
Oona Hathaway, should we still believe in the global order?
Oona Hathaway on war, global rules, and why business leaders may regret staying silent as international law is violated....
March 10, 2026 • by Jean-François Manzoni in I by IMD Podcasts • Podcast available
Societe Generale CEO Slawomir Krupa on turnaround decisions, fintech pressure, and why long-term discipline beats short-term noise....
Apple SpotifyIn this episode, IMD’s Jean-François Manzoni speaks with Societe Generale CEO Slawomir Krupa about rebuilding a major institution from the inside out: stronger capital, more cost discipline, harder strategic choices – and a leadership culture of clarity and accountability.
Krupa does not frame transformation as storytelling. He frames it as work. He says the bank inherited “weak foundations,” warns that dismissing challengers such as fintechs is “a recipe for disaster down the road,” and explains why some painful decisions were made because “it was the right thing to do.”

Chief Executive Officer, Societe Generale
Slawomir Krupa became CEO of Societe Generale in May 2023 after spending nearly his entire career at the bank. Before becoming CEO, he held senior leadership roles across Corporate and Investment Banking, served as CEO of Societe Generale Americas, and led Global Banking and Investor Solutions. Under his leadership, the bank has focused on restoring capital strength, simplifying the portfolio, and repositioning for sustainable growth.

Professor of Leadership and Organizational Development at IMD
Jean-François Manzoni (JFM) is Professor of Leadership, Organizational Development and Corporate Governance at IMD, where he served as President and Nestlé Professor from 2017 to 2024. His research, teaching, and consulting activities are focused on leadership, the development of high-performance organizations and corporate governance. In recent years JFM has also been increasingly focused on finding ways to ensure leadership development interventions have lasting impact, particularly through the use of technology-mediated approaches, and on closing the growing managerial “knowing-doing gap”, i.e., the gap between what managers kind of know they should be doing and the extent to which they actually behave that way in practice.

April 23, 2026 • by David Bach in Podcasts
Oona Hathaway on war, global rules, and why business leaders may regret staying silent as international law is violated....

April 21, 2026 • by Marleen Dieleman in Podcasts
Chef Pam transformed a 120-year-old family business into a Michelin-starred restaurant, showing how heritage can fuel innovation and competitive edge...

April 9, 2026 • by David Bach in Podcasts
What does it take to lead one of the world’s most visible institutions? IOC president Kirsty Coventry on athlete-style leadership, fairness in women’s sport, and the future of Olympic relevance....

March 12, 2026 • by Susan Goldsworthy in Podcasts
Once in pole position on the grid, Atlassian Williams F1 Team is rebuilding its competitive advantage. In conversation with Susan Goldsworthy, the company’s Chief Human Resources Officer, Ann Perrins, explains how people,...
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