Ashridge Strategic Management Center

The ASMC is a widely recognized authority on strategic management issues within large organizations led by a team of Directors, all of whom have held positions as senior consultants with top strategy consultancies, such as McKinsey and The Boston Consulting Group.

The ASMC has an extensive track record of publications covering a wide range of topics such as organization design, growth and new business, investor relations strategy, and mission leadership. In addition to its strategy research, the centre delivers open enrollment programs on strategy at Ashridge and in London.

Meet the team

The ASMC is led by a team of Directors, all of whom have held positions as senior consultants with top strategy consultancies, such as McKinsey and The Boston Consulting Group.

The centre has an active membership program. Corporate members can join the ASMC Research Projects Committee and get involved in some of ASMC's collaborative research projects.

 

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Membership program

Our corporate members are the heads of the strategy function in large, multi-business companies. Members have access to ground-breaking new strategy tools and techniques as well as a program of executive education designed for their teams. Our corporate membership offer is designed to help heads of strategy build their company's strategic capability.

Projects and publications

Every year we work with hundreds of organizations to deliver award-winning e-learning solutions created by faculty for organizations to provide on-demand learning tools worldwide.

ASMC has published widely on a range of strategic topics, including acquisitions and alliances, corporate strategy and parenting, and strategic planning processes. Recent ASMC books include: Operating Model Canvas, Strategy for Corporate Level, The Art of Action, Think Again and What You Need to Know About Strategy.
The centre's major research initiatives are currently focusing on issues relating to the Head of Strategy role and the strategy function in organisations.

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