What does it mean to teach ‘leadership’? 

For most of human history, education and leadership formation were essentially the same thing. Only future leaders were formally educated. To educate someone was to form them - morally, civically, intellectually - for the responsibility of leading others. The classical traditions, whether Aristotelian, Stoic, or Confucian, did not aim to develop a leadership skill set, remaining agnostic to its ends. They aimed at wisdom, attempting to form a person who would be able to be a ‘good’ leader.

Then education became universal and at roughly the same moment, the shared moral and philosophical frameworks that had given classical formation its content were fragmenting under the weight of Enlightenment pluralism. 

In response, modern leadership development largely abandoned the project of forming the person in favour of helping individuals discover themselves and acquire tools to pursue whatever ends they chose. We exchanged formation for self-discovery, from becoming-before-doing, to becoming-through-doing. We have gained a great deal in that exchange — leadership development became accessible, personal, directly applicable to real dilemmas, and less paternalistic.  But did the trade come with costs we don't always name?

One cost may be that we have shifted the psychological burden onto the individual leader and assume they arrive in our classrooms with their own developed moral and ethical codes. This episode explores that tension. We discuss how we got here and what the most sophisticated modern responses to the problem look like – in the case of HEC Paris’s Leadership Signature. We close with a question I find myself increasingly focused on: whether modern leadership development, in its emphasis on personalised insight and emotional resonance, may be optimising for the experience of insight rather than the slower, harder, more humbling work of insight formation — and whether AI is making that question newly urgent rather than answering it.

I cannot think of anyone better to talk about all this than Emmanuel Coblence. Emmanuel is Associate Professor at HEC Paris and Academic Director of the school's Leadership programs in Executive Education — an architect, in other words, of one of the most thoughtful modern answers to the question we are asking. His "Leadership Signature" approach refuses the prescriptive recipe: rather than telling executives what kind of leader to be, it gives them a method for discovering and refining a leadership style that is genuinely their own, scaffolded by mentors, mirrors, and sponsors rather than by a fixed doctrine.  I have had the pleasure of seeing him in the classroom – a masterclass in the art and science of executive education.

Apart from his academic life, he has been a municipal councillor in Paris since 2014, with a focus on educational policy. This gives him a practitioner's eye on the civic dimensions of formation that pure academics often miss. And he is currently building an AI Leadership Mentor at HEC — which makes him one of the very few people qualified to think honestly about both the promise and the limits of what AI can give us in this domain.

It is always a pleasure to speak to Emmanuel. He is generous, rigorous and is willing to engage with genuinely uncomfortable questions - including questions at the heart of both of our work. I learned a great deal. I hope you do too.

Citations

·      Bojovic, N., Sabatier, V., & Coblence, E. (2019). Becoming through doing: How experimental spaces enable organizational identity work. Strategic Organization, 18(1), 147–167.

·      Rosa, H. (2016). Resonance: A sociology of our relationship to the world. Polity Press.

·      Rosa, H. (2013). Social acceleration: A new theory of modernity. Columbia University Press.

·      Sardais, C., Lortie, J., & Coblence, E. (2019). Inside the “Panacousticon”: How orchestra conductors play with discipline to produce art. International Journal of Arts Management, 22.

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AI is becoming ubiquitous in our lives. It shapes how we work, play, interact, create, and even manage our health—and this is only the beginning. To understand where we are and where we might go, we first need to understand how we got here. By tracing the evolving nature of machine intelligence, we can appreciate how today’s AI differs from its past and how it is likely to evolve. With that in mind, we can begin to ask the big questions: When should we trust AI over human judgment? How should we govern its development? How will it change what it means to be human? And what roles will humans play in the future of work?

To help us through this journey, I’m delighted to welcome back to TRIUM Connects Professor Vasant Dhar, the Robert A. Miller Professor at NYU’s Stern School of Business and Professor of Data Science at NYU. Vasant is one of the world’s leading thinkers on the impact of AI on society. He was present at the birth of AI and has been involved in every step of its evolution—both as an entrepreneur and as a scholar. He also hosts the acclaimed podcast Brave New World, which explores how machines are transforming humanity in the post-COVID era.

In this episode, we discuss his newest book, Thinking With Machines: The Brave New World of AI. It’s a remarkable hybrid: part autobiography, tracing how his professional life has intertwined with the development of AI; part user’s guide, offering a lucid framework for deciding when to trust machines over human control; and part deep dive into the philosophical and policy implications of creating an alien intelligence.

It was a real pleasure to welcome Vasant back onto the show. I learned a lot during our conversation, and I hope you will enjoy it as much as I did.

Citations

Dawid A, LeCun Y. Introduction to Latent Variable Energy-Based Models: A Path Towards Autonomous Machine Intelligence. arXiv. June 5, 2023.

Dennett DC. Intentional systems. J Philos. 1971;68(4):87-106.

Dhar V. Thinking With Machines: The Brave New World of AI. Galloway S, foreword. Hoboken, NJ: Wiley; 2025.

Frank, R. H., & Cook, P. J. The winner-take-all society: Why the few at the top get so much more than the rest of us. Penguin Books; 1995.

Ganguli D, Askell A, Henighan T, et al. Alignment faking in large language models. arXiv. December 20, 2024.

Harari YN. Nexus: A Brief History of Information Networks from the Stone Age to AI. New York, NY: Random House; 2024.

Kauffmann J, Dippel J, Ruff L, et al. Explainable AI reveals Clever Hans effects in unsupervised learning models. Nat Mach Intell. 2025;7:1–10.

Pearl J, Mackenzie D. The Book of Why: The New Science of Cause and Effect. New York, NY: Basic Books; 2018.

Pfungst O. Clever Hans (The Horse of Mr. Von Osten): A Contribution to Experimental Animal and Human Psychology. Rahn H, trans. New York: Henry Holt; 1911.

Popper KR. The Logic of Scientific Discovery. London, UK: Hutchinson; 1959

Suleyman M, Bhaskar M. The Coming Wave: Technology, Power, and the Twenty-First Century’s Greatest Dilemma. New York, NY: Crown; 2023.

Yudkowsky E, Soares N. If Anyone Builds It, Everyone Dies: Why Superhuman AI Would Kill Us All. New York, NY: Little, Brown and Company; 2025.

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At the heart of every organization lies a web of relationships: individual performance is shaped by not only a person’s inherent characteristics, but also by their interactions with others within teams, and their teams’ interactions with other teams across the system.

Within such a complex structure, how can we know how much of ‘deviant behavior’ can be explained by poor leadership? What kinds of inter-team conflict—between whom—improve performance, and which kinds undermine it? How do the relational dynamics of team performance create unavoidable challenges during rapid organisational scaling?  How can we know if or when the potential benefits of teams will outweigh the ‘team tax’?  My guest for this episode is Professor Brad Harris. Brad has dedicated his career to examining these types of questions by examining how social architecture of work shapes behaviour and outcomes.

Brad is the Associate Dean of MBA Programs, a Vice Dean for the TRIUM EMBA, and a Professor of Management and Human Resources at HEC Paris. Brad has received multiple teaching awards and was named a top “40 under 40 Business School Professor” by Poets and Quants. He has co-authored two books, Scaling for Success: People Priorities for High-Growth Organizations, and 3D Team Leadership: A New Approach for Complex Teams, and published research papers in leading journals including the Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, and Journal of Management. Brad’s work has been cited in leading popular press outlets, including the Wall Street Journal, New York Times, Harvard Business Review, NBC’s The Today Show, Inc.com, and Fast Company.

Brad has an amazing ability to translate academic findings into useful information for the leading teams and organisations. Brad brings humour, clarity, and passion to the topic of leadership and team performance—qualities that shine throughout our discussion. Enjoy the conversation!

Citations

Grann, D. (2023). The Wager: A tale of shipwreck, mutiny and murder. Doubleday.

Greiner, L. E. (1998). Evolution and revolution as organizations grow (Revisited). Harvard Business Review.

Harris, T. B., & Bartlow, A. C. (2021). Scaling for success: People priorities for high-growth organizations. Columbia Business School Publishing.

Kirkman, B. L., & Harris, T. B. (2017). 3D team leadership: A new approach for complex teams. Stanford University Press.

Schmidt, E., Rosenberg, J., & Eagle, A. (2019). Trillion Dollar Coach: The Leadership Playbook of Silicon Valley’s Bill Campbell. Harper Business.

Waller, M. J., Okhuysen, G. A., & Saghafian, M. (2016). Conceptualizing emergent states: A strategy to advance the study of group dynamics. Academy of Management Annals.

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How can we understand the decline of establishment political parties and the rise of new, successful challengers in Europe? Why are these new challengers predominantly right wing nationalist parties? How does their rise compare to the MAGA movement in the US? How is this new political landscape creating even greater challenges to attempts to solve cross-border problems with supranational cooperation?   

To help answer these questions and others, my guest for this episode is Professor Sara Hobolt, the Sutherland Chair in European Institutions and professor in the Department of Government at the London School of Economics. Previously, she has held posts at the University of Oxford and the University of Michigan. She is also the Chair of the European Election Studies (EES), an EU-wide project studying voters, parties, candidates and the media in European Parliamentary elections. Sara has written extensively on the emergence of challenger parties within Europe and approaches the issue by applying a framework from the business world: entrepreneurial startups challenging incumbent firms in an imperfect market. 

In addition to being a world renowned scholar in this field, Sara is one of TRIUM’s most popular teachers. She has the rare combination of deep subject level expertise, sophisticated research methodology, and an ability to explain complex topics clearly and coherently. I hope you enjoy the conversation!

Citations

DeVries, C. & Hobolt S. (2020) Political Entrepreneurs: The Rise of Challenger Parties in Europe. Princeton University Press.

Borgen (2010-2022). [TV Series]. Netflix. Written and created by Adam Price. SAM Productions.

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The policies in the first 100 days of the Trump administration have resulted in an extraordinary time of uncertainty and change in the way the global economy works and how it will function in the future.  The shock at the speed and scope of the undermining of the current system regulating global trade is real.  When we feel disorientated by our current experience of chaos, it is often helpful to try to re-anchor ourselves in putting what we are experiencing into a historical context.  In this way, United States’ actions can be seen as part of a semi-predictable, oscillating pattern of the rise and fall of market forces vis-a-vis assertions of state power.  

In this episode, my guest is TRIUM’s own Robert Falkner, and we discuss his and Barry Buzan’s new book, The Market in Global International Society: An English School Approach to International Political Economy.  

Robert Falkner is Professor of International Relations at the London School of Economics and is the Academic Dean of the TRIUM Global EMBA.  Robert has been a visiting scholar at Harvard University, Simone Veil Fellow at Ludwig-Maximilians-Universität München, and Associate Fellow of Chatham House. In addition to his role at the LSE, he is also a Distinguished Fellow of the Munk School of Global Affairs and Public Policy at the University of Toronto.

In their new book, Buzon and Falkner argue that while adopting market rules in the international system creates more wealth and power than any alternative organising principles (e.g. mercantilism), it also necessarily undermines state power and sovereignty, which inevitably leads to a reassertion of power by strong state actors.  The book is an amazing combination of original theoretical understandings and a staggeringly detailed and nuanced historical account of the oscillations between market and more statist international systems.  

In this episode, Robert and I discuss the evidence for this pattern and whether the challenges of climate change and technological developments – particularly AI – may mean that the cycle will end and that we are headed into something unknown and unknowable.  

Buzon, B. & Falkner, R. (2025) The Market in Global International Society: An English School Approach to International Political Economy.  Oxford University Press

Bassani, Giorgio (2007) The Garden of the Finzi-Continis. Penguin Modern Classics, International Edition.  First published in 1962.

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We are all born, become toddlers, teenagers, adults, mid-aged, late middle aged, and eventually die. Do company’s follow this same pattern? If so, can we use that pattern to better predict what they will do and compare that to what they should do at different stages of their life cycles?

My guest for this episode is Aswath Damodaran. Aswath is a Professor of Finance at the Stern School of Business at New York University (Kerschner Family Chair in Finance Education).  Aswath is a super star professor, considered both in and out of academia as the ‘Dean of Valuation’, and one of the best teachers I have ever had the privilege of working with together.  We have been lucky to have him teaching on the TRIUM EMBA for the last 23 years!

In this episode we discuss his latest book, The Corporate Life Cycle: Business, investment, and Management Implications.

The work is an attempt to provide a unified theory of all of finance (with a bit of strategy, management and leadership). With clear, compelling and concise writing, Aswath views all of corporate finance, valuation, investment philosophy and management/leadership through the construct of the birth, aging and dying of firms. The scope and scale is vast, and in a less gifted writer, it would risk being reductionist and overly simplistic – the opposite of what we have here. I wish I would have read this book 20 years ago because it would have saved me a lot of time and effort! 

In this conversation we cover the basics of the corporate life cycle and some of its implications. We get into a lively discussion about whether companies should strive to be ‘sustainable’, explore the leadership characteristic needed at different stages of a company’s life cycle, and outline the reasons why renewal and rebirth for company’s near the end of their life cycle is so difficult.  

It is conversations with the likes of Aswath which make me feel so lucky to do what I do! 

Citations

·      Damodaran, Aswath (2024) The Corporate Life Cycle: Business, Investment, and Management Implications. Penguin Random House.

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My guest for this episode of Fawaz Gerges of the London School of Economics where he is the Emirates Professorship in Contemporary Middle East Studies. Fawaz earned his doctorate at Oxford and has taught there, as well as at Harvard and Columbia. He has been a research scholar at Princeton and is the author of 10 books on the Middle East and his articles and editorials have appeared in The New York Times, The Washington Post, The Los Angeles Times, The Christian Science Monitor, The Guardian, The Baltimore Sun, The Independent (London), Al Hayat (London), Foreign Policy, Newsweek, The National Interest, Democracy: a Journal of Ideas, Middle East Journal, Survival, Al Mustqbal al-Arabi, Middle East Insight, and many others.

Gerges has given scores of interviews for various media outlets throughout the world, including ABC, CNN, BBC, PBS, CBS, NPR, CBC, Sky News, Al Jazeera, and LBC. He has been a guest on The Charlie Rose Show, The Oprah Winfrey Show, ABC Nightline, World News Tonight, Rachel Maddow Show (MSNBC), This Week, Good Morning America and other prominent shows. He was a senior ABC television news analyst from 2000 until 2007.

In this episode we first discuss Fawaz’s most recent book, What Really Went Wrong: The West and the Failure of Democracy in the Middle East.  This is an excellent historical study of the impact of US interventionist foreign policy in the Middle East in the post-WW2 era. It shows how the pursuit of stability, open commodity markets and anti-communism led the US to support and ally with anti-democratic autocrats throughout the region who eliminated legitimate nationalistic (and largely secular and democratic) political leaders. We see the consequences of these interventions in the region today.

We then turn to a discussion of the current catastrophe in the Gaza, Israel and Lebanon. 

Fawaz and I disagree on many issues.  For example, he paraphrases towards the end of our conversation a school of thought which has come to see Israel as the last, ‘Settler Colonial’ state. I think this way of approaching the situation is an invitation to endless violence and despair. For a history of the evolution of this approach, I recommend On Settler Colonialism: Ideology, Violence and Justice by Adam Kirsch.  There are also many things Fawaz says with which I agree. For example, his historical analysis of the monumental failure of US foreign policy seems to be me to be compelling.   But my role as the host of this podcast is not to be a judge of other’s views. In fact, what I agree with or do not agree with is not relevant.  My job is to bring you views which may challenge your own; views which help us to understand the ways in which understandings and beliefs can be fundamentally different. 

The only way forward is to start with a genuine curiosity of what others think, believe and feel. Just as importantly, curiosity does not imply agreement. Too many times we pretend to attempt to understand something by seeking out others to confirm what we want to, or already believe. It is much better to be challenged by difference. From that starting point, we can, perhaps, begin to be able to predict and influence the future for the better.  

Fawaz is a thoughtful, careful, prolific and elegant scholar. While I may differ with him in some areas, I have never questioned his fundamental decency and humanity. I always learn and am challenged by our conversations together - which is a great gift. I hope you enjoy our conversation as well!

Citations

Gerges, F. (2024) What Really Went Wrong: The West and the Failure of Democracy in the Middle East. London: Yale University Press.

Kirsch, Adam (2024) On Settler Colonialism: Ideology, Violence and Justice. WV Norton & Co.

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Across the world, the rise of various forms of authoritarianism and ethno-nationalism seems to be on an ever upward trend. This creates huge uncertainties across multiple dimensions – personal, cultural, political, and not least of which in challenges business leaders face as they attempt to navigate across this uncertainty. 

All of this turmoil is, according to Larry Kramer - the Vice Chancellor and President of the London School of Economics - to be expected. Neo-liberalism, the once dominant political/economic paradigm, is no longer able to explain or order our understandings of our world. This triggers a search for, and creation of, alternatives. If, or until a different liberal paradigm emerges, we are destined to contend with illiberal, authoritarian and often ethno-national alternatives. In this podcast Larry and I discuss the fall of neo-liberalism and the emerging contours of what may come to replace it. 

How and when this new paradigm emerges and whether it will successfully defeat the existing alternatives is perhaps the most important question we will face in the next decade(s). 

Larry provides a thoughtful and provocative framework in which to understand these macro trends. Prior to being appointed to lead the LSE, Larry was the President of the Willam and Flora Hewlett Foundation for 12 years. With assets of over $14 billion, the Foundation is one of the largest sources of grants in the USA. Prior to his work at the Foundation, Larry was the Dean of the Stanford Law School and is a world expert in US Constitutional law and the role of judicial review within that system.

Not wanting to miss the opportunity to discuss recent shifts in the US Supreme Court with such an expert, at the end of our conversation we discuss these developments as an example of the power of a paradigm shift - the rise of ‘originalism’ as a reaction to the state-led expansion of individual rights – to take on real world consequences. In this context, we discuss the Dobbs decision, the overturning of the Chevron defence and the emerging presidential immunity doctrine.

My discussion with Larry reminded me of how fortunate we are at TRIUM to have the LSE as a partner. The depth of analysis and understanding of the macro trends affecting the environment in which business operates continues to be a unique selling point of our EMBA. Enjoy the show!

Citations

Operation Mincemeat by Cummings, D. Hodgson N. and Roberts Z. at the New Diorama Theatre,London.

A Picture of Dorian Gray by Oscar Wilde and adapted by Kip Williams, with Sarah Snook at the Theatre Royal Haymarket, London.

Labatut B. (2024) The Maniac. Pushkin Press.

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Once in a while you come across a person who embodies, in their thoughts and deeds, a kind of archetype or ideal form of a role – the great artist, the wise philosopher, the genius physicist. Hervé Coyco, for me, is the archetype of the best of business leaders. In our conversation he shares some of the wisdom, humility and practices which have made him such a successful leader and impressive human being.

Hervé spent his whole corporate career at Michelin – 30 years - where he started as an entry level engineer and rose to be the President of the Passenger Car Division – at the time, a 60,000 employee, 8 billion Euro/year business unit – before finishing as the President of Michelin Asia-Pacific Operations. In this podcast, Hervé and I discuss what he learned during that time. This includes what he sees as the three styles of leadership needed to succeed in different situations: the jet airplane pilot, the skipper of a boat and the coach. Next we turn to the leadership challenge of hitting short term performance and efficiency goals while simultaneously preparing the organisation for the future. This leads on to a discussion of the role of empowerment and managing failure – when to accept failure, the need to adopt a ‘no surprises’ policy with your own boss, and the importance of ethical and value alignment.

For the last 15 years, I have had the privilege of working with Hervé in his role as Professor at HEC-Paris. We conclude our conversation here with Hervé ’s reflections on what he has learned from his role as a program director of customised executive education at HEC – both about the academy but also about how leaders in some organisations fall short in their roles.

I have learned so much from Hervé about ethical and learning based leadership, I wanted to share his insights with you! I hope you enjoy the conversation!

Citations

Covey, S.R. & Merrill, A.R. (1994) First Things First. Simon & Schuster.

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My guest for this episode is Laurence Lehmann-Ortega. Laurence is one of the world’s leading experts on how existing firms can create innovative new business models. In this episode we discuss the newest edition of her book, Re(Inventing) your Business Model: The Odyssey 3.14 Approach, co-authored with Helene Musikas and Jean March Schoettl. The book has also been adapted into a MOOC by Coursera. 

Like many of the best business schoolteachers, Laurence started her career in the consulting world before transitioning to academia, first at GSCM Montpellier and from 2010 at HEC Paris. At HEC she teaches strategy and business model innovation in the masters programs, the MBA, EMBA and in customised executive education programs. She has won multiple teaching awards at HEC. Laurence is also the Academic Director of the Masters in Strategic Management and our very own TRIUM EMBA program. In addition, she is the academic director on a number of large and complex programs in HEC’s custom executive education portfolio.  

In this episode we discuss the problems of alignment between business models’ value propositions and the existing firm’s value architecture; the challenge of trade offs across different values – profit, people and planet – when evaluating the contribution new business models will make to the firm’s goals; how to tell if a firm has a healthy innovation culture; the need for proper, scientific testing of innovation, and; the problem of applying ROI to innovation spending.  

We finish the discussion with a short conversation about the executive education industry. Laurence and I are both in the ‘supply side’ of this business. Here, we put ourselves on the ‘buy side’ and discuss what we would look for if we were making the decision to spend time and money on learning and development – both for the individual consumer and the corporate client. 

Laurence is one of the most talented teachers and academic directors I have ever met. I always look forward to our conversations because I walk away feeling like I’ve learned something. This conversation is no exception. I hope you enjoy!

Citations

Laurence Lehmann-Ortega, Hélène Musikas & Jean- Marc Schoettl (2023) (Ré)inventez votre Business Model - 3e éd.: Avec l'approche Odyssée 3.14. English version to be available in June 2024.

Gawande, Atul (2010) The Checklist Manifesto: How to Get Things Right. Picador Paper. 

Cylien Gibert & Sihem BenMahmoud-Jouini (2020) Créez le prochain Uber et soyez rentables d’ici la fin de l’année : Les managers de labs d’innovation face aux contradictions entre mandat et gouvernance. Revue Française de Gestion.

Breaking Boundaries : The Science of Our Planet (2021) Netflix Series. Directed by Jonathan Clay.

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