DR. Peter Lorange

Prepared byMarina Pavljuk

Joanna SithikovaKeysa Yanez

1. Introduction and short biography2. Lorange and his school3. The most famous works

4. Leading in turbulent times

Outline

Name : Peter LorangeAge: 69Born:1943Place of birth: NorwayThe owner and the president of the Lorange Institute of Business

Introduction

Peter Lorange is Professor of Strategy and holds the Kristian Gerhard Jebsen Chair of International Shipping. He is Professor II at BI Norwegian School of Management.

Mr. Lorange is chairman, president and chief executive officer of Lorange Institute of Business Zurich and one of the world’s foremost business school academics.

Short biography

Mr. Lorange serves on the board of directors of several corporations including Marsoft International A/S, Preferred Global Health and Global Praxis.

Being a Leader

Professor Lorange was affiliated with the Wharton School, University of Pennsylvania, for more than a decade, in various assignments, including director of the Joseph H. Lauder Institute of Management and International Studies, and The William H.

Edited 20 books and some 120 article.

His areas of special interest are strategy, global strategic management, strategic planning, strategic alliances and strategic control.

His doctorate is from Harvard and he holds a Master’s from Yale and an undergraduate degree from the Norwegian School of Economics and Business (NHH).

Spheres of his work

Peter Lorange has given himself five years to turn the Zurich school into "one of the world's leading business schools" and to prove that his theoretical concept of a new model for business schools works.

The Lorange Institute of Business Zurich brings together the worlds of global business practice and academic theory.

The Business School of the Futureby Peter Lorange

It is modular and flexible - graduate degree programs,

short open enrolment programs and customized courses for qualified executives from

middle and upper management.

Why the Institute of Business Zurich is unique?

 The mission is to foster an environment for reciprocal learning and are a

productive meeting place for realistic and optimistic value creation on different career stages.

“Vision of a new way of learning – tailored to the real needs of the 21st century. Learning which is eclectic and suits your personal needs and can be pursued while you work in your current position. What you learn at the Lorange Institute you can immediately put into practice on the job.” – Lorange

Solving current, real-life problems relating to leading companies.

Keystone idea about the University

”I believe that you learn best when you have a

real-life job so that you can take what you learn

and apply it straight

away,”

Video about school - http://www.lorange.org/en/about-us/video.aspx?contentId=367

Lorange vision of

the school

The most famous WorksLeading international

corporations need to be staffed by the best possible executive talent from around the world.

This talent revolution places a burden on business schools to offer highly focused learning, based on practical research.

The Most famous works

The leadership may not be fully and formally equipped to lead, and difficult stakeholder-mix issues often limit its ability to govern proactively.

This book is meant as a guide for making strategic management a more realistic option.

The Most Famous Works

Strategic alliances are becoming increasingly important as a long-term response to the move towards globalization of businesses, and to their need to learn and adapt quickly, gain access to new markets, and diffuse new technologies.

Dr Peter Lorange said:

Based on his academic and hands-on

experience.

Examples of good and bad strategies &

leadership for:

- Ford, Nokia, Motorola, GE, Marks and

Spencer, ABB, etc.

Talks openly and honestly about his own

failures.

A good leader in times of crisis

“Better leadership leads to better

organisational performance.”

How to measure good leadership?

Leading in turbulent times

Team orientation: We, we, we.

We have to fail in order to learn.

Effective leaders have both

professional

credibility and administrative

capabilities.

“The longer you stay in a particular

position,

the harder it can become to listen”

Leading in turbulent times - Ideas

Four leadership characteristics essential in turbulent times:

1. Integrity

2. Agility

3. A broad stakeholder

focus

4. Pragmatic optimism.

Leading in turbulent times

Three leadership taks critical to an organisation under stress.

1) Selecting revenue-enhancing

strategies

2) Rightsizing the organisation to

create agility and secure cost

benefits.

3) Reviewing relevant management

processes to ensure that the

organisation functions optimally.

Leading in turbulent times

“Just because it says CEO on your business card doesn’t mean you know it

all, so you’d better keep learning or you’ll

be out on your ear.”

Thank you for attention!