Narendra Laljani

BA, MMS, DBA

Narendra is a Fellow of the Ashridge Centre for Research in Executive Development. He is a management educator and consultant, who specialises in strategic innovation, execution, the challenges of building market-focused organisations, and leader development.

Narendra has consulted at senior management/board level with a large number of international organisations such as Bauer Media, BT, Lafarge, Lexis Nexis, and Western Union. He has undertaken management development projects for diverse clients such as Alcatel, BBC, Bayer Crop Science, Danfoss, Molnlycke, Philips, SAB Miller, and Sinopec. He has also made numerous appearances as a keynote speaker at client conferences, as well as at Cornell, Duke, Stellenbosch, and INSEAD business schools. 

In 2008, Narendra was awarded the Doctor of Business Administration degree at Cranfield University in England for his research into the dimensions, development, and deployment of strategic leader capability. He also has degrees in economics and management.

Narendra started his career with ICI, and worked with this chemical multinational for 15 years in a range of general management roles in the UK, Belgium and India. He joined Ashridge Business School in 1995 and worked there until 2015, most recently as Dean of Graduate Studies.

 

Narendra Laljani

Publications

The Future of Management Development: A Manifesto

Laljani, N. and Peters, K. (2015) 'The Future of Management Development: A Manifesto'. In Hind, P. (Ed) Management Development that Works, Libri Publishing Ltd

The Value of an MBA in Germany

Peters, B.K.G., and Laljani, N.,(2012) The Value of an MBA in Germany, Wirtschaft und Weiterbildung, as well as Schwertfeger-MBA-Channel , May

Generation Y: Bridging the gulf to make them tomorrow's leaders

Paine Schofield, C., Honore, S. & Laljani, N. (2011) Generation Y: Bridging the gulf to make them tomorrow's leaders, NHRD Network Journal, Vol. 4, Issue 4

Executive Education

Peters, B.K.G. and Laljani, N. (2010) Executive Education, Ambition, Association of MBAs

Perspectives: Leadership challenges

Over the last eighteen months of economic turmoil, leaders, their ethics, morals and judgement have been scrutinised and questioned. Indeed the whole topic of leadership and its role in business, politics and wider society has been the subject of great debate. 360° brought together three of Ashridge’s leadership experts, Dave Bond, Narendra Laljani and Stefan Wills, to get their views on how the broad subject of leadership is evolving – and importantly – what are the leadership development challenges for business schools and other learning providers.

Bond, D., Laljani, N. & Wills, S. (2009) Perspectives: Leadership challenges, 360° The Ashridge Journal, pp. 33 - 36, Winter

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Making Strategic Leaders

Motivated by a desire to improve the effectiveness of the development of strategic leaders, Narendra challenges much of the received wisdom of the leadership development industry and offers new approaches, including a new model of strategic leadership capability, and suggests how it could be developed and deployed effectively.

Laljani, N. (2009) Making Strategic Leaders, Palgrave Macmillan, ISBN 978 0 230 57749 7

Management Education and Global Experience

Peters, B.K.G. & Laljani, N. (2009) Management Education and Global Experience, Global Study Magazine

Study Abroad Trends

Kai Peters and Narendra Laljani on the global trends in Business Education, and their implications for potential international students.

Peters, B.K.G. & Laljani, N. (2008) Study Abroad Trends, Global Study Magazine

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The Evolving MBA

Kai Peters and Narendra Laljani write on the ever expanding MBA market

Peters, B.K.G. & Laljani, N. (2008) The Evolving MBA, Global Study Magazine, pp. 6 - 9

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The Dimensions, Development and Deployment of Strategic Leader Capability

Laljani, N. (2007) The Dimensions, Development and Deployment of Strategic Leader Capability, Thesis for Doctorate

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The India Effect

India's offshoring sector has been driven by cheap labour and a competitive culture. But as the country's low-cost advantage diminishes, Indian firms will need to find innovative ways to stay ahead of new emerging economies. With an annual economic growth rate of around seven to eight per cent, India has emerged as a future economic superpower. But is the country's impressive growth down to lower costs alone? Once India's cost advantage diminishes, will future growth shift to companies in other low-cost economies? We believe that cheap labour is the beginning, not the end.

Vedala, S., Peters, B.K.G., Laljani, N. (2006) The India Effect, European Business Forum, (EBF), Autumn, Issue 26, pp. 31 - 35

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MBA Programme Design

Laljani, N. (2005) MBA Programme Design, CEEman Annual Conference, Kiev.

New Learning Partnerships

Presentation describing the development of a partnership between Ashridge and the BBC for the delivery of management development for the Corporation.

Laljani, N. (2005) New Learning Partnerships, CEEMAN conference, Talinn and EFMD conference, Kiev, September.

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Dirty Little Secret or Untidy Quilt? A Critique of the Strategic Process Literature

Laljani, N. (2005) Dirty Little Secret or Untidy Quilt? A Critique of the Strategic Process Literature, Cranfield Working Paper Series