Transparency is valuable – but use with caution, says Richard Portes.

This podcast is a London Business School lecture on dispelling the myths of strategy execution. Led by Dominic Houlder, Adjunct Professor of Strategy and Entrepreneurship at London Business School, you will learn tips to successfully execute strategy in today’s fast paced business environment.

How exactly is value created? New research by Aleksander A Aleszczyk, Emmanuel T De George, Aytekin Ertan and Florin Vasvari gives some pointers.

This podcast is from a London Business School event with François Villeroy de Galhau, Governor of the Banque de France and a member of the Governing Council of the European Central Bank. Chaired by Richard Portes, Professor of Economics and Academic Director of the AQR Asset Management Institute at London Business School, the pair discuss how central bankers and regulators can monitor financial stability between active monetary policies and fragmentation risks.

Will low-cost and simple investment advice from machines boost financial inclusion? James Dunne, Narayan Naik and Julian Birkinshaw discuss the risks and rewards of robo-advisors in the third podcast from the 'Dealing with digital disruption' series.

Michael Parke and Tammy Erickson share five key tips on transparency

How should your organisation adapt to the next phase of the digital revolution? Gary Hamel and Julian Birkinshaw discuss radical change for big corporations in this second podcast from the Dealing with digital disruption series.

There is a time for transparency in negotiations. But how much can you reveal – and when should you hold back? Gillian Ku addresses the tricky questions

This podcast is from a London Business School event with Doug Gurr, UK Country Manager for Amazon. Doug is responsible for leading Amazon’s UK strategy, consumer e-commerce business, digital content and device offerings, and their UK innovation programmes. He discusses Amazon’s unbound growth, customer-obsessed innovation, and ‘day one’ culture.

Extra services do not always mean customer statisfaction; companies can perform better by striving to do less, says Freek Vermeulen