current issue: May / June 2012
by Stephen Bernhut
There was a time when a “Nod, nod, wink, wink” implied deception but also youthful innocence, acted out with an intent much less to deceive than to commit a rite-of-passage sin, like skipping afternoon classes to take in a ball game.
But that was then. Deception today is still inexcusable, but at a certain level, say, as practiced in the offices of certain large corporations, deception has grown up, if it can be said, to become a very serious business.
Take, for example, a British parliamentary committee’s recent conclusion that Rupert Murdoch...
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features
Steve Jobs and the Art of Mental Model Innovation
by Prasad KaipaSmall wonder that many people who were in a meeting with Steve Jobs said that being in the meeting was like going on a magical mystery tour. The brilliant Apple leader was indeed magical, with his ability to entrance,...
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Willful blindness: When a leader turns a blind eye
by Margaret HeffernanLeaders inhabit a bubble of power, and they are both mentally and physically cut off from the reality most people would recognize. Reality is the obligation to tell the truth, “the reality most people would recognize” is the imperative,...
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The cornerstones of good business practices
by Anders DahlvigRetailer IKEA did not become one of the most admired companies in the world by trial and error. The company was built on a carefully, well-thought-out foundation that remains firmly in place almost 40 years after the company was...
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Managing for mediocrity? Assessing the vitality of Canadian corporations
by Barry L. LinetskyNew research by the author indicates that Canadian executives do well when it comes to strategic intent, but have difficulty converting intent into results. Through a better understanding of the gaps that exist in the foundational pillars important to...
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Are female executives finally worth more than men?
by Karin Schnarr“Show me the money.” – Jerry Maguire. The lack of female leaders may not be due to boards’ unwillingness to promote women to the position of CEO. Rather, it may be the result of women not being promoted while...
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The new ecology of leadership: Revisiting the foundations of management
by David HurstThis management thinker and author writes that “the central challenge in the Western World now is not to make existing organizations more efficient and to allocate resources. That struggle has moved to the East. The challenge here is to...
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Debunking the “Proven Winner” myth in the National Hockey League
by Glenn RoweHiring a proven winner in major league sports is usually seen as the solution for jump-starting a moribund team. But not so fast, at least in the National Hockey league, where hiring a winning coach or general manager from...
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Prosperity or bust: The need to renew Canada’s infrastructure
by Gord HumeA sound and vibrant infrastructure is a must if a community – and a country – is to thrive. Too much of Canada’s infrastructure is crumbling and neglected, this author writes. This author exposes the consequences of such neglect...
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Just imitate it: A copycat path to strategic agility
by Oded ShenkarWhen a product that has been in development for one year can be copied and brought to market in days, first mover advantage has lost its…well, advantage. Once stigmatized, imitation is now acceptable. In fact, this author says that...
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