=73</link> 
	              <pubDate>Mon, 04 May 2009 10:35:49 GMT</pubDate>
                  <description><![CDATA[ They say it’s never a bad time to invest in leadership. But is that still true, even during the worst economic downturn since the Great Depression? Unilever, the food and personal care products giant, thinks so and is putting its money where its mouth is.  ]]></description> 
                  <guid>http://knowledge.insead.edu/Theleadershipdiversitypuzzle090504.cfm?vid=73</guid> 
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              <title>Mutually dependent: Russia should be a partner in the Western Alliance</title> 
                  <link>http://knowledge.insead.edu/RussiashouldbeapartnerintheWesternAlliance090504.cfm?vid=233</link> 
	              <pubDate>Mon, 04 May 2009 10:37:35 GMT</pubDate>
                  <description><![CDATA[ Should Russia join NATO? Sixty years ago, the trans-Atlantic military alliance was created to protect Western Europe and the United States from Soviet aggression. Now a leading expert on European security says the West should strengthen ties with the Soviet Union’s successor, including membership in the 26-member alliance.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/RussiashouldbeapartnerintheWesternAlliance090504.cfm?vid=233</guid> 
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              <title>Family conflict: trial by jury</title> 
                  <link>http://knowledge.insead.edu/contents/Familyconflicttrialbyjury090504.cfm</link> 
	              <pubDate>Mon, 04 May 2009 10:43:00 GMT</pubDate>
                  <description><![CDATA[ Last October, US real estate investment company Meritex Enterprises, owned by the McNeely family, was named family business of the year by Minnesota Business Magazine.  <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Familyconflicttrialbyjury090504.cfm</guid> 
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              <title>Address pain points in society to do good and do better</title> 
                  <link>http://knowledge.insead.edu/leadership-ilsme-educomp-100209.cfm?vid=375</link> 
	              <pubDate>Tue, 09 Feb 2010 10:30:41 GMT</pubDate>
                  <description><![CDATA[ Entrepreneurs looking for growth opportunities should begin by identifying 'pain points' in society, say INSEAD Professor Subi Rangan and Shantanu Prakash, the founder of Indian educational company, Educomp Solutions. ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-ilsme-educomp-100209.cfm?vid=375</guid> 
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              <title>New paradigm needed to mitigate brain drain in the Middle East: INSEAD has role to play</title> 
                  <link>http://knowledge.insead.edu/leadership-uae-learning-100209.cfm?vid=379</link> 
	              <pubDate>Tue, 09 Feb 2010 10:32:22 GMT</pubDate>
                  <description><![CDATA[ The United Arab Emirates (UAE) is an interesting case study in human capital, in part because there are few places in the world where you will find a predominantly expatriate workforce. While the economies of this and other oil-rich countries are still robust, the long-term effects of relying on transient foreign talent could very well derail progress for future generations. ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-uae-learning-100209.cfm?vid=379</guid> 
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              <title>A lesson in leadership: turning vision into reality</title> 
                  <link>http://knowledge.insead.edu/leadership-abu-dhabi-mazrouei-100209.cfm?vid=380</link> 
	              <pubDate>Tue, 09 Feb 2010 10:33:33 GMT</pubDate>
                  <description><![CDATA[ Abu Dhabi’s remarkable transformation in just a matter of decades can be attributed to the emirate’s astute leaders who have been able to translate their vision into action. ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-abu-dhabi-mazrouei-100209.cfm?vid=380</guid> 
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              <title>Where next for GE?</title> 
                  <link>http://knowledge.insead.edu/strategy-ge-091020.cfm</link> 
	              <pubDate>Tue, 20 Oct 2009 10:33:57 GMT</pubDate>
                  <description><![CDATA[ “Investors love certainty. I just don’t think we’re going to live in a ‘certain’ time,” says Jeff Immelt, Chairman and CEO of General Electric, commenting candidly on the current business environment and how successful business players need to have a corporate culture and strategic process that is flexible and can adapt quickly.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/strategy-ge-091020.cfm</guid> 
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              <title>Bucking the trend: the Raffles Hotels group takes it slow and steady</title> 
                  <link>http://knowledge.insead.edu/strategy-raffles-hotel-100311.cfm</link> 
	              <pubDate>Fri, 12 Mar 2010 05:04:02 GMT</pubDate>
                  <description><![CDATA[ Contrary to the way many companies try to grow their bottom line, the mantra for hospitality group Raffles Hotels & Resorts is slow and steady. And according to its President John M. Johnston, that has served this boutique luxury hotel chain just fine.  ]]></description> 
                  <guid>http://knowledge.insead.edu/strategy-raffles-hotel-100311.cfm</guid> 
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              <title>Polling the wisdom of the people</title> 
                  <link>http://knowledge.insead.edu/stereotypes-muslim-gallup-100209.cfm?vid=384</link> 
	              <pubDate>Tue, 09 Feb 2010 10:35:00 GMT</pubDate>
                  <description><![CDATA[ “There is a lot of information, but it’s sometimes more noise than knowledge,” says Dalia Mogahed, referring to the lack of accurate information on the real views of Muslims, and the ensuing misunderstanding between the Western and Muslim worlds. ]]></description> 
                  <guid>http://knowledge.insead.edu/stereotypes-muslim-gallup-100209.cfm?vid=384</guid> 
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              <title>The Lehman fallout: blame the bankers, not the banks</title> 
                  <link>http://knowledge.insead.edu/finance-bankers-reputation-100312.cfm?vid=389</link> 
	              <pubDate>Fri, 12 Mar 2010 05:10:21 GMT</pubDate>
                  <description><![CDATA[ The banking industry, post-Lehman Brothers, is going to be quite a different one going forward, because the impact of the banking crisis was so profound that changes are inevitable.  ]]></description> 
                  <guid>http://knowledge.insead.edu/finance-bankers-reputation-100312.cfm?vid=389</guid> 
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              <title>In focus: Fatima Al-Jaber, COO, Al-Jaber Group</title> 
                  <link>http://knowledge.insead.edu/family-business-al-jaber-group-100209.cfm?vid=374</link> 
	              <pubDate>Tue, 09 Feb 2010 10:37:29 GMT</pubDate>
                  <description><![CDATA[ Fatima Al-Jaber is used to breaking new ground; be it on the site of her family's construction business or as the first female member of the Abu Dhabi Chamber of Commerce and Industry; she's a woman of passion and focus. Moving with the times and keeping up with the changes and the energy of the UAE keeps her incredibly busy. ]]></description> 
                  <guid>http://knowledge.insead.edu/family-business-al-jaber-group-100209.cfm?vid=374</guid> 
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              <title>Looking to the future: Fahad Al-Raqbani</title> 
                  <link>http://knowledge.insead.edu/leadership-uae-future-100209.cfm?vid=381</link> 
	              <pubDate>Tue, 09 Feb 2010 10:39:37 GMT</pubDate>
                  <description><![CDATA[ Fahad Al-Raqbani talks with a combination of awe and pride about his seven-year-old son; his mastery of the internet, of high technology and his ease in a rapidly-changing world. For Al-Raqbani junior and others of his age, progress and change go hand in hand. The biggest changes Fahad Al-Raqbani has seen in his own lifetime are here at his own front door, in the United Arab Emirates, where his country has experienced ‘dramatic change’ in such a short time. He is enthused and energised by the speed and focus on the direction, particularly as he talks about the new breed of young leaders emerging in the UAE, leaders that will carry on the vision and success of Sheikh Zayed bin Sultan Al-Nahyan, the founder of the nation. ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-uae-future-100209.cfm?vid=381</guid> 
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              <title>Leadership today: less charisma, more consensus</title> 
                  <link>http://knowledge.insead.edu/leadership-insead-initiative.cfm?vid=362</link> 
	              <pubDate>Mon, 21 Dec 2009 09:00:51 GMT</pubDate>
                  <description><![CDATA[ When you think of words to describe good leadership, ‘charisma’ usually comes somewhere near the top of the list. After all, all the good ideas in the world won’t get anywhere if you aren’t compelling enough to get people to listen to you. But not all successful CEOs are charismatic and today’s complex and profound economic crisis has created a real challenge both for executives and for the professionals who train them.  ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-insead-initiative.cfm?vid=362</guid> 
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              <title>How do you measure success at the top?</title> 
                  <link>http://knowledge.insead.edu/Top-200-global-CEOs-100127.cfm?vid=369</link> 
	              <pubDate>Fri, 29 Jan 2010 03:27:38 GMT</pubDate>
                  <description><![CDATA[ Perhaps at no other time in history has CEO compensation come under such scrutiny. What makes these business leaders, who are more often than not men, worth so much money? ]]></description> 
                  <guid>http://knowledge.insead.edu/Top-200-global-CEOs-100127.cfm?vid=369</guid> 
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              <title>Leadership in a changing world: turning dreams into action</title> 
                  <link>http://knowledge.insead.edu/insead-leadership-summit-middle-east-overview-100209.cfm?vid=376</link> 
	              <pubDate>Tue, 09 Feb 2010 10:27:21 GMT</pubDate>
                  <description><![CDATA[ Innovation, imagination and education: key themes at INSEAD's first Leadership Summit in the Middle East, held recently in Abu Dhabi. ]]></description> 
                  <guid>http://knowledge.insead.edu/insead-leadership-summit-middle-east-overview-100209.cfm?vid=376</guid> 
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              <title>Innovating in the Arab world</title> 
                  <link>http://knowledge.insead.edu/innovation-arab-world-100209.cfm?vid=377</link> 
	              <pubDate>Tue, 09 Feb 2010 10:29:00 GMT</pubDate>
                  <description><![CDATA[ Innovation, it seems, is everything that it’s cut out to be. Done right, it can take a company, government or country from mediocrity to greatness. But innovation doesn’t come easy, and in some industries, the road to innovation is a long and arduous one. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/innovation-arab-world-100209.cfm?vid=377</guid> 
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              <title>CEO View: Paul Desmarais, Jr. of Power Corporation of Canada</title> 
                  <link>http://knowledge.insead.edu/leadership-paul-desmarais-100916.cfm?vid=460</link> 
	              <pubDate>Wed, 22 Sep 2010 12:37:00 GMT</pubDate>
                  <description><![CDATA[ In 1925, Power Corporation of Canada pioneered the development of the hydroelectric industry, supplying power to homes and business across the country. But today the company is no longer about electric power; it’s all about the financial services industry. Instead of generating kilowatts, this family-controlled management and holding company has responsibility for overseeing many billions of dollars in assets. ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-paul-desmarais-100916.cfm?vid=460</guid> 
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              <title>Building an Asian bank</title> 
                  <link>http://knowledge.insead.edu/piyush-gupta-building-an-asian-bank-101108.cfm?vid=491</link> 
	              <pubDate>Mon, 15 Nov 2010 03:00:55 GMT</pubDate>
                  <description><![CDATA[ With most economic indicators and forecasts signalling the Asian century, Singapore-based DBS Bank plans to step up its game by playing to the region’s surging megatrends and relying on its greatest asset – a reliable home-grown brand. ]]></description> 
                  <guid>http://knowledge.insead.edu/piyush-gupta-building-an-asian-bank-101108.cfm?vid=491</guid> 
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              <title>The Merck Orchestra: using Mendelssohn to teach leadership</title> 
                  <link>http://knowledge.insead.edu/leadership-merck-orchestra-101014.cfm?vid=458</link> 
	              <pubDate>Wed, 20 Oct 2010 12:00:58 GMT</pubDate>
                  <description><![CDATA[ Ranging in size anywhere from 80 to 100 musicians, a symphony orchestra not only provides a magnificent sound, but an engaging illustration of how leadership works. As pharmaceutical company Merck has discovered, watching an orchestra rehearse is an invaluable lesson in corporate management.  ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-merck-orchestra-101014.cfm?vid=458</guid> 
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              <title>The upside of a down market</title> 
                  <link>http://knowledge.insead.edu/strategy-banco-santander-101015.cfm?vid=481</link> 
	              <pubDate>Wed, 20 Oct 2010 11:40:43 GMT</pubDate>
                  <description><![CDATA[ If there’s one good thing about an economic crisis, it’s the bargains resulting from the fall-out. Good, that is, if you’re in a position to buy. And that was exactly the position in which Banco Santander found itself.<br>
<br>
When the credit crisis hit the UK in 2007, Spain’s largest bank had the will and the means to take advantage of some amazing bargains. Not only did Banco Santander weather the crisis, it emerged as a stronger global player, particularly in the UK. ]]></description> 
                  <guid>http://knowledge.insead.edu/strategy-banco-santander-101015.cfm?vid=481</guid> 
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              <title>Corporate models for corporate governance: Johnson   Johnson Trust</title> 
                  <link>http://knowledge.insead.edu/corporate-models-for-corporate-governance-100913.cfm?vid=469</link> 
	              <pubDate>Wed, 22 Sep 2010 12:32:54 GMT</pubDate>
                  <description><![CDATA[ Johnson & Johnson, the New Jersey-based, publicly-listed manufacturer of healthcare products, is the world’s largest medical device company, the fourth largest biotech and eighth largest pharmaceutical company in the world. According to its most recent investor fact sheet (2009), J&J’s 250+ operating companies in 60 countries generated $61.9 billion in sales last year ($12.3 bln in net earnings) – more than half of which were from outside the US. ]]></description> 
                  <guid>http://knowledge.insead.edu/corporate-models-for-corporate-governance-100913.cfm?vid=469</guid> 
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              <title>A case of poor corporate governance?</title> 
                  <link>http://knowledge.insead.edu/theo-vermaelen-corporate-governance-100913.cfm</link> 
	              <pubDate>Wed, 22 Sep 2010 12:34:02 GMT</pubDate>
                  <description><![CDATA[ On August 6, Hewlett Packard’s board forced CEO Mark Hurd to resign after the conclusion of a sexual harassment investigation. Hurd had apparently been accused by Jodie Fisher, a marketing contractor, of giving her less business with the company because she did not respond to his sexual advances. Fisher worked for HP from 2007 to 2009 helping to organise networking events. Hurd denies all the charges and the HP board also agreed that he did not violate the company’s sexual harassment policies. ]]></description> 
                  <guid>http://knowledge.insead.edu/theo-vermaelen-corporate-governance-100913.cfm</guid> 
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              <title>It's time that politicians had performance-related bonuses</title> 
                  <link>http://knowledge.insead.edu/governance-mechanism-politicians-performance-100628.cfm</link> 
	              <pubDate>Mon, 28 Jun 2010 10:23:31 GMT</pubDate>
                  <description><![CDATA[ During the financial crisis, politicians across the spectrum have assailed bankers’ bonuses. In a similar way, politicians should now use the sovereign-debt crisis as an opportunity to re-examine their own pay. The collapse of the largest Ponzi scheme in history, the European Social Model, is not caused by inappropriate bonuses, but by a lack of bonuses.  ]]></description> 
                  <guid>http://knowledge.insead.edu/governance-mechanism-politicians-performance-100628.cfm</guid> 
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              <title>Making room for life’s unexpected setbacks</title> 
                  <link>http://knowledge.insead.edu/olympics-sportsmanagement-100621.cfm?vid=435</link> 
	              <pubDate>Tue, 22 Jun 2010 05:44:50 GMT</pubDate>
                  <description><![CDATA[ In sports as in life, it’s perhaps best to accept that the best-laid plans can often be upset by the unexpected. That is certainly the approach that Essar Gabriel (MBA ‘96D), head of the Youth Olympic Games at the International Olympic Committee (IOC), advocates and adopts. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/olympics-sportsmanagement-100621.cfm?vid=435</guid> 
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              <title>Idealism and business are not incompatible, says Banyan Tree founder</title> 
                  <link>http://knowledge.insead.edu/csr-banyan-tree-100510.cfm?vid=413</link> 
	              <pubDate>Mon, 10 May 2010 11:46:20 GMT</pubDate>
                  <description><![CDATA[ Can business and philanthropy mix? According to the founder of the luxury Banyan Tree hotel group, Ho Kwon Ping, this oft-asked question needs some serious re-examining. ]]></description> 
                  <guid>http://knowledge.insead.edu/csr-banyan-tree-100510.cfm?vid=413</guid> 
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              <title>Prosperity through partnership: women and leadership in the Arab world</title> 
                  <link>http://knowledge.insead.edu/leadership-in-the-Arab-world-100625.cfm</link> 
	              <pubDate>Mon, 28 Jun 2010 10:21:13 GMT</pubDate>
                  <description><![CDATA[ Education provided an ‘initial window of opportunity’ for women, says Haifa Al Kaylani, the founder and chairman of the Arab International Women’s Forum (AIWF). Speaking to INSEAD Knowledge on the sidelines of the AIWF’s recent conference in Damascus, Syria, she said governments have been investing in education for many years. “We now see that initial effort come into its own, with higher education, more specialised education, skills training, all of which take us to the next level.” ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-in-the-Arab-world-100625.cfm</guid> 
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              <title>A passion for education</title> 
                  <link>http://knowledge.insead.edu/contents/pre-school-education-EtonHouse-100706.cfm?vid=440</link> 
	              <pubDate>Thu, 08 Jul 2010 03:41:34 GMT</pubDate>
                  <description><![CDATA[ If you build it, they will come -- so the mantra goes -- and that’s exactly what Ng Gim Choo did with the EtonHouse group of schools. And serendipity, as it turned out, would play a key role.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/pre-school-education-EtonHouse-100706.cfm?vid=440</guid> 
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              <title>How LG Electronics reinvented itself in the US</title> 
                  <link>http://knowledge.insead.edu/contents/innovation-LG-100630.cfm?vid=439</link> 
	              <pubDate>Thu, 08 Jul 2010 03:43:03 GMT</pubDate>
                  <description><![CDATA[ It took three attempts in four years for Korean electronics giant LG Electronics (LGE) to launch its brand in the US market in 2002. Five years later, it became the top seller of refrigerators and washing machines, and has since been successfully maintaining its lead in the two home appliance categories with current respective market shares of about 24 per cent. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/innovation-LG-100630.cfm?vid=439</guid> 
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