Richard is full-time Associate Clinical Professor of Management & Organizations at Kellogg. He teaches Power in Organizations (MORS 453) and Leadership in Organizations for both the MBA (MORS 430) and Kapnick Center for Business Institutions (BUS INST 303), as well as leading a GIM trip to UK and France on the theme of Leadership and Organizational Change. He contributes to many open enrolment and custom Executive Education programs at the school.

Before moving to the Midwest, Richard has taught at the London Business School (LBS) for 22 years during which time he has consistently been one of the school’s most highly rated, innovative and award-winning lecturers. He has taught at Columbia Business School for 13 years and at 20 other academic institutions around the world.

Across his time in academia, he has taught core organizational behavior and leadership courses, electives on organizational change, power and politics, and inter-personal dynamics as well as on flagship Executive Education open programs and custom programs for more than 90 Kellogg and LBS global clients in the UK and across Europe, the Americas, the Middle East, Africa and Asia, focusing on leadership, organizational change, culture, power and politics, team dynamics and building resilience.

Richard has also been identified as one of the most entrepreneurial course creators having created two, highly successful electives (‘Paths to Power’ and ‘Inter-Personal Dynamics’); student field trips to UK, France, Peru and Mexico; and the London Core Application Practicum consulting program for technology, media and telecoms, and government, healthcare and the third sector. He has also designed, launched and co-directed two Executive Education open programs, ‘Professional Services: Strategic Client Relationships’ and ‘Leading Change’.

For the past 22 years, Richard has been a Director of the consulting firm, Stokes & Jolly Ltd, with offices in the UK and, now, the US. He coaches senior managers; facilitates senior group processes; delivers keynote addresses; runs senior development programs; and works on a diverse set of consulting assignments. His clients are located in a broad range of geographies and industries, and he has consulted with leading companies in 41 countries. His main focus is working with professional and financial services firms, family-owned businesses, technology firms, and creative industries on external projects around more effective client relationships and internal projects around strategy, leadership, culture, resilience, organizational change and succession management.

Driving Organizational Change

Use your own real-life challenges as a platform for putting the latest theories and tools for organizational change management into practice. Learn how to build business agility and organizational resilience — the cornerstones of driving ongoing change.

Forming Family Enterprise Governance

One of the most critical times in a family enterprise’s evolution is moving from the processes, people and structures that proved successful for a controlling owner to those that support a sibling partnership. Engage with faculty from the John L. Ward Center for Family Enterprises for leadership insights on governance architecture and effective decision making to support a vision that will guide multigenerational continuity.

Strategic Capabilities for Emerging Business Leaders

This highly interactive, live virtual program positions the high-performing, emerging leader to make bold career moves, laying the foundation for general management and leadership of the broader business. Through an exploration of strategic business functions with some of Kellogg’s leading faculty, you will immerse yourself in how to lead in a complex, competitive, global market.

The Single Family Office

Challenging, often subtle family dynamics, sensitive communications and interlinked governance structures all contribute to the complexity of family offices. Guided by renowned faculty, you will learn to navigate complex family office dynamics to more fully align stakeholders. You will develop skills to plan strategy, promote trust and communication, and address challenging issues around governance and continuity.

Global Initiatives in Management (GIM) (INTLX-473-0)
Energy, Development and Climate Change: "Electricity is a critical element of industrialized life—perhaps the most critical. Without it, nothing else works. Water, sanitation, food, healthcare, education, entertainment: without power these activities grind to a halt. There are roughly 1.5 billion global citizens who have no electricity at all. There are another couple of billion whose access is inadequate. There is a strong relationship between energy usage and economic well-being. Reliable, cost-effective electricity is widely seen as a necessary precursor to economic development. In the OECD—the coalition of 36, mainly Western, developed economies—per capita electricity consumption is around 8,000 kilowatt-hours (kWh) per year. By contrast, in North Africa, this figure is closer to 1,600 kWh per year. And in sub-Saharan Africa, the average is a mere 500 kWh/year. These stark differences are mirrored by similar gaps in per capita GDP and income. By 2050, the world is expected to need about twice the total energy we now consume. Almost all this growth is expected to take place in developing economies, and for this development to occur, electricity supply will need to be vastly expanded. In the past couple of decades, the economy of China has roared ahead. Chinese GDP and income per capita have grown, along with a vast expansion of energy supply, much of it in the form of electric power. Many developing nations aspire to follow the Chinese path. A different drama is playing out in the developed world, but one that has implications for developing economies. Electricity markets in the developed world are in the midst of a transformation that began in the late 1970s. At that time, nations and states began to change the ways in which electricity markets are structured and regulated, with the goal of increasing competition and reducing monopoly. Technology has evolved, and the development and deployment of new supply-side technologies (including renewables) is also a main driver of transformation. Innovations on the demand-side, such as energy efficiency, demand management, energy storage, and “smart” technologies, are also key agents of change. Finally, environmental regulations have altered the landscape, and efforts to reduce man-made greenhouse gas emissions have moved to center stage in the global political theater. The most aggressive deployment of renewable energy has occurred in the developed world, best exemplified by Germany and several US states, including California and Texas. In the same vein, the most aggressive policies aimed at reducing emissions linked to climate change have also emanated from the developed West. There is often an explicit link assumed between these initiatives. Renewable energy is assumed to equal climate mitigation. There is also an assumption that international economic development must occur in a way that does not adversely affect global climate. In fact, there are advocates would argue that energy options for developing nations should be restricted to wind, solar and storage. There is tension between the behavior and policy objectives of the wealthy west and the poorer, developing world; one of the key objectives of this course will be to better understand the dimensions of this tension. We will visit two African countries to better understand the electricity-development-climate nexus. Morocco, the westernmost country in North Africa is mainly reliant on fossil-fuel for electricity production,

Field Study (MORS-498-0)
Field Studies include those opportunities outside of the regular curriculum in which a student is working with an outside company or non-profit organization to address a real-world business challenge for course credit under the oversight of a faculty member.

Power In Organizations: Sources, Strategies and Skills (MORS-453-0)
Power dynamics are fundamental to the effective exercise of leadership in organizations. This course develops your ability to create and use sources of power beyond formal authority, to formulate strategies and tactics of political and social influence, and to exercise skills that make you a more effective organizational leader. Readings, case materials, course assignments and a field action project focus on the challenge of sustainable political advantage in organizations - the rules of the game, basic power diagnostics, the management of strategic dependencies and persuasion processes, and working in entrepreneurial contexts. Throughout, the course raises issues of career dynamics in the context of the development of your leadership abilities.

Leading the Strategic Change Process (MORS-452-0)
This course focuses on key tasks in leading the strategic change process in organizations. These leadership tasks include creating a shared urgent need for change, creating a shared understanding of the reality of change issues, creating a change vision, promoting the belief that change is possible and leading the change transition process. Topics include creating and changing corporate culture, managing growth and decline, corporate restructuring, creating innovation and entrepreneurship, and leading the transition from an entrepreneurial start-up organization to an organization that can manage scale and scope and sustain competitive advantage.

As part of this course, some faculty include a required all-day simulation project, often held on a Saturday; please see the syllabus or contact the professor for the course section.

Leadership in Organizations (MORS-430-0)
This course provides students with the social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations. It prepares managers to understand how to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change. This is accomplished through knowledge of competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design.

Global Initiatives in Mgmt GIM (INTL-473-20)
Spring Session

Global Initiatives in Management (GIM) (INTL-473-0)

All FT GIM classes will hold a final, mandatory class session. Please refer to each class's syllabi for the date and time.

Global Initiatives in Management (GIM) is an international experiential learning course designed to provide students with an introduction to the unique business opportunities, management practices and market dynamics of a specific region or global industry. The course combines in-class lectures, reading discussions and case studies during the winter quarter with ten days of international field research over spring break. Immersed in the culture and language of their host countries, students will have the opportunity to meet with local business and government leaders, conduct interviews and collect data for their group research projects, and experience some of the unique social and cultural facets of the region. Final presentations and written research reports are due in spring quarter after completion of the overseas portion of the class. Each class section is taught by a faculty member with deep knowledge of the region or industry and supported by an advisor from the Kellogg staff who assists students in planning the field experience. Students are financially responsible for their travel costs, and financial aid is available to those who qualify.

Winter 2024: section 47, Tech Venture: India, is only available for students in the Evening & Weekend Programs

Leadership in Organizations (BUS_INST-303-0)
Social science tools for solving organizational problems and influencing individuals, groups, and organizations. Competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture, and strategic organizational design. Prerequisites: ECON 201-0 and ECON 202-0.