Online Masterclass - Rethinking Strategy: The Honda Effect - NEW

This event is exclusive to members of The Henley Partnership.

To book please contact your HR or Learning and Development team at your organisation.

Unsure who to contact? Please do not hesitate to contact us at thp@henley.ac.uk

Join us for a dynamic and thought-provoking session that challenges conventional thinking about strategy. Using the iconic Honda case, we’ll explore how different strategic lenses – from deliberate planning to emergent action – shape our understanding of success. Expect engaging debate, sharp insights and provocative ideas that will reframe how you approach strategy in your own organisation. Whether you’re leading growth, navigating disruption or reimagining your business model, this session will give you fresh tools – and a new mindset – for strategic impact.

This session will give you:

• an appreciation of the different lenses through which strategy can be planned and executed
• an understanding of the mindset and agility needed to successfully execute strategic plans
• challenges to conventional wisdom about how strategy is designed
• a range of tools and models to work with, to frame and develop a strategy

Any leaders and managers who want to broaden their commercial thinking and ability to plan and flex their strategic thinking.

Narendra is a management educator, consultant and CEO coach with 25 years of experience in leadership development and helping organisations to become more effective. He has worked at board level with international corporations and has also taught on several leading MBA programmes. He is the programme director of the Henley Executive Management Programme.

His professional experience includes managing development projects for a diverse range of clients (including the BBC, Mölnlycke and Sinopec), as well as consultancy at board level with numerous international organisations (including Bauer Media, LexisNexis and Western Union).

Narendra’s research focuses on executive development processes. He is the author of Making Strategic Leaders (Palgrave Macmillan, 2009), which explores high-impact individual development and offers new insights into strategic leadership. He also wrote a chapter for Management Development that Works (Libri Publishing, 2015) on 'The future of management development: A manifesto'.

*Up to 4 places per member organisation. 'Up to' indicates the maximum number per member organisation. All places are subject to availability at the time of booking.*