I had been looking forward to a Skype interview with Seth Godin at school for many months. It took me a few months before I was sure the technology would work. I promised him a good experience and I definitely felt a bit of the pressure of the promise in the days leading up to it. It all worked well (thank you to KIS – our tech team!) and the interview was a real treat.
Giving leaders a blank check to pursue big goals is a powerful display of trust. It shows that you believe they will do the right thing, take ownership, and be accountable for the results. Such intelligent risk taking can lead to a remarkable return on investment. For example, sales of Oreos outside the U.S. increased… Continue reading
By David van der Keyl One of the key benefits of enrolling in Kellogg’s Asset Management Practicum this year was the chance to travel to Omaha, Neb., to meet Warren Buffett. In an intense, random drawing, I was selected to participate on the trip along with 13 other classmates and six students from the Kellogg Family… Continue reading
I shared a framework we discussed in a crisis management class three weeks ago – a few days after the Volkswagen emissions debacle came out in the press. I thought it was time for Part II.
I recently woke up to the following paragraph as part of my “Economist Espresso:”
“Volkswagen’s boss in America offered a congressional hearing a “sincere apology” for the company’s use of “defeat devices” which helped diesel engines cheat in emissions tests. Stressing that he was not an engineer, Michael Horn blamed “a couple of software engineers” for the modification, of which he said he had no prior knowledge. German prosecutors searched the carmaker’s headquarters.”
We started our second year with a one week pre-term course on Leading and Managing Crises. We discussed responses to multiple crises – both good and bad. And, as I was on the lookout for a new crisis to apply my learning, Volkswagen appeared in the news for what has to rank among the dumbest decisions of all time.