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A large proportion of the top 500 global companies are based in London. LBS is perfectly placed to set you on the road to academic success.
Our faculty undertakes field-leading research in a wide range of contemporary business-applicable topics, including:
Associate Professor of Management Practice in Strategy and Entrepreneurship; Academic Director, Institute of Entrepreneurship and Private Capital
Assistant Professor of Strategy and Entrepreneurship
Vice-Dean; Professor of Strategy and Entrepreneurship
Assistant Professor of Strategy and Entrepreneurship
Assistant Professor of Strategy and Entrepreneurship
Assistant Professor of Strategy and Entrepreneurship
Professor of Strategy and Entrepreneurship; Chair, Strategy and Entrepreneurship Faculty
Associate Professor of Strategy and Entrepreneurship
Professor of Strategy and Entrepreneurship; Deputy Dean (Faculty)
Adecco Professor of Strategy and Entrepreneurship
Associate Professor of Strategy and Entrepreneurship
Sir Donald Gordon Professor of Entrepreneurship and Innovation; Professor of Strategy and Entrepreneurship
Professor of Strategy and Entrepreneurship
Assistant Professor of Strategy and Entrepreneurship
Assistant Professor of Strategy and Entrepreneurship
Professor of Strategy and Entrepreneurship; Robert P Bauman Chair in Strategic Leadership
Assistant Professor of Strategy and Entrepreneurship
Assistant Professor of Strategy and Entrepreneurship
Associate Professor of Strategy and Entrepreneurship
Professor of Strategy and Entrepreneurship
Visiting Assistant Professor of Strategy and Entrepreneurship
Interested in joining our world-leading faculty as a research leader and lecturer?
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Discover how LBS’s angel investor
network is shaping the future of entrepreneurship.
Would you like to experience start-up life? Incoming students can get a feel for entrepreneurship with a 6 weeks long summer placement at a promising early-stage business.
Assess and shape your business
opportunity in a robust and practical
way.
Get support, start-up advice and guidance from our selection of experienced entrepreneur mentors. This programme is open for current students and
alumni.
Shape the future of global business. See how far you can take your knowledge and expertise.
A track-record of fulfilled start-up potential. Accelerate your product to market
with our comprehensive, full-service
support offered to LBS Alumni
Entrepreneurs.
Equipping and inspiring entrepreneurs, innovators and the leaders who design the ecosystems in which they thrive. Discover the initiatives, opportunities and resources offered to the LBS Entrepreneurship community.
READ MOREA key part of our Masters programmes curriculum.
View courses Show lessThis course introduces you to the fundamentals of business strategy analytics. The course will cover the core tenants of strategic management including industry analysis, positioning, business models, and strategic innovation. The course will provide you with tools, frameworks and vocabulary to analyse and communicate a firm's strategy.
Capstone is the final module of the Executive MBA and aims to help you consolidate the lessons from your learning and experiences at LBS. It provides tools that can help you navigate as your career unfolds over the next few years, as well as a context for constructive reflection to practice the application of the tools.
"Consider your future as a senior executive, board member, owner or stakeholder in the changing landscape of corporate governance and stakeholder relations. The course adopts an explicitly political perspective, showing how different players inside and outside a firm work to shape leadership and strategy. "
Examine the unique challenges involved in leading an entrepreneurial venture or innovating within your company. Assess a real opportunity.
"How have new trends in data, internet usage and AI changed firms, industries, and the institutional foundations upon which firms operate? Explore new frameworks and techniques to better understand these business models. Understand how digitisation influences firms’ business models, their competitive advantage, the industry structure, and the foundational institutions upon which industries operate Discover the key aspects of multi-sided businesses (platforms) and learn how to analyse or design a multi-sided business Make sense of how some of the recent technologies such as blockchain and artificial intelligence could lead to foundational transformations in how firms operate in the future. "
LondonCAP
This core Strategy course focuses on understanding the competitive world and its challenges, and on understanding the firm and the dynamics of its resources. It also focuses on yourselves as key actors in the drama of strategy: how you will make good strategy happen, the ways in which you will identify and overcome the sources of strategic inertia in your businesses, and what it takes to lead well strategically. Hopefully this course will help you to define robust and exciting strategic opportunities for your own futures, whether as general managers, policy makers, advisers, or investors.
Explore a new range of strategy tools and frameworks and apply them to a variety of competitive situations.
This course introduces you to the fundamentals of strategy. The course will cover the core tenants of strategic management including business models, industry analysis, positioning, and strategic innovation. The course will provide you with tools, frameworks, and vocabulary to analyse and communicate a firm’s strategy.
Building on the fundamentals that you learned in Strategy I, this course will advance your understanding on corporate-level strategy. The course will cover advanced topics in strategic management including diversification strategy, vertical integration, global strategy, and corporate social responsibility. The course will provide you with tools, frameworks, and vocabulary to analyse and communicate a firm’s corporate-level strategy.
A central aim of this course is to understand technology markets and how technology and innovation shape strategic decisions. It is designed to meet the needs of future managers, entrepreneurs, consultants and investors who must analyze and develop business strategies in technology-based industries. The emphasis is on learning conceptual models and frameworks to help navigate the complexity and dynamism in such industries.
View your role in the wider context of society and consider how creating an effective working environment benefits economic and social progress. Highlighting the professional challenges and responsibilities you face, this course delivers a framework to draw on your own experience.
Assess how you can influence the world within and beyond your organisation in a way that gives full expression to what you stand for – personally and professionally.
Optional courses providing a deep dive into specialist areas.
View electives Show less
In a world of increasing change and uncertainty, successful companies can seldom rely on their past sources of advantage for long. They need to adapt rapidly, but for a future that is not at all clear. They need to become more 'agile' in the way they develop and execute emerging strategies. This elective explores different contexts of change and uncertainty, and provides tools and concepts to help companies become more agile in various respects. The impact of the pandemic has only heightened awareness of how important and pervasive is this need for flexibility and agility as much in large organizations as in small ones.
This course’s approach to strategic career management has two crucial elements. First, we will take a long-term perspective. This course is not only about the next step in your journey, but it is aimed to equip you with skills and tools that will serve you for the rest of your career. Second, unlike other courses focused on developing leadership or career skills, we will spend less time discussing how to analyse yourself (i.e. your personality, strengths, weaknesses, etc.) and more time discussing how understanding and managing your context helps you succeed. While technical and personality skills are crucial at the beginning of one’s career, progression as an executive increasingly depends on developing a robust network of key relationships that allow you to access opportunities, become a better leader and prepare for career transitions.
Gain insight into the nature of corporate – as opposed to business – strategy. Many companies are not single businesses but 'groups', comprising a portfolio of more or less separate business units and one or more levels of 'corporate' management.
Enhance your strategic decision-making with Strategy Analytics. In today's data-driven world, big data and computational tools are crucial: Dive into their application for strategic choices. Building upon core strategy principles, explore the integration of big data and AI in strategic decision-making. This hands-on course emphasizes practical applications, letting you engage with real-world data. Marrying business and corporate strategy with appropriate analytical tools, you will understand how to apply analytical solutions reliant on big data for strategic decision-making. By the end of this course, you will have developed an understanding on the types of data and computational techniques that you can leverage to solve different classes of strategic problems, enabling you to make informed strategic decisions that drive success in today's complex business landscape.
This course is an experiential learning initiative designed to be a mixture of in-person and virtual experiences. Students in the course will consult remotely and in teams with small and medium enterprise (SME) clients in East Africa to deliver tangible business recommendations around the theme of "Digital for Impact". Over the course of 10 weeks students will be supported by faculty and regional on-the-ground contacts-with plenary lectures and skills sessions to complement the client work.
While traditional strategy tools (five forces framework, generic strategies, who/what/how, etc.) can still provide valuable insight, they are not sufficient to understand the complexities of some of the most popular business models around us today. In this course, we introduce new frameworks and techniques to better understand these business models. In particular, we look at four related topics: 1) the emergence of new platform-based business models and the key decisions for designing a successful platform, 2) the change in the competitive positioning of firms as they adopt platform-based business models; 3) the emergence of ecosystems where new platform-based business models interact with traditional models; 4) and the shifts in the fundamental institutions that shape businesses due to new technological trends such as blockchain and artificial intelligence.
It is not the intention of this course to analyse precisely what an entrepreneurial mindset is. It is intended to give you one. An entrepreneurial mindset, namely, is not just about being passionate and having a risk appetite, but also about an ability to appropriately analyse situations and understand them at a higher cognitive level than others. It is about judging and seizing opportunities, but also about building a coherent strategic logic to take advantage of them. That is what this course is about: it is intended to shape your thinking.
The Entrepreneurship Summer School gives you the chance to assess and shape your business opportunity in a robust and practical way. This course takes place during Summer break and so is not available to students on one-year programmes.
Entrepreneurship through Acquisition
Family firms make up around 70% of businesses worldwide and account for a substantial proportion of GDP. Many of the world's leading corporations originated as family firms, and retain cultural distinctiveness as a result. In some parts of the world, such as South Asia and the Far East, family firms occupy the commanding heights of the economy. Yet they are neglected in the management literature, and often treated as if they were a relic of the past. However, as the current financial crisis is illustrating, with their long time scales, adaptive cultures, and vision-led leadership many are much better fitted to survive the downturn in good shape than many PLCs.
Explore the issues and practices of financing entrepreneurial businesses, including start-ups, emerging growth companies, management buy-outs and buy-ins.
An experiential elective that gives you the opportunity to develop a strategy for a science-based business, working alongside the inventor.
National borders matter for how firms develop and conduct their strategy. The point of departure for Global Strategy is that differences exist between countries and that these differences have implications for how firms strategize when they operate across borders.
Learn to identify these differences, how to measure them, and what they mean for fundamental decisions such as entering new markets and designing the global footprint of a firm's operations. Gain familiarity with some major public databases (e.g. POLYCON, Economic Freedom of the World Index, CAGE).
This course is relevant for anyone who intends to pursue a managerial career in a multinational corporation as well as anyone who will have to assess the strategies of multinational corporations in consulting and finance.
Equip yourself to deal effectively with the issues you are likely to face in entrepreneurial ventures in emerging markets. Subjects covered include managing in times of rapid demographic and socio-economic change, innovating in emerging markets, managing in ethically corrupt environments, dealing with multinationals, building winning businesses in resource constrained environments, understanding consumers in emerging markets and what to do when the family calls and asks you to come home and save the family business.
The course sets out to explore what is unique about social enterprises. This new organizational form holds the promise of tackling some of society's thorniest problems that traditional businesses have ignored in more efficient ways than traditional charities. For investors, it represents an evolution in corporate philanthropy as the original intent to contribute to society is fused with an investment approach to capital allocation. As a result, substantial amounts are directed toward the nascent market in social impact investing. Are the conditions present for this market to grow systematically or is this a passing fad? Are the entrepreneurial and management skills necessary to start and manage social enterprises different from those required for either traditional businesses or charities? What options are available to social businesses when their self-interest conflicts with their pursuit of social impact? This course aims to provide students with the analytical frameworks and tools f
Entrepreneurship in an Emerging Market
This course explores how technology and innovation shape strategic decisions. The emphasis is on learning conceptual models to help navigate the complexity of technology-driven industries. We will explore the basis of competition in tech industries through insights from academic research and the strategic issues of how a firm should manage technology. These include understanding the technological and competitive nature of tech industries, ways to compete in the high-tech marketplace, resource allocation and R&D investment decisions, alternative commercialization paths, and managing factors that hinder or promote the adoption and diffusion of a new technology.
Focusing on some of the most compelling strategy questions facing the luxury sector, and yet highly applicable in other competitive and increasingly commoditised sectors.
Seven of the top ten companies in the world by market capitalisation, and the vast majority of unlisted ‘unicorn’ companies, are players in the digital economy: they sell primarily digital products (or hardware for accessing digital products), they operate with platform-based business models that give them increasing returns to scale, they have few tangible assets and they employ relatively small numbers of people.
These features make digital organisations fundamentally different to “industrial” organisations such as food manufacturers, oil & gas companies or automobile companies, who make physical products and operate in the world of decreasing returns to scale on which traditional economic theories were built.
The purpose of this course is to help students understand the differences between industrial and digital organisations, and to provide them with frameworks and practical advice for how to manage and work in digital organisations.
MIRB explores whether and how the adoption of Responsible Business practices by companies, in association with the integration of ESG factors by investors, can be an effective way to address these global challenges. MIRB thus aims to fundamentally transform the way students think about the role of business and finance in society by empowering them to understand, develop and implement a model of broader stakeholder value maximisation in conjunction with positive societal impact. Despite highlighting the importance of creating value for society, the course also stresses the criticality of companies generating profits. Indeed, one of the punchlines is that an approach to business based on responsibility can be more profitable than one focused on shareholder value.
Explore the management issues that arise when a financially-distressed firm needs a radical change to ensure its survival.
Examine a range of entrepreneurial businesses and gain the ability to recognise the patterns in business models and management processes. Learn how to manage the risks and convert opportunities on this integrative course that concentrates on the general management challenges facing founders or managers in entrepreneurial businesses
Analyse the strengths and weaknesses of mergers, acquisitions and alliances as strategic vehicles.
Get an overview of the process and challenges associated with starting an entirely new business, the skills required to prepare a persuasive business plan, approach prospective investors and launch your venture. Gain a clear understanding of how to assess an entrepreneurial opportunity, the resources needed to start a new business and the costs and challenges involved. Give an entrepreneurial bias to your career using this course as a springboard. A number of graduates who have taken the New Venture Development course and gone on to set up their own business or pursued careers in venture capital.
If you have fancied yourself as an entrepreneur or intend to work in the venture capital industry or in professional businesses supporting entrepreneurial firms this is the perfect entry level entrepreneurship course for you. You explore the many dimensions of entrepreneurship and new venture creation and growth, including: conceptualising, developing and managing successful new ventures. The emphasis in this course is on applying and synthesising concepts and techniques from the functional areas of accounting, finance, managerial economics, marketing, operations management, and organisation behaviour in the context of new venture development.
Firms are accelerating the use of analytics to translate human capital into competitive advantage. This trend has increased the demand for leaders who are informed users and consumers of analytical tools to manage and develop talent. This course meets such demand, by drawing on the latest evidence-based research on people analytics and educating students on how to use these tools in a thoughtful, effective, and responsible manner.
Students will be expected to use and analyse data, hence you need a basic knowledge of statistics. However, previous experience with statistical or programming packages is not required. We will provide you with some basic code and tools in class. The goal is to help you understand what kind of data and analytical techniques are more appropriate for each problem, as well as to train you in a thoughtful evaluation of the evidence required to make sound decisions.
The meteoric growth of a small, highly profitable and extremely powerful set of technology-based firms has redefined sectors from media to news, commerce to healthcare, in an ever expanding footprint. The power that these firms have amassed has raised fears of increasing and endemic economic inequity, with those who inescapably operate in the shadow of Big Tech needing to accept whatever terms they are offered. This course aims to address these issues head-on, drawing on the most recent thinking, bringing some of the key stakeholders from policy, advocacy and regulation to debate with the class. It draws on areas of topical interest such as AI, the metaverse and the gig economy, focusing on the opportunity to debate questions of success as they are inextricably linked to power abuse and dominance.
Develop an understanding of how a company can discover a new business model and how it can successfully migrate from its current position to the new.
Get answers to the question that keeps most top executives awake at night: "where should tomorrow's growth come from?" Learn how to create the growing firm, and how growth strategies are not always 'designed' by managers but emerge from within an organisation. Analyse how effective managers organise their companies to achieve continuous, organic growth. Examine the firm's formal strategic choices, its internal organisational environment, the process of growth, and the role of historical accident and the background and personality of the managers involved. You will learn how, as a manager, you can shape your organisation to deliberately manage and control the growth process of the firm.
Strategy execution capability is critical for organisations. As they grow and become more complex, the pressure to execute successfully increases. This course focuses on how organisations can more reliably achieve their strategic objectives by 'doing the right things right.' The elective builds on the core strategy course and creates a bridge between strategy and operations. It draws on leading research and adopts a highly practical approach, incorporating much direct application by students to real organisational challenges.
Graduates with the capability to not only develop but also execute strategy will be attractive to many organisations faced with strategy execution challenges and to consulting firms. For those pursuing a career in entrepreneurship, this course will also be invaluable.
Focus on and explore business-unit level strategic concepts and frameworks that are relevant for professionals in any industry, including finance, investment management and financial services.
Learn about a wide variety of concepts, tools and frameworks that will enable you to understand the environment that a company finds itself in, the resources it needs to obtain, and the organisation it needs to build to establish a sustainable competitive advantage. In this sense, you will investigate how to develop and implement a consistent and coherent strategy in today’s dynamic and competitive business world.
Explore more advanced and contemporary issues in the domain of corporate social responsibility and sustainability, technological innovation, and organisational ambidexterity, adaptation and agility in the longer term. Concluding with an innovative in-class strategic simulation that focuses on strategy implementation.
The "Sustainable Leadership: Lessons from LBS Alumni" course stands at the intersection of academic study and real-world practicality, offering a unique opportunity to explore the realm of sustainable leadership through the lens of our notable alumni's experiences. This course transcends conventional pedagogical boundaries by linking LBS's academic legacy with its alumni's substantial contributions in the world of sustainable business.
Digital transformation: E-stonia and Finland
Thinking about joining a technology startup when you graduate? About starting your tech venture? Considering joining a VC? If your answer is yes, we encourage you to apply to TEL. Please apply using the link attached https://lbs.eu.qualtrics.com/jfe/form/SV_9B7MoBSF0M7OVNQ by 25th October 2023 the latest.
Basic Readings in Business
Behavioural Foundations of Strategy
Economic Foundations of Strategy
Research Design
Strategy Core
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
View programmes Show less"Attending the Accelerated Development Programme is a unique opportunity for participants to learn not only from our world-class faculty but from their fellow participants. Consequently, the way the programme is designed encourages you to get to know as many people as possible and to form a life-long network of culturally diverse peers".
"Making a real difference by defining how your business operates is an extraordinary task requiring focus and action. Developing Strategy for Value Creation will equip you with creative ways to break the rules that most businesses take for granted and opportunties to develop new sources of value."
"Organisations thrive when there is a strong alignment between their business goals and their people strategy. This programme will help you identify the steps and form the action plan that will take your organisation to where you want to be in the future."
"Market Driving Strategies examines how enterprising companies can cultivate successful market driving innovations that deliver a leap in value to their customers"
"The programme aims to demystify the whole mergers and acquisitions process."
"Thinking strategically, developing leadership skills and managing globally are the keys to achieving and maintaining competitive advantage in a rapidly evolving marketplace".
Think at London Business School
London Business School has long been an incubator, transforming the potential of its people – meet six women shaping their future
By Sophie Haydock
Think at London Business School
A fear of risk taking plays a part in keeping some women away from becoming entrepreneurs – John Mullins explores
By John Mullins
Think at London Business School
Alumnus Andrii Zhupanyn reflects on the challenges facing his homeland today and the positive impact the School is making to his future
By Sophie Haydock
Want to know more about Strategy and Entrepreneurship at London Business School? We’d love to hear from you. For more information please contact our Subject Area Manager, Desi Zlatanova.
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