Far from a luxury, thought leadership is about capturing the future.
Charles Galunic works within the fields of Organisation Behaviour and Strategy. His research concerns the social fabric of innovation and change, and at multiple levels. At the individual level, he has studied the influence of social networks on a manager’s ability to innovate. At a corporate level, he has studied structural changes and the processes which help firms to adapt. The latter work is also concerned with organisation culture, including its alignment with strategy, how it changes, and the role of leadership. Finally, he is concerned withlLeadership transitions, that is how managers develop their leadership skills and identity.
He has served on the editorial board of Strategic Organisation and the Strategic Management Journal, as well as a former departmental editor for the Journal of International Business Studies. He has published in several academic and practitioner oriented journals, including the Journal of Managerial and Decision Economics, Administrative Science Quarterly, Academy of Management Journal, Organisation Science, Strategic Management Journal, Harvard Business Review, and Research in Organisational Behaviour.
He has been a pioneer of several courses at INSEAD, including the core MBA course in Managing Organisations. He has won best case awards, including the 2007 ECCH Best Case Award (OB/HR area). He also teaches in a variety of INSEAD executive programmes, both in Fontainebleau and in Asia, and is a programme director for INSEAD's high potentials programme (MAP). He was a nominee for the Best Core Teacher Award, EMBA 2004, 2005, 2006 and received the 2004/05 INSEAD Excellence Award in Executive Education.
Professor Galunic holds a Ph.D. in Organizational Behaviour/Industrial Engineering Stanford University, California; a BA in Philosophy, Politics & Economics from Oxford University (Canadian Rhodes Scholar); and a B.Sc. in Chemical Engineering from Queen's University, Canada.
Digital transformation can be your Trojan horse for cultural change.
Digitisation efforts gain real legitimacy only when they move to the business core.
Digitisation requires organisations to keep a keen eye on the horizon and respond by bending their processes.