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ADAPT OR DIE
Dinosaurs are an apt and widely used metaphor today. After all, if a firm can’t or won’t adapt, it’s straight to the dustbin of business oblivion. A business enterprise is not totally dissimilar from a dinosaur, ignore rapidly changing circumstances, and a leader authors his or her company’s demise. Adapt to rapid changes better thanContinue reading → COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH …SEE MORE ON IVEYBUSINESSJOURNAL.COM THE GENERATION ILLUSION The Generation Illusion. by: Barry Pokroy Issues: September/October 2017. Categories: IBJ Insights and Leadership. When Bob Dylan plugged his electric guitar into an amplifier at the Newport Folk Festival in 1965, he changed folk music forever. The media, past and present, tells us that Dylan and other similar pioneers (stretching from the ONE-LINERS FOR EXECUTIVES One-liners are very short statements that purport to capture the essence of a situation. At their best, they can bring clarity and precision to complexity and confusion. They can also focus decision-making. The knock on them is that they can oversimplify and create only an illusion of an understanding. Regardless, one-liners are part of everyContinue reading → FROM IMPLICIT TO EXPLICIT: PUTTING CORPORATE VALUES … Organizational values often seem like abstractions. But if employees are to grasp and live those values every day, leaders need to develop and implement strategies that bring those values to life, that make the abstract visible, even tangible. One of Canada’s leading financial institutions has done just that, and in this article, one of itsContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS THE ANYTHING-BUT UNREMARKABLE LESSONS OF THE QUIET … Bold strokes and a powerful personality are a heroic leader’s defining qualities. But far from the limelight works a more practical, circumspect type of leader, one who can transform and inspire—and win. Why read another article on leadership? Is there really anything more to say on the subject? Do we not have enough books, articles,Continue reading → CANADA ISN’T ROTTEN TO THE CORE: A REVIEW OF THIEVES OF Bruce Livesey’s Thieves of Bay Street initially caught my eye when a National Post writer claimed it “ought to be assigned reading for everybody who buys securities, borrows money or consults financial experts.” That was months ago. But a late offering of my two cents on the topic in my inaugural commentary as editor ofContinue reading→
DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading →ADAPT OR DIE
Dinosaurs are an apt and widely used metaphor today. After all, if a firm can’t or won’t adapt, it’s straight to the dustbin of business oblivion. A business enterprise is not totally dissimilar from a dinosaur, ignore rapidly changing circumstances, and a leader authors his or her company’s demise. Adapt to rapid changes better thanContinue reading → COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH …SEE MORE ON IVEYBUSINESSJOURNAL.COM THE GENERATION ILLUSION The Generation Illusion. by: Barry Pokroy Issues: September/October 2017. Categories: IBJ Insights and Leadership. When Bob Dylan plugged his electric guitar into an amplifier at the Newport Folk Festival in 1965, he changed folk music forever. The media, past and present, tells us that Dylan and other similar pioneers (stretching from the ONE-LINERS FOR EXECUTIVES One-liners are very short statements that purport to capture the essence of a situation. At their best, they can bring clarity and precision to complexity and confusion. They can also focus decision-making. The knock on them is that they can oversimplify and create only an illusion of an understanding. Regardless, one-liners are part of everyContinue reading → FROM IMPLICIT TO EXPLICIT: PUTTING CORPORATE VALUES … Organizational values often seem like abstractions. But if employees are to grasp and live those values every day, leaders need to develop and implement strategies that bring those values to life, that make the abstract visible, even tangible. One of Canada’s leading financial institutions has done just that, and in this article, one of itsContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS THE ANYTHING-BUT UNREMARKABLE LESSONS OF THE QUIET … Bold strokes and a powerful personality are a heroic leader’s defining qualities. But far from the limelight works a more practical, circumspect type of leader, one who can transform and inspire—and win. Why read another article on leadership? Is there really anything more to say on the subject? Do we not have enough books, articles,Continue reading → CANADA ISN’T ROTTEN TO THE CORE: A REVIEW OF THIEVES OF Bruce Livesey’s Thieves of Bay Street initially caught my eye when a National Post writer claimed it “ought to be assigned reading for everybody who buys securities, borrows money or consults financial experts.” That was months ago. But a late offering of my two cents on the topic in my inaugural commentary as editor ofContinue reading→
SURVIVING BIG DATA’S ZOMBIE APOCALYPSE With the rising popularity of anti-social “oppositional marketing,” big-data platforms are on a collision course withprivacy regulators.
THE GENERATION ILLUSION The Generation Illusion. by: Barry Pokroy Issues: September/October 2017. Categories: IBJ Insights and Leadership. When Bob Dylan plugged his electric guitar into an amplifier at the Newport Folk Festival in 1965, he changed folk music forever. The media, past and present, tells us that Dylan and other similar pioneers (stretching from theADAPT OR DIE
Dinosaurs are an apt and widely used metaphor today. After all, if a firm can’t or won’t adapt, it’s straight to the dustbin of business oblivion. A business enterprise is not totally dissimilar from a dinosaur, ignore rapidly changing circumstances, and a leader authors his or her company’s demise. Adapt to rapid changes better thanContinue reading → DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → FROM IMPLICIT TO EXPLICIT: PUTTING CORPORATE VALUES … Organizational values often seem like abstractions. But if employees are to grasp and live those values every day, leaders need to develop and implement strategies that bring those values to life, that make the abstract visible, even tangible. One of Canada’s leading financial institutions has done just that, and in this article, one of itsContinue reading → PRICING STRATEGY: PIERCING THE VEIL OF VALUE EXCHANGE Pricing is no longer a purely economic challenge to be addressed through studies of market elasticity. It’s a challenge that can’t be solved by lowering prices until customers make a purchase. And it’s a challenge can’t be solved by allocating costs and addingmarkups.
CAPTURING THE VALUE THAT A CHIEF OPERATING OFFICER CAN The critical task for boards and CEOs is to understand when and how to use the role. Developing that understanding begins with recognizing the ways in which the role is a unique one in the governance of an organization. The COO role is unique because its incumbent is such a visible leader and follower. The COO leads the execution of thecompany
THE ANYTHING-BUT UNREMARKABLE LESSONS OF THE QUIET … Bold strokes and a powerful personality are a heroic leader’s defining qualities. But far from the limelight works a more practical, circumspect type of leader, one who can transform and inspire—and win. Why read another article on leadership? Is there really anything more to say on the subject? Do we not have enough books, articles,Continue reading → RISK AND THE ROLE OF A FAMILY OFFICE: WHAT ENTREPRENEURS Creating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path and ensure that it remains clear for those who will inherit the wealth. Entrepreneurs (andContinue reading → THE “OTHER” PARTY: GETTING INTO THE MIND OF YOUR The other party’s walk-away alternative. The other side is negotiating with you to try to satisfy their interests. If they cannot satisfy their interests in a deal with you, they will do something else (on their own or with someone else) to satisfy those interests. That “something else” – the one thing that the other party woulddo if
IVEY BUSINESS JOURNAL • IMPROVING THE PRACTICE OF MANAGEMENTARTICLESSUBMISSIONS AND REPRINTSABOUTCONTACT USSURVIVAL OFTHE BEST FITTED
Battling Intolerance One Conversation at a Time. by Alison M. Konrad, Kanina Blanchard et al. Issue: November / December 2020. Effectively fostering equity, diversity and inclusion in the workplace requires enabling all concerned to chose engagement over silence when bias and ignorance rear their ugly heads. Previously Published. DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM ONE-LINERS FOR EXECUTIVES One-liners are very short statements that purport to capture the essence of a situation. At their best, they can bring clarity and precision to complexity and confusion. They can also focus decision-making. The knock on them is that they can oversimplify and create only an illusion of an understanding. Regardless, one-liners are part of everyContinue reading → WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading → SEVEN STEPS TO MERGER EXCELLENCE The dustbin of business history is loaded with the victims of ill conceived mergers and acquisitions. But while there are no magical solutions or silver bullets that ensure success, a process that is co-designed from the beginning will make an M&A appear seamless and fluid, with a high degree of positive, engaged energy throughout theContinue reading → COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH …SEE MORE ON IVEYBUSINESSJOURNAL.COM NEGOTIATING WITH THE COMPLEX, IMAGINATIVE INDIAN Negotiating with Indians is an exercise in ingenuity management. The complex, imaginative Indian negotiator can pose all kind of problems for the unaccustomed, inexperienced North American, even though that may not necessarily have been the intention of the Indian negotiator. The North American may find it difficult to discern the intention of THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COM LEADING EMPLOYEES THROUGH MAJOR ORGANIZATIONAL CHANGE With significant change, of course, comes a huge opportunity to shift your organizational mind-set and re-engage employees for the future. To take advantage of this opportunity, however, you must be upfront. When addressing employees, frame change within the context of a new chapter for the company. But don’t expect immediate acceptance. IVEY BUSINESS JOURNAL • IMPROVING THE PRACTICE OF MANAGEMENTARTICLESSUBMISSIONS AND REPRINTSABOUTCONTACT USSURVIVAL OFTHE BEST FITTED
Battling Intolerance One Conversation at a Time. by Alison M. Konrad, Kanina Blanchard et al. Issue: November / December 2020. Effectively fostering equity, diversity and inclusion in the workplace requires enabling all concerned to chose engagement over silence when bias and ignorance rear their ugly heads. Previously Published. DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM ONE-LINERS FOR EXECUTIVES One-liners are very short statements that purport to capture the essence of a situation. At their best, they can bring clarity and precision to complexity and confusion. They can also focus decision-making. The knock on them is that they can oversimplify and create only an illusion of an understanding. Regardless, one-liners are part of everyContinue reading → WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading → SEVEN STEPS TO MERGER EXCELLENCE The dustbin of business history is loaded with the victims of ill conceived mergers and acquisitions. But while there are no magical solutions or silver bullets that ensure success, a process that is co-designed from the beginning will make an M&A appear seamless and fluid, with a high degree of positive, engaged energy throughout theContinue reading → COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH …SEE MORE ON IVEYBUSINESSJOURNAL.COM NEGOTIATING WITH THE COMPLEX, IMAGINATIVE INDIAN Negotiating with Indians is an exercise in ingenuity management. The complex, imaginative Indian negotiator can pose all kind of problems for the unaccustomed, inexperienced North American, even though that may not necessarily have been the intention of the Indian negotiator. The North American may find it difficult to discern the intention of THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COM LEADING EMPLOYEES THROUGH MAJOR ORGANIZATIONAL CHANGE With significant change, of course, comes a huge opportunity to shift your organizational mind-set and re-engage employees for the future. To take advantage of this opportunity, however, you must be upfront. When addressing employees, frame change within the context of a new chapter for the company. But don’t expect immediate acceptance. SURVIVING BIG DATA’S ZOMBIE APOCALYPSE With the rising popularity of anti-social “oppositional marketing,” big-data platforms are on a collision course withprivacy regulators.
BEST PRACTICES: CUSTOMER RELATIONSHIP MANAGEMENT No one company has written the book on CRM. And rightly so, says this author, whose examination of how companies practice this much-talked about discipline led him to develop comprehensive guidelines for enhancing a company’s returns from CRM. That few companies are achieving the results they expected from their investment in Customer Relationship Management (CRM)Continue reading → HOW LEADERSHIP HAS CHANGED With globalization, technological innovation and the growing number of linkages among people, activities and events, today’s pace of change is relentless. The people of the world mix and mingle as never before, forging new partnerships and creating more culturally diverse workplaces. Increasingly, groups of companies collaborate to investigate new opportunities and exploit new markets. ARE YOU AN ACCIDENTAL DIMINISHER? A manager who regularly steps in to solve a problem for an employee may think that he or she is helping. In fact, this well-intentioned manager is actually limiting – and hurting – the employee. The effective manager enables employees to utilize the full depth and range of their intellect and capabilities. In this article,Continuereading →
GOOD LEADERS NEVER STOP LEARNING For Good Leaders Learn, I interviewed 30-plus leaders, at various stages of their careers, from different industries, sectors and countries. The conversations revealed ten clear pathways for learning to lead: Performing, or excelling in a role; Risking, or taking chances to lead and to learn; Stretching, or going beyond one’s ownpersonal
VALUES-DRIVEN PERFORMANCE: SEVEN STRATEGIES FOR DELIVERING Managers could once decide if they should make profits and principles compatible. But today, there is no choice. It is imperative that managers develop strategies that deliver a return for investors and society at large. These coauthors, who have written a valuable and insightful book on the subject, distill their research into seven strategies thatContinue reading → THE FOUR INTRINSIC REWARDS THAT DRIVE EMPLOYEE ENGAGEMENT Motivational dynamics have changed dramatically to reflect new work requirements and changed worker expectations. One of the biggest changes has been the rise in importance of psychic, or intrinsic rewards, and the decline of material or extrinsic rewards. This author draws upon recent research to explain the popularity of intrinsic rewards and how these rewardsContinue reading → MAKING STRATEGY WORK: OVERCOMING THE OBSTACLES TO Formulating strategy is a difficult task. Making strategy work—executing or implementing it throughout the organization—is even more difficult. This author, who has written several books on strategy and implementation, briefly describes what managers must do to overcome the impediments and achieve strategic success. Some obstacles to effective execution The road to effective strategy THE ALLURE OF TOXIC LEADERS: WHY FOLLOWERS RARELY … Toxic leadership is a growing — and costly — phenomenon. Yet individual and organizations can stop the insidious spread of toxicity, by understanding why we are seduced by the false promises of toxic leaders, and by setting up organizational defence mechanisms to counter the spread of toxicity. This author has some excellentsuggestions.
ENGAGING EMPLOYEES THROUGH HIGH-INVOLVEMENT WORK … Recent research suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee engagement, and that these practices can generate the kinds of discretionary behaviors that lead to enhanced performance. Simply put, employees who conceive, design and implement workplace and process changes are engaged employees. WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading →INSURING THE BRAND
Other food and drink brands ranked in the Interbrand survey include Nescafé, $17.6 billion, and Heinz, $11.8 billion. Another key area for brands is the technology sector, commanding spots 2 through 5—Microsoft, IBM, Intel and Nokia—and a total of 13 companies inthe top 75.
THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COMMISTAKES HAPPEN
RISK AND THE ROLE OF A FAMILY OFFICE: WHAT ENTREPRENEURS Creating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path and ensure that it remains clear for those who will inherit the wealth. Entrepreneurs (andContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → RECRUITING YOUR NEXT CEO: PRACTICAL ADVICE FOR …SEE MORE ON IVEYBUSINESSJOURNAL.COM WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading →INSURING THE BRAND
Other food and drink brands ranked in the Interbrand survey include Nescafé, $17.6 billion, and Heinz, $11.8 billion. Another key area for brands is the technology sector, commanding spots 2 through 5—Microsoft, IBM, Intel and Nokia—and a total of 13 companies inthe top 75.
THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COMMISTAKES HAPPEN
RISK AND THE ROLE OF A FAMILY OFFICE: WHAT ENTREPRENEURS Creating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path and ensure that it remains clear for those who will inherit the wealth. Entrepreneurs (andContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → RECRUITING YOUR NEXT CEO: PRACTICAL ADVICE FOR …SEE MORE ON IVEYBUSINESSJOURNAL.COM IVEY BUSINESS JOURNAL • IMPROVING THE PRACTICE OF MANAGEMENT Battling Intolerance One Conversation at a Time. by Alison M. Konrad, Kanina Blanchard et al. Issue: November / December 2020. Effectively fostering equity, diversity and inclusion in the workplace requires enabling all concerned to chose engagement over silence when bias and ignorance rear their ugly heads. Previously Published. FUTURE SIGNALS: HOW SUCCESSFUL GROWING COMPANIES STAY … “Staying the course” is important but only as long as a leader – and his or her strategy – remains flexible and can adapt as circumstances, or the competitive environment, changes. Even more important are the indicators a leader monitors to indicate those changes. This author calls these indicators “future signals,” dynamic, highly-valuable metrics thatContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS Becoming part of an alliance constellation, like the airline industry’s Star Alliance, can help a company compete and win. And while a constellation is, in some ways similar to a bi-lateral alliance, it also presents particular challenges. This author discusses these challenges, and some tactics that managers can use to make a constellation – andContinue reading → THE ART OF BUSINESS RELATIONSHIPS THROUGH SOCIAL MEDIA “Ah, relationships,” moaned a dejected Alvy Singer (Woody Allen) at the end of the film, Annie Hall, “Who needs them.” The fact is that any business today, whether a sole proprietorship or a multi-national, needs to build relationships. Which is why knowing how to leverage the value that social networks can contribute to establishing andContinue reading → COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH-PERFORMANCE Assessing the quality of management in any organization is as much an art as it is a science. Moreover, the approach to assessing varies widely from organization to organization. However, this does not have to be the case, as these authors point out. Managers can develop a set of attributes, or measurements, that boards ofContinue reading → NEGOTIATING WITH THE COMPLEX, IMAGINATIVE INDIAN Negotiating with Indians is an exercise in ingenuity management. The complex, imaginative Indian negotiator can pose all kind of problems for the unaccustomed, inexperienced North American, even though that may not necessarily have been the intention of the Indian negotiator. The North American may find it difficult to discern the intention of MANAGING RISK AND PROTECTING INTELLECTUAL PROPERTY … The knowledge economy places a great onus on business leaders to assess and protect their organizations’ intellectual property. Yet throughout the public and private sectors, whether it is the world’s best-known consumer brand or Canada’s official symbol of citizenship, the protection of intellectual property is one of the least-appreciated areas of corporate governance. ENGAGING EMPLOYEES THROUGH HIGH-INVOLVEMENT WORK … Recent research suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee engagement, and that these practices can generate the kinds of discretionary behaviors that lead to enhanced performance. Simply put, employees who conceive, design and implement workplace and process changes are engaged employees. DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → MORE WOMEN IN SENIOR ROLES: IF ONLY COMPANIES REALLY Specifically, only 36.5 percent of lower level managers are women; less than 18 percent are top executives; less than 14 percent are on boards, and a mere 6 percent are CEOs of North American companies. The number of board positions that have gone to women in the past 3 years has increased by a rousing 0.2 percent. WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading →INSURING THE BRAND
Other food and drink brands ranked in the Interbrand survey include Nescafé, $17.6 billion, and Heinz, $11.8 billion. Another key area for brands is the technology sector, commanding spots 2 through 5—Microsoft, IBM, Intel and Nokia—and a total of 13 companies inthe top 75.
THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COMMISTAKES HAPPEN
RISK AND THE ROLE OF A FAMILY OFFICE: WHAT ENTREPRENEURS Creating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path and ensure that it remains clear for those who will inherit the wealth. Entrepreneurs (andContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → RECRUITING YOUR NEXT CEO: PRACTICAL ADVICE FOR …SEE MORE ON IVEYBUSINESSJOURNAL.COMCEO RECRUITING FIRMSRECRUITING STRATEGY EXAMPLERECRUITING STRATEGY IDEASRECRUITING STRATEGY PRESENTATIONRECRUITING STRATEGY SAMPLE WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading →INSURING THE BRAND
Other food and drink brands ranked in the Interbrand survey include Nescafé, $17.6 billion, and Heinz, $11.8 billion. Another key area for brands is the technology sector, commanding spots 2 through 5—Microsoft, IBM, Intel and Nokia—and a total of 13 companies inthe top 75.
THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COMMISTAKES HAPPEN
RISK AND THE ROLE OF A FAMILY OFFICE: WHAT ENTREPRENEURS Creating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path and ensure that it remains clear for those who will inherit the wealth. Entrepreneurs (andContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → RECRUITING YOUR NEXT CEO: PRACTICAL ADVICE FOR …SEE MORE ON IVEYBUSINESSJOURNAL.COMCEO RECRUITING FIRMSRECRUITING STRATEGY EXAMPLERECRUITING STRATEGY IDEASRECRUITING STRATEGY PRESENTATIONRECRUITING STRATEGY SAMPLE IVEY BUSINESS JOURNAL • IMPROVING THE PRACTICE OF MANAGEMENT Battling Intolerance One Conversation at a Time. by Alison M. Konrad, Kanina Blanchard et al. Issue: November / December 2020. Effectively fostering equity, diversity and inclusion in the workplace requires enabling all concerned to chose engagement over silence when bias and ignorance rear their ugly heads. Previously Published. FUTURE SIGNALS: HOW SUCCESSFUL GROWING COMPANIES STAY … “Staying the course” is important but only as long as a leader – and his or her strategy – remains flexible and can adapt as circumstances, or the competitive environment, changes. Even more important are the indicators a leader monitors to indicate those changes. This author calls these indicators “future signals,” dynamic, highly-valuable metrics thatContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS Becoming part of an alliance constellation, like the airline industry’s Star Alliance, can help a company compete and win. And while a constellation is, in some ways similar to a bi-lateral alliance, it also presents particular challenges. This author discusses these challenges, and some tactics that managers can use to make a constellation – andContinue reading → THE ART OF BUSINESS RELATIONSHIPS THROUGH SOCIAL MEDIA “Ah, relationships,” moaned a dejected Alvy Singer (Woody Allen) at the end of the film, Annie Hall, “Who needs them.” The fact is that any business today, whether a sole proprietorship or a multi-national, needs to build relationships. Which is why knowing how to leverage the value that social networks can contribute to establishing andContinue reading → COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH-PERFORMANCE Assessing the quality of management in any organization is as much an art as it is a science. Moreover, the approach to assessing varies widely from organization to organization. However, this does not have to be the case, as these authors point out. Managers can develop a set of attributes, or measurements, that boards ofContinue reading → NEGOTIATING WITH THE COMPLEX, IMAGINATIVE INDIAN Negotiating with Indians is an exercise in ingenuity management. The complex, imaginative Indian negotiator can pose all kind of problems for the unaccustomed, inexperienced North American, even though that may not necessarily have been the intention of the Indian negotiator. The North American may find it difficult to discern the intention of MANAGING RISK AND PROTECTING INTELLECTUAL PROPERTY … The knowledge economy places a great onus on business leaders to assess and protect their organizations’ intellectual property. Yet throughout the public and private sectors, whether it is the world’s best-known consumer brand or Canada’s official symbol of citizenship, the protection of intellectual property is one of the least-appreciated areas of corporate governance. ENGAGING EMPLOYEES THROUGH HIGH-INVOLVEMENT WORK … Recent research suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee engagement, and that these practices can generate the kinds of discretionary behaviors that lead to enhanced performance. Simply put, employees who conceive, design and implement workplace and process changes are engaged employees. DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → MORE WOMEN IN SENIOR ROLES: IF ONLY COMPANIES REALLY Specifically, only 36.5 percent of lower level managers are women; less than 18 percent are top executives; less than 14 percent are on boards, and a mere 6 percent are CEOs of North American companies. The number of board positions that have gone to women in the past 3 years has increased by a rousing 0.2 percent. WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading →INSURING THE BRAND
Other food and drink brands ranked in the Interbrand survey include Nescafé, $17.6 billion, and Heinz, $11.8 billion. Another key area for brands is the technology sector, commanding spots 2 through 5—Microsoft, IBM, Intel and Nokia—and a total of 13 companies inthe top 75.
THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COMMISTAKES HAPPEN
RISK AND THE ROLE OF A FAMILY OFFICE: WHAT ENTREPRENEURS Creating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path and ensure that it remains clear for those who will inherit the wealth. Entrepreneurs (andContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → RECRUITING YOUR NEXT CEO: PRACTICAL ADVICE FOR …SEE MORE ON IVEYBUSINESSJOURNAL.COMCEO RECRUITING FIRMSRECRUITING STRATEGY EXAMPLERECRUITING STRATEGY IDEASRECRUITING STRATEGY PRESENTATIONRECRUITING STRATEGY SAMPLE WHAT IS CORPORATE STRATEGY, REALLY? LINKING BUSINESS AND IT STRATEGIES TOGETHER: FOUR … In many organizations, deep and meaningful linkages between business and IT are problematic. Yet such linkages have the power to make or break a business. But it’s not the technology that makes the difference; it’s how business and IT executives weave together and implement the business and IT strategies. These co-authors discuss the four factorsContinue reading →INSURING THE BRAND
Other food and drink brands ranked in the Interbrand survey include Nescafé, $17.6 billion, and Heinz, $11.8 billion. Another key area for brands is the technology sector, commanding spots 2 through 5—Microsoft, IBM, Intel and Nokia—and a total of 13 companies inthe top 75.
THE “OTHER” PARTY: GETTING INTO THE MIND OF YOURSEE MORE ON IVEYBUSINESSJOURNAL.COMMISTAKES HAPPEN
RISK AND THE ROLE OF A FAMILY OFFICE: WHAT ENTREPRENEURS Creating wealth is considerably different than sustaining that wealth, particularly if you are an entrepreneur or corporate executive. The path to this particular type of sustainability can be a perilous one, but a Family Office can smooth that path and ensure that it remains clear for those who will inherit the wealth. Entrepreneurs (andContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS DIRECTOR COMPENSATION: THE GROWING POPULARITY OF …SEE MORE ON IVEYBUSINESSJOURNAL.COM DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → RECRUITING YOUR NEXT CEO: PRACTICAL ADVICE FOR …SEE MORE ON IVEYBUSINESSJOURNAL.COMCEO RECRUITING FIRMSRECRUITING STRATEGY EXAMPLERECRUITING STRATEGY IDEASRECRUITING STRATEGY PRESENTATIONRECRUITING STRATEGY SAMPLE IVEY BUSINESS JOURNAL • IMPROVING THE PRACTICE OF MANAGEMENT Battling Intolerance One Conversation at a Time. by Alison M. Konrad, Kanina Blanchard et al. Issue: November / December 2020. Effectively fostering equity, diversity and inclusion in the workplace requires enabling all concerned to chose engagement over silence when bias and ignorance rear their ugly heads. Previously Published. FUTURE SIGNALS: HOW SUCCESSFUL GROWING COMPANIES STAY … “Staying the course” is important but only as long as a leader – and his or her strategy – remains flexible and can adapt as circumstances, or the competitive environment, changes. Even more important are the indicators a leader monitors to indicate those changes. This author calls these indicators “future signals,” dynamic, highly-valuable metrics thatContinue reading → CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS Becoming part of an alliance constellation, like the airline industry’s Star Alliance, can help a company compete and win. And while a constellation is, in some ways similar to a bi-lateral alliance, it also presents particular challenges. This author discusses these challenges, and some tactics that managers can use to make a constellation – andContinue reading → THE ART OF BUSINESS RELATIONSHIPS THROUGH SOCIAL MEDIA “Ah, relationships,” moaned a dejected Alvy Singer (Woody Allen) at the end of the film, Annie Hall, “Who needs them.” The fact is that any business today, whether a sole proprietorship or a multi-national, needs to build relationships. Which is why knowing how to leverage the value that social networks can contribute to establishing andContinue reading → COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH-PERFORMANCE Assessing the quality of management in any organization is as much an art as it is a science. Moreover, the approach to assessing varies widely from organization to organization. However, this does not have to be the case, as these authors point out. Managers can develop a set of attributes, or measurements, that boards ofContinue reading → NEGOTIATING WITH THE COMPLEX, IMAGINATIVE INDIAN Negotiating with Indians is an exercise in ingenuity management. The complex, imaginative Indian negotiator can pose all kind of problems for the unaccustomed, inexperienced North American, even though that may not necessarily have been the intention of the Indian negotiator. The North American may find it difficult to discern the intention of MANAGING RISK AND PROTECTING INTELLECTUAL PROPERTY … The knowledge economy places a great onus on business leaders to assess and protect their organizations’ intellectual property. Yet throughout the public and private sectors, whether it is the world’s best-known consumer brand or Canada’s official symbol of citizenship, the protection of intellectual property is one of the least-appreciated areas of corporate governance. ENGAGING EMPLOYEES THROUGH HIGH-INVOLVEMENT WORK … Recent research suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee engagement, and that these practices can generate the kinds of discretionary behaviors that lead to enhanced performance. Simply put, employees who conceive, design and implement workplace and process changes are engaged employees. DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE The decision to implement wholesale staff cuts can exemplify the law of unintended consequences. Or, mass layoffs, for the most part, don’t really work. In fact, this author states that downsizing has only a 50-50 chance of reducing costs. And while the alternatives to downsizing he describes may not be new, there is documented evidenceContinue reading → MORE WOMEN IN SENIOR ROLES: IF ONLY COMPANIES REALLY Specifically, only 36.5 percent of lower level managers are women; less than 18 percent are top executives; less than 14 percent are on boards, and a mere 6 percent are CEOs of North American companies. The number of board positions that have gone to women in the past 3 years has increased by a rousing 0.2 percent. Skip to main content__ __ Toggle Menu
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Select Author From ListSelect AuthorAalbers, RickAarstol, StephanAbbosh, OmarAbrahamson, EricAdams, LouiseAdamson, BarryAgeyeva-Furman, YelenaAguilera, CarolinaAhmed, MumtazAhuja, SarinaAllaire, YvanAlletson, KeriAlmasy, ErichAlves, SvetlanaAnand, JayAnand, N.Ancona, DeborahAnderson, ChrisAndre, PaulAngel, RobertAnson, MarkAnthony, RossAoki, KatsukiAschkenase, StevenAselstine, KevinAufreiter, NoraAustin, Robert D.Awad, MarwanAwazu, YukikaAxelrod, BethAxmith, MurrayAylen, DavidBackman, ElaineBadaracco Jr., Joseph L.Baer, DonaldBaldo, CarlosBall, JoanBandyopadhyay, SudipBanerjee, RanjanBansal, TimaBapuji, HariBarber, FelixBardoel, AnneBarker-Merz, JulieBarrera, MagdaBarry, MeganBarsoux, Jean-LouisBart, ChrisBasu, KunalBatat, WidedBavis, CraigBeamish, Paul W.Beattie, GeoffBeaudan, EricBehan, BeverlyBehe, Thomas JohnBelcourt, MonicaBell, PeterBellin, JoshuaBen-Nahum, YaaraBendle, NeilBenko, CathyBennet, NathanBenoliel, MichaelBerk, LaureyBernhut, StephenBertrand, Nancy HoiBeslin, RalphBhardwaj, Rahul K.Bhatti, YasserBhatty, MukarramBillou, NielsBirchfield, JanBirkinshaw, JulianBiscaro Smith, LorettaBlack, DanielBlanchard, KaninaBlank, StephenBoatwright, PeterBones, ChristopherBonin, JasonBontis, NickBook, HowardBoothe, PaulBoscariol, John W.Boston, PaulBoulanger, ClaudeBovet, DavidBower, Joseph L.Boyatzis, RichardBoyle, ToddBraatz, AllanBrandes, LeifBranzei, OanaBrazil, LauraBresman, HenrikBright, KevinBright, StevenBrittain, BrianBroadbent, MarianneBrock, DavidBrown, Teri E.Brown-Okruhlik, StephenBruch, HeikeBryan, LowellBryant, MurrayBuchan, CamBuchanan, GreggBujno, MaureenButler, BridgetteByham, William C.Byrne, AlysonCagan, JonathanCagan, MartinCalhoun, JohnCalkins, TimCampbell, AndrewCampbell, DavidCannice, Mark V.Caputo, MikeCarbone, PeterCarlson, JohnCarlsson, RolfCaron, JosephCaruso, DavidCarver, JohnCasanova, JayneCascio, Wayne F.Caslione, John A.Cavenaghi, MarcosChakravorti, BhaskarChamberland, DenisChambers, TomChan, DavidChan, Yolande E.Chandra, SumitCharan, RamChen, Chia-PeiChen, KatieChen, RogerChen, YashengChesbrough, HenryChew, CheesanChhina, AmanpreetChi, Michael W.H.Chintu, NamukaleChiu, Raymond B.Chlala, NadiChowdhury, MusabbirChowdhury, Shamsud D.Christensen, Clayton M.Christensen, KathleenChu, JulianChui, MichaelCiccarelli, DavidCinquegrani, SamCissé, DaoudaClampitt, Phillip G.Clark, DougClark, SarahClauser, Michael A.Clawson, James G.Clervi, AnthonyCoffey, CharlieCohen, Gary B.Cohen, Steven P.Colbeck, CarolColson, Thomas J.Compeau, DeborahComper, TonyConboy, KieranConger, JayConklin, DavidConklin, MichaelConrod, TerryCook, MilesCooper, Brian K.Cooper, Robert G.Cooper, TimCorbett, AlistairCorbin, Ruth M.Couillard, DenisCoulson-Thomas, ColinCowie, KateCraighead, JaneCrawford, JeanCrim, DanCrisp, DavidCrook, TracieCross, BarryCrossan, CoreyCrossan, LarryCrossan, MaryCrowther, DavidCulbert, Samuel A.Cunningham, Robert A.Cuomo, DonnaCurrie, Mary BethCôté, LouiseCôté, MarcelD'Alessandro, DominicD'Aveni, RichardDahlvig, AndersDakens, LesDaly, KerryDarroch, James L.Dattu, RiyazDavenport, PaulDavenport, Thomas H.Davey, LianeDavidson, AlistairDawar, NirajDawson, ChrisDay, DanDe Feo, Joseph A.De Silva, JanDeRosa, DarleenDeSouza, Kevin C.Deans, GraemeDeckert, PaulDekoch, Robert J.Delbridge, RickDelios, AndrewDesJardine, MarkDhiman, SatinderDimma, BillDionne, GeorgesDivakaran, AshokDixon, NancyDonaldson, BillDonohue, William A.Doshi, VirenDotlich, David L.Douglas, PaulDover, MikeDoz, YvesDrago, RobertDrotter, Stephen J.Drover, WillDubey, PiyushDunlop, DavidDuxbury, LindaEaves, DavidEcker, JanetEckes, GeorgeEggers, JohnEggers, William D.El Namaki, M. S. S.Endo, TakahiroEnns, Douglas J.Erez, MiriamErtel, DannyEvans, PhilipEvans, ScottEverest, KathrynF. Nunes, PaulFang, YulinFarrell, Grace O.Febbraro, SamFeiner, Michael C.Ferris, StephenFielkow, BrianFink, Anne-MarieFinkelstein, SydneyFinzi, BenjaminFisher, RobertFoh, NoreenFoley, JohnFontaine, MichaelFortnum, DennisFox, ThomasFrancis, SuzanneFraser, Arron M.Fraser, DavidFree, ClintonFriedman, StephenFrost, AnnFrost, Peter J.Frost, TonyFuller, MarkFurlong, BillGalbraith, JayGandhi, SuketuGandolfi, FrancoGandz, JeffreyGarton, EricGasink, JohnGaulin, BradGeis, George S.Geis, George T.Gelinas, PatriceGentile, Mary C.Gering, MichaelGhemawat, PankajGhoshal, SumantraGilbert, JayGillies, JamesGloor, Peter A.Goerzen, AnthonyGoffee, RobertoGoh, Tzen-YiGoldberg, Daniel J.Goldman, JayGoldsmith, DavidGoldstein, AaronGomes-Casseres, BenjaminGoncharova, TatianaGonzalez, JennyGonzalez, MariaGoodpaster, Kenneth E.Gordon, IanGordon, MarkGore, NancyGoulian, CarolineGovindarajan, VijayGoyal, AnuradhaGrace, ChuckGrange, HamlinGranger, KariGratton, LyndaGriffith, Terri L.Griffiths, MarkGrint, KeithGuevel, LarryGunther McGrath, RitaGüler, ArasHagen, ChristianHaggerty, NicoleHalsall, ChristopherHanda, RishHandfield-Jones, HelenHanover, DougHarding, DavidHarding, SimonHarfoush, RahafHargadon, AndrewHarvey, BarbaraHastings, HunterHatch, JimHatges, PeterHatten, KennethHawkins, LindaHays, MichaelHealy, MarkHedge, PrasadHeffernan, MargaretHeifetz, Ronald A.Heim-Myers, BevHenderson, Andrew D.Henderson, DarrenHenderson, JeffreyHendricks, Kevin B.Herman, Lawrence L.Hershkovitz, ShayHeslop, LouiseHess, EdwardHess, JamesHewlett, Sylvia AnnHeymann, JodyHiggins, ChrisHill, DanHill, Linda A.Hill, RobertaHillier, DeanHodgson, PaulHodgson, PhilHoeppner, JohnHoffman, Bryce G.Hoffman, CarlHollenbeck, George P.Hollingworth, MarkHolman, RichardHong, BryanHonor, CarlHornstein, HarveyHornstein, HenryHorth, David MagellanHossack, RichardHrebiniak, LawrenceHu, MichaelHuang, KennethHuang, XiaoHubbell, VictoriaHuff, Sid L.Hughes, PamelaHume, GordHunter, TrevorHurst, CharliceHurst, DavidHuson, Mark R.Iyer, BalaJackson, Eric M.Jackson, Ira A.Jackson, Stuart E.Jacobs, Charles S.Jacobs, DianneJacobs, SteveJain, VishalJames, JulianJanssen, EricJaruzelski, BarryJassawalla, Avan R.Jeffery, RobJensen, ErikJensen, Knud B.Jiang, Ruihua JoyJohnson III, M. CarlJohnson, Jeff S.Johnston, FrancesJones, GarethJordan, DeclanJourneay, ShaneJoyce, ClaudiaJules, ClaudyJung, Jae C.Kachra, AriffKafarakis, PhilKahtan, MeirKaipa, PrasadKalafatides, KathyKalil, ArielKandola, SoniaKansal, ChaitanKanter, Rosabeth MossKao, RoyKapferer, Jean-NoelKaplan, Robert S.Kaplan, SorenKarra, NeriKash, RickKazanjian, JohnKeeley, Timothy D.Keenan, Frederick J.Kellerman, BarbaraKelly, ChristopherKelly, RichardKennedy, MelissaKent, DarrellKhalil, SamerKhan, KhalidKhavul, SusannaKhizrana, SarwathKhoja, FaizaKickul, JillKiefer, TobiasKiew, JayKilcrease, Kelly M.Kindra, Gurprit S.King, Michael R.Kippin, HenryKitzis, Ellen S.Kleffner, AnneKlimczuk-Massion, StephenKnight, ShirleyKnott, David G.Kochar, ArunKohli, ChiranjeevKonrad, Alison M.Kouzes, James M.Kozan, JeffKrishnan, Rishikesha T.Kuhlmann, ArkadiKukreja, DeepakKumar, NirmalyaKumar, RajKumar, RajeshKumar, S. RameshKunsch, DavidKwon, O. YulKyle, MackenzieLajoux, Alexandra ReedLam, David C.Landry, SuzanneLanfranconi, ClaudeLarge, DavidLarson, MaryLash, RickLatham, Gary P.Laudicina, Paul A.Laughland, PamelaLaurie, Donald L.Lautsch, BrendaLawler III, EdwardLawrence, Paul R.Lawver, TeriLax, David A.Leavitt, Harold J.Leblanc, RichardLee, EricLee, Michael C.M.Lee, RyanLeeds, Michael A.Legrand, ClaudeLehmberg, DerekLekushoff, AndreaLemire, CatherineLenkov, PatriciaLeonardelli, Geoffrey J.Lepsinger, RichardLermusiaux, YvexLerner, JoshLesage, FredericLeslie, KayeLesser, EricLeuthesser, LanceLewis, DavidLi, MingfangLiabotis, BillLiedtka, JeanneLight, DaveLiker, Jeffrey K.Lineback, KentLinetsky, Barry L.Lipman-Blumen, JeanLipton, MarkLiu, ZhengLombardi, RosieLorange, PeterLoree, DavidLu, Jane W.Lubit, RoyLukin, VladimirLunday, JasonLutafali, ShabnamLynn, Bernadette E.Lynton, NandaniMa, XufeiMabon, JoyMacDonald, PatMacDonald, TimMacMillian, KarenMaccoby, MichaelMacintosh, NormanMacmillan, KarenMacmillan, PaulMagnan, MichelMagrath, Allan J.Maher, P. MichealMahieu, YvetteMakris, Nicole DaveyMalek, WilliamMalone, MonaMancha, RubenMani, MattManimala, Mathew J.Manyika, JamesManzoni, Jean-FrancoisMarcolin, BarbaraMargulis, MarcMarikova Leeds, EvaMarquis, ChristopherMaruca, ReginaMassimilian, RichardMatassoni (book excerpt), BillMathews, RyanMaurer, CaraMaurino, RominaMayer, John D. (Jack)McCall Jr., Morgan W.McCallum, John S.McConnell, BrianMcCrimmon, MitchMcCullough, TomMcDowell, TomMcGannon, BillMcGill, SeanMcGrew, WilliamMcGuire, TimMcKee, AnnieMcKeown, GregMcLaughlin, KathleenMcLellan, DrewMcMillan, CharlesMcMorrow, ColleenMcRae, BradMehltretter, SteveMehta, ManeeshMenor, LarryMercer, JohnMerrifield, RicMersereau, AlexanderMethot, LauraMichaels, EdMilani, Kimberley YoungMiles, Stephen A.Miller, DavidMiller, RogerMilne, DawnMintzberg, HenryMizgier, Kamil J.Moda, GauravMoore, KarlMoore, MichaelMootee, IdrisMore, RogerMorris, SeánMorse, EricMourkogiannis, NikosMoussavi, BabakMukerjee, KaushikMukherjee, SuryaMunro, MalcolmMuresan, AncaMurray, ElspethMurray, PeterMurrill, RayMusila, JacobNadkarni, Anant G.Nahar, AnshuNambiar, Seema AroraNamie, GaryNarayanan, VenkatNason, KenNeil, BoydNeilson, Gary L.Nejad, Mehdi HosseinNelson, JaneNeufeld, DerrickNeufeld, George A.Newson, E.F. PeterNi, NaNishtar, SaniaNorström, JohanNorton, David P.O'Brien, ThomasO'Gorman, DavidO'Neill, GerardO'Toole, JamesOgden, Timothy N.Oliver, CarolineOliver, Donald H.Olivera, FernandoOlson, KathleenOlve, Nils-GoanOster, GaryOsterman, PaulOtt, Adrian C.Overall, JeffreyPalus, Charles J.Papadopoulos, NicolasPapineau-Wolff, SophiePaquet, GillesPaquette, JuliePare, MauraParent, MichaelParise, SalvatoreParker, OwenParker, Simon C.Parmar, SimonPatten, Rose M.Pau Woo, YuenPaul-Chowdhury, Catherine M.Payn, ClarePearce, EdPearce, Michael R.Pearson, ChristinePekar Jr., PeterPendse, ShripadPerchthold, GordonPeters, KimPeterson, ErikPetri, Carl-JohanPettit, JustinPettit, RaymondPeuramaki, DonPhair-Sutherland, LanaPhilips, John R.Phillips, NelsonPhillips, RobertPillay, Srinivasan S.Piper, ChrisPitt-Catsouphes, MarciePlaias, IoanPoage, James L.Pocklington Jr., Peter H.Pokroy, BarryPoloz, Stephen S.Polushin, William CTPopiel, StephenPosner, BarryPost, LairdPotenza, AlysonPowell, David M.Prashantham, ShameenPugh, KatrinaPuranam, PhanishPurcell, GerryQuinn, Floyd F.Radjou, NaviRaelin, JoeRajagopal, SukumarRamakrishnan, PrasadRankin, DebraRaskob, JohnRaynor, Michael E.Reddin, ChitraRedding, GordonReichheld, FrederickReid, JoanneReiter, BarryReno, MarkReyes, CynthiaRhoderick, JayRhodes, DavidRiaz, SuhaibRichardson, PeterRigby, DarrellRiordan, Christine M.Rispoli, LucaRizvi, QamarRoberto, MichaelRobertson, DarrochRobertson, GrahamRobertson, JasonRobertson, RonRobinson, MatthewRoman, MichaelRosen, BobRosenberg, NicoleRosenthal, StephenRoucolle, GillesRowe, AntheaRowe, W. 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Enough.
It’s Time to Hire (and Develop) Better Judgmentby Gerard Seijts ,
Thomas Watson With
scandals emerging everywhere, from McKinsey to Rideau Hall, it’s not hard to wonder if decent leadership even exists, but it doesn’t haveto be this way.
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* __Toggle Share Buttons__Entrepreneurship
Making Canada a Social Enterprise Tax Havenby Jeffrey Overall
Imagine a new category of incorporation, one designed to give social enterprises the same tax benefits offered charities.*
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Getting
Phygital with Consumersby
Wided Batat Most
digital transformations ignore the real opportunity to take customer experience to a whole new level.Don't Miss
* Former Apple CEO John Sculley on shooting for the moon * Legendary entrepreneur Hap Klopp on learning from failure * Royal Bank CEO David McKay on building a pivot culture * China’s Zhang Ruimin on rewriting management theory for the Ageof Disruption
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* General Motors CEO Mary Barra on Diving Disruption * SNC-Lavalin and the Corruption of Public Discourse * Fighting Shareholder Populism * Building the World’s Digital Workforce * The Notorious Leadership of Ruth Bader Ginsburg__ Leadership
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* __Toggle Share Buttons RETHINKING EDI TRAINING AMID TODAY’S CHANGING SOCIAL CONSCIOUSNESS by Jana Seijts , Dan Day Issue: March/April2021
Focusing EDI programs on visible behaviours can help make the difference between meeting expectations and falling short or makingthings worse.
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* __Toggle Share Buttons EMBRACING ORGANIZATIONAL CHANGE by Andi Simon Issue: January / February 2021 Why good intentions are not enough to successfully counter bias and racism in the workplace.__ Strategy
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* __Toggle Share Buttons WHY IT’S TIME TO THINK ABOUT COPYING CHINESE INNOVATORS by Peter J. Williamsonet al.Issue:
March/April 2021
Compared to Silicon Valley’s ambitious tech plays built around advertising, Chinese digital innovations can look mundane, but the results are a different story. Technology/Social Media * __Share on LinkedIn * __Share on googlePlus * __Share on facebook * __Share on twitter* __Share by email
* __Toggle Share Buttons CULTIVATING VIRTUAL COMPETENCEby Nicole Haggerty
, Zeying Wan
et al.Issue: November /December 2020
Before deciding the future of remote work, smart managers will fully explore the opportunities COVID-19 exposed by re-thinking the training of virtual employees.__ Leadership
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* __Toggle Share Buttons REPORT FROM THE FRONT LINES OF WORKPLACE DISRUPTIONby Thomas Watson
Issue: January /
February 2021
Working in HR today is like climbing a steep mountain, on your own, in the dark, without a rope, during a perfect storm.__ Leadership
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* __Toggle Share Buttons THE NIETZSCHE SCHOOL OF MANAGEMENTby John S. McCallum
Issue: September /
October 2020
When it comes to how decision makers understand problems, Nietzsche’s insights are as valuable to executives today as any lesson offered by modern business schools.__ Governance
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* __Toggle Share Buttons GOVERNING OUTSIDE THE BOARDROOMby Maureen Bujno ,
Benjamin Finzi Issue:May / June 2020
Research on how to make directors more strategic highlights the need to better utilize the time between board meetings.__ Governance
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* __Toggle Share Buttons BATTLING INTOLERANCE ONE CONVERSATION AT A TIME by Alison M. Konrad ,Kanina Blanchard
et al.Issue: November / December 2020 Effectively fostering equity, diversity and inclusion in the workplace requires enabling all concerned to chose engagement over silence when bias and ignorance rear their ugly heads. Previously PublishedCONTENT ALERTS
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Select Author From ListSelect AuthorAalbers, RickAarstol, StephanAbbosh, OmarAbrahamson, EricAdams, LouiseAdamson, BarryAgeyeva-Furman, YelenaAguilera, CarolinaAhmed, MumtazAhuja, SarinaAllaire, YvanAlletson, KeriAlmasy, ErichAlves, SvetlanaAnand, JayAnand, N.Ancona, DeborahAnderson, ChrisAndre, PaulAngel, RobertAnson, MarkAnthony, RossAoki, KatsukiAschkenase, StevenAselstine, KevinAufreiter, NoraAustin, Robert D.Awad, MarwanAwazu, YukikaAxelrod, BethAxmith, MurrayAylen, DavidBackman, ElaineBadaracco Jr., Joseph L.Baer, DonaldBaldo, CarlosBall, JoanBandyopadhyay, SudipBanerjee, RanjanBansal, TimaBapuji, HariBarber, FelixBardoel, AnneBarker-Merz, JulieBarrera, MagdaBarry, MeganBarsoux, Jean-LouisBart, ChrisBasu, KunalBatat, WidedBavis, CraigBeamish, Paul W.Beattie, GeoffBeaudan, EricBehan, BeverlyBehe, Thomas JohnBelcourt, MonicaBell, PeterBellin, JoshuaBen-Nahum, YaaraBendle, NeilBenko, CathyBennet, NathanBenoliel, MichaelBerk, LaureyBernhut, StephenBertrand, Nancy HoiBeslin, RalphBhardwaj, Rahul K.Bhatti, YasserBhatty, MukarramBillou, NielsBirchfield, JanBirkinshaw, JulianBiscaro Smith, LorettaBlack, DanielBlanchard, KaninaBlank, StephenBoatwright, PeterBones, ChristopherBonin, JasonBontis, NickBook, HowardBoothe, PaulBoscariol, John W.Boston, PaulBoulanger, ClaudeBovet, DavidBower, Joseph L.Boyatzis, RichardBoyle, ToddBraatz, AllanBrandes, LeifBranzei, OanaBrazil, LauraBresman, HenrikBright, KevinBright, StevenBrittain, BrianBroadbent, MarianneBrock, DavidBrown, Teri E.Brown-Okruhlik, StephenBruch, HeikeBryan, LowellBryant, MurrayBuchan, CamBuchanan, GreggBujno, MaureenButler, BridgetteByham, William C.Byrne, AlysonCagan, JonathanCagan, MartinCalhoun, JohnCalkins, TimCampbell, AndrewCampbell, DavidCannice, Mark V.Caputo, MikeCarbone, PeterCarlson, JohnCarlsson, RolfCaron, JosephCaruso, DavidCarver, JohnCasanova, JayneCascio, Wayne F.Caslione, John A.Cavenaghi, MarcosChakravorti, BhaskarChamberland, DenisChambers, TomChan, DavidChan, Yolande E.Chandra, SumitCharan, RamChen, Chia-PeiChen, KatieChen, RogerChen, YashengChesbrough, HenryChew, CheesanChhina, AmanpreetChi, Michael W.H.Chintu, NamukaleChiu, Raymond B.Chlala, NadiChowdhury, MusabbirChowdhury, Shamsud D.Christensen, Clayton M.Christensen, KathleenChu, JulianChui, MichaelCiccarelli, DavidCinquegrani, SamCissé, DaoudaClampitt, Phillip G.Clark, DougClark, SarahClauser, Michael A.Clawson, James G.Clervi, AnthonyCoffey, CharlieCohen, Gary B.Cohen, Steven P.Colbeck, CarolColson, Thomas J.Compeau, DeborahComper, TonyConboy, KieranConger, JayConklin, DavidConklin, MichaelConrod, TerryCook, MilesCooper, Brian K.Cooper, Robert G.Cooper, TimCorbett, AlistairCorbin, Ruth M.Couillard, DenisCoulson-Thomas, ColinCowie, KateCraighead, JaneCrawford, JeanCrim, DanCrisp, DavidCrook, TracieCross, BarryCrossan, CoreyCrossan, LarryCrossan, MaryCrowther, DavidCulbert, Samuel A.Cunningham, Robert A.Cuomo, DonnaCurrie, Mary BethCôté, LouiseCôté, MarcelD'Alessandro, DominicD'Aveni, RichardDahlvig, AndersDakens, LesDaly, KerryDarroch, James L.Dattu, RiyazDavenport, PaulDavenport, Thomas H.Davey, LianeDavidson, AlistairDawar, NirajDawson, ChrisDay, DanDe Feo, Joseph A.De Silva, JanDeRosa, DarleenDeSouza, Kevin C.Deans, GraemeDeckert, PaulDekoch, Robert J.Delbridge, RickDelios, AndrewDesJardine, MarkDhiman, SatinderDimma, BillDionne, GeorgesDivakaran, AshokDixon, NancyDonaldson, BillDonohue, William A.Doshi, VirenDotlich, David L.Douglas, PaulDover, MikeDoz, YvesDrago, RobertDrotter, Stephen J.Drover, WillDubey, PiyushDunlop, DavidDuxbury, LindaEaves, DavidEcker, JanetEckes, GeorgeEggers, JohnEggers, William D.El Namaki, M. S. S.Endo, TakahiroEnns, Douglas J.Erez, MiriamErtel, DannyEvans, PhilipEvans, ScottEverest, KathrynF. Nunes, PaulFang, YulinFarrell, Grace O.Febbraro, SamFeiner, Michael C.Ferris, StephenFielkow, BrianFink, Anne-MarieFinkelstein, SydneyFinzi, BenjaminFisher, RobertFoh, NoreenFoley, JohnFontaine, MichaelFortnum, DennisFox, ThomasFrancis, SuzanneFraser, Arron M.Fraser, DavidFree, ClintonFriedman, StephenFrost, AnnFrost, Peter J.Frost, TonyFuller, MarkFurlong, BillGalbraith, JayGandhi, SuketuGandolfi, FrancoGandz, JeffreyGarton, EricGasink, JohnGaulin, BradGeis, George S.Geis, George T.Gelinas, PatriceGentile, Mary C.Gering, MichaelGhemawat, PankajGhoshal, SumantraGilbert, JayGillies, JamesGloor, Peter A.Goerzen, AnthonyGoffee, RobertoGoh, Tzen-YiGoldberg, Daniel J.Goldman, JayGoldsmith, DavidGoldstein, AaronGomes-Casseres, BenjaminGoncharova, TatianaGonzalez, JennyGonzalez, MariaGoodpaster, Kenneth E.Gordon, IanGordon, MarkGore, NancyGoulian, CarolineGovindarajan, VijayGoyal, AnuradhaGrace, ChuckGrange, HamlinGranger, KariGratton, LyndaGriffith, Terri L.Griffiths, MarkGrint, KeithGuevel, LarryGunther McGrath, RitaGüler, ArasHagen, ChristianHaggerty, NicoleHalsall, ChristopherHanda, RishHandfield-Jones, HelenHanover, DougHarding, DavidHarding, SimonHarfoush, RahafHargadon, AndrewHarvey, BarbaraHastings, HunterHatch, JimHatges, PeterHatten, KennethHawkins, LindaHays, MichaelHealy, MarkHedge, PrasadHeffernan, MargaretHeifetz, Ronald A.Heim-Myers, BevHenderson, Andrew D.Henderson, DarrenHenderson, JeffreyHendricks, Kevin B.Herman, Lawrence L.Hershkovitz, ShayHeslop, LouiseHess, EdwardHess, JamesHewlett, Sylvia AnnHeymann, JodyHiggins, ChrisHill, DanHill, Linda A.Hill, RobertaHillier, DeanHodgson, PaulHodgson, PhilHoeppner, JohnHoffman, Bryce G.Hoffman, CarlHollenbeck, George P.Hollingworth, MarkHolman, RichardHong, BryanHonor, CarlHornstein, HarveyHornstein, HenryHorth, David MagellanHossack, RichardHrebiniak, LawrenceHu, MichaelHuang, KennethHuang, XiaoHubbell, VictoriaHuff, Sid L.Hughes, PamelaHume, GordHunter, TrevorHurst, CharliceHurst, DavidHuson, Mark R.Iyer, BalaJackson, Eric M.Jackson, Ira A.Jackson, Stuart E.Jacobs, Charles S.Jacobs, DianneJacobs, SteveJain, VishalJames, JulianJanssen, EricJaruzelski, BarryJassawalla, Avan R.Jeffery, RobJensen, ErikJensen, Knud B.Jiang, Ruihua JoyJohnson III, M. CarlJohnson, Jeff S.Johnston, FrancesJones, GarethJordan, DeclanJourneay, ShaneJoyce, ClaudiaJules, ClaudyJung, Jae C.Kachra, AriffKafarakis, PhilKahtan, MeirKaipa, PrasadKalafatides, KathyKalil, ArielKandola, SoniaKansal, ChaitanKanter, Rosabeth MossKao, RoyKapferer, Jean-NoelKaplan, Robert S.Kaplan, SorenKarra, NeriKash, RickKazanjian, JohnKeeley, Timothy D.Keenan, Frederick J.Kellerman, BarbaraKelly, ChristopherKelly, RichardKennedy, MelissaKent, DarrellKhalil, SamerKhan, KhalidKhavul, SusannaKhizrana, SarwathKhoja, FaizaKickul, JillKiefer, TobiasKiew, JayKilcrease, Kelly M.Kindra, Gurprit S.King, Michael R.Kippin, HenryKitzis, Ellen S.Kleffner, AnneKlimczuk-Massion, StephenKnight, ShirleyKnott, David G.Kochar, ArunKohli, ChiranjeevKonrad, Alison M.Kouzes, James M.Kozan, JeffKrishnan, Rishikesha T.Kuhlmann, ArkadiKukreja, DeepakKumar, NirmalyaKumar, RajKumar, RajeshKumar, S. RameshKunsch, DavidKwon, O. YulKyle, MackenzieLajoux, Alexandra ReedLam, David C.Landry, SuzanneLanfranconi, ClaudeLarge, DavidLarson, MaryLash, RickLatham, Gary P.Laudicina, Paul A.Laughland, PamelaLaurie, Donald L.Lautsch, BrendaLawler III, EdwardLawrence, Paul R.Lawver, TeriLax, David A.Leavitt, Harold J.Leblanc, RichardLee, EricLee, Michael C.M.Lee, RyanLeeds, Michael A.Legrand, ClaudeLehmberg, DerekLekushoff, AndreaLemire, CatherineLenkov, PatriciaLeonardelli, Geoffrey J.Lepsinger, RichardLermusiaux, YvexLerner, JoshLesage, FredericLeslie, KayeLesser, EricLeuthesser, LanceLewis, DavidLi, MingfangLiabotis, BillLiedtka, JeanneLight, DaveLiker, Jeffrey K.Lineback, KentLinetsky, Barry L.Lipman-Blumen, JeanLipton, MarkLiu, ZhengLombardi, RosieLorange, PeterLoree, DavidLu, Jane W.Lubit, RoyLukin, VladimirLunday, JasonLutafali, ShabnamLynn, Bernadette E.Lynton, NandaniMa, XufeiMabon, JoyMacDonald, PatMacDonald, TimMacMillian, KarenMaccoby, MichaelMacintosh, NormanMacmillan, KarenMacmillan, PaulMagnan, MichelMagrath, Allan J.Maher, P. MichealMahieu, YvetteMakris, Nicole DaveyMalek, WilliamMalone, MonaMancha, RubenMani, MattManimala, Mathew J.Manyika, JamesManzoni, Jean-FrancoisMarcolin, BarbaraMargulis, MarcMarikova Leeds, EvaMarquis, ChristopherMaruca, ReginaMassimilian, RichardMatassoni (book excerpt), BillMathews, RyanMaurer, CaraMaurino, RominaMayer, John D. (Jack)McCall Jr., Morgan W.McCallum, John S.McConnell, BrianMcCrimmon, MitchMcCullough, TomMcDowell, TomMcGannon, BillMcGill, SeanMcGrew, WilliamMcGuire, TimMcKee, AnnieMcKeown, GregMcLaughlin, KathleenMcLellan, DrewMcMillan, CharlesMcMorrow, ColleenMcRae, BradMehltretter, SteveMehta, ManeeshMenor, LarryMercer, JohnMerrifield, RicMersereau, AlexanderMethot, LauraMichaels, EdMilani, Kimberley YoungMiles, Stephen A.Miller, DavidMiller, RogerMilne, DawnMintzberg, HenryMizgier, Kamil J.Moda, GauravMoore, KarlMoore, MichaelMootee, IdrisMore, RogerMorris, SeánMorse, EricMourkogiannis, NikosMoussavi, BabakMukerjee, KaushikMukherjee, SuryaMunro, MalcolmMuresan, AncaMurray, ElspethMurray, PeterMurrill, RayMusila, JacobNadkarni, Anant G.Nahar, AnshuNambiar, Seema AroraNamie, GaryNarayanan, VenkatNason, KenNeil, BoydNeilson, Gary L.Nejad, Mehdi HosseinNelson, JaneNeufeld, DerrickNeufeld, George A.Newson, E.F. 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