INSEAD Knowledge Podcast INSEAD Knowledge

Finding meaning in your work isn't just about loving what you do. The reality is there are many ways to experience fulfillment, even in what might seem like a mundane job.

In this episode, Winnie Jiang, an Assistant Professor of Organisational Behaviour at INSEAD, explains how financial security, connections with colleagues and even the satisfaction of doing a good job can all contribute to a sense of purpose. 

Jiang outlines how meaning can be grown and developed through “job crafting”. This can involve adjusting tasks, choosing to work with certain colleagues or changing how we view the overall meaning of our work. 

Importantly, she emphasises that while passion and purpose can be cultivated in almost any role, you ultimately have control over your experience. You can either change your perspective and approach to a situation, or, if necessary, remove yourself from it altogether.

Jiang then explores the topic of career transitions. She examines why some people find it difficult to move to a new role, while others seem to switch occupations with ease. The key, she says, is to identify and recognise what gives your work meaning and how those elements might be transferable to new roles.

By understanding your own "meaning perception", you can approach career changes with a more open mind and find fulfillment in unexpected places.

Related reading:
Your Dream Job May Not Exist, and That’s Okay
The Secret Ingredient For a Successful Career Change
How to Find Fulfilment by Taking a Step Down

The emergence of large language models (LLMs) is poised to transform many industries, from entertainment and health care to market analysis. Businesses that fail to explore the rich opportunities presented by language technologies may soon find themselves at a significant competitive disadvantage.

We speak to Abhishek Borah, Associate Professor of Marketing at INSEAD, about his new book, Mine Your Language: Influence, Engage, Predict, which offers vital insights on how language can be monetised.

With an engaging mix of anecdotes and research, Abhishek explains how the art of text mining can unlock critical insights from data, a far cry from the expensive and often biased consumer marketing surveys.

Professionals are often told – and mostly convinced – that networking is good for their careers. However, the challenge is plugging the knowing-doing gap. How can people build and manage their networks more effectively? What makes individuals more or less motivated to network?

In this podcast, Ko Kuwabara, Associate Professor of Organisational Behaviour at INSEAD, explains how mindsets can affect peoples' motivation to network. He discusses networking through the lens of a growth vs. fixed mindset – a concept popularised by psychologist Carol S. Dweck.

He also discusses how as the modern workplace becomes increasingly diverse, a growth mindset can help members of an organisation better embrace diversity.

Leaders play an important role in spearheading organisational change. However, INSEAD professor Narayan Pant notes that many leaders tend to rely on the same ways of doing things that have worked for them in the past, even though it may be the wrong approach for a particular situation.

In this podcast, Pant delves into why it can be difficult for leaders to identify and change their behaviours. He explains the four-step process to help leaders overcome this, which includes cultivating awareness, making a commitment to change, overcoming interferences and putting new behaviours into practice.

The increasing volatility and asynchrony in today's business environment is urging leaders to move beyond traditional, internally focused team models.

In this podcast, INSEAD professor Henrik Bresman discusses the second edition of his book, X-Teams: How to Build Teams That Lead, Innovate, and Succeed, co-authored with Deborah Ancona from MIT Sloan. The book emphasises the need for teams to engage externally to gain diverse perspectives, while maintaining internal cohesion. The second edition aims to reignite excitement for running better teams by celebrating successful implementations of X-Team principles.

Digital technologies create digital relationships that limit comapnies ability to innovate and change.

It’s long been understood that social networks, the likes of LinkedIn and Facebook, but also tools such as Whatsapp and Slack, enable individuals to collaborate and accomplish important tasks. As a result, firms typically rely on collaboration through networks to help them innovate and change.

Yet, in this podcast, INSEAD professor Jason Davis argues that networking to boost one’s social capital can actually hurt firms if the resulting “digital relationships” only help individuals pursue private objectives. The conversation expands on the themes covered in his recent book Digital Relationships: Network Agency Theory and Big Tech, itself based on over a decade of research in big tech companies such as Google, Amazon and Tesla, in America, Asia and Europe.