This unique, cutting-edge program provides access to high-level discussions level between 10 top CEOs and 10 renowned philosophers on how to approach fundamental management issues in today’s high-pressure world. By exploring different currents of philosophical theory, such as commitment, otherness, humanism in a digital world and durability, and comparing them to challenges experienced by top business leaders, you receive concrete tools to solve problems in a pragmatic way.
Through deep interrogation you will learn how to develop skilled critical thinking to better analyze situations, become more aware, surpass your current limiting beliefs, find meaning in your work and give meaning to people you manage.
Ultimately, you will be well-equipped to ask the right questions, make better decisions and be a more responsible, visionary and inspirational leader.
There is currently a crisis of disengagement and dissatisfaction at work, which means something is missing from contemporary management techniques. As the focus during the last century has been on economics and psychology, it’s now time to embrace philosophy as the way to drive the changes in leadership that the world needs.
Philosophy helps us understand and process the complex world we live in; enables us to comprehend and better manage human behaviour; gives us the emotional balance needed to negotiate our fast-changing, culturally diverse society; and provides us with the means to explore existential questions to help us find meaning in our lives and work.
Philippe Biltiau & Dr. Jules Goddard
Philippe graduated from the Solvay Business School (ULB, Brussels) with a degree in Business Engineering. He subsequently held marketing executive positions in various local and international companies such as Unilever, J.W. Thompson, the Société Générale and RTL.
In the early 80s, he founded and led a large communication group which was acquired by IPG ten years later.
In the 90s, he became a part-time professor of marketing and was elected Dean of the Solvay Business School in 2001. During the 6 years in this post, he elevated the school to achieve international certification status, and managed a campaign that raised 23 million Euros in funds.
For the last ten years, he has created and directed several executive training programmes in digital marketing, management of associations and in management and philosophies.
Dr. Jules Goddard
Jules is Fellow of London Business School and member of the Academic Committee of CEDEP at INSEAD. He was formerly, Gresham Professor of Commerce; Mercer’s School Memorial Professor of Business Administration at City University; Visiting Professor of Marketing at École Nationale des Ponts et Chaussées, Paris; and Unilever Distinguished Scholar, AGSM at the University of New South Wales, Australia.
In the 90s, Jules specialised in designing, directing and teaching senior-level, enterprise-wide transformational programmes for many companies, including one third of the FTSE 100. His particular areas of interest are business creativity, strategic innovation and leadership skills. Over the last few years, he has worked with Professors Gary Hamel and Julian Birkinshaw to establish and promote The Management Lab (MLab) at London Business School, dedicated to partnering with chosen clients in the experimental pursuit of radically different ways of managing talent and organising work.
Author of “Uncommon Sense and Common Nonsense” a co-author of a new book “What Philosophy can teach you about being a better leader”.
And his recent publications include articles on futuristic models of management (Sloan Management Review), experimental marketing (Market Leader), the economic crisis (Business Strategy Review), mismanagement and core incompetence (Labnotes), cost strategy (Business Strategy Review), a new definition of accountability (Interconnections), as well as a monograph on employee engagement, social media and management innovation (CSC Leading Edge).
- Day 1: Quel est le sens du travail et de l’engagement en entreprise ?
- Day 2: Quelles sont les vertus de l’échec et de l’erreur pour le manager ?
- Day 3: Comment penser l’altérité à l’intérieur de l’entreprise ? “Ecart », « entre » et « ressourcesculturelles»
- Day 4: Quelle est la place du libre arbitre dans les décisions du manager ?
- Day 5: Comment construire un nouvel humanisme dans un monde numérique?
- Day 6: Comment réconcilier les valeurs avec la valeur ?
- Day 7: Comment faire évoluer les règles du jeu de l’entreprise ?
- Day 8: Qu’est-ce qu’un manager et une entreprise justes ?
- Day 9: Quelle place pour les spiritualités dans le management ?
- Day 10: Quelles inspirations le manager peut-il trouver dans des grands courants de sages sephilosophique?