Boards Under Crisis

Alberto Lavín has been an international management consultant for the last 20 years. As a senior executive with Accenture, the technology and consulting firm, he has worked extensively with corporations and public organizations in Europe, Latin America and the US in topics of strategic change, organizational transformation and leadership development. Prior to Accenture, he worked for El Corte Inglés group, one of the leading retailers worldwide. Doctor Lavín combines consulting with management education and research on a variety of corporate topics, among them boardroom decision making. He currently leads his own consulting practice advising technology firms on a number of strategy and change issues. He is also an Adjunct Professor with IE Business School. Alberto Lavín holds management degrees from Universidad Comercial de Deusto, IESE Business School and a Doctorate in Business Administration from IE Business School. He is a member of the Academy of Management. Carmelo Mazza is currently Adjunct Professor of Organization Theory at LUISS Business school, Roma. He holds a PhD in Business Economics from IESE Business School, Barcelona (Spain). His research interests have focused on dynamics of institutional change and transformation, in particular in the media industry and in creative industries such as film, festivals and haute cuisine. Other streams of research are management consulting from a constructivist perspective and the process of university reform.Carmelo Mazza has been teaching Organizational Behavior and Contemporary Organization Theory in several institutions such as IESE Business School, Copenhagen Business School, Grenoble Ecole de Management, University of Roma "La Sapienza" and IE Business School. In the same period, he took part in several consulting projects on the restructuring of large private organizations, public sector and on regulation drafting. He has been also founding partner of two consulting boutiques. Carmelo Mazza regularly publishes on international refereed journals such as Organization Studies, Human Relation, Organization and Management Learning and is member of (EGOS) and the Academy of Management.

• 1. Boards In Their Environment 2. Crisis, What Crisis? Boardroom Crisis in Corporate Settings 4. What You Can Do Tomorrow Will Depend Largely on Your Thinking Today: Increased Short Termism and Strategic Myopia During Crisis 5. 'I want to personally check that': Centralization at the Boardroom During Crisis 6.The Portrait of Board Life from Within. Parochialism and Conflict at the Top 7. Strategic Management and OB 8. Remedies for Defective Decision Making Models Under Crisis