This is Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for The Globe and Mail. Today I am delighted to speak to Bill Currie, who is the Managing Director of Deloitte for the Americas, the worlds largest professionals services firm.
Bill, what is the future of consulting? Where is it going from here?
Hubert Lacroix, president and CEO of Canadian Broadcasting Corp. was interviewed by Karl Moore, associate professor at McGill University’s Desautels faculty of management before the allegations about CBC Radio host Jian Ghomeshi surfaced; the subject was not addressed.
... Below is an edited excerpt of their conversation. For the full interview, tune into CJAD 800 AM, on Friday at 7 p.m. or Sunday at 8 p.m.
Karl Moore: Hubert, what is the vision of the CBC today? Is it different than 10 years ago, let’s say?
No one expects the boss of a big organization to be a shrinking violet.
... “If you’re in an executive suite, it’s a Darwinian struggle to get there,” notes author and business professor Karl Moore. “There’s a lot of competition, so you’re quite a good leader.” And being a good leader means contact with people. Lots of it. “We expect the CEO to be an extrovert,” Moore says. “If they get on an elevator we expect them to say hello and not look downcast and not to avoid human contact, or we say, ‘What’s happening to the share price? There must be terrible troubles.’
“Een spontane, sociale, assertieve collega. Iemand die zich open opstelt en zich snel thuis voelt in verschillende teams.” Wie personeelsadvertenties leest, krijgt de indruk dat werkgevers bij voorkeur extraverte mensen aannemen. Toch zijn introverte mensen vaak beter geschikt voor de functie. En zij zijn vaak betere leidinggevenden. Waarom? 7 redenen op waarom introverte mensen prima leiders zijn.
This is Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for The Globe and Mail. Today, I am delighted to speak to [leadership and management professor] Amy Edmondson from the Harvard Business School.
Amy, innovation for the future, what do you mean by that?
Read full article: The Globe and Mail, November 11, 2014
For a long time, one of Canada’s largest residential landlords, Canadian Apartment Properties Real Estate Investment Trust (CAPREIT), admittedly did better at managing its properties than its staff did. Its workers were disengaged and unhappy, and their managers were not providing the right sort of feedback. “People didn’t feel they were being recognized for their efforts, they didn’t feel any sense of accomplishment, and the work they did was kind of just seen as, ‘Oh, that’s your work,’ ” says Jodi Lieberman, vice-president of human resources.
This is Karl Moore of the Desautels Faculty of Management at McGIll University with Talking Management for The Globe and Mail. Today I am delighted to speak to Marc Poulin who is the CEO of Empire Co. Ltd., the parent of Sobeys, one of Canada’s top retail supermarket chains.
You have almost 100,000 people working for you now, how can you possibly lead 100,000 people? How do you do that?
David Segal, co-founder of David’s Tea, was recently interviewed by Karl Moore, associate professor at McGill University’s Desautels faculty of management.
... Below is an excerpt of the conversation. For the full interview, tune into CJAD 800 AM, on Friday at 7 p.m. or Sunday at 8 p.m.
Karl Moore: Is David’s Tea the Starbucks of tea? Is that one way of putting it?
This is Karl Moore of the Desautels Faculty of Management at McGill University with Talking Management for The Globe and Mail. Today I am delighted to speak to Michael Useem [a management professor] from the Wharton Business School.
So Mike, you do a lot of research on boards, how can boards help with innovation?
Read full article: The Globe and Mail, October 28, 2014
This is Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for The Globe and Mail. Today, I am delighted to speak to Tarun Khanna from the Harvard Business School.
What do you think is important for a [business] person going to an emerging country? How do we know we have someone who will do well there?
From using smart machines and big data to adopting cross-cultural management and understanding diversity, there are many ways to lead with a global mentality. Changeboard asks four leading academics for their insights.
Question one
Do you believe there is a mismatch between the skills that people possess and the skills needed for future business success? If so, how can this be addressed?
Article by Karl Moore and Sienna Zampino
This is Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for The Globe and Mail. Today, I am delighted to speak to Steven Singer, who is founder and [former] CEO of Glutino, which is one of the first companies to [move into] the gluten-free marketplace. [Mr. Singer has recently gone on to found startup Live.Love.Snack].
... Steven, you are a serial entrepreneur, what is the heart of an entrepreneur? How is it different than the heart, the mind, of a corporate type?
There's a paradox at the heart of how we think about leaders. Ask someone to picture a stereotypical leader and most people will think of someone confident, brash, and outgoing--the classic extrovert.
This is Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for The Globe and Mail. Today, I am delighted to speak to Gautam Mukunda [assistant professor of business administration] from the Harvard Business School.
Should we only look for transformational leaders when we are in trouble, or are there other times we need transformational leaders?
