Costas Markides

Professor Costas Markides

Professor and Chair of Strategic Leadership at the London Business School

Costas is recognised as one of the world’s foremost experts on strategy and innovation and his research and publications focus on business model innovation, diversification and international acquisitions. He has been ranked amongst the world’s top 50 business thinkers by the Thinkers50.

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Costas Markides is Professor of Strategy and Entrepreneurship and holds the Robert P. Bauman Chair of Strategic Leadership at the London Business School. He is also the Faculty Director for Executive Education at the School.

A native of Cyprus, he received his BA and MA in Economics from Boston University, and his MBA and DBA from the Harvard Business School.

He serves on the Editorial Boards of several academic journals and is on the Board of Directors of the Strategic Management Society. He was a fellow at the World Economic Forum in Davos during 1999-2003 and in 2012-2013.

He has published several books on the topics of strategy and innovation including the best-selling books: All the Right Moves: A Guide to Crafting Breakthrough Strategy; Fast Second and Game-Changing Strategies: How to Create new Market Space in Established Industries by Breaking the Rules. He is currently working on his new book entitled: From Idea to Impact: How to scale up and diffuse social innovations.

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Collaboration
Decision Making
Entrepreneurialism
Innovation/Creativity
Leadership
Performance

Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules

Game–Changing Strategies explains the reasons behind this puzzle and presents practical ideas on how established firms could not only discover new radical business models but also grow them next to their existing business models. The challenge for established firms is not the discovery of a new business model?the real challenge is how to make two business models coexist

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Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets

Discover why being a "fast second" is often more financially rewarding than being at the cutting edge. If you get there first, you′ll lead the pack, right? Not necessarily! The skill–sets of most established companies, say strategy experts Constantinos Markides and Paul Geroski, are far better suited to scaling up newly created markets pioneered by others (in other words, being "fast seconds") than to creating these markets from scratch.

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Strategic Thinking for the Next Economy

Focusing on strategic imperatives of the new economy, leading thinkers in the field present their views in four general areas: strategy and value creation; flexibility in a volatile world; strategy making in uncertain times; and strategies for growth in fast-paced markets. Strategic Thinking for the New Economy shows that designing a successful strategy is a never-ending quest--and that effective strategic thinking is a process of continuously asking questions and thinking through issues in a creative way.

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Diversification, Refocusing and Economic Performance

Diversification, Refocusing, and Economic Performance empirically examines the causes and consequences of this phenomenon from a corporate strategy perspective, uncovering the full scope and effects of corporate refocusing, its strategic logic, and the resultant managerial implications. Two key findings are that every firm has its own limit for diversification, beyond which profits will decline, and that there are certain similarities among those companies who choose to refocus.

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All the Right Moves: A Guide to Crafting Breakthrough Strategy

Constantinos Markides contends that the essence of business strategy is to allow a company to create and exploit a unique strategic position in its industry. To do so, the company must make clear and explicit choices based on the answers to three difficult questions: Who should I target as customers? What products or services should I offer them? How should I do this in an efficient way? Any company engaged in strategy making must raise these questions, identify possible answers, and then choose what to do and what not to do.

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