Value innovation is the cornerstone of new market creation.
Quy Huy is the Solvay Chaired Professor and a professor of Strategic Management at INSEAD since 1998. Dr. Huy’s research on strategic change won several international awards and was published in prestigious management journals such as Administrative Science Quarterly, Harvard Business Review, the Academy of Management Review, Organization Science, and MIT Sloan Management Review.
As an academic, Huy is known for his pioneering research work linking ‘soft’ micro human behaviour such as emotion, symbols, and time to macro strategic processes. Dr. Huy has worked as a consultant and educator for numerous multinational organisations that operate in the Americas, Asia, Africa, and Europe. He worked in the industry for 16 years before becoming an academic.
Dr. Huy’s ideas and research have been widely reported in the world wide business press, such as The Wall Street Journal/MIT Sloan Management Review (USA & Europe), The Chicago Tribune (USA), Harvard Business Review (USA and first China edition), the Financial Times (UK), the Sunday Telegraph (UK), Financial News (UK), Le Figaro (France), La Tribune (France), Business Digest (France), Les Échos (France), Semarino Economico Management (Portugal), Observer (Denmark), Borsen (Denmark), The Globe and Mail (Canada). Harvard Business Review chose Huy’s “In Praise of Middle Managers” as lead article in its September 2001 issue and featured it in the journal’s annual "List of Breakthrough Ideas for Today's Business Agenda." Huy is currently working on a book linking emotion to strategy to be published by Harvard Business School Press next year.
Dr Huy was educated in Vietnam, France, and Canada. Huy is also a Chartered Financial Analyst (CFA) and Professional Electrical Engineer. His 16-year managerial career covered three main areas: Systems and software engineering; management of sales and marketing; corporate finance, where he worked on joint ventures, mergers and acquisitions, and turnarounds of firms with turnover up to 10 billion dollars.
Read case studies by Quy here.
We should view automation as an opportunity to liberate human managers.
Large organisations have many different heartbeats, and change managers need to listen to them all.
In an increasingly automated workplace, leaders should concentrate on uniquely human skillsets.
The rise of public-sector power obliges firms to get serious about emotional capital and rely on middle managers.