ESCP Europe offers a broad range of general and specialised programmes in various subjects with a cross-cultural approach to management.
ESCP Europe's Executive Education combines top-notch knowledge with a hands-on approach across our 6 campuses and beyond.
Corporate Relations provide companies with a unique gateway into the School and its highly dynamic and very culturally diverse student body.
ESCP Europe's strong network of 45,000 alumni in over 150 countries worldwide represents more than 200 nationalities.
Patrick Besson holds a degree in Economics, a Doctorate in Management Science and a post-doctoral degree (HDR). As a Professor of Strategic Leadership he teaches the Executive MBA courses Organizational Change and Leadership and the EMBA seminar Leading at the Top. His research focuses on organizational transformation. More specifically, he studies the practice of leadership by senior executives in transformational situations, top management team (TMT) performance, and the design and management of transformation processes.
Patrick publishes actively in academic journals and professional reviews and is a member of several scientific committees of academic journals. A sought after speaker, he is renowned for his dynamic communication approach and provocative ideas. Patrick has been an international consultant for 25 years. He has developed extensive business experience while advising many companies from different sectors all over the world. After acting as a partner at several consulting firms, he founded his own company in 1998.
Strategizing: Top Management Team at work
Top Management Team (TMT) scholars have explored the relationship between firm performance, TMT composition and incentive systems. The relationship between the organizational arrangements in which the TMT works, its modes of operation and the impact on strategizing have been far less researched. To achieve research results on TMT I favor a communication approach focusing on the study of dialogue processes and on the organizational arrangements in which these processes unfold. Moreover, to contextualize my research, I study specific strategizing situations such as the conduct of a turnaround, a merger or the transformation of a business model, and I give special attention to international comparisons, developing case studies in Europe and the Asia-Pacific area.
Constructing ordinary strategist
Ever since the 1990s, there has been general agreement that to improve organisational governance, both the relationship between corporate and operational entities, on the one hand, and functional experts and operational managers, on the other, need to be reshaped. A more subtle interaction between the global and local levels of strategic action has replaced the more traditional decentralisation dilemma. Middle management, a key actor in this interaction, has become the focus of attention. Redefining its stance towards the strategic process is crucial. Imprisoned in their exercise of operational authority,overwhelmed by restructuring initiatives and subsumed in quality procedures and process re-engineering drives, how can managers cope with these new situations? More than the acquisition of new competencies, what is now at stake is the construction of new roles and identities. Research has established middle management’s importance to the strategic process. However one question remains largely unexplored and it constitutes the focus of my current research – to wit, how can the roles and identities in question actually be transformed? In other words, how does one manufacture the strategic stance that middle managers are now expected to adopt?