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Dr Narendra Laljani

Executive Fellow

Programme Director, Executive Management Programme

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  • Strategic thinking, 
  • Innovation and executionn, 
  • Building market-focused organisations, 
  • Strategy education, 
  • Leader development

Dr Narendra Laljani is a management educator, consultant and CEO coach with 25 years' 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 management development projects for a diverse range of clients (including BBC, Mölnlycke and Sinopec) as well as consultancy at board level with a large number of international organisations (including Bauer Media, LexisNexis and Western Union).

His 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. His most recent publication, The Future of Management Development: A Manifesto, appeared in ‘Management Development that Works’ (Libri Publishing, 2015).

SIP: Module 6 - Building Your Innovation Plan

This session will offer a synthesis of our innovation process, you will think through and capture findings and insights from the previous sessions that are relevant to your organisation. You...

SIP: Module 5 - Overcoming the Silent Killers

Strategic innovations marches to the beat of a different drum than core business operations, uncertainty is high. Managers cannot rely on the usual performance data to track progress. You will...

SIP: Module 4 - Developing a Venture Concept

A lack of resources for startups forces them to test their ideas with minimum expenditure until they have enough evidence to convince an investor to back them. Corporates can apply...

SIP: Module 3 - Deciding where to play

Companies often start the innovation journey by generating new ideas. The problem is that these ideas are defined inside-out, based on assumptions and beliefs the company has about market opportunities...

SIP: Module 2 - Applying Three Disciplines of Innovation

Corporates that succeed at strategic innovation set an explicit growth vision or ambition and then apply three distinct innovation disciplines to pursue that goal including: - Ideation to identify valuable...

SIP: Module 1 - Thinking Strategically

Strategy is often conflated with planning, and a key element of this process is usually analysis. This session will set the scene and offer an alternative model which suggests that...

EMP: Post-Programme Activities

To enable you to effectively implement your learning, support from the Programme Director and Henley continue after your course is completed. This includes: Embedding your personal action plan with support...

EMP: Back In Organisation (8-10 weeks)

Between modules you will the opportunity to consolidate and apply the skills and techniques you have learned. You will also have a 1:1 executive coaching session and additional reading during...

EMP: Pre-Programme (3-4 weeks)

Three to four weeks before your course starts, you will:Collect 360-degree feedback on your strengths and areas for improvementIdentify a learning partner within your organisation to support you during the...

EMP: Module 2 (5 days residential)

Module 2 is delivered on site at Greenlands and focuses on leading organisations effectively. Topics include:...

EMP: Module 1 (5 days residential)

Module 1 is delivered on site at Greenlands. These immersive, practical sessions focus on leading self, leading others, and leading the change process. Topics include:...

Making Strategic Leaders, Palgrave Macmillan, 2009

The Future of Management Development: A Manifesto in Management Development that Works, Libri Publishing, 2015

Doctor of Business Administration, Cranfield University, England, 2008

Master of Management Studies, University of Bombay, India, 1980

2015-: Managing Director, Milan Consulting Group Limited

2010-2015: Dean of Graduate Studies, Ashridge Business School

2004-2010: Director of Executive Education, Ashridge Business School

1995-2004: Client/Programme Director, Ashridge Business School

1980-1995: Various general management positions with ICI PLC in India and Europe