According to Nigel Nicholson, Professor of Organisational Behaviour, success can be an enemy of change but that one of the things to come out of these turbulent times is that it can provide a fantastic opportunity for lots of changes in organisations

Dominic Houlder, Adjunct Professor of Strategic and International Management tells B2B and Professional Service firms that if they want to be a winner in the current climate they need to move away from being experts towards being a client's adviser

Michael Jarrett, Adjunct Professor of Organisational Behaviour discusses how companies can harness the leadership of middle ranks to become successful; he says that in many ways those who are managers and add value today will be the leaders tomorrow

Emerging markets can represent tremendous opportunities for firms to emerge from the downturn. Rajesh Chandy, Professor of Marketing and Entrepreneurship talks about how some of the most remarkable innovations are happening in emerging markets

Donald Sull, Professor of Management Practice in Strategic and International Management discusses how there can be an upside to a downturn and why different times in the economic cycle can provide potential advantages for skilled firms

Randall Peterson, Professor of Organisational Behaviour discusses why the way an organisation deals with workforce downsizing is important not only in supporting those being laid off but also in maintaining loyalty within the remaining workforce

Helene Rey, Professor of Economics, argues that the policy responses we have seen since the start of the current crisis are so big that they will shape the global business environment for the next five to ten years

Making it safely through a recession is the basis of long term success. Lynda Gratton, Professor of Management Practice discusses what winning companies will look like in the future and why companies that have ignition will thrive

Chris Higson, Associate Professor of Accounting discusses how despite their revenues tumbling and prices falling, Apple survived the recession of the early 1990s because they were a fat organisation with a strong balance sheet

Julian Birkinshaw, Professor of Strategic and International Management discusses how poor risk management decisions could have been avoided by using three complimentary approaches to risk management: formalisation, externalisation and personalisation