# Masterclass: World Business Leaders

Data: 11-01-2025 22:26:16

## Lista de Vídeos

1. [World Business Leaders: Rashik Parmar | London Business School](https://www.youtube.com/watch?v=gkZc6O0FvJ0)
2. [World Business Leaders: Tom Hulme | London Business School](https://www.youtube.com/watch?v=ldoS6fkG_h0)
3. [World Business Leaders: Ulf Ewaldsson | London Business School](https://www.youtube.com/watch?v=6UXUg-B7rCg)
4. [Using big data to impact client behaviour with Greg Case, CEO of AON | London Business School](https://www.youtube.com/watch?v=_UuYAqLQfWg)
5. [The impact of digital on banking, with Urs Rohner of Credit Suisse Group | London Business School](https://www.youtube.com/watch?v=nwsh2VGRgnw)
6. [3 key factors to success at American Express | London Business School](https://www.youtube.com/watch?v=Ws7TP5zAtiU)
7. [Huffington Post's 3-point strategy | London Business School](https://www.youtube.com/watch?v=Pu3VRwleXRk)
8. [Profile: Lalit Modi, Architect of Indian Premier League](https://www.youtube.com/watch?v=OIRuxqD9R-4)
9. [Profile: Andrea Agnelli, Chairman, Juventus FC](https://www.youtube.com/watch?v=6kVSPsTE6mU)
10. [Profile: Peter Ayliffe, President and CEO, Visa Europe](https://www.youtube.com/watch?v=CVlva7BLceI)
11. [Profile: Sir John Armitt LEP27(1987), Chairman, Olympic Delivery Authority](https://www.youtube.com/watch?v=kJESv-YUC8k)
12. [Profile: Beth Comstock, Senior Vice President and CEO, GE](https://www.youtube.com/watch?v=wQ1psPkA4Es)
13. [Profile: Patricia Hewitt, Former Secretary of State for Trade and Industry](https://www.youtube.com/watch?v=3h5ueo_JCxQ)
14. [Profile: Antonio Quintella MBA33(1992), CEO Americas, Credit Suisse](https://www.youtube.com/watch?v=leT45pwo46I)
15. [Profile: Jasmine Whitbread, Chief Executive, Save the Children](https://www.youtube.com/watch?v=WAOnxRq2lSQ)
16. [Profile: Ursula Burns, CEO and Chairman, Xerox Corporation](https://www.youtube.com/watch?v=EdOgQzhAJ1I)
17. [Profile: Rt. Hon. Andrew Mitchell MP, Secretary of State for International Development](https://www.youtube.com/watch?v=3Y8iwZCdWx8)
18. [Profile: George Buckley, Chairman, President and Chief Executive Officer, 3M](https://www.youtube.com/watch?v=EuHqONZmqOg)
19. [Profile: Ravi Kant, Vice Chair, Tata Motors | London Business School](https://www.youtube.com/watch?v=A11dxdKz4u8)
20. [Profile: Mo Ibrahim, Chairman and Founder, Mo Ibrahim Foundation & Celtel International](https://www.youtube.com/watch?v=HFcX0oWivLE)
21. [Profile: Andy Green, Chief Executive Officer, Logica | London Business School](https://www.youtube.com/watch?v=Jf1Dq75pCVY)
22. [Profile: Paul Bulcke, Chief Executive Officer, Nestle S.A. | London Business School](https://www.youtube.com/watch?v=fOCFEMDfs-o)
23. [Profile: Peter Sutherland, Chairman, Goldman Sachs International & London School of Economics](https://www.youtube.com/watch?v=eHzSTx0zUWg)
24. [Profile: Dr Chris Gibson-Smith, Chairman, London Stock Exchange | London Business School](https://www.youtube.com/watch?v=cprIhOjelRI)
25. [Profile: Warren East, Chief Executive Officer, ARM | London Business School](https://www.youtube.com/watch?v=dh1B0VndyVg)
26. [Profile: Stephen Olabisi Onasanya, Group Managing Director and CEO, First Bank of Nigeria](https://www.youtube.com/watch?v=U06G8vPrDyE)
27. [Profile: Rakesh Bhasin, Chief Executive Officer, Colt Technology Services Group](https://www.youtube.com/watch?v=ECz5Hk3ikxE)
28. [Profile: John Connolly, Global Chairman, Deloitte | London Business School](https://www.youtube.com/watch?v=YsyiW-CCdzs)
29. [Profile: Vittorio Colao, Chief Executive, Vodafone | London Business School](https://www.youtube.com/watch?v=QFqtWHgOScI)
30. [Profile: Peter Voser, Chief Executive Officer, Royal Dutch Shell | London Business School](https://www.youtube.com/watch?v=KqDV2zOKROI)
31. [Profile: Sir Martin Sorrell, Chief Executive, WPP | London Business School](https://www.youtube.com/watch?v=ycZhd7WtR54)
32. [[Private video]](https://www.youtube.com/watch?v=uQxxDRSra70)
33. [[Private video]](https://www.youtube.com/watch?v=vWof4OimcgA)

## Transcrições

### World Business Leaders: Rashik Parmar | London Business School
URL: https://www.youtube.com/watch?v=gkZc6O0FvJ0

Idioma: en

[Music]
when I look at real world problems it
we've got hundreds I mean thousands of
real world problems and and so which one
do I pick out as my favorite that we're
working on and and I think the one that
I would like to highlight is the elderly
so when you look at the
elderly it's harder and harder for
people to continue to live beyond a
certain age and and how do we make their
lives easier how they they stay in their
homes longer how do they continue to
have a fulfilling life beyond their
their work life um and so a project
we're working on actually in Bano is um
is creating a a technology fabric which
makes it easier for care providers to
help those elderly stay in the homes
stay connected with the families and
continue to feel a real part of society
um even though they're they're obviously
getting older think about a school kid
they're at school they're tweeting you
know they just come out of a classroom
they enjoyed English they hated English
they played football and the best friend
kicked them they hate the world right
those kind of conversations going on
which are relevant to the the elderly
person that's a grandchild they're
disconnected from by being connected
into that digital world
all all of a sudden they're part of
their grandchild's life so when the
grandchild comes to see them they have a
much more enrich conversation they
wouldn't be able to have otherwise so
sometimes technology if used in the
right way can bring people together and
bind lives in ways that you couldn't
imagine using data for Innovation is one
of the the magic you know um dreams that
everybody has and they think because
they've got a big pile of data the more
data they have the more likely they out
to innovate but in reality it's it's
like finding needles in a Hast stack so
the way we look at this journey of of
creating value from data is through a
few simple equations first you've got to
do some analysis on the data and make it
understandable so you draw as much
meaning as you can out that data but
then that data the the analysis the
information you get from that analysis
has got to be put into a context and
that context needs to be complete and
well understood so that the the data can
give you real insights and then
ultimately you've got to have an outcome
so going back to my example of the
elderly living the home you wouldn't
naturally think that monitoring their
water patterns would be of great value
but in reality from from lots of big
data analysis you find that the water
usage pattern is a very clear signature
on an individual's health and as soon as
they start using the water patterns in
different ways you you've got a pretty
good idea that something's changed and
they're probably becoming ill very soon
so that's an example of how big data
analysis put in the right context can
provide you new insights that you can
really act on

---

### World Business Leaders: Tom Hulme | London Business School
URL: https://www.youtube.com/watch?v=ldoS6fkG_h0

Idioma: en

open I do was designed to involve
everyone in the creative process to
solve challenges for social good vision
was to pick big difficult challenges for
example 1 we have on there at the moment
asking how to improve women's security
in slums and have a great diverse
community work together to solve it
right through the process rather than
just being a glorified idea suggestion
box and more recently we've actually
begun white labeling or creating other
versions of the software for other
communities so we have big organizations
like global airlines using the software
or big international banks right down to
grant giving organizations like the
Knights foundation in the states that
are all using the same premise the idea
that the best way to solve complex
problems is to open them up to more
people and have people work through a
fairly systematic approach being open is
increasingly important like the idea
that we would just find the appropriate
answer in the room or within the
building is increasingly preposterous so
I believe in being open and actually
I've been continuously surprised at the
serendipitous stuff that happens as a
result i tend to wherever i can her on
the side of openness and enable other
people to use what I've done and
hopefully I've benefited from that in
Reverse in the past I certainly think I
have I think everything starts with
empathy it's amazing to me how big
companies often fall out of love with
their customers I think it's probably
the precursor for failure all companies
need to empathize with and I dearly love
their customers the reason is they're in
their service the business is as
valuable as the customer experience and
if you don't optimize the customer
experience and use empathy to understand
what that might be you are a serious
disadvantage and ripe for disruption the
biggest challenge I've had thus far I
joined a sports car manufacturer when I
was very young straight
University I'd studied physics I then
became parts manager eventually became
managing director and the company was
lost making and say they entrusted me to
make it profitable I became managing
director and unfortunately I had to lay
off a third of the staff and I didn't
sleep for a week it was an absolutely
horrific experience that being said I
was surprised how positively people took
it was a good lesson that as long as
you're transparent kind of predictable
and honest with people perhaps it's not
as painful as it might be but that being
said I didn't sleep for a long time it
was pretty challenging
you

---

### World Business Leaders: Ulf Ewaldsson | London Business School
URL: https://www.youtube.com/watch?v=6UXUg-B7rCg

Idioma: en

[Music]
when I started with Ericson in 1990
which is quite a few years ago uh I
started in the mobile arm uh driven by
the vision that mobile telephones might
become something that everyone can
really have and that everyone could use
that was not natural in 1990 mobile was
at that time a a emerging technology
smaller part I think less than 30% of
the company's Revenue was coming from
mobile where going from just a few
million subscribers uh up to now 6.8
billion subscriptions almost everyone in
the whole world having a mobile phone
the phone changing from a voice Centric
device to a data Centric device people
living their lives getting default
access to Internet in Indonesia in India
in China in many markets Emerging
Markets it's just a fantastic thing it's
really leaving an impact in the world
but it's also really leaving an impa in
our company changing it dramatically
it's changed to a very agile uh and fast
moving company compared to what it was
but it's going to be even more agility
even more fast moving and fast changing
that's required of the future the main
challenges for the communication
industry in the future is different
stages of change so one big change is
from The Voice Centric business into the
data Centric business many markets are
going through that at at the moment
seeing that the business becomes more
data Centric the revenues are aligned
with the cost of all the new traffic
that's happening but then of course
we're also in the midst of a big
revolution where things are starting to
get connected through mobile networks uh
it's going to be cars we all read about
that the automotive industry changing as
it is digitalizing as the cars get
connected as one example so how do I
think the political landscape will
change with the concerns on privacy and
so on first of all it's very important
to know that the consumers are deeply
concerned and we published a report in
Erikson in February on this topic from
something called consumer lab where we
look at attitude of consumers U More
than 70% of the respondes said that they
were deeply concerned about security
more than 60% were were deeply worried
about surveillance and and and and 56%
were concerned about their privacy so I
think this is a big concern and it's
clear that uh regulatory environment the
way this is regulated both on a national
level or for instance on a European
level as well is not up to speed with
what's really the technology can provide
so we are we are looking at something
where where legislation and Regulatory
environment has to catch up with what
technology can
do

---

### Using big data to impact client behaviour with Greg Case, CEO of AON | London Business School
URL: https://www.youtube.com/watch?v=_UuYAqLQfWg

Idioma: en

the experiences that have really shaped
you know what I try to do every day it
really wasn't anything about great case
it was very much around but I see my
colleagues doing everyday the
experiences are showing up in Spain and
watching my colleagues sit with a with a
client going through some some
challenges and watching them and
supporting them as they try to support
the note that client seeing that happen
and seen that happen in different
geographies around the world those kinds
of experiences give me some pattern
recognition I get to see them in action
around the world I try to take some of
those lessons and shape those and try to
give them hopefully back to my
colleagues around the firm so they can
be more effective and that's really
shaped how I fundamentally thought about
global I own technology will
fundamentally redefine the workplace
redefine business models and very much
do so in some some industries
fundamentally changed business models
but in every industry our analysis and
our work with clients would suggest that
technology at a minimum is going to be a
tremendous accelerant so if you've got a
business model the opportunity to
actually scale it more effectively grow
more effectively gets accelerated it
gets amplified with technology by the
way if you have inconsistencies in your
model or you have inconsistencies in how
your colleagues think about your firm
around the world or your missions not
fully aligned technology also has the
ability to unwind that and to actually
create impediments because your
colleagues are now talking to each other
in ways they've never talked to each
other before so for us technology is
fundamental it is fundamental to a model
change it's also fundamental to how you
scale success and that's true for a on
and we see that with our clients around
the globe we would fully agree that
there's tremendous amounts of data out
there that's talked about all the time
big data with much less information and
precious little insight and then even
more rare is taking the insight and
asking clients and getting clients to
change their fundamental behavior that
improves their performance as a result
of this going from data to information
to insight the changes in client
behavior we believe is fundamental and
if you don't have a very specific set of
outcomes you're trying to accomplish on
behalf of clients you almost can't make
the link almost impossible and so our
view is just watching how our clients
have approached this if you've got a
very fundamental
in specific set of outcomes you're
trying to go after so for example with
clients you know what specific actions
they're going to take to improve their
operating performance change their
income statements improve their income
operating performance strengthen their
financial position that's their biology
or reduce the volatility in their
business if you can say it's specific to
a client we're going to use data to
generate greater insight and we're going
to actually enable you to take actions
you wouldn't have otherwise taken
because of this that will fundamentally
improve your business that is impact
that is incredibly compelling and a real
opportunity for our clients the counter
to that is you can spend lots of time
churning around data and analysis and
never change behavior in a client if
that's the case and by the way more
often than not it is then you have a
huge you have a significant risk you're
gonna spend a lot of money a lot of time
and not get a lot of impact on the other
hand the upside is tremendous and never
been greater and we certainly see that
at our business of risk at our business
of people
you

---

### The impact of digital on banking, with Urs Rohner of Credit Suisse Group | London Business School
URL: https://www.youtube.com/watch?v=nwsh2VGRgnw

Idioma: en

fundamentally I think I'm a very curious
individual so I ask a lot of questions
that has always helped me to learn more
I think in terms of practical experience
what has really impacted me was when I
was a relatively young man I was the CEO
of a media company and my major
shareholder who was also a supplier of
most of the product at the time that
company went bankrupt and so I had to
deal with that situation and in
hindsight I would say nobody was really
prepared for that and I had to just work
through that full time for I would say
18 months that was new and I've learned
a lot of lessons from that by you know
being being thankful also to people who
helped you in difficult periods of time
and so forth I mean you get you you
learn a lot from that party banking Jay
in general and also Credit Suisse will
go through from fundamental changes as a
result of digitalization on the one hand
and regulatory changes on the other so
it's basically you know between Europe
between a rock and a hard place in terms
of how you how you basically you know
consume your industry going forward and
your company and I would say the most
fundamental change you will see from a
complete change of business models as a
result of digitalization which has you
to impact on on margins margin will be
further compress there's a constant
constant pressure on costs which you
have to deal with on the other hand
digitalization will also help you open
up new markets if you get the right
recipe as to what clients really want
basically this guy is almost livid so
there's a lot of opportunities as well
but there will be fundamental change
banking will not be done in the same
fashion as it used to be done in the
past clearly I would say you will see
more and more even sophisticated people
or force it was sophisticated issues
they have they will use III pads the
tablets mobile phones for the more basic
banking services I would anyhow expect a
double down
Nyles like track payment systems maybe
even even even requesting some some
trades they Stock Exchange and so forth
I mean that is clearly what you're
seeing already now and that will
accentuate it over the next couple of
years my best piece of career advice is
probably always remain curious never
take anything for granted and always be
conscious about the fact that your
employees and your staff are more
sensitive than you possibly think about
their feelings about what they want
never forget that
you

---

### 3 key factors to success at American Express | London Business School
URL: https://www.youtube.com/watch?v=Ws7TP5zAtiU

Idioma: en

[Music]
what I believe that we've been able to
do under my tenure is one we recognized
the convergence of the online and
offline world so the digital
transformation plays off of the
integrated business model that we have
because American Express
operates both in the digital world and
the offline world that has been a very
important
change second is that we have been a
Pioneer in loyalty membership rewards is
one of the largest loyalty programs in
the world
it in fact has practically become a
virtual currency that has provided
tremendous opportunity but the third
thing that I think is very important is
focusing the company on what we do best
so we are not a wide Diversified
financial services company what we are
is we are a services company that is in
involved in payments that is involved in
Commerce one of my sayings in the
company is we want to be the company
that will put us out of business because
that means that there's a focus on
constant
reinvention
success can become a
rut and you can say to yourself well
we're very successful why do we need to
change in the world we live in today if
you stand still you fall back and so
it's very critical to constantly
encourage the organization to change

---

### Huffington Post's 3-point strategy | London Business School
URL: https://www.youtube.com/watch?v=Pu3VRwleXRk

Idioma: en

you
the three key strategic things for
having imposed at this point in time is
a domestic business we have a huge
audience so it's about how we pack it
and monetize that audience it's our
video business you know obviously
something that I'm quite familiar with
and something that I feel strongly about
and and something that HuffPost wasn't
really excelling at when I arrived since
then we've launched HuffPost live which
is a streaming network 12 hours every
day in five days a week we do now online
video news reporting and and I've built
a whole team around that so the whole
video component it becomes very
important because I think that's part of
where the future lies if you want to be
a modern media company and also how you
then use that video those video assets
to kind of make your site more relevant
you know how you place that in a
contextual relevant way when you're as a
journalist write articles how can you
add video to kind of give a better user
experience and in turn drive up drive
better monetization videos is actually
an advertising format where you have
very good monetization if you place it
in the right way so so the whole video
component is very important and then of
course the internationalisation you know
so the sort of local global component
you know taking taking HuffPost taking
the formula that we've now seen are
working and really you know getting it
out in key markets and as I said
initially 15 key markets which will
allow us to build a business that is as
meaningful as the business we have in
the u.s. so we are expecting to have in
total 100 million unique visitors on a
monthly basis within the next 18 month
and so that will be fifty million
internationally and fifty million
domestically it's really diversifying
our business I'm getting it more legs to
stand on so so those are really the key
things that we you know if we succeed
with these three things then we have a
good chance of being the meaty company
of this decade you know I grew up with
CNN they did a great job in the 90
is into thousands I think now it's time
for a new model you need to be able to
use social media in a very different way
and that's something that that we are
very good at so so I think if we succeed
with these three things then we have a
very good chance

---

### Profile: Lalit Modi, Architect of Indian Premier League
URL: https://www.youtube.com/watch?v=OIRuxqD9R-4

Idioma: en

I always wanted to go into the business
World um cuz I grew up in business world
and um when you live in a family when
they only talk business day and night um
either you run away from it or you
embrace it uh I was one of those um that
Embraces it my daughter runs away from
it I can tell you now she's gone into
the art world but for me
um I always wanted to get into business
and it was um um it was something that
was in my jeans I was able fortunately
um to
create a product like IPL and fulfill my
dream only for one reason it's because
of the background I came from I was able
to experience multiple businesses start
multiple businesses across different uh
sectors which gave me an insight into to
creating this league first business I
got into I was training at Philip Morris
from there I I got an opportunity
because I was working for a gentleman
who happened to leave Philip Morrison
and become president of Disney and he
comes to me and says you worked under me
I think you're a young enterprising man
wouldn't you like to
start the Disney business in India and
as a partner I said I'd definitely like
to do that I started with the the
licensing and Merchandising business
with Disney I got into the television
business with them
that highly Diversified company allowed
me to wear multiple hats as an
entrepreneur and start multiple
businesses with them ultimately got me
to launch a sports channel ESPN I
started to
interact with different sporting bodies
because we needed the product for our
own
networks the more I leared about them
the more I learned the defy in the
system and that's what led me to create
the IPL as a product I don't know
anybody knows this but um the IPL uh the
was $100 we started with I I uh at $7
billion it was $3 billion in year one um
investment in I I started IPL with no
money um I bought everything on credit
um uh I sold everything in advanc cash
and so we had a cash suprus and from day
one when you make a business plan in any
business
you're happy if you hit 30 or 40% in
every in different parameters I in IPL
we hit 400% in every parameter and that
was surprising when I say every
parameter fan following broadcasting
ratings advertisers appreciation ticket
sales experience at the match I only had
two employees in the IPL but I had
hundreds and hundreds of the best people
in the world that I would hire for 3
months to 4 months prior to the
tournament over the years I
learned that um if I can't afford to
hire them full-time if I can get them
part-time why not and I conceed the IPL
in a manner in every aspect of it not
only from the employment HR part of it
from every aspect of it it's quite
different from everything else it's
quite unique in the model that we set up
as an example I'll give
you around the world
team spent billions of dollars building
these Mammoth stadiums very important
without doubt for the game but I looked
at all sports and I found the balance
sheet of majority of the
teams having one red blot and that was a
depreciation of the stadium and on the
cost side one big red line that was the
cost of the
stadium um I said if I could create a
franchise system at build something but
that that didn't
exist that would be appealing can you
imagine somebody owning a franchise
which is worth a lot of money and and
has billions of fans hundreds of
millions of fans but he didn't need to
own a stadium and that's what I did with
the IPL IPL teams are not allowed to own
a stadium the second
biggest red line in any balance sheet in
sporting League you will find is the
player cost and I kept that in the IPL
and I went and I said all teams have to
be equal but they all can only spend so
much money I developed something called
the auction it never been um and I was
it was criticized in the media saying
how can I be if you're treating people
like cricketers like uh cattle how can
you take them to the auan but they don't
understand I said in one manner they
will get the True
Value through an auction system and
number two it'll allow
all teams to be equal and they'll be all
unpredictable uh the tournament will
become unpredictable the minute the
tournament becomes unpredictable the
ratings will go up when the ratings go
up the fan bases will go up so I take
pride in um in creating the IPL um and
for me um it was one in a billion shot
without a DOT I had the media against me
the broadcasting industry against me I
had um the advertisers not ready to come
forward but I knew one thing that the in
people in India were passionate about
the game and I knew for sure if I could
combine take their passion and give them
something that is entertaining
fulfilling and at the same time
competitive I can't go wrong

---

### Profile: Andrea Agnelli, Chairman, Juventus FC
URL: https://www.youtube.com/watch?v=6kVSPsTE6mU

Idioma: en

I am a fourth generation family business
owner alongside my cousins that are
actually also fifth generation so to a
certain extent we have always grown with
the idea that one day we might have we
might have received uh the
responsibility of of of of being the
Next Generation leaders so it was a bit
like falling into the shoes you always
imagine since you were a kid certainly
helps out the business education having
the privilege of meeting you know
charismatic people since you're a young
boy when when when your parents or my
father specifically introduces you to
people that might come from meetings at
home after that is the actual Natural
Evolution of every one of us I mean
before coming back to train in 2005 I
was actually happily being a manager in
a multinational business uh abroad uh
then the actual decision of going back
uh it was uh it was dictated by Fate I
would say when my father passed away
when you talk specifically about
Juventus it's also the passion you put
into it because ultimately even though
you managing a two over 200 million
company you're also managing people's
dreams so it's it's difficult to have a
specific set of experience to manage
dreams passion is one of them I do have
a lot of it but you also need to have
the right people in place because it's
not a oneman show when you're talking
about a over 200 million uh turnover
business you need to have the right
competences you need to find the right
people um so with that comes all the
decisions that you might make I came in
two years ago we got a new CEO all the
all the top line of managers has changed
and we've turned around 20 out of 25
players uh in the first team so it was
quite a hard uh task and I think uh the
the the the element the successful
element there was choosing the right
people and put the right people in place
one man doesn't make a difference I mean
you need to have the proper people with
the proper skills uh in place one of the
elements is the sports uh the sports
director so Mr marota uh who's got 35
years experience and you need to have
that I mean this this is like a
preparation I never had in my life so
the management with all the football
agents with all the sports uh
federations having a man like him with
the right values that match the entus
value has been a a good success but
we've changed the commercial director
we've changed the unfortunately need a
coach twice unfortunately because it
didn't give continuity fortunately
because I think we found uh one of the
best talented coaches of the future with
Antonio Conte when you think about the
problems that might arise out of
managing you know the actual team itself
or the media or the supporters it's the
next game that makes it different so you
know if you come out of a Bad season you
know if you start with the right foot
the next season you already get
enthusiasm going on the other side you
do have to you do want to make sure that
when you manage a sports activity just
as much as an IND industrial or Services
you do actually work according to a
multi-year you know plan and the goals
are set there but when you look at that
you're talking about financial
objectives you're not talking about the
sports objectives and supporters you
know about the financial objectives they
not really interested so it's something
that we follow within the company and we
want to ensure that that side is also uh
compliant uh to the original plan so
what I would call success in the sports
industry for us it's victory
uh matched by Financial equilibrium the
media pressure is huge huge a third of
our revenues derived from the media we
have a great development uh also as a
team with the New Media so the social
networks in just a year we went over 4
million fans on on on Facebook to give
you a
number and what I've learned is like yes
they are important you should manage
them but you shouldn't be driven by them
if you take about the big stars of the
world the Lionel Messi or the Cristiano
ronaldos they happen to have three times
as much followers than the teams they're
playing and that gives you the idea and
the entity of what you're managing out
there so whenever they they communicate
something they reach out 30 million
people in One Click so you want to make
sure that all that aspect is well
managed there are various uh studies at
wafer level to
actually have only one competition
deriving from the champions league and
the Europa League so as not to have such
a major difference
of Revenue uh and on the other hand we
have to find a way of stabilizing our
costs uh that's you know one of the main
diff one of the major difficulties is
actually having a stability in the
revenue streams and in the cost streams
that is very difficult to plan if you
access the Champions League or not it
gives you a difference of about 30
million on next year's balance sheet if
you look at American Sports such as n
NBA NFL Etc they're closed systems that
means the franchise value has grown um
with the p&l of the company whilst
having an open system like a European
one makes it very difficult to to to
grow in capital value uh because just
couple of years of not having the right
results will decrease automatically
the the Capa the the the revenue
capacity
generation

---

### Profile: Peter Ayliffe, President and CEO, Visa Europe
URL: https://www.youtube.com/watch?v=CVlva7BLceI

Idioma: en

Visa has changed quite a lot over the
years that I've been involved actually
because um you know we we created a a
European owned control business um uh
here uh based out of London and
therefore we had to build all the
capability the European capability so so
actually it's been a a massive kind of
business to to really grow this European
operation and it's been fantastic to be
involved with that without a doubt um
I've made this bold statement that by
2020 um I think 50% of our transactions
will be on a mobile payment device um I
think the smartphones uh are just the
way um that that we'll all want to pay
going forward so once you can embed the
contactless technology um uh across the
UK which we're we're doing pretty well
now um then once that contactless
technology is in means the the the
smartphone can be read um by the device
so having all your payments on a on a
smartphone I I've for been fortunate
enough to have it and try it the
technology Works absolutely brilliantly
and once you've got your payment device
on a mobile phone I'll tell you you do
not want to go back to using cards or
cash or checks or whatever so it the
radical changes taking place in the
business but I think for the real
benefit of consumers increasingly you
realize the communication of what you're
trying to achieve as a business business
is is one of the key roles the CEO has
has has got to do of course there's
always the the day-to-day stuff you
you've got to get done um but quite
frankly you know that's not really what
makes the difference that's why I've got
a good strong team around me to make
sure that the day-to-day uh operation
works well and you've got to be the
front you've got to get out there youve
got to talk about the business and and
you've got to sell the the the passion
and dream you've got for the business I
don't have all the answers so my
leadership startle is very much to get
the right people around me who hopefully
do know all the answers and therefore my
job is to gel that team together to to
excel I'm a great believer in setting um
some some pretty hairy audacious goals
for us as a kind of business because I
always think if if you don't set
challenging objectives for yourself you
you almost feel very pleased that you've
achieved this year's kind of performance
not recognizing that actually we should
have done a bit more if we really want
to achieve those long-term goals that
that that we want to go for I hope the
one thing is I'm I'm I'm still open um
and people can come and talk to me
because I don't think that's kind of
really changed um because I think it's
so important that that you kind of
Listen to Everybody in the organization
um we've started an apprenticeship
scheme recently in visa and it's just
fantastic because you know they they
really they they don't care about the
hierarchy and everything else you know
so I meet them in the lift and they're
coming up to me going you know by the
way you know I've been here now 6 weeks
and I just thought you should know that
you know you're missing out on this huge
opportunity here you know I love that
because you know you you you hear fresh
ideas from uh from people we've been uh
involved with the Olympics uh since 1986
and actually we were the first of the
global top sponsors to um to actually
extend that sponsorship into the par
Olympics as well which we've been doing
for the last um 10 years and we don't
look on it as um a particular event or a
kind of marketing initiative or a
sponsorship really um we see it as a
platform and a platform for probably
three main things really first of all
showcasing our Innovation I mean what
better place than to Showcase Innovation
than the greatest show on Earth you know
with four to six billion depending on
who you believe people watching you
secondly we see it as great for
engagement engagement of our members uh
of our partners and importantly our
staff as well because they need to feel
part of of what we're doing um across
the Olympics and thirdly of course it's
about business driving you know the
growth that it drives in our business by
being involved um with the Olympics um
which we've estimated for example just
just through the games here in London
there'll be at least 750 million uh
uplift in terms of expenditure about 18
and a half% stronger than we would
normally see without the games here but
importantly we've estimated from looking
at what what's happened in other games
we'll see an uplift of 5.1 billion
benefit to to the UK economy um by 2015
I've always been passionate about sport
I love sport I've always played sport um
and actually it's quite interesting cuz
I was never one of the the kind of top
performers in sport I just saw it as um
a kind of team game so I guess it it
made me very humble because I'm used to
losing but it also actually um taught me
about um I guess um the desire to want
to win as well you know the fact that
maybe you're you're not the best uh
individually doesn't mean to say that
you don't want to be the best best piece
of business advice um I'll probably
never be complacent um because I think
that is what constantly keeps you at the
Forefront of of change um and you know
i' I've been given that twice actually
and and I must admit I just think it it
it absolutely resonates particularly in
our kind of business where there is so
much change taking place so you know the
day you think you've cracked it and and
and and you've got the winning
proposition out in the marketplace the
next day someone will come out with
something different so never ever be
complacent constantly challenge what you
need need to do as as a business

---

### Profile: Sir John Armitt LEP27(1987), Chairman, Olympic Delivery Authority
URL: https://www.youtube.com/watch?v=kJESv-YUC8k

Idioma: en

for many other senior people in
it was not about the games it was
actually about the legacy and rarely do
you get the opportunity to be involved
in something where you can see that yes
you've got this short-term goal which is
to deliver a successful Olympic Games
you can't spend that many billion pounds
on a six-week party which is fundamental
for ting party which is really what the
Olympics is you've got to be able to
turn round in ten to twenty years time
and still believe that it was worthwhile
London hosting the hosting games and
therefore that legacy challenge was in
many ways more exciting than the
immediacy of just simply building a
series of venues for to host sport well
as the chairman was a non-executive
chairman your skills are different from
those of the of the chief executive
who's leading the team on a day to day
hour by hour basis and for me the role
which David and I sorted out between us
I I faced external and in facing
externally its politicians to the media
to the innumerable stakeholders who were
sort of interested in in what we were
doing fundamentally it was creating an
air of confidence so for me it was about
going out there and in a sense
reassuring people and giving people
confidence that this was going to work
this was gonna be successful we weren't
going to overrun the budget we weren't
gonna miss the dates and and then
equally really hating internally that
self same belief self belief and
enabling people to to feel that yeah you
know this is this is good we are
succeeding this is going to go well
because when you have self belief you
will always before that much better it
was easy for me I have to say on this
particular project because in in David
Higgins as the chief executive if I had
a really first-class chief executive
David and I knew one another a bit
before I took the job so I was confident
I was gonna be able to work with David
and I think it was particularly
important is is you're having that
where the two of you know that you can
wander into the others office it isn't
about formality and formal meetings and
that in a sense you're both there as
sounding boards for the for the other
and clearly for me or what's a matter of
always being available for today via
whenever he wanted to discuss onyx is
pretty lonely job as a chief executive
it was inevitable we're going to finish
on time because that was the the
overriding factor so you weren't going
to miss that the question therefore
became did you did you achieve it in an
efficient manner and so for us it was
very much working to within the within
the budget and in fact we've we've come
in about a billion pounds under the
budget and delivering it safely and in
fact we've not had a single fatal
accident in the construction period
using the opportunity to take people out
of unemployment ten percent of the
people who've worked on the part were
previously unemployed taking giving
training opportunities to people so in
many ways that was sort of taking an
opportunity to raise the bar within our
own within our own sector which became
objectives in addition to this
fundamental one of knowing but in fact
it had to be delivered on time transport
is a key issue for the games one in
which you can only plan and then respond
because you can plan as to what you
think is going to happen but on the day
it may well turn out to be different to
what you'd expected you'll get the
inevitable failures of the system at
times that you know you know that's
going to happen it's how that's dealt
with in the impact which it has on
spectators particularly in their
enjoyment of the day so we're gonna be
very much focused on on that and then of
course the other unknown is security and
that is a budget which is increased
considerably in the last in the last
year as people inevitably I suppose want
to try and reduce the risk and
particularly for politicians who have to
make the final decisions on on resources
in the security area so security and
transport are our two big concerns and
if we can get through the games come out
the other end with though having added
success in those two errors and
will be the ultimate icing on the cake
for us I had a boss once who always used
to say to me particularly when writing
letters build a little bridge behind
yourself it has it words don't go out
totally exposed and commit yourself if
particulars we're not always as certain
as we might like to claim about the
things which we're managing and the
philosophies and policies that we're
pursuing and therefore leaving a bit of
breathing space as it were behind you
that you can back into is not a bad
thing
you

---

### Profile: Beth Comstock, Senior Vice President and CEO, GE
URL: https://www.youtube.com/watch?v=wQ1psPkA4Es

Idioma: en

I didn't go to business school and I
often think what might have happened if
I had in some ways GE has been my
business school my finishing school my
diplomatic school but business I think
it really is about understanding how the
system comes together I mean I was
trained as a biologist so I think
perhaps my brain is structured to look
at systems and I think increasingly when
you think about business and the
complicated sort of fast technology
incredibly interwove and global
marketplace that we have it's all about
understanding the system one can't
succeed without another and increasingly
I think in business we're seeing just
the need for collaboration for
partnership for interconnectivity my job
is to connect the dots across GE meaning
big company lots of scale different
industries my job is to translate the
trends and the insights from outside the
company and make them relevant inside I
like to say that for GE marketing has
two roles it's about value
finding what two customers value
translating it with our product folks
delivering it in the right way and
innovation and people are often
surprised to hear that we would describe
marketing as an innovation function
we're a technology company we've been
that for a hundred and thirty years
great engineers and research scientists
but you also have to innovate in how you
go to market you have to innovate in the
experience that your customers have you
have to innovate in combining those
technologies in a totally new way so I
often believe my job is market innovator
we've made a big mark on emerging
markets so that we call them in the
growth markets certainly continued
growth in China the Middle East I'm
spending a lot of my time in the Middle
East Australia for us as an emerging
market with all the natural resources
Latin America Russia there's just plenty
of opportunity for energy healthcare
transportation in those markets also I'm
investing quite a bit of my personal
time for the company meeting with
entrepreneurs starting to partner with
startups in the u.s. in Israel I'm going
to be back next month meeting with some
startups here in London doing it in
China because we've come
the recognition that as good as art we
are in our technology we don't have all
the answers and we need to partner with
others that do whether that's big
governments or small startups and we've
been doing some very interesting
partnerships in clean tech and in health
my leadership style has changed over the
years I I think I would hope that others
would describe it as collaborative I am
a person that's very drawn on curiosity
I'm always seeking new ideas new
opportunities I think that teams are
best when you work very hard to have
differences of style so I think I think
people would say I'm very tolerant of
diversity of the way people think I
think the best creativity comes about
from bringing different types of people
together as a leader of a team that's
harder because tension often arises when
people have different styles I think
people would describe me as energetic I
have I have a lot of energy a lot of
passion for what I do well the Olympics
are in themselves a great brand
it's a convening force and to have your
brand associated with that we found is
very powerful we also use it as a market
development tool so since we've started
as a sponsor with the Olympics back in
Torino in 2005 the Olympics have helped
us generate a billion dollars in sales
and you might not think about that for a
company like GE but its power generation
it's healthcare equipment it's lighting
it's water purification every Olympic
venue is a small city and they are
generally redesigned or built from
scratch and so in addition to the brand
building which I think most people
understand what was a bit unique in our
coming into the Olympics was this
ability to create infrastructure and
kind of sustainable technology whether
it's in health or in energy I travel a
ton I like to dub my life at this point
life at 36,000 feet curiosity propels me
so people always ask me where do you
like to travel and I say where anywhere
I haven't been before the only other
thing I love about travel that I think
is important for for business certainly
for marketers is it's all about creating
a very important Network and so when I
travel I also try
to meet with different kinds of people
not just GE people certainly customers
are important but I also try to use it
for example I was in Shanghai a couple
of months ago and used it to check in
with the innovation community what are
entrepreneurs in Shanghai doing here in
London I'm able to convene with others
who are in the sports marketing arena I
try to push myself out of what would be
a normal kind of business schedule I'm
constantly re-evaluating my schedule I
learned I wouldn't say I've mastered it
yet but I learned a great tip from our
chairman and CEO Jeff ml he says that
for the past 30 years he's had this
great disciplined approach every
Saturday he sits down reviews the past
week what did he accomplish looks at the
week ahead makes his his schedule
adjustment and focuses on what matters
most and I try to channel that when I
can to say am I using my time for what
matters most what's the strategy of the
company what do I want to accomplish and
do these time choices match those and
and sometimes I also feel it's important
leave just a little bit of room for
experimentation discovery you don't know
what you're gonna find and if everything
is so well scripted and scheduled you
might miss out what has kept me at GE
for all these years is just this big
sense of mission that the company has I
mean we're in these big meaty industries
energy healthcare transportation that
that really make a difference it's about
our technology and the impact that our
technology has and I've personally been
very focused on some programs that run
kind of horizontally across the company
one called ecomagination another
healthymagination they kind of take all
the allow us to connect the dots and
take all that scale and an ability and
focus on big problems breast cancer in
Saudi Arabia clean technology in China
and so it's exciting to be part of that
that kind of energy

---

### Profile: Patricia Hewitt, Former Secretary of State for Trade and Industry
URL: https://www.youtube.com/watch?v=3h5ueo_JCxQ

Idioma: en

when I was growing up which was in
Australia um I didn't have any very
clear idea about what I wanted to do
except that I knew I wanted to change
things that I thought were wrong I went
to a rather formal girls school in in
canar and In the Heat of the Australian
summer this was a long time ago we had
to wear gloves as part of the uniform I
thought this was completely ridiculous
so I started a campaign to get rid of
the gloves and I completely failed but
I'm glad to say several years later they
did change the rules anyway more
successfully when I came over to Britain
and I went to to Cambridge to nunam
college for my undergraduate
degree there were there were nine or 10
men for every woman student which was
fabulous for the social life and real
rubbish for women's educational
opportunities so I created another
campaign to open up the men's colleges
to women got thoroughly abused for my
pain I had all these men telling me that
couldn't let women into this college it
would ruin the rowing and I told them
what nonsense this was and of course
Cambridge has some wonderful women's
rowing teams but the upshot a few years
later was that the men's colleges did
start opening up to women I then worked
for age concern uh and then for what is
now Liberty the human rights
organization so I wanted to change
things that was what took me into
politics and then of course into
government what I found as a government
Minister and I don't think this is
different from being a leader in any
other Walk of Life you you really have
to spend time thinking about what it is
you are trying to achieve what are you
there and given that as a minister you
may not be there for very long you need
to be very clear and very focused about
that but you also need to make sure that
you've got the right team around you but
that you've also got the right
relationships in The Wider environment I
mean when I was business secretary
Secretary of State for trade and
Industry I put a great deal of time into
just building my relationships with
Business Leaders and and I would spend a
lot of time with them informally to make
sure I was really getting the
information and the insights I needed to
do my job properly and not simply
depending on my officials even when
they're very good it is not the same
thing now when I became Health
secretary I thought when Tony Blair
appointed me that actually you know the
waiting times the waiting lists were all
coming down the NHS was absolutely on
the right track I could focus on public
health and that was very much what I did
want to do in fact I found the
challenges were rather different
including a financial crisis although
fortunately I was able to take forward
the work on taking England smoke free
which is probably the biggest single
change to People's Health that we
achieved in those years if you look
objectively at politics um it lacks
quite a lot of the characteristics of an
attractive career um it is very badly
paid it's very Hazard it's you know the
fortunes of your party really depend on
you yourself you can find yourself in
opposition as of course we did in the
labor party for goodness 18 years and I
was working for the labor party and the
labor leader through most of that period
helping to rebuild and reinvent the
labor party but it's a very very hard
slog however you know there is nothing
like being a government Minister you
have a great sense of being at the heart
of things that matter and in many ways
you are and of course you can make
decisions that have a huge impact on
people's lives so there's a great sense
of responsibility with all the weight
that goes with that but also with the
enormous sense of achievement you know
that you can really work at very
difficult problems uh with like-minded
colleagues and and you know with a bit
of luck um you can you can actually make
decisions and then make change which is
not all the same thing as making
decisions but make changes that will
really affect people's lives for the
better I think over the years I've built
up a lead leadership style which is
first and foremost about listening to
people and learning from them in
whatever organization I'm in but which
is also very Collegiate in terms of of
building up a team of really good people
whom I can trust and who trust me and
then together working out how it is we
really achieve the goals and working
together in the way that we want to work
in politics or in Parliament always
remember your opponents are opposite you
your enemies are behind there's a lot of
backp all that stuff that gives a very
bad name to politics one of the best
bits of advice I was ever given which
was given to me by a woman was really
cherish your women friends make sure
you've got a really great network of
women and you know I'm a feminist I
campaigned for women's rights I helped
get the sex Discrimination Act passed in
this country um it's always been
important to me to have women with whom
I'm working where we we're friends we
share the the same values we want to
achieve the same things but we can also
you know prop each other up when things
get difficult these days I'm in my early
60s I have absolutely no intention of
retiring I've I've been very fortunate
I'm the senior independent on the senior
independent director on the BT board and
that of course is my main that's my main
occupation I'm on the board of Euro
tunnel and then I'm on the Asia Pacific
advisory committee for Barclay and I'm
now chairing the UK India Business
Council and taking forward the the
economic ties between our two countries
we need more and more people in business
and in politics in Britain who also have
a deep understanding of what is
happening in the emerging economies
without that how on Earth can you
understand the 21st century
world

---

### Profile: Antonio Quintella MBA33(1992), CEO Americas, Credit Suisse
URL: https://www.youtube.com/watch?v=leT45pwo46I

Idioma: en

when I thought about going into business
right the first question was in which
business my father obviously was a
source of inspiration and he was he was
in a very different business because he
was in a construction business
but um I always thought about a service
as an opportunity and then Financial
Services were an opportunity at the time
because it was you know a growing
industry when I got into business I
think the most important piece of advice
was to maintain focus and discipline
and you know basically a client Focus I
think a reassess your positions over
time as you learn you know through
experience but I think you need to have
a pretty disciplined determined approach
to anything you're doing live and and
therefore I mean I think maintaining
that determination between over time is
quite important one thing which is
constant a theme in financial services
is the ability to change so I think
having an ability to deal with that and
I think managing change over time is
very important right maintaining a
discipline approach I think developing
technical skills you know over time but
I think in managing you know through
change I think is one of the most
important aspects of succeeding in
financial services nowadays
well I currently accumulate a couple of
roles in Credit Suisse
I am responsible for our business in in
Brazil I'm CEO of Brazil for credits
fees and I have recently being an
appointed seal for Credit Suisse in the
Americas
obviously I like the nature of the
international business that we do I like
the opportunity to interact with clients
you know in the region
coming to the United States will be a
newer experience for me but I think what
I like most is really dealing with with
people my leadership style is I'm a good
listener
I try to learn from others as much as I
can
I like to hear opinions I enjoy
listening to different perspectives
different different points of view
before I come up with my own conclusions
and my own perspective on on matters
Financial Services industry has gone
through tremendous turmoil and and I
think change is is really is what is
upon us
I think as part of that process the
financial services industry will be less
leveraged I think will take less risk I
think we'll be more focused on
delivering quality product and quality
services and I think banks generally or
financial services companies generally I
think will be a lot more client focused
over time that have been in the past
decade or so so this will bring about
tremendous change in our industry which
I think will be good for everyone be
good for the banks will be good for the
bank slides will be good for society

---

### Profile: Jasmine Whitbread, Chief Executive, Save the Children
URL: https://www.youtube.com/watch?v=WAOnxRq2lSQ

Idioma: en

I grew up uh here in the UK at a time
when there was um a big anti- aparte
movement um and my family were very much
part of campaigning um around that and
also I don't know why but we were very
conscious as children how lucky we were
growing up in a place where you know we
had enough to eat and a decent education
so I was very aware of Justice in the
world um but then when I graduated I
just of happened into a into a job and
Technology was booming at the time so
that's what I ended up doing um but I
always had that kind of thought that it
would be great to try and make a
difference in the world um so I then
went to did vso and realized and that's
when I met a very inspirational person
actually the the guy who was running the
local organization the disability outfit
I work for in Uganda um who was actually
disabled himself um missed his polio
shot as he was a kid growing up in a
refugee camp and uh became disabled as a
result of that but was clearly brilliant
and had founded this um disability
rights organization that had gone
National um and just had great vision um
and and he really inspired me and I
didn't make the switch straight away but
that that seed the seed when I did make
the switch between from you know I i'
spent all this time in technology and in
marketing and I learned I learned a lot
of things that people often say um you
know oh she's really good at that or
he's really good at that and as if it's
a sort of a god-given um sort of gift
and actually you can learn it so you can
learn how to do presentations you can
learn how to do the media you can learn
how to all sorts of things as a leader
and um so I you know I very much believe
that you know it's not just some people
have it and other people don't you can
learn those things but but what I found
was when I then was able to apply those
skills to something I felt very
passionately about you making a
difference in the world then I really C
then I would became what I would call a
leader as opposed to a manager um then I
I really felt that I was able to sort of
come alive and and get people to you
know inspire people to to uh to achieve
things that we wanted to achieve in the
world what I really like about my
current role is that it's so eclectic I
mean it's just one day I could be
meeting with a head of state the next
day I could be meeting with with a mom
who's got um who you know where in a
Savor children program whose kids just
life's just been saved in the middle of
ner there's a going on and a food crisis
going on and and um or another day I'll
be here at lbs talking to somebody like
you and it's just very very varied and
um each of those situations requires um
you know I feel requires something of me
and I feel that I'm constantly sort of
developing and learning as a leader as I
go along one of the things that this
sector is bevil by is that we know way
we don't have a bottom line or our
bottom line is saving children but what
exactly how do you measure that and so
you know really laying out very clearly
what everybody in the organization is
should be working towards achieving and
then on the other hand being clear about
the behaviors that are expected that
kind of creates the parameters the
framework that enable people to to
follow in the direction that you're
setting I think the sector will change
and is changing an awful lot and I think
that some of the things driving that is
the need to um really connect people who
are in a position to contribute and do
something about those changes we want to
see in the world and the people who
could really benefit from that
assistance and actually have a lot of
the time the entrepreneurial and sort of
get up and go initiative to be doing
something about it themselves on the
ground and so making that connection
between the people who can help and the
people who need that help and do
something with it and using technology
in every kind of ounce of our creative
Spirit to help make that connection and
bring it alive is going to be really
important um I think that linked to that
we are going to have to demonstrate in a
way that's the micro but we have to be
able to amalgamate up all of those
little ways that we impact you know in a
few children's lives here in a community
there at the end of the day how how much
does it add up to I think we need to do
a better job of monitoring the
evaluation and being able to actually
demonstrate at a macro level the kind of
impact that we're having um our de our
donors are demanding that of us um the
governments where we work are demanding
that of us and I think it's a good
pressure on us because it it ensures
that we constantly are asking ourselves
not what good can we do but how can we
get the very most bang for buck if you
like in terms of the the limited
resources that we have how can we make
them work the hardest for our mission
for children

---

### Profile: Ursula Burns, CEO and Chairman, Xerox Corporation
URL: https://www.youtube.com/watch?v=EdOgQzhAJ1I

Idioma: en

I was raised by my mother I have a
brother older and a sister younger my
mother was extremely poor we grew up in
a very poor neighborhood horrible
neighborhood and we lived in a horrible
building I mean all the stuff we lived
in a ghetto and my mother told me early
in our in my life and my brother and my
sister as well all that where we were
was not who we were she couldn't change
the circumstances she couldn't change
where we were living but she could
invest a disproportionate amount of her
energy and her resources towards our
education towards my education and my
brother's and my sister's education so
she did my mother made $4,400 a year her
highest pay ever and my education when I
was in high school was $65 a month $650
a year it took to educate me alone and
so if you take multiply that by three my
mother half of her salary was forget
about rent and forget about food it was
all on our education and at that time
this is in the early 70s late 60s it's
amazing how much that ages me you could
do three things if you were a woman or
there were three things that were really
sold to you to do one especially if you
go to a Catholic School one was to be a
nurse the second was to be a teacher and
the third was to be a nun neither of
these three things actually fit my
personality at all so I actually went to
a book in in um in the library called
The Baron's book I remember looking at
the section of of the book that's what's
the the career that you can get after
four years of college because College
was a requirement in my house and it's
interesting nowadays I would say well
how are you going to pay for that but
back then we never even talked about my
mother had no money to pay for college
but her assumption was if we got into
college we would figure it out right so
you had to go to college so what what
career could you get after four years of
college that paid the most money this
was the deal cuz we didn't have any
money and it was being a chemical
engineer when I was a junior senior in
in college I got hooked up into a
program and that's called gem that I
summer interned at Xerox and Gem paid
for my graduate school at Columbia and
the rest as I say is history so I
started working an engineer in a lab
worked in the lab for years five years I
remember I would walk into the door walk
down this long Hall in the research
building in Upstate New York and I would
go into the lab and I had a a technician
who worked for me his name was Di sh he
was great great guy and I I was the
engineer and he was a tech we would
design experiments and run them and I
would leave and go home walk down the
long hall and then get in my car and
drive home and one day I was walking in
after about two or three years and a guy
stopped me in the hall and said you know
it you've been here for a long time
don't you think you would be interested
in understanding what we really do as a
company it was a guy who was running who
was working in HR at the time and I said
yeah I I think I know what what we do
you know I we do experiments and he said
no there's like customers and businesses
and pricing and there's a whole bunch of
people all over the United States all
over the world who work for this company
and basically you know one his name is
Dick shell so it's probably important
that you expand Paul La who was the
chairman and CEO at the time called me
into his office and I had an inkling
that he wanted me to be his executive
assistant but I was done with this I
figured I did that job and now I had to
get back to my real work which was when
an engineering team or doing some
business thing or something the other I
would have never thought never thought
that this would be useful at all as
useful as it was or as pivotal and
impactful as it was it taught me that
there was a lot more to business than
just engineering or even pricing and
forecasting right there was all this
political stuff that that um CEOs or
Business Leaders are involved in the the
level of stress is a lot different than
I thought significantly higher that the
level of control is a lot different than
I thought significantly lower so there's
all these things I had assumed that yeah
when you become the CEO all the people
do what you say and it turns out not at
all right there a lot of people who do
what they say and you just try to Corral
them into a reasonable area anyway it
was a great great job and it taught me
because of Paul's personality I had
worked for a lot of other uh men who had
a a really hard
driving um very aggressive approach to
business very aggressive kind of like
military approach to to business Paul
was exactly the opposite he liked the
ballet and he he would leave work early
sometimes and go to the ballet with his
wife and it taught me that you could
actually mix your life into this thing
and it gave me hope it was probably the
first time that I said yeah I could
probably run I could probably do this
type of work leading a company so I
worked for him for a couple years and we
went through a big organizational
redesign and I was placed on that team
the top 20 people in the company were on
this team and me I vice president of
nothing and I was placed on the team as
an equal and I was honored with with my
service of being on this team given the
fact business unit literally from you
know engineer to learning a little bit
about business to becoming executive
assistant to now being the vice
president and general manager of Office
color of which we had no products and
facts which we had $300 million worth of
Revenue losing $30 million a year and I
remember develop I felt like I had
arrived in the world and uh developing
this unbelievable detail unbelievably
detailed business plan because I had
learned about pricing and forecasting
and all this stuff and I had to go in
front of the operations committee and
present the business plan for this
business and Paul was
quiet and he said
um Break Even or close it down and Ann
called right after she became the
CEO and and said would you you know
here's your mission if you if you choose
to to take it here's your mission we
need to save couple of billion dollars
in your portion of the business it was a
great way for me to learn the next step
of my development which was um how do
you integrate more than one one thing
how do you integrate the near-term and
the long-term and how do you
keep um superiors informed about really
important things that they would't know
how to ask you about they don't know you
know what to what to ask you you're
going to Outsource manufacturing they
don't know the questions to ask but they
need to know the key points that they
the key risk areas one of the things
that we are falling behind uh behind in
the United States by the way I I would
say in the UK as well I say I know is
our ability to produce science
scientists technicians engineers and
mathematicians these people solve
problems they create wealth they make
business we are moving away from we
years ago started moving away from this
as a as a laudable proud area I became
an engineer by accident why isn't there
a way to why don't we Prime kids to to
be ready for this earlier and I spend a
lot of time on that with the president
and it's a it's a critical issue a
critical issue a critical area

---

### Profile: Rt. Hon. Andrew Mitchell MP, Secretary of State for International Development
URL: https://www.youtube.com/watch?v=3Y8iwZCdWx8

Idioma: en

politics I think is rather like the
priesthood or teaching a vocation for
those who are involved in it it is
because that was what they felt called
to do I was the fourth Mitchell who has
been a member of parliament the other
two apart from my father were liberal
were liberals so uh we didn't talk about
them until of course the coalition
government um started a year ago and uh
therefore we have now outed them in the
family I remember sort of growing up and
hearing around the kitchen table the uh
pluses and minuses of being in politics
and uh what it was like handling uh
constituency issues and constituency
problems so I think I sort of absorbed
all of that um and in the end uh I
wasn't certain that I wanted to go into
politics certainly when I left
University I wasn't certain uh but I was
drawn to it at a time of course in the
late 70s when Britain uh was in a very
perilous position before Mrs sta came
and sorted us all out I think the best
advice I ever got was that if you want
to go into politics you should go and do
something else first and although there
are outstanding examples of people who
have really spent their whole career in
politics being uh special advisers and
so on one thinks particularly of George
Osborne David Cameron uh Chris Patton um
Michael Portillo these are outstanding
examples actually you also want in
Parliament people who are drawn from The
Wider Society I went um and joined a
bank an investment Bank uh called Lazard
uh so I have the singular Misfortune of
of being a member of the two most hated
professions in the country both banker
and a and a politician um but I but I
did that for many years and I had
Unforgettable experiences seeking to do
business in Africa particularly on the
uh on the western side of Africa and
also in the Far East a great contrast at
the time as far as International
Development is concerned I did learn
quite a lot not least of course because
that was just after the era when these
sharp suited people from Washington had
got on planes and come to Africa and
delivered a one siiz fits-all IMF
medicine which turned out uh to be very
seriously flawed so I did bring that
experience uh from my time as a banker
or a recognition of the effects of that
into the House of Commons those people
who are happiest in the House of Commons
are those who uh really enjoy looking
after their constituents looking after
the community which sent them to
Westminster and and inevitably in any
political career there will be periods
of time when you are out as well as in
you may be a minister but then you'll be
spend a lot of time on the back benches
and in the end the people who arrive at
the commons and uh don't appreciate the
importance of that of being anchored in
a community rooted in in uh representing
the people who sent you to Westminster
they tend to be very unhappy and I have
leared that along the way that in the
end your real job
satisfaction uh comes from looking after
your con
making a path straighter sorting out
problems and I'll tell you this as well
in my experience as a constituency
member of parliament it is the people
who for whom you do the smallest amount
who are most grateful and the people you
really uh invest an immense amount of
time trying to assist on an issue often
uh they are the ones who who have least
to say about it afterwards I had the
single singular Good Fortune of
shadowing this this job for five years
in opposition I woke up every morning in
the five years that I shadowed it hoping
to have the
opportunity uh to uh serve as the
Secretary of State um and I've spent the
first year really trying to ensure that
all those things we said if we had the
opportunity this is what we would do
putting them into practice underlining
the importance of delivering value for
money setting up a new business
department uh in dfid focusing on
results moving away from an input
focused agenda into an output and
outcome focused agenda and above all
setting up the independent evaluation of
British Aid which is absolutely
essential if we're to maintain public
support for what we're doing so it's
been for me a a fabulous year I think
it's for me to uh to judge uh what is my
leadership style and certainly not for
me to judge its merits or otherwise but
I suppose it is it is quite direct it's
quite fourth right it's Restless um and
it's pretty determined I suppose the
agenda for International Development
over the next 10 years has a number of
key ingredients first of all it will
have to be far more results focused
otherwise it won't maintain public
support for what we're trying to do and
if if it's going to be uh involved
spending money that money must be spent
more
transparently uh governments Aid
agencies Charities must be held to
account for the way in which this this
funding is spent and for the results it
achieves and I think people will be far
more uh determined to ensure that those
results are actually gained I think that
you will see a much bigger uh move
towards wealth creation economic growth
these are the things that really help
people to lift themselves out of poverty
90% of the jobs around the world are
created uh by the private sector not by
uh government I think you're bound to
see a recognition that wealth creation
economic growth free trade um all these
things are vital in helping development
to succeed and uh the importance of
having an independent Judiciary so that
investors know that they'll be treated
uh properly and not at the whim of uh
political uh leaders I think secondly
there'll be a much clearer understanding
that uh deep poverty creates uh
conflict and uh the use of the world's
resources tackling climate change um
making certain that uh we stop conflicts
uh starting once they're started they're
stopped and once they're over you
reconcile the people who have been
engaged in that conflict these are the
Hallmarks of development policy I
suspect over over the next 10 years and
above all you know over the next 10
years Our Generations have the capacity
to make huge progress in tackling
these grotesque inequalities of
opportunity and wealth which exist in
our world today the opportunity for us
to tackle those things is far greater
than for any previous generation and
that is our agenda and that is what we
have to
do

---

### Profile: George Buckley, Chairman, President and Chief Executive Officer, 3M
URL: https://www.youtube.com/watch?v=EuHqONZmqOg

Idioma: en

I was stood in my grandmother's kitchen
I was raised
House think I was three years old it was
a rainy day my grandmother's crippled
she sat in a chair in the corner and
there was a lady came in to see her my
grandmother was a bit of a sore sage of
the the local community and this lady
had finished speaking to my grandmother
and she turned to me as was the way in
those days and said who is this young
man and my grandmother said because I
wasn't allowed to speak this is George
and again as was the way in those days
this lady said to me and what are you
going to be when you grow up George I my
grandmother answered he's going to be an
electrical engineer I have no idea where
she got that from but that was the the
origin of the shall we say the seed of
me thinking about being an engineer and
then ultimately a business person I
loved engineering but I also saw when I
was observing people going on in
business working business there's lots
of exciting things to do with people to
do with some pretty important things you
know engineering is wonderful i loved it
i love it today but is it some level
still a bit you know back room a little
bit buffing like and it wasn't so much
that was seeking the lifelike limelight
but i wanted to do something important
and significant i got two pieces of
advice i was about 22 years old from man
called Charlie cooksley who was my boss
my section Han I'd I was a second-year
undergraduate student that I've done my
second year industry period he said the
first piece of advice is lie a little I
said was that mean Charlie and he said
well you know people ask you questions
and is it black or white and you always
say it's black or it's white he said the
answer is sometimes great you need that
you need to learn how to answer gray
yeah I don't know that I fully learn how
to answer gray yet but maybe it's not
black or white anymore second piece was
he said not all the world loves a clever
devil he said you know I have about 35
people working here six or seven and a
half phd's more than half have master's
degrees and all but you
engineering degrees and he said he said
that's your gift in you that I've never
seen another person you're an absolute
natural engineer you're the best of this
group he said be intimidated people and
he said so sometimes even though you're
enthusiastic in Europe you're evidently
bright I said sometimes that's not
always the best thing that can be
helpful for your career advancement so
he said just be aware that sometimes I
can cause problems for other people and
for you and the third piece of advice
was from an old boss of mine he was the
chairman of Brunswick and mostly
throughout my career I was deeply
involved in things and perhaps it
honestly thought the only things of
value were the things I had my own
fingerprints on and he said to me George
you're going to have to stop telling
people what to do or how to do things
because ultimately you'll always have to
tell them how to do things and I
reflected on that going home that night
I thought you know he's right you have
to learn to work through other people
how to inspire and to delegate because
ultimately when you get to jobs which is
so responsible you can't do it all and
so now I I have grown very comfortable
with that and that's essentially what I
do now I I just try to inspire I try to
provide resources try to give broad
direction and then keep out of the way
and it works very well the way that that
I think about news is in pictures I
always think in pictures and so I find
that my mental view of the this image
that I have is not necessarily a
painting in the classic sense of the
word gives me a framework that concern I
can look at it from behind from above
and below in a way so I always have that
that vision if we want to call it but
then I always pass the conclusions that
come out of that through several other
filters experience filter common sense
filter historical filter financial
filter and then if that still doesn't
tell me the answer
gut filter and usually that's good
enough to get it moderately good answer
most people would would judge my
leadership style by two bookends one is
the inspiration encouragement coaching
the provision of resources and and
capability but on the other hand a
relentless drive for the end of the
mission it has to be both mixed in with
all sorts of creative ideas that are
dropped in along the way to help people
it's all part of the inspiration process
it doesn't even matter if if the ideas
are helpful or at least advance the
cause what it lets people know is that
you're interested you're engaged you're
part of this you believe in it no matter
what the system is no matter what the
product is you can always make something
better and I think creators and
innovators and ingenious people need
this as the building blocks of their
lesser progress I think it's necessarily
in the kind of job i have what in
particular than the kind of company I
work for it's absolutely vital or it
can't be successful unless you believe
in the future and you can do things to
change the present to make a better
future and then you go into struggle the
first conclusion that people would
normally reach would be everything's
will we do China everything's moving to
India it actually doesn't have to be
that way because if you're giving an
example if you're supplying a
manufacturing line in Germany you can't
do it on adjusting time basis with parts
being in China so a substantial part of
manufacturing needs to be done near to
market and and as these other economies
modernize in the sort of labor arbitrage
begins to erode the necessity to
manufacture in lower-cost countries at
least those lower-cost countries begins
to ease and so I don't think that that
Britain or the United States or Germany
need give up on those traditional
industries I mean industries some
industries do benefit from scale I don't
think I ever see the time where
semiconductor manufacturing is going to
move back from Korea
and Japan and China that sort of
happened and those those industries do
benefit from scale but many other
industries that don't require that and
so I think as long as we continue to
keep the skills here we continue to
invest the government sets up conditions
where it's encouraging for business to
to be in various countries then those
things will gradually pass through the
system and the possibility of a form of
rebirth is is is available

---

### Profile: Ravi Kant, Vice Chair, Tata Motors | London Business School
URL: https://www.youtube.com/watch?v=A11dxdKz4u8

Idioma: en

I went into engineering to do my
bachelor's and that prompted me to go
into business so it was a natural
progression the environment in which I
was brought uh which was a very open
environment it came naturally to me to
to to give importance to people and
allow them to think on their own and
then come to aition when I joined uh the
business and my boss uh I learned a lot
from him and uh then of course I used to
read about Mr Mr Jamshed g t and Mr jard
tat and was always very fascinated as to
how they could have that kind of vision
and that time mind you I was not
involved with Tas how they could have
that kind of vision to bring so many
things to the country and participate in
the economic development and do it in
the right Manner and uh once I joined
the tatas then I began to understand the
whole things began to unravel as to how
difficult it is to to lead that kind of
Life uh and uh do the business that way
and still be successful but I think uh
once you have understood that you have
to go that down that path you will find
many challenges many problems but still
carry on and you may have some temporary
setbacks but for for a
sustainable uh success and for uh a
long-term view I think uh this is the
right way to do business my leadership
style would be you can say is uh
collaborative and uh take people along
with you and and uh give responsibility
to people and freedom to freedom to act
and take distance what is challenging is
how do you combine that shortterm with
the long term and not be guided only by
by short term otherwise we would not
have been able to do any of our mergers
uh or acquisition that we went in for
one is always looking at the future as
to what 20 years from now this company
should be uh if company has survived for
last 60 years how can it survive for
next 60 years and making money is only
one one part of it uh you need to there
for as I said uh connect to yourself
with Society be good to people and
through that uh have a
longterm uh Vision which you can
translate into into success and there's
so many uncertainties in life today in
the external environment there's so many
unpredictabilities there's so much
complexity and there's so much speed
because of Technology therefore things
have become extremely difficult what you
could do in say 6 months time 10 years
ago you don't have 6 days you have 6
hours to to to do those kind of things
and things are becoming very very
complex and unpredictable and therefore
how to survive in this kind of situation
is really a huge Challenge and keeps you
awake all the time if you're really
since about the business if you're
really committed to the business uh I
don't think you have any option but to
but to keep thinking about it all the
time the Indian families were traveling
on or still traveling on two wheelers
the whole family of husband wife two
children or three children it is very
unsafe way of to travel very you exposed
to the elements all the time and
therefore if one could create a a more
comfortable way of traveling and that's
what Mr Tata thought about and and uh
then we went on to create that dream or
Vision into reality and uh we did it for
the Indian market we did it for the
Indian consumer the kind of response
that we received worldwide was truly
amazing and really did surprise us and
uh but as a as a sequel to that if I may
say so we are creating uh a product
which will be suitable for the European
market or a product which is be suitable
for the the US market I think people
will continue to have personal
Transportation because it does give them
a freedom it does give them a joy uh
even though in in bigger cities uh they
may rely more and more on public
transportation you can't eliminate cars
because it is such a personal thing it
and it it denotes such a freedom to
individuals uh it's it's a it's a big
mindset it's a big psychological it's
not not just means of going from one one
place to another place uh for for uh
people living in the in the emerging
economies it is something they always
dreamt of but they could never had and
now suddenly you find that the dream is
coming true I think there's a big debate
going on where the Innovations of the
Future come from but I believe it will
be
uh not a single uh way of flow of
Innovations from the West to the east
but I think a reverse Innovation is also
beginning to happen uh from the East to
the to the west but I think I don't
think we should see it in west or east
but I think more multi-
nodal uh Innovation will now happen it
will keep sprouting at many places and
it will Sprout from the basics of that
market the basics of that that uh that
country but it will eventually either
become Regional or become become Global
so I think there's a more centers for
Innovation and more groups of people who
will become innovators I think that's
how the trend is happening tomorrow
something may happen in Africa as
technology is making as as bringing that
knowledge to more and more people I
think more and more people will be
excited to to to think of more and more
Innovations so I think the entire human
race will get involved in in and
innovation

---

### Profile: Mo Ibrahim, Chairman and Founder, Mo Ibrahim Foundation & Celtel International
URL: https://www.youtube.com/watch?v=HFcX0oWivLE

Idioma: en

I I never really planned or dreamed to
be a businessman I went to business out
of frustration actually I was uh uh
technical director and Bri Telecom
introduced sellet at the time for sell
Network here and uh uh I I really had a
hard time at BT I mean it's a very
difficult
organization and uh I guess uh out of
frustration at the end uh I I I I I I I
just have to uh to leave it I mean uh uh
it's very sad uh the way BT went
actually they totally failed to realize
the potential of sell and at a time and
uh what what what you do I mean if you
are an executive and you just resigned
you have become unemployed you go home
and say I'm uh I'm going to take over
the dining room and that will be my
office and that's how I started uh my
business and uh actually never looked
back after then to thanks to BT actually
wonderful company for
me uh we had uh in in in doing our uh
Telecom Bri in Africa we really we had
few Advantage one was the know how we
knew the networks in and out because we
design networks in Britain and most of
European countries Asia America Etc so
we really a top team as far understand
the technology and its potential so we
had to know how uh then we had the
corporate governance I managed to
recruit a wonderful board uh which
included people like sir Jerry went who
just stepped out of Vodafone who the
chief executive of Vodafone I have S
Alan Raj who chief executive of British
Telecom and so we had really a number of
tele really very good Telecom people uh
so we had a wonderful board we had a
governance we had to know how and the
third most important element is the
market we saw Africa as a wonderful
Market potential for us
because the image of Africa is bad
investors are afraid to go to Africa
that's why all those big telecom
companies refrained from going to Africa
license were going almost for free but
uh nobody wanted to do that uh because
you're afraid of Africa we know there
are issues with Africa but there is a
huge gap between perception and
reality and whenever is a big gap
between perception and reality there's a
wonderful business opportunity and that
that how we made our our
Fortune uh my leadership style actually
I think is is an inclusive an inclusive
approach uh it starts from I really
don't know a lot of things and uh that's
not a problem uh the problem if you
don't raise your hand and say I don't
know then you'll always remain ignorant
and you're are likely to make a lot of
decisions and then I have seen in my
career a lot of my managers fail because
of this arrogance uh they are afraid to
raise their hand and say I don't know
when they don't know uh but uh you need
to include people listen to everybody
but then once the decision made you lead
from the front then it's finished it's
done then you go ruthlessly and do it uh
so but then you have your people behind
you and uh you so we need this Clarity
he give people chance to really uh add
their views and inputs they are in
better situation better position to make
a decision and once you make a decision
everybody falls in behind because they
giv a chance that is a way really to to
to uh uh really uh uh uh move forward
and I think that that's that's useful
openness and
decisiveness really the
best advice I can really can give if I'm
uh arrogant enough to to give an advice
to anybody is that please don't lose
sight of Common
Sense common sense is the most important
tool for any pie people don't get
drowned and jargon slogans and all that
that that uh cotton stuff uh Common
Sense common sense and never take
shortcuts I think this industry is
really have still a lot to go it's it's
changing the world around us
it's changing really the way we're doing
business the way we're communicating the
way we're
socializing and in Africa for example I
mean it's strange I mean we we money
transfer by phone is we are leading we
are leading the whole world about money
transfer you don't need now your credit
cards really you don't need to carry
cash your mobile phone I look forward to
the mobile phone carry your passport you
don't need to carry B you can have the
chip inside your uh uh your phone and uh
I would like the time to see when people
are born they are given a phone number I
think that's more important than than
any other information uh there's a lot
yet to come

---

### Profile: Andy Green, Chief Executive Officer, Logica | London Business School
URL: https://www.youtube.com/watch?v=Jf1Dq75pCVY

Idioma: en

my father was a businessman you know ran
a scaffolding company in the Midlands
and I'm at heart I've got this metal
Basher piece to me about making things
I've never actually been involved in
making things in the oil industry and
then Consulting and then BT and telecoms
and out logica but but I've loved it all
the way through and I particularly like
international business you know I love
the idea that I'm able to go out and
operate and add value to people all over
the world navigate my way through
different cultures help people
understand how to do business together
to create value there were there were
two very formative periods for me
firstly joining shell which is a
fantastic Global operation it gives
young people real chance to take
decisions and make mistakes early uh and
learn from those mistakes and then when
I went to BT I was just lucky to be
given a whole series of crises and you
know one of the things I talked to
people about is how if you are in an
organization where there is a crisis
then run towards the fire get involved
because you learn so much you learn
about who you can trust who can really
keep their head calm and get on and work
out answers you learn about the
importance of pace and of of urgency but
you also learn about how dangerous it is
to sort of spread panic and and cause
difficulty so you when you're involved
in those detailed negotiations around
Regulatory Affairs which have to be
finished by a certain day or fixing a
big service crisis that needs you know
has lots of people hanging on it then
you really learn those characteristics
of a leader about about how you build a
team that can operate really well and
under intense time pressure electrical
and electronic Engineers tend to think
there's a right answer to everything in
chemical engineering you use lots of
different ways to come to an answer and
effectively you end up in one part of
the world where things blow up and
another part where they don't and as a
leader I generally just try to get make
sure my organization is operating in
operating the place where it doesn't
blow up and I don't think there are
completely black and white answers to
business issues everybody says that I'm
too intellectual so I have to be very
careful about these things but what I'm
trying to do all the time you find me
talking a lot about Vision a lot about
values about getting out and
communicating with a lot of people about
what we're all trying to do because what
I do know is in a big Global Services
organization you know we're 39,000
people operating all over the world if
you make all the decisions come up to
you you're going going to be too slow
and you cannot understand what's going
on at the client interface you know
we're an organization that focuses on
client intimacy so my style is to try to
get enough communication about what
we're doing done so that people who have
much more information about any given
situation are taking the same sort of
decision as I would take were I there at
the time know I've I've learned from a
lot of CEOs over the time I think
probably Ben V summed it up best for me
and I feel closest to what he said to me
which is you know the first thing a CEO
has to do is set the tone you do have to
get your vision your values the ethics
of the company the the way it works is
it hierarchical is it open do you
communicate widely you need to get that
tone of the organization so it's it's
synced in that it's effective in the
marketplace and it works with the
leadership of the company second thing I
think you need to choose the right
people you know if you got this idea
that somehow doing a lot of work is a
good idea of a CEO that's a bad thing
you know really what you need to do is
make sure you've got a group of people
working with you along across the
organiz
organization who can really deliver an a
a great deal and you know spending time
making sure that that all those people
are aligned and can move forward
together incredibly important and of
course strateg is important you know I
think the thing I've added to Ben is I
leave about a third of my time for
managing what I call issues it can be
anything you know one time it can be a
shareholder issue you might need to
raise funds another day there always
something comes up in a CEO's life and
if you haven't got the room to be
dealing with it piece of m&a it could be
all sorts of things you know if you
haven't got the room to be dealing with
that then your agenda gets pushed around
too much so you know I absolutely think
you need to be able to take some time to
manage whatever you consider the issue
of the moment so as an organization what
we are looking to do is to really show
how we can add value by being highly
focused on developing client value and
we haven't got a one of those normal
goals that says we want to be biggest at
that or that so we we tend to measure
that against a balanced scorecard about
client reputation people reputation
because we're a people
business higher margins than and higher
growth in the market than our
competitors now we've got a long way to
go to get there but that's what from a
business point of view we would say that
the world looked like plus the idea of
being seen to positively contribute
towards the big challenges of the globe
today those would be the direction we
would go in for me personally I've got a
big thing about sustainability
personally I would like to leave logica
in great shape and for my successor to
go on and have a really Splendid time
making it even more successful because I
think that's a very important issue for
a CEO and then the rest of my time is
around very much around UK
competitiveness I'm working with David
Willits on the space uh industry and how
we should develop a UK space industry uh
working on E skills agenda in terms of
what we should be trying to uh encourage
young people to do to bring the
technology skills to bear that the UK as
an economy needs in order to be able to
grow its way out of the current crisis
one of the things that saddens me is
that fewer and fewer young people
particularly in the west seem to be
attracted to business as something to do
and you know I do a lot of work on
skills with es skills UK at the moment
trying to make sure that we help people
understand how much fun you can have uh
around technology the way it's changing
the world and the the way you can work
together with other people to create
great results I'm very optimistic about
the future you know I'm I'm big on the
whole sustainability agenda and you know
that the challenge is massive three B
billion people when I was born in the
world 12 billion when I die we have to
do so much in order to innovate as a
human race to to find our way through
that I find our company at the heart of
that the things we're doing on electric
cars whim farm management emissions
management you know and I very excited
about the Ingenuity my people and their
Partners across the world take in
addressing these crucial issues and I
think you know as Winston Churchill says
anyway everybody should be an optimist
what's the purpose of the opposite

---

### Profile: Paul Bulcke, Chief Executive Officer, Nestle S.A. | London Business School
URL: https://www.youtube.com/watch?v=fOCFEMDfs-o

Idioma: en

I think to go in business uh the driver
behind this was more my interest of of
of doing things I think uh I truly saw
also that uh it is the industry it's it
is companies that are a very very
important part of of of the society the
creating value in society the the
creation of jobs the creation of wealth
value in general is done by companies
but also the fact that you can create
something with people um together looks
like a good uh something that always
fall of my interest that's why then
people inspire me my father was in
business so at the end of the day uh
always somebody around talking about
business and doing things and a good
year bad year um competition is there so
we have many elements that are to quite
interesting for me what you learn with
with perspective about a career and how
you build up a career the most important
part is to understand that the career is
a a long distance
run uh don't be too nervous but trust
yourself don't condition your
professional happiness with with the end
station if you say I going to be
professionally successful only if I
arrive to that job then you condition
your life in a very dangerous way
because then if you don't get there then
you actually feel as a failure so it is
more the journey that should be of your
interest it is the journey that comes
and enjoy the journey you should enjoy
what you do and not condition too much
of where you get and guess what and when
you do the right things you do it with
passion you work well with your
colleagues and uh you work well with
your peers uh eventually that the the
the the promotions and interest in
getting higher into the hierarchy is
coming then with time but only with time
in aligning a in a company the people
towards a common purpose first of all uh
we share the the same uh uh principles
as persons and all that but that's the
first condition the second dimension is
that you really have a compelling dream
or Vision as we call it it is it is a
little bit the definition of the hill to
take and and and that has to be very
simple very straightforward we inly we
we call the one pager the road map which
is basically saying what we want to do
how we going to measure our success over
time what we're going to leverage as
competitive advantages where we going to
look for growth and how we going to
organize to do that all effectively and
efficiently and that all based on our
corporate culture and principles that's
a one pager everybody sings from the
same song sheet and but it's very simple
people can understand and when you have
then that purpose then it has really to
Rally the people and put the right
people in the right place
and put leadership into the all the
levels of the company it's very hard for
one to speak about his own leadership
style but what I like and what I feel is
a strength that one can have in a
company is really to inspire people I
really team player I do believe in the
one plus one is more than three it's 11
um you see um when you manage a company
as big and diversified and also as uh
localized as as as Nestle you have to go
through people you have to trust people
and um so and that's a very very
important Dimension and in in in
leadership I think is just to to be
there for your
team and to really Inspire your team and
then create the alignment and that's
also part a very important part of
leadership is somebody who can bring
people behind as a common purpose and
motivate them to identify them
personally with that purpose it is only
when the personal objectives are
coinciding or falling together with the
objective of the company that you have
very good Dynamics and that is all about
leadership somebody who just make that
happen that coming together of personal
in U objectives and aspirations with the
aspiration of the company I'm 31 years
now in estle we have many people many
years in Nestle so you some many you
share the common uh values and
principles we are a very principle based
company we are not a rule based company
I've been wly out of my country which is
Belgium I actually never work worked for
nle in Belgium uh so out there and have
lived in many many countries for nle and
always saw these Dimensions coming back
the principles that we working in with u
our our corporate culture that is very
very explicit there's a lot of
interaction I travel a lot we see the
operations and countries and we try to
do town halls or question answer
sessions and there you connect again and
and guess what uh you may be talking
about quite a sizable company and yet at
the same time when you do that and you
do that of you get you get to quite a
lot of people in in a short time time
frame and then also be very consistent
there is no such thing as all of a
sudden a new purpose or a new vision you
have to adapt you have to adjust you
have to you have to you have to uh be
aware and sense what's going around you
you're you're not alone in the
marketplace so competition is doing
things you have to be flexible yet at
the same time that long-term inspiration
that line where you walk on is quite is
is quite stable uh to to a certain
extent so um that helps too business you
have to see the long term always always
try to combine long-term inspiration
short-term action if you would sacrifice
the longterm for the short term then you
may get into the trouble we were in a
few years ago when when you see and
starting to have Dimensions the lack of
perspective and going after really the
short short term you can take all the
livelihood of Tomorrow out of your
business so you have to you have to
maintain context in your business
another good piece of advice is that a
business should also link up with
Society at large in a positive way where
we are quite a sizable company and a
sizable company like ours has to link up
its own business so it has to be
successful by linking a positively
Society at large that is what we call
internally creating shared value means
that whatever we do in every part of the
value chain uh we have to create value
for for the company shareholder value
and yet at the same time we have to
create also value for Society at large
that means linking up positively
creating a positive contribution to
Society at large it's only in these
Dimensions long-term projected that a
company can be successful as also
Society can only be successful when it
has a very good and thriving economy

---

### Profile: Peter Sutherland, Chairman, Goldman Sachs International & London School of Economics
URL: https://www.youtube.com/watch?v=eHzSTx0zUWg

Idioma: en

my career has been multifaceted uh I
started as a lawyer I was a barister for
13 years then I was in government as
attorney general then I was a
commissioner for competition and
competition policy being of course
directly related to business
um introduced me to a different type of
life when I left the Commission in
1989 I was invited to join the boards of
BP and to become chairman of a bank in
Ireland IED Irish Banks which I became
chairman of remained there for about 3
years uh then I came out um to go back
into public service which is my real
love not business and um became director
general of the general agreement of
tariffs and trade
and at the very beginning the
WTO when I left it in 1995 I rejoined
the board of BP as Deputy chairman to
become chairman of BP in in
1997 which I remained for 13 years and I
also became chairman of Goldman Sachs
International which essentially is
Europe um and um I've continued with
both of those up to very recent times I
retired at the end of last year for as
chairman of BP but have remained as
chairman of Goldman Sachs International
as long as as well as taking a number of
other positions and being chairman in
particular of the London School of
Economics the people who inspired me in
my career really were not in the
business area um they were in the
political sphere um particularly I would
say Jac delore in in Europe I've always
been a very firm believer in Europe in
European integration and he had a
particular particular inspiration effect
on me and another figure who was an
economist and um prime minister in
Ireland Garett Fitzgerald who I served
under in government I've never been
really inspired by U business as such uh
business seems to me to be um something
which I've enjoyed and which I think
contributes positively to the world in
which we live but it has not been the
main focal point of of my existence even
though I've spent a considerable number
of years years in it in the end of the
day there are different types of
business
leader and I was parachuted really after
a career in public service into senior
positions I didn't climb the ladder in
the ordinary way so I've always been
concerned with leadership and leadership
in business as another forms of life
seems to me to give rise to two
different types of personality it in
some instances you have the autocratic
businessman the man who
leads by
uh I won't say quite dictat but less by
consensus and more by his own
judgment and the other type of of leader
and these are two very broadly defined
categories is one who
seeks um leadership through consensus
and through collegial
ity um obviously there that there's a
huge spectrum of different types of
leader between those two
extremes and uh I suppose that I see
myself at least as being more on the
Collegiate consensus model uh although
hopefully from time to time being
prepared to take decisive positions on
important issues where it's necessary to
do so the essentials for personal
and U corporate
success relate to a an ability to lead
from the
front by
management not simply to drift with the
mood of the time but to look to decision
making
which involves often
change and the recognition that the
world in which we live is changing
fundamentally the business world to me
has acquired a reputation um which in
general has not been justified by what I
have
seen companies are typ
cast uh companies in the end of the day
are led by
individuals they have companies have
different types of culture that's
undoubtedly
true but I think all of of them have
that I have experienced have a much more
caring side responsible side than
they're given credit for they're
presented often as machines for profit
whereas any company that actually
operates solely on the basis of concern
for profit is not best representing its
shareholders interests because I think
companies have to also reflect the norms
and values of the society in which they
live and when they
transgress and I've seen examples of
that obviously H when they make mistakes
then they pay for it and um
ultimately business therefore demands in
its
leadership I believe a broader
perspective than the simple profit
motive because the long-term interests
of of a company and its shareholders are
in responsible governance and facing
issues responsibly

---

### Profile: Dr Chris Gibson-Smith, Chairman, London Stock Exchange | London Business School
URL: https://www.youtube.com/watch?v=cprIhOjelRI

Idioma: en

I I'd spent six years in University I'd
done research and I think up to that
point I'd been deeply inspired by a
father and son physicist pair William
and Lawrence
Bragg and they had won the Nobel Prize
for an equation in Lambda 2D s feta
which describes the path of high energy
particles through an atomic ltis and I
was doing a PhD that used their equation
every day so I thought deeply about
doing pure
science but I'd also grown up in the
world in South America and in Asia in
the end that one I wanted to do business
because it got me out into the world and
so I joined a company that gave me
Global access this is Back in
1970 uh fully us using everything I
learned in University and that
combination was just perfect and so I
joined the oil industry became an
exploration geologist and immediately
went to Canada to learn my trade and it
was a perfect beginning when I looked
back on my business
career uh I'd taken my science a long
way and it was science in a business
context so it was sort of 75 science 25
business uh and then in my mid-30s I
would was the my company's Chief
scientist and a member of the board
approached me and he said you should
really go to business
school you can't spend the rest of your
life in business with this balance and I
resisted that and in the end he won and
I went to Stanford and I did a master of
science in business and that was the
most important thing that happened to me
in my entire business career and it
changed the balance so I became 80%
business and 20% science
and that was the rest of my career I've
worked in in half a dozen Industries in
depth and I've found the same thing
wherever wherever I go every sector has
its own technical knowledge and you have
to master that knowledge otherwise you
can't be in the
sector uh but above that the thing that
is true particularly as you rise to
levels of leadership and Senior
Management it's the ability to think and
act that the thinking creates the
context the framework the vision the
intention but it has no meaning unless
you act but the action has no Focus
unless you thought and it's this balance
between deep thought and precise action
that produces effective results it
slowly dawned on you that if you kept
being successful and and that was a
surprise because you hadn't thought
about it and you were dealing with very
complex things as you stepped back and
asked yourself why it was because of the
quality of the people you worked with
and the way you worked with
them overwhelmingly it was the way in
which you interacted with people that
was at the center of One's Own ability
to contribute and unquestionably I
learned that lesson in business it's
true in life but and it Remains the most
important thing about doing business for
me I'm in emphatically clear on my
duties as
leader so I carry an
unassignable responsibility for the
future of my
organizations it is not dilutable but it
is completely
sharable and so uh I think a great
deal and then I involve people and the
organization and they solve all the
questions my real task is to figure out
the questions and then give it to other
people to work out the answers and I
think I do that in a repeated pattern
wherever I
go yeah in my role as chairman of the
the London Stock Exchange without
question there are two linked elements
that give me the the most
satisfaction uh the London Stock
Exchange is one of the world's great
Brands and so we participate in the
global policy debates on the evolution
of the financial systems for the world
world and that takes me to Beijing to
Moscow to Washington as well as London
talking policy with with treasuries with
Regulators with Finance
ministers and then that also
simultaneously takes you into the
developing and emerging world and that's
where the most interesting action on the
planet is going on so you're in Beijing
or you're working with the Shanghai
stock exchange or you're twinned with
the Moscow Stock Exchange or or you're
down in Brazil talking B to basa or
Argentina and so you're right on the
ground at the point where this
revolution is happening and you're doing
it at the highest level and those two
things together make the job
unbelievable I'm in the finance sector
uh in the Securities markets and they
are in in various stages of
Revolution so we've got the post crisis
regulatory re Evolution which must
happen uh the track that was followed of
markets being
self-regulating if I had understood the
extent to which that was held as a
belief I would have been in open Revolt
because it's
nonsense so we must have effective
balanced
regulation uh the finance sector is
Central to the possibility of modern
societies absolutely Central and there
are two sectors like that the other is
energy but they both require massive
regulation to keep them in balance with
serving the proper needs of the
societies that they exist to
serve and so this regulation Revolution
is going to cause lots of rethinking
then there's a technological
revolution in the Securities markets
exchange uh sectors We Now find our
activities limited by the speed of light
now that's a very interesting place to
find yourself in business that you're
now affecting business transactions in
competition with others where light
speed
matters and that's a metaphor of the
technology changes and absorbing those
changes and understanding where they're
going is Central to maintaining
stability as well as progress into the
future and then within those two
contexts there's an explosion in ideas
about money
and it's led by Nobel Prize winners in
mathematics and economics it's led by
graduates in mathematics and statistics
it's just led by clever
people and the challenge is a to invent
these new
ideas and then to control them because
we've just emerged from an explosion
without
control and that could destroy our
society so the Innovation is a must for
the future of the people of the planet
it but so is the balance it's a very
very interesting sector to be in right
now

---

### Profile: Warren East, Chief Executive Officer, ARM | London Business School
URL: https://www.youtube.com/watch?v=dh1B0VndyVg

Idioma: en

do you know as long as I can remember
I've I've wanted to be in in business uh
I when I was growing up you know people
talked about you want to be a solicitor
or a doctor and all those sorts of
things actually I did have a flation
with medicine but uh but I pretty much
always wanted to be in business
something to do with making things in
the the high-tech industry uh it's very
competitive uh and it's very Global so
uh the things that one's looking for for
success is a keen awareness of what's
going on around you in in the World At
Large not just in your own Market sector
because Market sectors can change very
quickly regions can change uh so we're
looking for in when we look for
individuals to to employ we're looking
for that attitude that is competitive
that is aware of what's going on around
uh and is creative the good thing about
working for a company like arm
particularly for Creative engineers and
and we employ perhaps two-thirds of our
people are Engineers they're essentially
creative types they love seeing the
fruits of their labors in real products
you can go down the High Street and I
still find that satisfying I love going
to the dutyfree at Heathrow Airport
while I'm traveling somewhere looking at
all the the electronic products and
counting up the number of uh number of
armed chips that are that are in there
is just hugely satisfying seeing the
fruits of one's labors actually making
life better for
people in the role of uh CEO in a
technology company then um you know
things things change uh over the years I
think I think the variety is something
that I enjoy um it's hard work uh it
moves fast um your competitors today and
never the same as the competitors
tomorrow uh and somebody who's perhaps
been a collaborator today to turns into
a competitor tomorrow but it's that
variety uh that I find really
interesting uh and what I find
satisfying with an engineering
background is it's an opportunity to um
to to work in a business that can really
make an impact on the world we can
create things and we can really make
change the last thing that happens for
me is autocracy although unfortunately
some people do tend to say you know
we're doing it because you say we ought
to do it and I do find this very
frustrating I'm a firm believer in in
two heads being better than one uh and
teamwork and respect and and that's what
I strive for in in in leadership uh
however somebody has to be the leader uh
and since I'm also a firm believer in in
things getting done by actually doing
them somebody has to make sure that the
things are done uh and provides a a kind
of path forward for an organization as a
whole uh and that's that's really the
role of the leader communication is very
important
uh and no matter how many people you
have in your organization then you
always have to remember that you're
communicating with people in your
organization and if you're sat away in a
back room dreaming up lots of strategy
your organization isn't going anywhere
yes that strategy needs to be needs to
be dreamt up and it needs to be led uh
but actually things get done because
thousands of people in the organization
are actually doing them and that means
the leader is communicating all the time
uh and once people are listening all the
time not just when you're talking
directly but perhaps even um even in an
interview like this or in a newspaper
article uh people within the Enterprise
are listening to the leader you know we
need to look forward five six seven
years out into the future what people
will be using but at the same time we
have to remember they're using that
techn or they're using technology today
we designed some time ago and so you do
have to uh have to be able to to look
ahead you can't look that accurately
ahead so you need to look ahead in
generic terms and translate those
generic inputs into something very
specific today to delivering products
today when I look at our industry the
semiconductor world and the world of
electronic technology over a 10year view
uh I can see it changing interestingly
inside the technology business doesn't
change as fast as it looks like it
changes from the outside uh and that's
one thing to remember so when you get
very excited about some new tech
technology it actually takes forever and
a day to that for that technology to
find its way into the marketplace and
you know time scales of 6 to8 years are
not at all uncommon in in the world of
semiconductors um but I do see uh if I
look over the next 10 years or so um
great things for technology you'd expect
me to be an optimist um but I want
technology to be our slave rather than
the other way around and uh that's
that's part of what lies behind what
we're doing at arm we're designing our
technology into real products to make
lives better for people

---

### Profile: Stephen Olabisi Onasanya, Group Managing Director and CEO, First Bank of Nigeria
URL: https://www.youtube.com/watch?v=U06G8vPrDyE

Idioma: en

I'm an accountant I'm a ched accountant
so why am I in banking I think that's
the question to ask me um because it's
the Bedrock of any economy and I was
particularly inspired by my mentor who
is at one who was at a point the
governor of the Central Bank of Nigeria
he was also my managing director in the
bank Chiefs Joseph s and I was just
impressed by his I you know one thing
about banking also is that he makes you
modest and those were the things that I
saw in him and I said wow this is what I
want to be a
banker most failures in life are people
who quit the stage when they didn't know
how close they were to success at a
point in my life in my career I got so
disillusioned that I felt like leaving
quitting I had been on the same grade as
a deputy general manager for 10 years
there was nowhere else to go I looked
forward to being appointed onto the
board as an executive director and it
just wasn't happening and I had people
whom I helped to recruit into the
institution moving above me and being
appointed you know directors ministers
and I felt that's it I was going to quit
but I had the support of my wife my
darling wife who kept on saying no don't
and honestly just at the last moment of
taking that decision which I would have
regretted I got an appointment to become
an executive director in the bank and 6
months after that I became the group
managing director which means that if I
had quit 6 months earlier I missed the
opportunity and I will not be here today
the most interesting thing in my present
role is the fact that I am taking over
this role at the most challenging times
in the history of the bank my bank is
about6 years old and you have an
institution with that kind of History it
goes through
circles we are at a period in the
history of the bank when we need to
rejuvenate we need
to look at the past look at the future
and fine tune the institution and that
challenges me a lot I am somebody who
believes that things cannot be done the
way it was done yesterday you've got to
continue to reinvent yourself so I'm
going through that and in doing all that
you wake up it's a different assignment
you wake up today is different for what
you did yesterday and it challenges me a
lot if you believe in yourself as a
leader you should strive as much as
possible and take pride this is what I
do in not taking fully baked materials
because it's difficult to mold them I
like to take them very young Drive the
passion that I have into them and what
you get is 10 times what you would get
from the so-called fully big people so
my leadership style is participatory I
encourage the young and I allow them to
make mistakes and I forgive them for
those mistakes because when it makes
mistakes he learns from those mistakes
he will never make them again when you
run a banking Institution you cannot
stand a test of time or a test of close
scrutiny if you don't have good
corporate governance it doesn't matter
where you got it from it doesn't matter
whether you can explain the source of
the wealth if it's above your earnings
as a banker you are getting it thrunk
fire the person no good bank can stand a
test of time if it's built on weak
corporate governance
if it's also managed by people who lack
Integrity it's not just enough for you
to have integrity you must have top top
level Integrity if you look at banks
that have failed beneath it is people
people who have ruined the institutions
due to their sharp practices lack of
Integrity weak corporate governance
domineering leaders and so on it runs
through you can't get away with it
you've got got to be able to prove that
you have integrity and you have strong
corporate governance and you can't you
can't run away from it it's so
fundamental what will drive change in
the banking sector in the next 10
years I think we need to move away from
the mindset that the bigger you are as
an institution the better better it's
not about size and I'm talking about
Banks
particularly we've been coming from an
era in which there was a craze for size
people went on to raise capitals that
they never needed forgetting the basic
principle that there's a theory of
optimum Capital requirement and when you
have too much money on your hand your
risk appetite tends to increase and
that's what happened now you tend to go
into things and areas that are not in
any way banking related and so what
would Define the future is is how much
we have learned from the history and
experiences of the past in building a
robust risk management framework for the
future

---

### Profile: Rakesh Bhasin, Chief Executive Officer, Colt Technology Services Group
URL: https://www.youtube.com/watch?v=ECz5Hk3ikxE

Idioma: en

growing up in India you uh you know
you're told because of economic reasons
not I'm sure you know desire of you know
learning only uh I was studying medicine
I started out because medically you can
get a decent job when you get out of
medical school then I didn't want to be
in school for that long so I decided to
change to
engineering I was okay in math so I you
know did okay in engineering and when I
came out of engineering schools uh I did
not want to just stay in touch with
technology and I want to deal with
people and obviously want to make
opportunity to make more money at that
young age and uh that got me into sales
and business and then uh some
entrepreneurial you know Drive I always
had to run something on my own which uh
kept me going towards the business
Direction one of the things I you know
learned very early days is uh being
transparent and authentic uh and I that
always serves me well I find it very
efficient so being direct with my
Workforce with my board my shareholders
as well as my customers always been very
helpful uh holding information cost time
and money uh so for us being direct see
you know even it's sometimes ugly truth
but telling the truth to your Workforce
directly at I think is very helpful and
that's works very well for me I've been
told many times like Japan don't do that
don't have a confrontation with employee
base like this but to me you know if
you're genuine does doesn't matter which
culture you're working in people are
smart enough to figure that out and you
can't just learn through books only you
got to be there and being in the middle
of Japanese environment for six plus
years uh you know there was a fabulous
learning experience you know how or
gations work how or decisions get made
how things you know people talk about if
you heard of principal
Kaizen kaen is you know it's a simple
principle you know continuous
Improvement on the work
floor
and the way Japanese has processed that
Kaizen principle it can apply anywhere
globally so I applied Kaizen in our
Indian operation in Bangalore so we get
similar quality talk process implemented
in India with Indian Innovation at it on
top of that I think to us that
combination of those things you can't
learn through books for me at least I
can't learn those through books you got
to be in the middle of those things to
be to able to have a good learning to me
to be honest CEO or any other level of
general manager is not significant
different there is ownership the people
who rise uh can make DEC who can make
decision and own those decisions and the
consequences of those decisions I think
that to me that's always been the key
even I'm working as a salesperson or an
engineer if I if I'm going to make a
decision I want to own that decision and
live with the consequences of those
decisions now we are in service business
and uh getting those people motivated
and charged up and delivering a service
to
clients uh is our business uh and and
making sure looking at in very different
ways to keep my team in know you know
innovating and serving with with high
energy is our goal and that keeps us
going I think creating a corporate
culture is uh a lot easier in my view
because I've been involved in some
startup environments but if the culture
culture is already
established uh changing that culture is
I find the most challenging part and
that keeps me going and that's still
continue to be my biggest Focus changing
culture across 14 geography is even more
challenging uh because of cold history
there through a lot of ups and downs of
some Market reasons some multiple
leadership changes reason we built a lot
of cynicism in an employee base and
getting rid of that cynicism and
recharging the employee base with a
common purpose that's the biggest
challenge and once I get that right I
think we we will beat anybody in our you
know Marketplace we have learned as
organization in last two years more than
we learned in probably 15 years plus
before you make much faster
decisions uh you much make much more
smarter decisions in a bad times and uh
I think you know learning real real
learning takes place in challenging when
the things are going too easy and you're
growing uh I think learning is not you
know is not one of the things you you
get at that time but it what we have
learned in last two years uh it's an
amazing as an organization we have
gotten much smarter uh we got more
profitable in bad times I know our
Revenue didn't grow as fast as we were
growing a couple of years ago but as a
business we are generating more cash and
become more profitable because we stop a
lot of wastages because all
organizations waste a lot of uh money or
resources in Good Times in bad times you
learn to become much more efficient and
that efficiency base can help you in the
future good times as well so we are we
are as organization very optimist

---

### Profile: John Connolly, Global Chairman, Deloitte | London Business School
URL: https://www.youtube.com/watch?v=YsyiW-CCdzs

Idioma: en

to the London Business School this might
might be a surprise but I actually left
school when I was just 16 so at that
stage you know I wasn't planning a big
business career I do remember when I was
I think much younger even 11 when I went
uh off to be interviewed to go into this
very smart uh uh Catholic grammar school
and I was with my mother and this
frightening Rector who was there and he
he looked at me and said young man what
do you want to do when you leave school
and I said I wanted to be a footballer
and my mother interrupted and said no no
he wants to be a lawyer now maybe that
maybe that stayed with me and eventually
I actually went to train to be an
accountant initially probably the most
valuable experience I had was very very
early on um when I was
26 um uh I've already mentioned I I
started work quite quite young so i'
actually been working 10 years when I
was 26
but I became a partner in the firm and I
was offered the opportunity to go out
and open an office for our firm in the
Middle East Dubai now this is uh this is
30 years ago so think about uh uh the
Middle East at that time but it turned
out to be an amazing experience it was a
time when the Middle East was starting
to really grow it a very commercial area
even then and I just gained a great
commercial experience at that time and
it's been valuable for me throughout my
career I think the best uh advice I ever
received
was from uh really a bit of a mentor who
was a client outside of the business who
I'd worked with who told me not to leave
my current job at that time I was a
young man lots of uh opportunity uh but
was doing very well in the company where
I was and uh you had a big opportunity
thought I'd pursue it but he saw that
perhaps one day I would be the leader of
the company I was in his advice was
don't leave now frankly often that is
advice that you shouldn't take because a
bit of variety is is good for you but
but for me that turned out to be very
good advice you need to be an expert in
something first of all it doesn't matter
which field you're an expert in but
you've got to have that intrinsic
expertise in one of the areas but
ultimately because we're a Professional
Services business what you also need and
it doesn't matter what your skill base
is is you have to have really a passion
for for for for working with clients for
solving clients problems for helping uh
our client businesses be more successful
and that's what really is going to
differentiate you I've really got two
roles in the in the business at the
moment I'm the global chairman which is
a role I've had for three years but for
longer than that I've been the chief
executive of our business uh here in the
UK and uh undoubtedly the uh the two
features of the business and I I get
asked this question often the two feates
of the business that I most enjoy are as
followers first of all I love winning
you know I am very very competitive uh
all businesses have to compete just as
sports teams do and I I really do love
that that competitiveness uh that that
that winning of business uh the second
thing and I I guess over time this has
become the case I really enjoy working
with younger people developing younger
people um you know we have outstanding
uh young people in our organization and
to see them tackle you know increasingly
at younger ages complex issues deal with
big things for us is just fascinating I
never ever uh get uh get used to that
and I really enjoy it I definitely um am
the kind of leader who recognizes that
success in our business is all about
many many many people uh being motivated
to make the business succeed and
therefore I think uh being an
aspirational leader uh being the kind of
leader who recognizes that even when
you've got to have uh tough meetings
with people and sometimes you have to do
that you want those people to um lead
the meeting Feeling Good Feeling uh
empowered feeling inspired about the
organization so I I'm the kind of leader
who likes to have a very positive impact
on people um you know at the end of the
day if I can create the kind of
environment where very smart uh people
can be even more successful then that uh
enhances the performance of our own
business at the same time I'm uh I I I
I'm really have a bit of a name for
being fairly bold with ambition I like
to set very very big targets uh and uh I
always do say however that nobody ever
has to under WR a Target you know I like
people to buy into to big bold targets I
like them to feel accountable for them
but nobody has to want to WR to Target
if you if you get a an environment where
people feel that that's uh the nature of
the business then you get a blame
culture and you definitely uh you
definitely don't want that final thing I
would say is you do have to know the
detail uh people have to recognize that
uh uh you do know the detail and they're
not going to catch you out on that and
you are going to catch them out on it so
that's a key part of being a strong
leader as well businesses going through
CH change at the moment I guess um uh
for us uh we we we have to recognize
that a big part of what we do is
regulated uh and uh we have a very very
important role around the capital
markets there have been failures in the
past uh uh in in the corporate sector
where I mean we've seen in the financial
services uh uh debark over the last few
years where where you know first of all
the the blame is placed upon uh the
directors of the companies involved and
then we look to the Regulators then we
look to government and then we look to
professions like mine so uh we have to
recognize that uh you know we have a
huge role to play there are very high
expectations for us and um you know
frankly uh we have to be more attentive
uh to this side of things we've got to
recognize that a lot of it it's about
perception um and uh just because we
might argue that uh uh for example uh
providing services to a wide range of uh
uh companies not just auditing Services
uh that that doesn't create a problem
but the perception might be that it does
so we've got to be very very aware of
that

---

### Profile: Vittorio Colao, Chief Executive, Vodafone | London Business School
URL: https://www.youtube.com/watch?v=QFqtWHgOScI

Idioma: en

I would say I I come from a very
academic uh um background because my
University gave me the kind of very
strong basics of business but the MBA
gave me reality and and this ability of
seeing things from different angles
always trying to see the angle of the
other party I think is what you learn in
NBA which is invaluable in in life you
realize it later but it's invaluable
when I wake up in the morning I have to
say uh I am excited by the uh by the
fact that I know that during the day I
will meet very interesting and very
diverse people Vodafone is a very
diverse company we are truly
International we are based in the UK but
we don't have a home country really we
have uh you know operations every 30
places in the world and uh the diversity
of my colleagues the different ideas the
different ways of looking at things are
intellectually uh very very fascinating
I am uh my wife would say that I am too
much always on I am personally always on
I I I turn off my phone only when I'm uh
many times ones away and I really need
to sleep uh or when I'm in the water
physically in the water but in any other
situation I always have uh access access
to data access to my contacts and
everything else and I find it contrary
to some perceptions and people say oh
but this is horrible you don't have uh
uh personal time and actually say it's
exactly the opposite I have the luxury
that I can be where I
want and eventually follow up business
from uh uh Wherever I Go I mean last
weekend I've been in a beautiful place
in the Italian Alps cycling with friends
and uh and still I have done a lot of
work uh during breaks and during uh uh
and during uh the time where and they
couldn't have done it uh five years ago
not not even 10 5 years ago it would
have been impossible I should have
stayed in London and instead I have got
a perfect uh a perfect uh uh sport time
with some work in it the
transition from manager to leader is uh
uh takes time uh it's a uh uh it's
mostly uh a transition on uh making sure
that the goals are clear as opposed to
making sure that the actions are clear
when you manage you like quick and short
feedback times and uh you have the
opportunity to uh make uh uh changes or
Corrections if things go wrong if you
have to lead you really lead other
people so the goals and the common
achievement becomes very important and
you have to learn that sometimes you
have to delegate get the actions to
somebody else and it's something that is
not totally natural to the human
psychology and and you have to learn and
sometimes you have to just uh practice
it I think a CO is the captain of a of a
of a ship and takes the ship from one
place to another receives the ship from
the previous coo has to bring it to the
next Harbor or the next uh port and then
another one will take it to the next so
it's a long trip and your job is to make
sure that uh you you really uh prepare
the company in terms of people and in
terms of assets uh in the best possible
way for the trip and and I mentioned on
purpose people and assets because uh
these especially these very large
companies uh are really never
exclusively based on right people and
never exclusively based on right
business decisions the two things uh
influence themselves a lot I allocate my
time uh uh I would say probably 50% of
my time uh in a regular basis on a
regular basis and 50% of my time
depending on what I need to do or is
more urgent or is more
important um in in my I mean in my job
you can interpret the job in many ways
and I interpret it one3 is strategy
oneir is business Commercial and one3 is
people this is basically uh the
allocation and then of course you have
to balance internal and external but uh
I really I really believe in balanced
CEO's roles I don't believe in pure
strategists or at least I am not a pure
strategist but I also don't believe in a
c who does only operations so you need
to balance the three aspects I am full
of admiration for people who in politics
in uh uh in sport in uh in the academic
world are able to see these continuities
and to convince people to follow them in
this continuities we are at Von and in
our industry facing this big
discontinuity of the
ubiquitously permanently connected word
how to prepare ourselves uh to that and
how to lead people into that is is a
great thing I see in other sectors there
have been fantastic changes and
Transformations I always look at leaders
who have been able to lead their people
through those changes in a reassuring
way which is also very important

---

### Profile: Peter Voser, Chief Executive Officer, Royal Dutch Shell | London Business School
URL: https://www.youtube.com/watch?v=KqDV2zOKROI

Idioma: en

I really wanted uh to join a global
company because coming from a small
country like Switzerland I felt I want
to go out into the world and through
business actually um constantly learn
and constantly um build my knowledge up
so that I can contribute and give
something back one of the most critical
learning is actually when you move
around the world with your family and
you are just taken out of an environment
a culture um being a business or
privately where you know everything you
actually I think you control most of it
and then you put somewhere and we do
this a lot in Shell as we have got six
seven 8,000 expatriates who CH change
every four five years the country and
the job and then you get into new areas
you don't speak the language you don't
don't know your way around it is yes
it's a shell company but it is different
the culture is different so that is
actually quite a challenge and you never
know if you and then your wife your
children if they can adopt if they can
actually drive you forward so this was
always a concern to me but it was a
great learning uh for all of us uh and
the family because of that is actually a
very close family very close together
because we always had this experience
together you have to have a very
um Global approach in a way a very
intellectual approach in Shell that's
our
culture um I think we do value a lot
opinions of
others uh so it's a it's a very
inclusive um environment and I think
this is uh very important for Shell now
in the energy area I think you have to
have a a kind of an interest to in in
technology and Innovation to bring
the company but also the whole Energy
System of the world forward and if you
have that interest being it even if you
are in finance and in HR it doesn't
matter but you need to have that
interest that technology drives the
world at the end and you can actually
make a big contribution we are quite an
intellectual driven company
intellectually driven company and this
suits me very well because I feel at
home then um from time to time then the
decision power we have is maybe not as
far as you want but we are working on
that I think I'm quite inclusive I like
uh to work in
teams but I'm also not shy to take
decisions which I think is in many
companies this is a little bit u a
problem from time to time that you have
good discussions you have brilliant
ideas but then what is needed is
actually is then a decision so I think
very inclusive very people driven I'm
firmly convinced that a company like
Shel and most companies in the world
they live because of human capital yes
we build big plants and big platforms
Etc but they're all they're all brains
behind that yeah compared to the
previous jobs this is a job where you
really feel the responsibility for an
entire company and it's in many areas we
are generating a high proportion of uh
of a GDP of a country therefore you you
feel that your pressure may be on the
one side but it's at least the
responsibility to deliver the best in
order to actually deliver then the best
for the citizens of of a country for
example or in the internal uh case uh
for all of our employees and partners
and customers so um this is new because
it's there's nobody above you or beside
you you can share this it's your
responsibility and I think that's yeah I
needed a few months maybe a few quarters
to get used to that
um but I have to say I enjoy it because
it gives you so different insights in uh
into the business into the company into
governments into countries into society
and I really enjoy that I think we have
uh an enormous challenge ahead of us the
Energy System of the world has to be
doubled over the next four decades so it
took us a 100 year to build what we have
today now we have just to double that in
the next 40 years
um and that the cost to the environment
which is much lower than it used to be
in the past now as a technology person
as an innovate Innovation person as as a
person in oil and gas in in energy this
is a fascinating challenge to have and
uh I think this will drive the industry
and it will drive it by using technology
and Innovation making smarter Solutions
uh listen carefully to customers and
partners what they want how they want
actually to change their lives because
energy drives living standards there's
no doubt about that so is the world up
to maybe changing living standards in
the longer term developed world may be
slightly lower than they used to have
because of the the cost to the
environment certainly in the the more
emerging World they have the right to to
uh an increased living standard so this
will be a fascinating Challenge and we
are in in the middle of it because we
are delivering both customer Solutions
but also the Supply Solutions to it and
I think there is no industry in the
world who has a a more fascinating
challenge ahead of it

---

### Profile: Sir Martin Sorrell, Chief Executive, WPP | London Business School
URL: https://www.youtube.com/watch?v=ycZhd7WtR54

Idioma: en

what made me go into business well it's
a long answer you ready for love God sir
it's my father was in business about
have you describe business he was he he
ran a chain of 750 radio and electrical
shops what we used to call white good my
goods and branwen so like like Dickson's
but a modern dicks with modern form this
was back in the 60s and the 70s and so
he it was a division of industrial
holding company called firth Cleveland
so my father was always in business I
used to go on a Sunday we used to visit
shops that he was thinking about buying
or leasing and that we go look at his
the existing shops and then on Sunday he
would get all the reports from his
regional sales directors about how
business was doing that we can write
them down so friday night which is shove
us or Sabbath Friday night you know we
used to be an excuse to talk about this
as well as the family got together so it
was very much sort of in my blood my
father who was obviously a role model
for me and when it was and would om he
died in nineteen eighty nine but he
would always remain being my sort of
closest friend and closest adviser and
closest mentor I talked to my father I
would say when he was alive I would
without fail I would talk to him about
three or four times a day virtually
every day and when we're in the midst of
hostile take out so-called hostile
takeovers like JWT or Ogilvy or whatever
he died in the year just after we took
over overly I talked him even in the the
teeth of that for advice because he had
no agenda other than my interest and
that was important very important
ultimately I wanted to start my own
business and and I think he wanted
having been in harness as he would Corp
it a bit like in harness working
for somebody else for many many years
he's what he said to me was you know
start with the company build a
reputation reputation being the most
important thing that you can establish
and once you've established a reputation
you know opportunities will come your
way I mean you don't anyway have to look
for them they'll just gravitate towards
you in the summer so
magical sense and so his advice was in a
joiner company understand an industry
learn and industry build your reputation
in that industry and then you can build
on that not the the conventional wisdom
now which would be you know keep
switching well that was quite unorthodox
I went straight from University to
business school I always wanted to start
something I also wanted to run something
of scale because all the people I worked
for where the Marvel comic different
different maybe but Joel smiler at
Glendenning her ramp latex or James
gulliver who built fine fare and then
ran Jen Gulliver associates and big
companies in yeah they tended to want to
do things on scale and I wasn't I didn't
you know it's wrong to call it Mickey
Mouse but I didn't want to do things on
small scale I've always had big
ambitions because i like the
intellectual challenge if i put it as
Graham near that of a sort of global
business new markets new media consumer
inside us our strategy right I think you
know we have are aware that message
we've been doing that for the last 10
years you know I think we've
implementation is is the critical issue
in you have the most brilliant visionary
statement and what maybe not visionary
statement but implementing is completely
important what we do in in the
advertising and marketing services
business is very interesting because you
know we work with 350th of Fortune 500's
it means on any day we're seeing you
know we're involved it not every
situation that you see in the Financial
Times of the wall street journal but a
very large number of them so our
business is just like a Goldman or
Mackenzie's is tremendously vary
tremendously interesting I tend to split
my time I think I'm going to say a third
a third a verbal a third is with
external communities you know that would
be shareowners the press government etc
a third will be with clients and the
third would be internal and it roughly
breaks out that way I mean I spend my
time geographically theoretically half
in New York and half in London I'm sort
of live in both cities but when I'm in
New York I use that as a jumping-off
point for north america and south
america and when I'm in London as a
jumping-off point for Europe and Asia
the mobile phone certainly changed my
life the the BlackBerry has changed my
life and I would say the ipad is
changing my life because I haven't read
the newspaper in a physical form for
four or five weeks since I so so a lot
of the things that are taking place
technologically and they will you to do
things much more rapidly than you did
before now the there's one down side and
then that superficiality I don't think
we have the depth you know you get don't
get the time to think you don't get the
time to dig in deep the dangerous you're
always on transmit rather than receive
and there are a lot of people like that
and you know the Chinese actually the
biggest biggest quality I think the
Chinese have I have a lot of qualities
but one of the biggest is they have the
ability to listen and learn which which
I think some extent we've forgotten in
the West when you get knighted you go to
the Royal College of heraldry and you
you you have a motto right and so you
know you build a shield which is quite
fun but you haven't have a modern motto
and mine is persistence and speed so I
guess that must be the persistence is
very important I don't think businesses
necessarily without brain surgery you
don't have to be a Nobel laureate to be
to be successful but i do think
persistence focus but believing that
nothing is impossible i mean i think
that's that's important that you know if
you put your it's all about will and if
you have the will to do something the
determination to do something in the
persistence that's that's very important
I think speed has become increasingly
important I'm a used to have a terrible
quote which was a good decision on a bad
decision on monday is better than a good
decision on friday meaning that you
should get on with it right and that's a
favorite phrases mind getting get on
with it i like to respond quickly to
what people want but i think rapid
response in this particular era or in
the coming year is going to be even more
important companies 10 you know CEOs
tend to surround themselves with big
staffs they tend to become very
bureaucratic they tend to become skeller
otic and you can see it in their
response let's say to crisis issues that
they tend to be a little bit slower and
they and you know that but by the time
they discussed you know what
their response be you know it with three
weeks into the crisis having deeply
ingrained processes or responses is not
necessarily a good thing and I can't
stand voicemail yeah I got Stan the
robotic response on a phone or indeed
there was one classic one and an email
where you know I sent something
internally and he his response on his
email was I'm on a holiday now I'm
pretty much uncontacted ball because you
know I can't get reception I mean the
bottom of an olive grove went ballistic
expensive ever wrote back saying take
battle I don't think clients would be
particularly happy to know that you were
inaccessible the end of our end of an
olive grove now other people say that's
the wrong attitude other people say that
you can spell holiday and there are
people in the spell holiday I think
we're in a 24-7 business and I think we
should behave like them

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### [Private video]
URL: https://www.youtube.com/watch?v=uQxxDRSra70

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### [Private video]
URL: https://www.youtube.com/watch?v=vWof4OimcgA

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