To build resilience going forward, the first question to answer is not, “What’s in it for me?” but “What if?”
Dr. Quy Nguyen Huy is a professor of strategy at INSEAD since 1998. He is known as a pioneering world scholar in linking social-emotional factors to the performance of strategic change and organizational innovation. Dr. Huy’s research on strategic change, strategy execution, and organizational innovation has won ten international awards and was published in prestigious scholarly and practice journals such as Administrative Science Quarterly, the Academy of Management Journal, Academy of Management Review, Harvard Business Review, MIT Sloan Management Review, Organization Science, and Strategic Management Journal. Dr. Huy’s research on middle managers was published in and selected by Harvard Business Review as “Breakthrough Ideas for Today's Business Agenda."
Dr Huy’s pioneering research on how collective emotions and emotional capital enhance organizational innovation and strategy execution has been applied by numerous organizations worldwide, both in the private and nonprivate sectors. Dr. Huy has done executive development, teaching, consulting or coaching for a wide range of profit and non-profit organizations worldwide, including Aerospatiale Matra, Alcan, the Aga Khan Foundation, Alcan, Alstom, Arcelor Mittal, Astra Zeneca, Bell Canada Enterprises, British Telecom, Electricité et Gaz de France, Fiat, Fujitsu, Google, Hewlett Packard, IBM, HIV Aids Alliance, Intesalat, the International Federation of Red Cross Red Crescent, LG Electronics, Lufthansa, Marconi, Matsushita, Motorola, Petrobras, the Royal Bank of Canada, Sasken, Standard Chartered Bank, Sicredi, Siemens, United Arab Emirates Civil Service, and Via Rail Canada.
Huy was originally trained as an electrical engineer then in corporate finance. He worked for 16 years in various managerial functions with several large information technology firms in North America. His managerial career covered systems and software engineering; sales and marketing of digital platforms; and corporate finance, where he dealt with institutional investors and credit rating agencies and worked on joint ventures, mergers and acquisitions, and turnarounds of firms with turnover up to 10 billion dollars. Huy is also a Chartered Financial Analyst (CFA). He specialized in the determination of cost of capital, analysis of very large capital projects, capital structure and debt financing, and valuation of business ventures and risks.
Entrepreneurs and change managers may ultimately be selling a dream, but that’s not what stakeholders are buying.
To help the former mobile giant find a radically new strategic direction, Nokia’s board assumed a unique role.
The case of China’s Longfor Properties proves that “When in Rome, do as the Romans do” is not a recipe for innovation.
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.