It really made me realise how easy it is to fall into traps, even though I see myself as data-driven person. That shift in awareness changed the way I challenge what is seen — and how I lead.
As the automotive industry undergoes one of its most significant transformations — the shift from internal combustion engines to electrification — leaders like Julie Baron are at the forefront of navigating this change. With over 25 years of experience, Julie has been deeply involved in high-impact decision-making across her expansive career; from setting development priorities and selecting future-facing technologies, to shaping global customer strategies.
Her leadership has also driven HR transformation and a cultural shift within the organisation, equipping teams to tackle the scale and pace of change head-on. One of the most challenging aspects of Julie’s role today is leading through high uncertainty. “Europe is not fully ready to switch completely to EV,” she noted, highlighting the difficulty of making long-term decisions in an environment where the future remains in flux.
“It’s a lot about planning future projects and resources with extremely high uncertainties,” she explained. While leaders are accustomed to adapting, the current context demands a heightened level of agility and foresight. For Julie, the challenge lies in continuously adjusting strategy, planning, and resources — while also keeping herself and her team motivated in the face of change.
In the face of these challenges, Julie drew inspiration from leaders who shaped her own leadership approach. One such influence was a leader who built a strong, cohesive team, even while preparing them for changes years before they became widely acknowledged. “He was the one making us work on deep changes three or four years ago, when they were barely on people’s minds,” highlighting his ability to inspire long-term vision and mutual support within the team.
Her experience reinforced the recognition that, beyond technical expertise, she needed to strengthen her general management capabilities to effectively lead at a higher level.
I love the technical aspect, but as I reached a certain level of leadership, I found myself needing to focus on other general management skills – decision-making, finance, negotiations.
With an existing foundation in leadership, Julie sought to expand her knowledge in areas such as decision-making, finance, and negotiation, which led her to INSEAD’s Strategic Decision Making for Leaders programme. “I was making decisions based on data, consulting others, and gut feelings, but I felt there must be a more structured methodology,” Julie explained. Her goal was to improve her ability to make better decisions, no matter the context.
The programme exercises stood out as particularly impactful. “They were complex yet realistic, simulating situations where we could directly experience pitfalls in decision-making,” she explained deepening her understanding of how to navigate these challenges. Julie was also impressed by Enrico's presentation style, noting how he kept the group engaged and attentive throughout.
The newly included AI segment was also timely for Julie. “AI exploded at a moment when I was less connected to emerging technologies.” While she had made efforts to learn more about AI on her own, Julie found the AI content immensely helpful. “What Anton gave was really some basic or fundamental learnings about AI—what it is, the different types, and how it could be applied to decision-making.”
The exercise where participants designed their own AI project proved invaluable. “It made me think deeply about how to convert complex problems into data problems that AI can support,” she explained. Though still working on its application within her organisation, the experience gave Julie a real understanding of AI's potential in decision-making. This practical emphasis on emerging technologies—alongside more traditional strategies—was something she came to see as a clear differentiator for INSEAD.
She was also struck by the diversity in the programme. “Even though we came from different backgrounds, many of the problems we faced were similar,” she noted. This global exchange not only broadened her perspectives but reassured her that others faced similar challenges, making the opportunity to share ideas with peers from various industries invaluable.
I’m really looking forward to finding the right opportunity to use the ideas I gained during the programme in my organisation.
Returning to her daily work, Julie found that one of the changes she applied was the importance of challenging assumptions, particularly around the data she used in decision-making. “I’m a data-driven person, but I realised I often focused too much on the data I had, rather than questioning what I didn’t know,” she explained. This shift in thinking led her to approach decision-making with a more critical eye, considering what might be missing from the data presented.
Another key learning for Julie was the value of time and preparation in team decision-making. “One of the striking moments during the programme for me was seeing the difference it makes in terms of results for teams, to make better decisions when individuals take time to form their own opinions before discussing as a group,” she shared. “It is an obvious thing I knew in general, but I never had the chance to measure it before”. This lesson prompted her to prioritise time in her calendar to properly prepare before team meetings to ensure maximum efficiency.
I would recommend it to anyone who has to make high-stakes decisions, but only if they are truly ready to engage.
Julie advises those considering the programme to be prepared for a deeply engaging experience, especially if they are involved in making strategic decisions with significant impact. “Go with an open mind to realise your own pitfalls and work on them and be open to the perspectives of others,” she emphasised.
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