Guest Blog
Guest Blog
Addressing the Canadian Talent Crisis During a Perfect Storm - Author: Peter Carbone
The current economic downturn and associated record dislocation of workers is being likened to the Great Depression of the 1930’s. Governments around the world are attempting to use economic stimulus packages, worth trillions of dollars, to prevent an economic disaster and to attempt the acceleration of a recovery. The impact on talent during these times is particularly keen as workers are experiencing a perfect storm that is made up of:
Guest Blog
Guest Blog
Strategic Leadership Short-term Stability and Long-term Viability - Glenn Rowe and Mehdi H. Nejad
The business world has few leaders who have transformed their companies and the industries in which they operate. Two of the few are Jorgen Vig Knudstorp and Clive Beddoes.
When Jorgen Vig Knudstorp took over as the CEO of LEGO in 2004, things were looking bleak for this well-established, family-owned business. Over the next 5 years, he turned the company around by working on a new vision, building better relationships with employees and customers, empowering employees to make decisions at all levels of the hierarchy, and, at the same time introducing tight fiscal controls.1
Guest Blog
Guest Blog
Before and After an IPO: Realities for Small Caps - Author: George Horhota
For many technology start-ups, and those evolved into successful later stage companies, the ultimate achievement is a public listing, whether through an IPO or merging with/acquiring an already listed company.
It’s also a destination shared by venture capital and other private equity investors seeking an inevitable liquidity event – as well as by management teams, who worked hard for deferred comp weighted towards options, yearning to see tangible value for their sweat equity.
Guest Blog
Guest Blog
A Turnaround’s First Step Maybe Its Least Obvious - Author: George Horhota
Newly recruited CEOs of early stage technology companies are usually in the captain’s chair because they have been brought onboard to initiate the changes or results that their predecessor could not. They are expected to have all the new answers.
It’s temping for freshly-minted CEOs to immediately implement a new course that they believe is necessary to get the company on track. Change can include applying strategies successfully forged in their earlier turnarounds or reconstituting a winning management team that delivered for the CEO at their previous company. The approach has merit as the enterprise likely needs a breath of fresh talent and ideas.
Robert Hebert
The Talent Jungle
What it takes to Climb to the Top – The Case for Grit
If intelligence is the best predictor of achievement what accounts for the wide range of achievement among individuals of equal IQ? Professor Angela Duckworth studies this question for a living and believes she has the answer.
Pierre Robitaille
2.0 Leaders
To Talk or Not to Talk
Should you let your employees talk directly to your board members or VCs?
Francis Moran
In the Media
The generalist rises again
I have been giving a lot of thought recently to the nature of professional specialisation.
My introspection on this subject stems from a recent decision of mine to move beyond the highly specialised public relations services that have been the core of my professional services offering for the past more than 10 years. That move has been prompted by a realisation that public relations has become an over-competitive, highly commodified proposition where a small agency such as mine faces relentless competition from both large agencies trying to keep their infrastructure funded through the current downturn and one-person shops of often-quite-well-qualified practitioners who used to work at agencies or on the client side. Add to this a widespread lack of any kind of objective framework within which agency searches are conducted – they often amount to little more than glorified beauty contests or are managed by very junior staff simply unqualified to make such a judgement – and you have the very epitome of what statisticians and management consultants W. Chan Kim and Renée Mauborgne have characterised as “a bloody ‘red ocean’ of rivals fighting over a shrinking profit pool.” They argue that “tomorrow’s leading companies will succeed not by battling competitors, but by creating ‘blue oceans’ of uncontested market space ripe for growth.”