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The INSEAD Global Leadership Centre (IGLC) was founded and is directed by Professor Kets de Vries. IGLC has helped thousands of executives to increase their effectiveness in dealing with colleagues and clients, and to refocus their own professional and personal aspirations. This book is a volume of essays contributed by IGLC faculty and coaches on topic relevant to leadership development. Drawing upon substantial research, this book presents the essential leadership models and equips practitioners with tools for developing executive coaches and working with business leaders.

The case study presents the situation faced by Faurecia over the last few years in terms of strategic direction and operations management in the highly competitive environment of car seating. In a consolidating market, in which survival is based on cost containment and performance excellence, Faurecia, the third largest car seat supplier worldwide, decided to launch an ambitious program to promote innovation and to optimize the new product development process. The case study analyzes the evolution of the supply chain for car seats, its market demand, the evolving business model imposed by carmakers and the impact it has on sourcing and manufacturing. The central issue of the case is how Faurecia should organize its new product development process in order to increase its performance and involve its customers and its suppliers earlier in the process. The case provides an opportunity to discuss how a large multinational company can leverage a changing market demand by tuning its business model and adapting its product offering while staying abreast of competition with increasingly innovative solutions. The case lead to discussing issues relative to the organization of the new product development process in a price sensitive market, the design for manufacturing concept and the cooperation/competition role that different companies have to play in a complex supply chain.

Superfluous choices are unnecessary choice steps that could be removed without affecting the final choice context and outcome. They are introduced in this article in order to study the mere effects of consumer participation. Superfluous choices have no immediate impact on the chosen option but strongly increase consumers' propensity to persist with the same option on future choice occasions. Four experiments that isolate and investigate this indirect effect and its moderatorshighlight the impact of consumer participation that derives from a perception of greater deliberation and fluency in decision making.

With permission of the University of Chicago Press