One of the most powerful insights from the course was recognising the vital role of empathy in crisis response.
What inspired you to join this programme, and what did you hope to achieve?
I navigate two parallel careers that constantly intersect and complement one another. As a lawyer with over 20 years of experience in antitrust law and government affairs, I deal with crises on a regular basis – whether stemming from government investigations that escalate into reputational threats, or triggered by abrupt shifts in public policy that impact my clients. I sought out this programme to build a solid theoretical foundation that would underpin my practical experience. From my perspective as a law professor, I also had two clear goals: first, to step back into the student’s shoes to absorb new methodologies and knowledge; and second, to venture beyond the purely legal sphere and fully immerse myself in the business world.
In what ways has the programme shifted your perspective or influenced your approach to work?
It is a challenge to capture within such a limited space all the fresh perspectives and frameworks I acquired during the course. Despite my background in crisis management, I must admit that the data regarding the frequency and, above all, the sheer variety of modern disruptions considerably broadened my outlook. The methodologies for preparing an organisation to respond effectively and systematically to diverse crises – be they economic, geopolitical, ethical, or health-related, to name just a few – deeply impressed me with their academic depth and immediate, real-world applicability. I return to Brazil with a stimulating and complex challenge: convincing my clients that risk and uncertainty deserve proactive attention and anticipation, and, crucially, that they are distinct phenomena requiring tailored strategic approaches.
Which aspects of the experience stood out most for you?
I will begin with the setting itself. The university is nestled in a charming city, which immediately sets the perfect tone for reflection and learning. Professors Dutt and Greve are outstanding and remarkably complementary; they do not just deliver content but bring real-world cases to life and, to my pleasant surprise, invited guest speakers with first-hand crisis experience. Last but certainly not least, my fellow participants brought a level of seniority, cognitive diversity, and international background that made the experience even more enriching. As a brief postscript, I must also highlight the social dimension and express my gratitude to Gillie, who curated memorable moments for us in local châteaux and wine cellars. As Louis Pasteur beautifully noted: "A bottle of wine contains more philosophy than all the books in the world."
Can you describe a moment or insight that particularly resonated with you?
Lawyers are trained to approach crises with strict rationality, which can sometimes translate into emotional detachment. One of the most powerful insights from the course was recognising the vital role of empathy in crisis response. Putting oneself in another's shoes is not always intuitive, especially for leaders accustomed to making decisions strictly within the confines of a boardroom. Yet, this competency is essential for effective crisis management. Along the same lines, lawyers tend to focus heavily on legal liability – but overlooking moral responsibility can be fatal to an organisation's response. Finally, the importance of diagnosing a crisis rapidly, coupled with the understanding that silence is also a form of response (though rarely a successful one), were invaluable lessons.
Would you recommend this programme to others?
I would not hesitate to recommend this programme to fellow executives. INSEAD proved to be a truly exceptional institution: it seamlessly combines the academic rigour and world-class facilities characteristic of top-tier global universities with a remarkable cultural diversity – a quality that feels distinctly European and is, in my view, well worth preserving.
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