Renowned International management strategist, Dr Jules Goddard, MA (Oxford), MBA (Wharton), PhD (London) brought his innovative thinking to the Australian Graduate School of Management (AGSM) last week as part of the AGSM Unilever Distinguished Visitor program.
Dr Goddard spent the week sharing his latest thinking on strategy to more than 400 AGSM alumni, student and staff groups, including special receptions for former AGSM students in Sydney and Melbourne, a Learning Session for AGSM teaching staff as part of the AGSM Learning Network and a seminar for current MBA, MBA (Executive) and MBT students.
Throughout the week Dr Goddard discussed concepts from his recently released book 'Uncommon Sense, Common Non-Sense'. The highly acclaimed work aims to challenge peoples' thinking in relation to better practice and better performance around areas of strategy, entrepreneurship and philosophy.
MBA (Executive) student Jeff Sykes said the seminar for students was thought-provoking and provided a refreshing view on strategy.
"It was truly a rare experience to be able to hear up close and personal from one of the world's leading innovative thinkers in strategic management education," said Jeff.
Deputy Dean, Director AGSM Professor Chris Styles said it was an honour to host Dr Goddard at the AGSM for a week who made staff and students alike think differently with some refreshing insights.
"The program exposed AGSM students and alumni to unique thought-leadership, and it is these kinds of opportunities that we believe help the AGSM prepare great people to achieve great things," said Professor Styles.
"The highly successful visit has also helped strengthen AGSM's bond with London Business School."
Jules is currently a Fellow of London Business School; Member of the Academic Committee of CEDEP at INSEAD; and formerly Gresham Professor of Commerce at the City University.
For an example of Jules' work see: Jules Goddard, Julian Birkinshaw and Tony Eccles (2012), "Uncommon Sense: How to Turn Distinctive Beliefs Into Action", MIT Sloan Management Review, 53 (3), 33-39