Philippe Silberzahn (eng)

Blog on the management of innovation

About

Philippe Silberzahn is professor of entrepreneurship and innovation at EMLYON Business School, and research fellow at Ecole Polytechnique in Paris, France, where he received his PhD. His work has been published in various academic and management journals, and he is the author of a book on innovation. His new book, “The balancing act of innovation” written with Walter Van Dyck, was launched in January, 2010.

His research focuses on how organizations deals with situations of radical uncertainty. He studies this question from two angles: from an entrepreneurial angle, with the creation of new markets and new products, and from a managerial angle, with the management of disruptions, strategic surprises and wicked problems by large organizations.

He has over twenty years of industry experience as an entrepreneur and CEO, having participated in the creation or acquisition of four high technology firms, and as an international consultant.

Before joining EMLYON Business School, he was professor at Vlerick Leuvent Gent Management School (Belgium) and director of Vlerick’s innovation research platform. From 2004 till 2009, he was a Research Associate at INSEAD in Fontainebleau, France. During that period, has was also visiting lecturer at Sorbonne University, Ecole Centrale Paris, ENPC, and Ecole Polytechnique. Since 2006, he has been coaching MBA entrepreneurs at HEC Paris.

He holds a MSc in Computer Science, a MS in Management from the IAE PAris (Sorbonne University), and an MBA from the London Business School.

LinkedIn: http://fr.linkedin.com/in/philippesilberzahn

Twitter: http://twitter.com/phsilberzahn

Academic profile: http://www.em-lyon.com/english/faculty/faculty/so/silberzahn/index.aspx

Contact:

silberzahn (at) em-lyon.com

philippe.silberzahn (at) polytechnique.edu

 

One Response to “About”

  1. Karl Weber said

    Fascinated by your insightful posts about Nespresso. I am researching the company for a forthcoming book. Question: Why do you call the IMD case study “infamous and controversial”? This is highly tantalizing!

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