The Sustainability Literacy Test (aka “Sulitest”) is both a non-profit and a method for verifying sustainability know-how across the globe. It is the work of an international cadre of academics and business professionals alike, mandated by the UN Conference on Sustainable Development in 2012.
On the occasion of the High Level Political Forum held on 18 and 19 July at the United Nations Headquarters in New York, PRME in collaboration with McGill University and KEDGE Business School are pleased to announce the launch of a new Sustainability Literacy Test (Sulitest) module based on Henry Mintzberg’s book Rebalancing Society.
The dissertation of Desautels PhD alumnus Jose Carlos Marques (PhD'17) was selected as one of the three finalists for the Academy of Management Social Issues in Management Best Dissertation Award 2017.
Author Ronnie Mitra writes in The New Stack about how businesses are focussing on adaptability like never before, and how that is weighing heavy on tech teams. It looks more and more like the answer lies in microservices.
The idea is to take the traditional software concept, then decentralize the components so that change becomes easier to implement. But the knock-on effect is that it alters how teams work and decisions are made; decentralization on the team level gives the developers the power to make decisions that would traditionally be the bailiwick of managers.
In a piece for Cooperateur, La Coop Fédérée Director Colette Lebel asks what would happen if if we just trust our teams instead of depending on our individualism all the time?
Ms. Lebel says that over her career, she has learned much about letting go of the reins, in business and in pedagogy. She also explores the example of former Lac-Mégantic mayor Colette Roy Laroche, who stood in the ruins left by an exploding oil train and let her citizens dream up, then plan out, their city’s rebirth.
In a recent op-ed on sohu.com, Chuqing Zhang describes the four months she spent in Montreal at the Desautels Faculty of Management as an important phase in her development as an academic.
In his new book, Managing the Myths of Healthcare, Desautels professor Henry Mintzberg decries the current management culture being foisted on society by leadership programs, describing it as “detached, generic, technocratic,” before going on to claim that it can too easily lead to bullying and divisiveness.
He then goes on to describe how this plays into the slow-burn that is damaging our healthcare establishment, laying out the major myths and bringing alternative solutions to the table.
In a recent blog post, Cape Chamber of Commerce & Industry Executive Director Sid Peimer of South Africa asks just what a “strategic plan” is, pointing out that a strategy and a plan are two different things. Mr. Peimer contends that a strategy is what one needs in order to attain a goal, while a plan is the “how.”
He goes on to reflect on Desautels Professor Henry Mintzberg’s concept of a strategy as a five-part entity, with the plan being just the first phase.
A recent essay in Chief Learning Officer calls for a massive rethink of how executive education is designed and delivered.
It starts with the premise that executive education needs a major overhaul. As Desautels Professor Henry Mintzberg says, “The practice of management, as evidenced in a lot of big corporations and banks, is utterly dreadful. I don’t think business schools really get it, or care to get it.”
A recent article in Graphic Arts makes the point that the word “connectivity” brings to mind images of smartphones and online transactions, but that according to Desautels Professor Henry Mintzberg, net-based communications do a poor job of building real interpersonal relationships.
Back in January, Karl Moore took a group of Desautels students to meet Warren Buffett at his Omaha offices. Mr. Buffett is known to be an introvert, and his conduct during the visit bore that out; rather than expounding on everything that came up, Mr. Buffett stuck to speaking on subjects he knows well. He also avoided working the crowd, rather staying with a small group of students and having a full-on conversation.
In a recent op-ed, Financial Times editor Andrew Hill takes issue with the methodologies of the MBA programs offered by the Harvard Business School and other schools worldwide. In this, he aligns himself with The Golden Passport author Duff McDonald and Desautels Professor Henry Mintzberg, who says that the HBS doesn’t train its MBA students to be good managers, but is rather “putting them on a fast-track they don’t deserve to be on.”
Henry Mintzberg is looking beyond the MBA. For years, the Desautels Professor railed against what many in the corporate world see as the ultimate form of business education.
Instead, he launched the International Masters Program for Managers (IMPM) in 2004. The program eschews MBA staples like case studies and strategy in favour of a learning process based on sharing and learning from one’s fellow students.
Donald Trump’s 100-day-old presidency has come up short according to nearly any metric. As the U.S. President has failed to get major legislation passed, or to fill some key government positions, he has taken to governing by executive order. But even those orders haven’t really produced the results he was looking for.
Still, President Trump has surrounded himself with captains of industry with as little experience in governing as he has. The upshot is a lack of movement on even seemingly easy GOP issues like repealing Obama’s healthcare law.
In a letter to Malaysia’s The Star Online, management consultant Dr Ranjit Singh Malhi takes issue with the widely-held distinction between managers and leaders. Though many theorists draw a line between effectiveness (the bailiwick of leaders) and efficiency (a manager’s wheelhouse), Dr.