World's Greatest Business Thinkers

Special thanks to Riverside for sponsoring this episode. Try Riverside Pro free for one month by visiting creators.riverside.com/NickHague and use the code "WGBT podcast". What if the secret to peak performance in business wasn't about working harder, but about training your mind as Marines train for combat? In this episode of World's Greatest Business Thinkers, Nick Hague speaks with Simon Jeffries about engineering peak performance under pressure. Drawing on elite military training, Jeffries explains why consistency, not motivation, is the real driver of success. He introduces practical frameworks like the "Skills × Performance = Results" equation, nervous system regulation, and the Chaos Drill to manage stress in real time. The conversation reframes resilience as a trainable system, showing leaders how to build mental fitness, avoid burnout, and create sustainable high performance in both business and life. What You Will Learn: How to multiply your impact through the Skills × Performance = Results equation Why consistency beats motivation: The three pillars of sustainable high performance The Chaos Drill: A three-step stress reset that rewires your response under pressure How to separate mental health from mental fitness The identity-building strategy that precedes achievement How to navigate the transition from one life chapter to another without losing yourself Why organizational standards, not values statements, predict performance decline If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. If you would like to triple your productivity and go from average to unstoppable check out Simon's Special Forces Operating System - https://go.thenaturaledge.com/sf-system/?utm_source=podcast About Guest: Simon Jeffries is a performance strategist and founder of The Natural Edge, specializing in translating elite military training principles into actionable frameworks for business leaders and entrepreneurs. With a distinguished background in the Royal Marines and Special Boat Service, including three combat tours to Afghanistan, Simon brings unparalleled expertise in high-pressure performance, mental fitness, and organizational culture. He helps founders and CEOs become top 1% performers by deconstructing and rebuilding their personal operating systems through evidence-based strategies rooted in neuroscience and behavioral psychology. His work addresses the critical gap between technical skill and consistent performance, tackling challenges like burnout, procrastination, and stress management that plague modern business leaders. Quotes: "At the absolute core of it, it's having that really clear certainty that that is all you want to do. There is no question that that is your goal, that that is the path because when you're undertaking anything hard, if you have if that's not certain or the questions around that purpose of you being there, the cracks will quickly begin to show as you go into the process." "It's called self-distancing. So it's that ability to separate, like you said, it's the ability to step outside of the thoughts and emotions, which makes it then easier to take the required action. What would Batman do in this situation? And it is really powerful. It's something that we can, you know, so it's a powerful mindset tactic. Again, if you practice it, that can be really useful to get you to take action when you're struggling to." "It's your skills multiplied by your performance get your results because you can have the best skills, the most talent. But if under pressure, you get stressed, you become reactive, you lose your patience, you're not focused, you're distracted. Well, you're underperforming. You can't get the results that you're capable of." "Consistency is just the path to if you're not consistent in anything, you're never gonna hit your true potential is the simple fact. Look at the best people in the world in anything. They are they consistently show up at the level that's required. So the best people in business, the best athletes, the best shoulders, soldiers, they are consistent." Keywords: Primary Keywords (Core Themes): Royal Marines training, special forces mindset, performance psychology, elite operator, leadership under pressure, military discipline, business performance, operating system optimization, mental fitness, resilience training, special boat service, combat psychology, high-performance culture Secondary Keywords (Related Subtopics): mindset development, nervous system regulation, stress management, self-distancing technique, chaos drill, self-talk training, procrastination solutions, perfectionism coaching, anxiety management, focus and discipline, willpower vs systems, behavioral change, neuroplasticity training, response vs reaction Episode Resources: Simon Jeffries on LinkedIn The Natural Edge Website World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

What if the biggest drain on your team's productivity isn't lack of effort, but the friction you've built into your systems? In this episode of World's Greatest Business Thinkers, host Nick Hague speaks with Robert Sutton, Organizational Psychologist, and Professor Emeritus at Stanford, about the hidden cost of organizational friction. Robert explains how leaders can act as "friction fixers," removing bureaucratic barriers, unnecessary meetings, and email overload while preserving productive constraints that improve decision-making. The conversation explores practical frameworks like the "subtraction game," strategies to combat performative leadership, and the importance of treating others' time as a sacred resource. With real-world examples from companies like Google, Sutton also unpacks how AI can either streamline or worsen broken systems depending on how thoughtfully it's applied. What You Will Learn: How to distinguish good friction from bad friction The "subtraction game" framework for identifying organizational waste Why treating others' time as a sacred trust is the foundation of leadership How to combat "peacocking" and the "smart talk trap" in your organization The power of constraint-based rules to eliminate bad friction at scale Why AI is a magnifying glass for both good and bad processes If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here. About Guest: Robert Sutton is an organizational psychologist and Professor Emeritus at Stanford University's School of Engineering, where he has spent over 40 years studying how organizations function at scale. Known for his bestselling books, including *The No Asshole Rule* and *The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder*, Robert bridges the gap between academic research and real-world organizational challenges. His work focuses on creating organizations that are both humane and financially viable, examining how leaders can intentionally design systems to eliminate bad friction while preserving good friction. Quotes: "Bad friction is stuff that gets in the way of doing the work you should be doing. But there are all these things that should be slower, difficult, or impossible; doing things that are unlawful should be impossible. We're interested in both good friction and bad friction, and I probably spend 80% of my time talking about bad friction." "Email is the killer app of the Internet in two ways: it was winning the Internet, and it was killing people. This is 2026, and there's all this software, all the AI, Slack, and all these different ways to communicate, but email remains the killer app in both senses." "The first step is having a leader who talks about and takes action to have people identify and talk publicly about things that are in the way that make it hard to get their work done. When a leader creates real psychological safety, it's amazing that people will get in this mindset of, 'What are we doing that could get in the way?'" "Peacocking is when people do things for status display so they don't actually have to do the hard work of implementing something. People will get ahead for saying smart things rather than doing things, but coming up with a plan or announcing an initiative is great; you actually have to do something." Keywords: Primary Keywords (Core Themes): friction management, organizational psychology, leadership strategy, workplace efficiency, bad friction vs good friction, reducing organizational friction, friction fixing, leadership in action, organizational culture, management practices Secondary Keywords (Related Subtopics): psychological safety, bureaucratic processes, email overload, meeting efficiency, peacocking in business, smart talk trap, subtraction strategy, process improvement, organizational scaling, decision-making speed, change management, workplace innovation Episode Resources: Robert Sutton on LinkedIn Stanford University School of Engineering Website World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

What if the organizational structures designed to scale your business are actually holding it back? In this episode of World's Greatest Business Thinkers, host Nick Hague speaks with renowned management theorist, Visiting Professor at London School of Business, and best-selling author, Gary Hamel, about how bureaucracy in organizations undermines innovation, engagement, and performance. Hamel argues that rigid organizational structures and excessive business hierarchy drain trillions from the global economy and prevent companies from unlocking human potential. The conversation explores how decentralization in business, team empowerment, and bold management strategy can restore organizational agility. Drawing on examples from companies like Roche, Nucor, and Haier, Hamel explains why employee engagement, not efficiency, is the ultimate measure of success in modern organizational management. What You Will Learn: How to identify bureaucratic drag in your organization Why reducing management layers is non-negotiable The three conditions that eliminate the need for excessive management How to push authority down without creating chaos Why employee engagement is the single metric that matters most How to drive change without owning the system If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here. Gary Hamel Bio: Gary Hamel is a renowned organizational management thinker, bestselling author, and Visiting Professor of Strategy and Entrepreneurship at London Business School, where he has taught since 1983. Widely regarded as one of the world's most influential business strategists, he has pioneered concepts such as strategic intent, core competence, and management innovation. Hamel is the author of several global bestsellers, including Humanocracy and The Future of Management, and his work has reshaped how leaders think about innovation, organizational design, and the future of management. Quotes: "All of these companies, irrespective of culture or industry or geography, all of them suffered from similar disabilities. They were kind of congenitally timid, they weren't very innovative, and they were soulless places to work. When you see the same set of disabilities or maladies again and again, you realize it's not about one leader or one company or a strategy, there's something much deeper going on." "We need entrepreneurship at scale, and I need speed at scale, and I need boldness at scale. And that old management model was just inimical to those." "I've never yet seen an organization with eight or nine management layers that is nimble and innovative." "We are wasting colossal sums of human imagination and initiative. Only 20% of people around the world are engaged in their work, and only one in five employees believes their ideas matter at work. The only way out of that is we gotta turn on all that unused intellectual capacity." Keywords: Primary Keywords (Core Themes): bureaucracy in organizations, organizational management, business innovation, management strategy, organizational structure, employee engagement, leadership transformation, corporate culture, business hierarchy, management theory Secondary Keywords (Related Subtopics): removing bureaucratic layers, decentralization in business, organizational agility, management innovation, corporate transformation, autonomy in the workplace, team empowerment, organizational efficiency, knowledge economy management, institutional vitality Episode Resources: Gary Hamel on LinkedIn London Business School Website World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

What if the secret to building world-class brands isn't about outsmarting your customers, but understanding the hidden biases that drive their decisions? In this episode of World's Greatest Business Thinkers, host Nick Hague is joined by behavioural scientist and author of three bestsellers, Richard Shotton, to unpack why the world's most successful brands win by working with human nature, not against it. Drawing on examples from Five Guys, Snickers, Guinness, Amazon Prime, and more, Richard explains how cognitive biases like the gold dilution effect, charm pricing, and the pratfall effect quietly shape everyday decisions. The conversation reveals how humour builds credibility, why focus often beats choice, and how small design or pricing tweaks can unlock disproportionate growth. What You Will Learn: How to leverage the Gold Dilution Effect to strengthen your brand positioning Why humor is your most credible marketing tool How to create trigger moments that convert intention into action The power of leaning into perceived flaws through the Pratfall Effect How to break unfavorable price comparisons through design differentiation Why revealing product improvements secretly outperforms marketing claims How charm pricing (prices ending in 9) compounds customer decisions at scale Why focus on unchanging human nature, not fleeting trends How to think in terms of habit formation, not loyalty, when facing low switching costs If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here. Richard Shotton Bio: Richard Shotton is the founder of Astroten and a leading expert in applying behavioural science to marketing. He advises brands including Google, Mondelez, BrewDog, and Santander through consultancy, copywriting, and training. Richard is the bestselling author of The Choice Factory, winner of the 2019 Business Book Award, and The Illusion of Choice. His latest book, Hacking the Human Mind, is scheduled for release in September. He is an honorary IPA fellow and co-hosts Behavioral Science for Brands with Michael Aaron Flicker on the podcast. Quotes: "If you have one really strong argument, adding on slightly suboptimal arguments tends to dilute it, and tends to weaken people's belief. So the point here is that because it's a reasonable assumption in life that those who specialize become better, people take that rule of thumb and then they apply it even when it isn't relevant." "As a species, we have evolved to rationalize that deep, considered thought and most decisions, like which burger joint to go to, most decisions are made in a quick snap, reflexive way. And the way that we make those super quick decisions is to use what psychologists call rules of thumb or heuristics. And what's interesting for us as marketers is that those rules of thumb are prone to biases." "Humor is something that you can demonstrate in an ad rather than just claim. And demonstrations are always more powerful than claims. Only someone who has the genuine skills actually does it, so a viewer will always give greater credibility to a demonstration than a vague claim." "Motivation or appeal is a necessary but not sufficient condition for behavior change. What you need to do is combine appeal with a clear trigger moment. Creating this trigger moment converts vague desire into action and essentially acts as a catalyst." Episode Resources: Richard Shotton on LinkedIn Astroten Website Nick Hague on LinkedIn World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

What if the career you carefully planned at 20 looks nothing like the life you're living at 50, and yet, that's actually a good thing? In this episode of World's Greatest Business Thinkers, host Nick Hague sits down with bestselling author Daniel Pink to unpack why curiosity beats certainty, and why rigid career plans often fail us in a fast-changing world. Pink shares how autonomy, mastery, and purpose still define meaningful work in the AI age, and why paying attention to weak signals can reveal your next opportunity before it's obvious. They also delve into an unexpected topic: how regret, when handled with self-compassion, can become one of the most powerful tools for making better decisions. Whether you're facing a career pivot, leading a team, or rethinking past choices, this conversation offers practical insights for building a career that truly matters. What You Will Learn: Why excessive planning often backfires How to recognize weak signals before they become obvious trends The evolution of autonomy in work Two overlooked types of purpose that actually motivate How information asymmetry shaped selling, and why it's dead The three-step framework to transform regret into better decisions If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here. Daniel Pink Bio: Daniel Pink is a bestselling author and business thinker renowned for his expertise in motivation, decision-making, and the future of work. With a background spanning law, politics, and speechwriting, including a tenure as Chief Speechwriter for Vice President Al Gore, Daniel has spent decades studying why people do what they do and how organizations can unlock human potential. His groundbreaking books, including 'Free Agent Nation', 'Drive', 'To Sell Is Human', and 'The Power of Regret', have shaped how millions approach work, leadership, and life decisions. Quotes: "I'm not 100% against planning, but I think there's a danger in planning too much because life is so unpredictable, we don't know what the world is gonna be like in five years or ten years, and we don't know what we're gonna be like either. If you'd told me when I was in university that I'd be sitting in a garage by myself writing books, I would have said that doesn't sound that fun, but that's what I ended up doing, and it is fun." "I've always had a decent amount of confidence, but it's a strange kind of confidence. I don't look around and say I'm so much better than all these people, nor do I say these people are all better than me. I look around and think, okay, these people are good, and I can hold my own with them. Working in politics taught me that when you walk through the Senate or House office buildings and see the people making policy for America, you realize I kinda belong here. "There wasn't any epiphany; I simply looked around and saw other people doing what I was doing, and nobody was talking about it. There were businesses popping up to serve these people, and new forms of engagement emerging. It's really a case of just looking around and being curious, extrapolating from your own experience because most people are like most people." "Don't take a fully remote job straight out of university, I don't think that's a good idea. Look for a place that gives you autonomy, maybe four days in the office and one day on your own, because proximity to people who can guide your career enhances mastery. We're moving to a world that's permanently hybrid, but the word 'hybrid' itself is becoming less relevant; it's just called work now." Episode Resources: Daniel Pink on LinkedIn Daniel Pink Website Nick Hague on LinkedIn World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

What if a billion-dollar brand could be built not through hype, but through relentless craftsmanship and purpose-driven focus? In this episode of World's Greatest Business Thinkers, Nick Hague speaks with Will Butler-Adams, CEO of Brompton Bicycles, to unpack how a quirky folding bike became a global icon. Will reveals why engineering excellence beats marketing spend, how disciplined focus fuels sustainable growth, and why manufacturing in London is a strategic advantage, not a sentimental choice. The conversation explores balancing legacy with innovation, maintaining brand integrity under pressure, and treating profit as fuel rather than the finish line. It's a masterclass in building a mission-led brand that customers trust because the product earns it every day. What You Will Learn: How to recognize and seize opportunities that float past you Why obsessing over product quality builds brands more effectively than marketing The counterintuitive advantage of staying lean and focused in growth How to balance legacy with innovation when inheriting a founder-led business Why manufacturing in the UK costs less than you'd think The framework for aligning profitability with purpose without sacrificing either If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here. Will Butler-Adams Bio Will Butler-Adams is CEO of Brompton Bicycles, the iconic London-based folding bike manufacturer renowned for its innovative engineering and commitment to sustainable urban mobility. With a background in chemical engineering and lean manufacturing, Butler-Adams has transformed Brompton from a niche operation of 30 people into a global brand producing over 1.2 million bikes, with 80% exported worldwide. Under his leadership, he has pioneered vertically integrated manufacturing in the UK, launched Brompton Electric in collaboration with Williams F1 Advanced Engineering, and positioned the company as a masterclass in purpose-driven business that balances profitability with social and environmental impact. Quotes: "Opportunities float past us all the time. All of us. It doesn't matter who you are. It's whether you wanna get out there and grab them. And it might be prickly, and it might hurt, but you've gotta do something to make things happen. I thought, no, I'm actually going to contact him, and reorganise three months later to get a train all the way down to London, meet this random person who made these bikes I never heard of." "You only have to think about things you own. Forget the trendy YouTube videos or Instagram posts and forget the cool collaborations and all of that fluffy stuff, the stuff you really, really love. You love it because it works. It's bloody good. If it delivers value, if it makes your life better, if it lasts, if it does go wrong, somebody's there to look after you." "If you really obsess about what you're delivering to the customer and their experience for the entire life of the product, they will do your marketing for you. The average consumer's expectations are quite low because they've been burned so many times with overpromised, over-delivered rubbish. So when you're not shit, they're like, wow, these guys are good." "Our mission isn't to make bicycles. It's to create urban freedom for happier lives. That's our purpose. The bike just helps us get there. Our purpose is what we're here for. I'm not gonna get out of bed to make a shareholder rich. If we don't make a profit, we can't innovate, we can't grow, we can't communicate." Episode Resources: Will Butler-Adams on LinkedIn Brompton Bicycle Website Nick Hague on LinkedIn World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

Conflict isn't the enemy; it's the path to stronger relationships. In this episode of World's Greatest Business Thinkers, host Nick Hague sits down with Amy Gallo, Global Speaker, Author, and Contributing Editor at Harvard Business Review, to explore how to handle even the most difficult colleagues. Amy reveals the eight archetypes of toxic coworkers, why emotional regulation outperforms empathy, and how psychological safety fuels high-performing teams. Discover practical tools to navigate tension, transform workplace dynamics, and turn conflict into connection. Whether you manage teams or work within one, this conversation will reshape how you see disagreement and yourself. What You Will Learn: Why emotional regulation trumps empathy in conflict resolution The eight archetypes of difficult coworkers and how to neutralize each one How to maintain trust and collaboration in remote and hybrid environments Why 82% of new managers fail without formal training The psychological safety framework that distinguishes healthy cultures from toxic ones How to reframe difficult conversations as relationship investments, not relationship threats The practical tactic for managing passive-aggressive behavior without escalation Why getting sleep before a difficult conversation matters more than resolving it How to identify if you're the difficult person in the conflict The strategic value of buying coffee for the colleague who irritates you If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here. Amy Gallo Bio: Amy Gallo is an author, global speaker, and expert on workplace dynamics who helps professionals turn conflict into a force for good. She writes and speaks on communication, feedback, and gender dynamics, and is the author of the Amazon #1 bestseller Getting Along: How to Work with Anyone (Even Difficult People). A former co-host of HBR's award-winning Women at Work podcast, Amy has spoken at SXSW, the World Economic Forum, Google, Adobe, and more. Learn more at amyegallo.com. Quotes: "I really value the evidence and the research that shows what works and what doesn't. I also acknowledge that sometimes what works in research does not work in practice, in real life. But making that bridge is really what's important to me in everything I do." "Do I feel like I can speak up here? Do I feel like I can give feedback? For the most part, do you feel like you can speak up and say what's on your mind and offer new ideas and push back? To me, that's the most important thing when you're trying to determine the difference between a toxic culture and a healthy one." "I used to think the most important thing in dealing with conflict was empathy, but I've actually really come to believe it's emotional regulation. The more we can handle our own negative emotions and make good choices despite them, the more these conversations and relationships will grow stronger and the more resilient we will feel." "Promoting someone who doesn't have the skills to do the job and you're not gonna give them those skills creates a good amount of insecurity on their part. The research shows the exact opposite of what we assume—the more senior they get, the more insecure people feel. We are creating this gap, not just in skill, but also in confidence." Episode Resources: Amy Gallo on LinkedIn Amy Gallo Website Nick Hague on LinkedIn World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

Short Summary: What if your company could change the world and deliver exceptional profits? In this episode of World's Greatest Business Thinkers, host Nick Hague speaks with Douglas Lamont, CEO of Tony's Chocolonely, about how purpose-led leadership can drive both impact and growth. Drawing from his journey leading Innocent Drinks and now Tony's global mission to end exploitation in the chocolate industry, Douglas reveals how transparency, ethical sourcing, and long-term thinking create lasting value. Listeners will learn practical strategies for scaling a mission-driven business, building an authentic culture, and proving that doing good and doing well truly go hand in hand. Long Summary: What if your company could change the world and deliver exceptional profits? In this episode of World's Greatest Business Thinkers, host Nick Hague speaks with Douglas Lamont, CEO of Tony's Chocolonely, about how purpose-led leadership can drive both impact and growth. Drawing from his journey leading Innocent Drinks and now Tony's global mission to end exploitation in the chocolate industry, Douglas reveals how transparency, ethical sourcing, and long-term thinking create lasting value. Listeners will learn practical strategies for scaling a mission-driven business, building an authentic culture, and proving that doing good and doing well truly go hand in hand. What You Will Learn: How to scale a mission-driven business without compromising core values The "Mission First" framework for making tough business decisions while maintaining ethical standards Why transparency in supply chain issues leads to faster industry-wide improvements How to build successful B2B partnerships that amplify social impact beyond the brand The data-driven approach to measuring and proving social impact Why investing in farmers and sustainable practices creates long-term resilience How to foster a mission-driven culture that attracts and retains top talent The Better Business Act principle for balancing profit, people, and planet If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here. Douglas Lamont Bio Douglas Lamont is the CEO of Tony's Chocolonely, leading the company's mission to eradicate exploitation in the cocoa industry while scaling a thriving global brand. Formerly CEO of Innocent Drinks, he helped grow the business to over €500 million in turnover. With a background in corporate finance and entrepreneurship, Lamont blends profit with purpose. As co-chair of the Better Business Act, he champions legislation that balances people, planet, and profit, making him a leading voice in purpose-driven, ethical business leadership. Quotes: "It was intoxicating. It was a melting pot of talented people inspired by the founder's vision of a different type of company with a vision about culture, sustainability, and winning. I always say Harvard's the second-best business school I went to because Innocent Drinks was the first." "In creativity and innovation, you've really gotta take away the fear of failure. When I look at some of the big companies, there's so much pressure - they put 20 million of marketing on day one, and it's gotta hit these thresholds otherwise it's a failure. At Tony's, what I try to do is create space where the bets you're taking aren't that big." "The job of a scale-up leadership team is to find the balance between how much structure and process you put in whilst continuing to allow the entrepreneurial gene to flow inside the business. You're not putting in process and structure because you like it or want control - you're doing it to allow you to keep moving at the same pace. If you don't do that, the old model breaks down really quickly." "I think it starts at the recruitment stage - you've gotta be really clear that people you hire care about your mission. You then have to show to those employees who care about what you're trying to do that you really mean it. Every presentation, my first slide every single time is our mission, our vision, and our values - that's the bedrock on which we built the company." Episode Resources: Douglas Lamont on LinkedIn Tony's Chocolonely Website Nick Hague on LinkedIn World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

Today I'm joined by Roger Martin, named the world's #1 management thinker by Thinkers50, for an invaluable discussion on how to achieve superior management effectiveness.

Today I'm joined by Vikram Mansharamani, Global Generalist and Trend-Watcher, for a fascinating discussion on how to anticipate the future, manage risk, and spot opportunities.

Today I'm joined by Dan Davies, Author and Former Economist, for a fascinating discussion on how systems, algorithms and AI are changing the world around us.

Today I'm joined by Dan McCarthy, Associate Professor of Marketing at the Robert H Smith School of Business, for a fascinating discussion on how customer-based corporate valuations can be used to predict the future.

Today I'm joined by Greg Fisher, Professor of Entrepreneurship at Kelley School of Business, to discuss strategies and tips on how to become a successful entrepreneur.