Karl Moore

Karl Moore can talk to anyone, writes prolifically, and lends his expertise on a wide range of subjects. But in a recent piece for Forbes, the Desautels Professor admits that one thing he can’t do is work from home.

He blames it on the fact that he is an extrovert: after a few hours spent banging out a book, Prof. Moore needs human contact in order to recharge his batteries.

Classified as: Karl Moore, Strategy & Organization
Published on: 5 Jun 2017

In a recent piece for Forbes, Professor Karl Moore details three leadership lessons from the theatre world that entrepreneurs can take to heart.

He discusses Stanislavski’s internalization technique as a starting point for the concept that an introverted leader can draw on past experiences of feeling powerful to take on an extroverted stance. Actors also undergo training in understanding characters and emotional intelligence that can be helpful in negotiations.

Classified as: Karl Moore, Strategy & Organization
Published on: 29 May 2017

Desautels Professor Karl Moore recently appeared on Global News to talk about the difference between introverts, extroverts, and ambiverts.

He chalked it up to “How much stimulation do you take before you get tired,” and says that the three exist on a continuum, with the introvert taking the least amount of stimulation, while extroverts thrive on it — and the ambivert pulls strengths from both sides.

Classified as: Karl Moore, Strategy & Organization
Published on: 29 May 2017

A recent episode of Desautels Professor Karl Moore’s The CEO Series podcast takes a deep-dive into a subject at the top of many a manager’s mind: millennial workers, their needs, and the management styles they respond to best.

His guests were millennials Mariama Dupuis and Stefanie Kutteh, both of whom are Desautels MBA students who are simultaneously holding down careers.

Classified as: Karl Moore, MBA Program, Strategy & Organization
Published on: 19 May 2017

In an article for Thinkers 50, Desautels Professor Karl Moore discusses how introverted managers can best direct extroverts.

A major part of it comes down to the way introverts listen: whereas extroverts tend to listen in an active way, interacting and gesturing as they do so, introverts are passive listeners, which can come across as rejection.

Classified as: Karl Moore, Strategy & Organization
Published on: 19 May 2017

At one point, Bombardier would have been a shoo-in for the contract to build new commuter-train cars for Montreal’s Agence Métropolitaine de Transport, but not this time.

Instead, the contract is going to the China Railway Rolling Stock Corporation, which bid at $69 million, compared to Bombardier’s $103 million — and boasts a wait of six-months less for the new cars.

Classified as: Karl Moore, Strategy & Organization
Published on: 18 May 2017

After 2020, Air Canada plans to be running its own in-house loyalty program instead of sticking with Aeroplan. So, what does that mean?

For now, not much. Aeroplan members have plenty of time to use up their points. But once Air Canada shifts to its new plan, there are several possibilities.

Classified as: Karl Moore, Strategy & Organization
Published on: 16 May 2017

The last time WestJet’s pilots voted on unionization, only 45 per cent were in favour — but times change.

Last Friday, 62 per cent voted to make the Air Line Pilots Association their bargaining agent, despite WestJet’s stance that being non-union represents a competitive advantage.

Professor Karl Moore calls the vote a likely result of the growth that WestJet has undergone since its early days, saying that the airline has “lost that kind of feisty upstart David and Goliath feeling.”

Classified as: Karl Moore, Strategy & Organization
Published on: 16 May 2017

Ballooning C Series costs, job losses and government cash all played into the recent investor revolt at Bombardier, but running underneath are other problems: The C Series is picking up steam after a slow start, but faces new hurdles in the form of complaints filed by Boeing.

On the rail side, the company’s Swedish office has been rocked by bribery charges, while flaws are hampering rail-car development in Australia — and the company has missed delivery deadlines for Toronto’s new street cars and light rail cars.

Classified as: Karl Moore, Strategy & Organization
Published on: 15 May 2017

Public demonstrations and a shareholder revolt weren’t enough to keep Bombardier chairman Pierre Beaudoin from re-election, though he has stepped back from his former executive role.

Bombardier’s institutional investors by and large withheld support for Beaudoin and the executive pay raise, but Bombardier’s two-tiered share structure gives the founding family control; both measures passed easily.

Classified as: Karl Moore, Strategy & Organization, International advisory board
Published on: 15 May 2017

By all accounts, Quebecers have had it with Bombardier, and they showed it during the company’s annual meeting last week. After months of bad news, culminating in government bailouts and 14,000 jobs hitting the chopping block, the word that top execs were getting an almost 50-per cent pay raise made many throw up their hands in disgust.

In response, the founding family doubled down on the executive compensation in the name of retailing top talent.

Classified as: Karl Moore, Strategy & Organization
Published on: 15 May 2017

As late as Thursday morning, it was still not clear whether Pierre Beaudoin would be able to hang on as Chairman of Bombardier’s board of directors. Even though the founding family’s Class A shares give them over 50 percent of the voting power, the investor revolt that is currently raging is a clear indication that there is a real appetite for change.

Desautels Professor Karl Moore says that, though the board must pay attention to governance issues, Mr. Beaudoin is a valuable asset.

Classified as: Karl Moore, Strategy & Organization
Published on: 12 May 2017

The fallout from Bombardier’s executive compensation scandal isn’t over yet. After the company’s recent bad-news cocktail of layoffs, ballooning C Series development costs, and a heavy taxpayer payout, the executive pay issue has raised eyebrows. Several high-profile institutional investors have had enough, and noted that they would be withholding their support — including, but not limited to, the Caisse de dépôt et placement du Quebec.

Classified as: Karl Moore, Strategy & Organization
Published on: 12 May 2017

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.

Classified as: Henry Mintzberg, Karl Moore, Strategy & Organization
Published on: 11 May 2017

Rima Qureshi (BCom'87, MBA'96) knows all about learning to adapt. In an interview with Desautels Professor Karl Moore, she says that as a highly analytical, self-contained decision-maker, her position as senior VP and North American head of Ericsson has taught her the importance of listening, getting others involved in decision-making early, and finding a common position to build on.

Classified as: Karl Moore, BCom Alumni, MBA Alumni, Strategy & Organization
Published on: 11 May 2017

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