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Will 2009’s MBAs learn from today’s idiocy?

The FT’s Della Bradshaw analyses the top MBAs of 2009 while London Business School’s Freek Vermeulen explains how the crisis in capitalism is being taught in MBA classrooms. Will today’s students learn from the chaos?

How to keep Generation Y motivated

What are the best ways for managers to handle the new Generation Y workforce born in the 1980s and 1990s, and stop them getting bored? Adam Jones talks to Tammy Erickson, author of ’Plugged In’ about Generation Y.

Getting hired after getting fired

Who’s recruiting? And how can you network your way onto their payroll? Adam Jones talks to executive search specialists Samuel Johar, of Buchanan Harvey, and David Peters, of Heidrick & Struggles, as well as Paul Danos, dean of Tuck business school.

Negotiating in a climate of mistrust

Turmoil in the financial and property markets has left buyers and sellers eyeing each other warily. Tim Cullen of Oxford University’s Saïd Business School discusses negotiation strategies that can resolve the deadlock.

Less thinking, more action

As recession bites and data on customers balloons, Professor Tim Calkins of the Kellogg School of Management in Illinois advises marketers to avoid ’analysis paralysis’ and focus on profit. He warns that it isn’t enough just to understand your customers, it’s about taking action now - ’what we got to go do’.

GMAT: tips on preparing for the test
Adam Jones discusses strategies for approaching the GMAT business school admission test with Dave Wilson, chief executive of GMAC, the body that sets the exam.

GMAT: the Scoretop controversy
A website accused of circulating live questions from the GMAT business school admissions test has been shut down. The crackdown is explained by GMAC’s Dave Wilson.

Managing your emotions in a downturn
Baba Shiv, Professor of Marketing at Stanford Graduate School of Business, gives his tips on keeping your emotions in check during a downturn. A specialist in ’decision neuroscience’, he warns managers to avoid too much negative television and says use dating strategies to make decisions quickly.

Profits and integrity
Ben Heineman, GE’s former general counsel, describes how in-house corporate lawyers and CEOs can work together to combine financial performance and ethics, transcending their villainous stereotype in the film Michael Clayton.

Tom Peters in conversation: part one
The venerable management guru queries the popular fascination with General Electric and Google. Smaller, duller companies - such as an Australian lawn-mowing franchise - are the bedrock of developed economies, he suggests.

Tom Peters in conversation: part two
The former McKinsey consultant says your most important customers may be working next to you, then discusses the controversial legacy of In Search of Excellence, the bestseller he co-authored with Robert Waterman.

Tom Peters in conversation: part three
Mr Peters suggests that some good will still come of the reckless innovation that caused the credit crunch and declares that those who watch The Apprentice to learn about management ’deserve their sorry fate’.

Must-win battles
It’s easy to have strategic priorities: lots of companies are drowning in them. The trick is to distil these goals into 3-5 ’must-win battles’, says Peter Killing, a professor at IMD, the Swiss business school. He outlines ways of identifying what’s essential.

Deans’ roundtable
A roundtable discussion between the deans of 11 top business schools. Topics covered include the differences between European and American schools and the value of joint programmes between institutions in different countries.

Escaping the ’either/or’ trap
Roger Martin, dean of the University of Toronto’s Rotman School of Management, says the best business leaders avoid reducing management to a series of ’either/or’ choices. Instead, the likes of Procter & Gamble’s AG Lafley can blend seemingly incompatible courses of action into a very effective strategy.

Pros and cons of online networking
Kevin Eyres, LinkedIn’s European managing director, explains how the online networking tool’s members use the site. How many contacts are needed for it to be worthwhile? Is it a replacement for traditional face-to-face networking? What about confidentiality issues?

Reputation, reputation, reputation
Leslie Gaines-Ross, chief reputation strategist at PR firm Weber Shandwick, reveals how CEOs should apologise when they or their organisations make mistakes, while also addressing topics such as whether or not a company should engage with hostile bloggers.

Copyright The Financial Times Limited 2017. All rights reserved.
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