Despite millions retiring annually, the topic remains taboo for many employers and employees. Every year, millions leave the workforce, yet discussions about this common rite of passage are often avoided.

This INSEAD Knowledge podcast features Graham Ward, Adjunct Professor of Organisational Behaviour and Isabel Lebbe, Partner in the Investment Management practice of Arendt & Medernach, discussing the often-neglected issue of retirement.

Drawing on years of research in this field, the pair highlight the significant impact that retirement can have on both individuals and the organisations they leave behind. They point out that retirement should not merely be seen an event but is, in fact, a complex process that requires careful consideration and planning from both sides. 

Ward and Lebbe argue that with an ageing population, changing demographics also mean firms need to stop viewing retirement as an end. Instead, they must view it as a valuable opportunity to maintain relationships and leverage the experience of retiring employees to ensure a positive experience for all involved. 


Read more: https://knowledge.insead.edu/career/talk-about-making-good-exit

Rigid hierarchical team designs seem to have fallen out of favour with many contemporary organisations. But making the switch to a decentralised approach, where authority is more evenly distributed between team members instead of concentrated among a few senior leaders, is by no means easy.

In this podcast, Michael Y. Lee, Assistant Professor of Organisational Behaviour at INSEAD, explains the difficulties of dismantling organisational hierarchies. He unpacks the reasons why firms can fail in their bids to jettison hierarchies and suggests two key practices they can adopt to set themselves up for success.

Everyone loves a good story. But storytelling is way more powerful when leaders employ it effectively, according to Manfred Kets de Vries, Distinguished Clinical Professor of Leadership Development and Organisational Change at INSEAD and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus.

In this podcast, Kets de Vries, who authored the book Storytelling for Leaders, discusses the power of storytelling and how leaders can employ storytelling effectively. More importantly, he explains how storytelling can create tipping points – not only to change others but leaders themselves.

The world is becoming more interconnected. Digital platforms and social media are giving us a greater “voice” and more ways to group, which can increase the chances of disagreeing with one another. Unsurprisingly, we are seeing great polarisation and conflicts in many parts of the world.

In this podcast, INSEAD professors and the co-founders of INSEAD’s Negotiation and Conflict Management Collaborative (NCMC), Horacio Falcão, Roderick Swaab and Eric Luis Uhlmann, explain why negotiation and conflict management are ever more important in these times. They discuss what it means to go beyond just a one-time “win”, and the need for more constructive dialogues and sustainable negotiation strategies.

Developing negotiation skills will not only increase tolerance, but also help people transform disagreement into opportunities to work together and create value – in other words, expanding the pie instead of trying to expand their share of a “fixed pie”. Ultimately, if we learn to interact with others with a win-win mindset, we can build a more humane world – one negotiation at a time.

Today’s uncertain and disrupted world has had a major impact on how firms do business. It has led to a gradual strategic shift from the era of “bigger is better” and a narrow fixation on increased sales growth to a more nuanced, broader vision of corporate value growth.

In this podcast, Jean-Claude Larreche, an Emeritus Professor of Marketing and the Alfred H. Heineken Chaired Professor of Marketing, Emeritus, builds on the themes of his new book Value Capture Selling to explore this transformation further, examining the reasons behind the shift and what it specifically means for the role of salespeople within firms.

The concept of coaching has been a hot topic in business circles for a number of years. It now almost seems a given that top executives employ the services of a coach to help them become better leaders and advance their careers. But the rise in popularity of coaching has also thrown up a number of questions: What really makes a good coach? What can and should you expect from your coach? How can you pick someone that’s right for you?  

These are just some of the questions addressed in this new podcast featuring Derek Deasy and Enoch Li, co-directors of the INSEAD MBA Personal Leadership Development Programme. What’s clear is that a need for openness, engagement and a willingness to collaborate with your coach are all essential if the experience is really going to make an impact.

Drawing on their years of experience, they explain why group coaching can be so effective. Better understanding the anxieties and interactions at play within a group can allow people the space to bring a more honest version of themselves to the team, which can benefit both individuals and organisations.

Finding meaning in your work isn't just about loving what you do. The reality is there are many ways to experience fulfillment, even in what might seem like a mundane job.

In this episode, Winnie Jiang, an Assistant Professor of Organisational Behaviour at INSEAD, explains how financial security, connections with colleagues and even the satisfaction of doing a good job can all contribute to a sense of purpose. 

Jiang outlines how meaning can be grown and developed through “job crafting”. This can involve adjusting tasks, choosing to work with certain colleagues or changing how we view the overall meaning of our work. 

Importantly, she emphasises that while passion and purpose can be cultivated in almost any role, you ultimately have control over your experience. You can either change your perspective and approach to a situation, or, if necessary, remove yourself from it altogether.

Jiang then explores the topic of career transitions. She examines why some people find it difficult to move to a new role, while others seem to switch occupations with ease. The key, she says, is to identify and recognise what gives your work meaning and how those elements might be transferable to new roles.

By understanding your own "meaning perception", you can approach career changes with a more open mind and find fulfillment in unexpected places.

Related reading:
Your Dream Job May Not Exist, and That’s Okay
The Secret Ingredient For a Successful Career Change
How to Find Fulfilment by Taking a Step Down

The emergence of large language models (LLMs) is poised to transform many industries, from entertainment and health care to market analysis. Businesses that fail to explore the rich opportunities presented by language technologies may soon find themselves at a significant competitive disadvantage.

We speak to Abhishek Borah, Associate Professor of Marketing at INSEAD, about his new book, Mine Your Language: Influence, Engage, Predict, which offers vital insights on how language can be monetised.

With an engaging mix of anecdotes and research, Abhishek explains how the art of text mining can unlock critical insights from data, a far cry from the expensive and often biased consumer marketing surveys.

Professionals are often told – and mostly convinced – that networking is good for their careers. However, the challenge is plugging the knowing-doing gap. How can people build and manage their networks more effectively? What makes individuals more or less motivated to network?

In this podcast, Ko Kuwabara, Associate Professor of Organisational Behaviour at INSEAD, explains how mindsets can affect peoples' motivation to network. He discusses networking through the lens of a growth vs. fixed mindset – a concept popularised by psychologist Carol S. Dweck.

He also discusses how as the modern workplace becomes increasingly diverse, a growth mindset can help members of an organisation better embrace diversity.

Leaders play an important role in spearheading organisational change. However, INSEAD professor Narayan Pant notes that many leaders tend to rely on the same ways of doing things that have worked for them in the past, even though it may be the wrong approach for a particular situation.

In this podcast, Pant delves into why it can be difficult for leaders to identify and change their behaviours. He explains the four-step process to help leaders overcome this, which includes cultivating awareness, making a commitment to change, overcoming interferences and putting new behaviours into practice.