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July/August 2010
THE “NEW NORMAL” REQUIRES A NEW MINDSET
by David Rhodes
by Daniel Stelter
Energy spent determining how to survive til the recession is over would be better spent identifying the right business opportunities right now. These authors suggest ways to rise up and out.
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May/June 2010
SERVICE COMPLEXITY: MANAGING A HOUSE OF CARDS (REALLY)
by Barry Cross
Companies aren’t the only ones who must manage complexity. What about consumers, who, for example, have to decide which one of ten different shaving razors is the right one? In the end, nothing reduces complexity like simplifying the offering.
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May/June 2010
MANAGING UNDER COMPLEXITY: WHERE IS EINSTEIN WHEN YOU REALLY NEED HIM?
by Gökçe Sargut
by Rita Gunther McGrath
Keeping it simple may be a very tempting strategy for managing complexity. But before managers try this – and find that simplification can backfire – they would do well to read the suggestions these authors put forward in this article.
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May/June 2010
THE BENEFITS AND RISKS OF KNOWLEDGE PROCESS OUTSOURCING
by Carlos Sanchez
Outsourcing “knowledge processes” such as accounts payable may seem like an uncomplicated decision, but companies would do well to learn what might go wrong. This article has a number of valuable lessons.
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March/April 2010
WHAT HEALTHY COMPANIES CAN LEARN FROM DISTRESSED COMPANIES
by Steven Aschkenase
by Prasad Hedge
Managers who closely examine why some of the mightiest corporations failed will find valuable lessons that can help their own companies from making critical mistakes.
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March/April 2010
FASHION CONSCIOUS: LESSONS IN COMMODITIZATION FROM THE FASHION INDUSTRY
by Richard D’Aveni
Manufacturers whose once-original products have become just another label in the crowd will learn what tactics can help them regain their luster and stand out from the crowd.
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March/April 2010
CHANGING THE RULES OF COMPETITION BY DELIGHTING CUSTOMERS
by Roberto Verganti
Really understanding consumers, for example learning how, what, where and when they eat, will lead a company to anticipate and deliver the innovative products that customers want.
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March/April 2010
GO TELL IT ON THE MOUNTAINS: HOW WORD OF MOUTH CAN LEAD TO BUY-IN OF A TECHNOLOGY
by Phoebe Tsai
by Deborah Compeau
Managers looking for an effective way to re-assure employees and spark their enthusiasm for the introduction of a new technology will learn about some highly effective tactics in this article.
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January/February 2010
THE INTERNATIONAL JOINT-VENTURE: A DISCUSSION WITH PROFESSOR PAUL W. BEAMISH
by Paul W. Beamish
The "Who, What, Why, Where and When" of forming a JV with the academic who has written the book on them.
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January/February 2010
BRINGING BUSINESS BACK ... TO THE CUSTOMER
by Sean McGill
by Simon Harding
by Simon Yep
Reducing costs in a downturn may be a no brainer, but reducing costs and retaining customers is a true challenge for any marketer. Here are five ways to meet the challenge.
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January/February 2010
HOW SOCIAL MEDIA CAN BE USED TO DIALOGUE WITH THE CUSTOMER
by Jeff Saperstein
by Hunter Hastings
Connecting with customers may never have been as easy as it's been now that Social Media are being leveraged. Using Microsoft as an example, these authors lay down some best practices.
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November/December 2009
STRUCTURED FINANCE, RISK MANAGEMENT, AND THE RECENT FINANCIAL CRISIS
by Georges Dionne
The most recent financial crisis may have been preventable, but implementing the plan outlined in this article will, says this author, prevent a dangerous situation from escalating to a crisis.
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November/December 2009
A NEW LENS FOR LOOKING AT THE NEW BUSINESS ENVIRONMENT
by Ric Merrifield
Understanding and applying the four principles described in this article will definitely help managers win in the new, more unpredictable business environment.
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November/December 2009
SLOGGING OUR WAY TO RECOVERY
by John S. McCallum
It may be a cautionary tale, but a recovery that signals that the road ahead will be a long slog filled with fits and starts will try the patience of most managers. Here are some tried and true coping mechanisms.
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September/October 2009
ADDRESSING THE CANADIAN TALENT CRISIS DURING A PERFECT STORM
by Peter Carbone
The exodus of talented workers from Canada could be slowed, if not reversed, if some of the suggestions this author puts forward are adopted.
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September/October 2009
OH, CANADA, WILL CUBA STAND ON GUARD FOR THEE? PREPARING FOR THE END OF THE U.S. EMBARGO ON CUBA
by Paolo Spadoni
by Julia Sagebien
Canadian firms wondering what strategies they should follow if and when the American embargo is lifted will find some sound options in this article.
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September/October 2009
LOOKING FOR CLUES ON THE ECONOMY
by John S. McCallum
Taking the pulse of the economy is one of the trickiest tasks for an executive. The six guidelines suggested by this regular IBJ contributor are sure to make the task much less onerous.
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July/August 2009
SOCIAL NETWORKING: THE VIEW FROM THE C-SUITE
by Robert Angel
by Joseph Sexsmith
CEOs who consider social networking a fad do so at their - and their company's - peril. The smart CEOs are embracing it and the really smart ones are pulling it into their strategy.
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May/June 2009
WHERE HAVE YOU GONE, JOE DIMAGGIO? JUST WHAT IS REALLY GREAT BUSINESS PERFORMANCE
by Michael E. Raynor
by Mumtaz Ahmed
by Andrew D. Henderson
Are the companies that are often held up as "success" stories really great performers or merely just average? These authors separate the wheat from the chaff.
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May/June 2009
HOW GENERAL MOTORS LOST ITS FOCUS – AND ITS WAY
by Roger More
Cash is king, and never more so than in a liquidity crisis. Hard to fathom, perhaps, but a lack of cash can turn the once high and mighty into a mere supplicant.
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May/June 2009
MEGACOMMUNITIES AS TALENT MAGNETS
by Christopher Kelly
The company that can create a megacommunity - a values-based organization that is part of a larger community - will attract the best, young talent today. Here's valuable advice for winning that all-important war for talent.
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May/June 2009
MANAGING A PORTFOLIO OF GROWTH OPTIONS: THE STRATEGIC TRADEOFFS BETWEEN GROWTH AND RISK
by Donald Baer
by Bill Liabotis
Managers who assess options for growth and the risk profile for each option will be able to make more informed decisions once they've read this article.
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May/June 2009
DOWNSIZING ISN’T WHAT IT’S CRACKED UP TO BE
by Henry Hornstein
It's often called a "last resort" but as this author describes, downsizing would never become an option if managers considered other tactics for creating efficiencies.
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May/June 2009
THRIVING IN TURBULENT TIMES
by Carol Stephenson
In a crisis, the companies that are resourceful, innovative and focused on their vision are the companies with the greatest chances of winning.
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March/April 2009
HOW GENERAL MOTORS LOST MARKET FOCUS – AND ITS WAY
by Roger More
Cash is king, and never moreso than in a liquidity crisis. Hard to fathom, perhaps, but a lack of cash can turn the once high and mighty into a mere supplicant.
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March/April 2009
BEYOND BUY OR SELL: WHAT A BUSINESS LEADER REALLY CAN LEARN FROM AN ANALYST’S REPORT
by Anne-Marie Fink
One of the most informed assessments of a particular company's strategy and business prospects is the analyst's report. Reading a report will tell managers a lot more about a company than whether to buy or sell.
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March/April 2009
GOING LEAN AS A SOLUTION FOR NAVIGATING UNCERTAINTY AND A CRISIS
by Stephen A. Ruffa
Whatever "going lean" can do for a company, nothing is more important than its ability to provide the rock-solid foundation an organization needs to weather the swings of economic volatility.
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January/February 2009
FREIGHT TRANSPORTATION INFRASTRUCTURE IN NORTH AMERICA: GETTING VALUE FOR (BILLIONS OF) DOLLARS
by Stephen Blank
Infrastructure, specifically the re-building of it, is looking more and more like the enormously expensive ticket out of the recession. Arguably, no sub-sector needs more help - and can itself help more - than freight transportation.
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January/February 2009
THE MEAN AND LEAN FIRM: THE LATEST IN REDUCTIONS IN FORCE (RIF)
by Franco Gandolfi
Call it what you want, but a restructuring is a restructuring by any other name. It might help, though only a little, to understand the different types and names that are used.
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January/February 2009
THE VALUE OF LEARNING CONSORTIA FOR ACHIEVING PERFORMANCE EXCELLENCE IN MANUFACTURING
by Ian Stuart
by Paul Deckert
Think of what you could learn from your peers, and exchanging ideas and approaches with them. Whether the focus is pricing or manufacturing, learning consortia deliver value.
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January/February 2009
MAKING A KEY DECISION IN A DOWNTURN: GO ON THE OFFENSIVE OR BE DEFENSIVE?
by Graeme K. Deans
by Chaitan Kansal
by Steve Mehltretter
Should you preserve what you have or pick up distressed assets and try to grow the firm? That is the question. A case can be made for either strategy, though only one is right.
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November/December 2008
PROCESS INNOVATION: THE CRUCIAL FACILITATOR OF PRODUCT INNOVATION
by Chris Piper
"How things are done around here," often applies to a company's culture. But looking closely at how things are done - manufactured, really - on the factory floor can reveal new insights into "how innovation is done - and could be done around here."
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November/December 2008
STRATEGIC ASSUMPTIONS: THE ESSENTIAL (AND MISSING) ELEMENT OF YOUR STRATEGIC PLAN
by Mark Hollingworth
"Underlying" has become an important, if not discredited word. As in, their value is based on the "underlying value of..." As with derivatives, so too with strategic assumptions. Have a really good and close look at those assumptions, if you can find them.
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November/December 2008
ENTREPRENEURS: GENERATING CASH IN A CREDIT CRUNCH
by Eric Morse
Yes, it is all about the money, but especially in a credit crunch it is all about finding the money.
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September/October 2008
BEST PRACTICES: NEGOTIATING - WHAT'S THE POINT OF THE DEAL, REALLY?
by Danny Ertel
by Mark Gordon
We are pleased to note the introduction a new regular feature in Ivey Business Journal, Best Practices.
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September/October 2008
CANADIAN MANUFACTURING'S SEARCH FOR COMPETITIVE DIFFERENTIATION
by Robert Angel
Improving operations just doesn't cut it anymore. It will just earn you the right to say "Me too." Only strong, strategic differentiation will make your company stand out in the crowded field.
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September/October 2008
CANADA'S TAX REGIME: COMPLEXITY UNDERMINES COMPETITIVENESS - PRICEWATERHOUSECOOPERS' TOTAL TAX CONTRIBUTION SURVEY
by Thomas O'Brien
by Kim Wood
A tax regime that hurts a company is a tax regime that hurts a country. A simpler regime and one that is less costly will, in the end, benefit all.
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July/August 2008
NEGOTIATING IN A DIFFICULT ENVIRONMENT: MAKING EACH DEAL COUNT
by Danny Ertel
by Mark Gordon
Imagine a world in which you make only the deals that you want to make and that you make the deal exactly as you want to make it.
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July/August 2008
HR STRATEGIES THAT CAN TAKE THE STING OUT OF DOWNSIZING-RELATED LAYOFFS
by Franco Gandolfi
Downsizings are dreaded, but their impact may be assuaged if certain conditions and realistic glimmers of hope accompany their announcement.
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March/April 2008
LINKING EXECUTION WITH STRATEGY IN SUPPORT FUNCTIONS
by Robert Angel
Support functions like marketing and finance need to go beyond execution to consider the value that executing effectively delivers to the organization.
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March/April 2008
MAKING STRATEGY WORK: OVERCOMING THE OBSTACLES TO EFFECTIVE EXECUTION
by Lawrence Hrebiniak
The road to effective strategy execution can be a rocky one. This article will help managers make the journey a smoother one.
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March/April 2008
AN INTERVIEW WITH RAM CHARAN
by Stephen Bernhut
An interview with Ram Charan, co-author of Execution: The Discipline of Getting Things Done.
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March/April 2008
WHY SMOOTH EXECUTION DEPENDS ON CLEAR OUTCOMES
by William Malek
by Venkat Narayanan
When making decisions, leaders need to focus on developing clear outcomes, not the potential results of strategic planning.
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January/February 2008
USING A CHANGE MANAGEMENT APPROACH TO IMPLEMENT IT PROGRAMS
by Henry Hornstein
And then there is the human factor. Or, why new IT programs should be implemented from the bottom up.
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November/December 2007
WHAT IS CORPORATE STRATEGY, REALLY?
by Michael E. Raynor
Greater returns at greater risk is meaningless, this author writes. But greater returns and the same or reduced risk? Now that’s a worthwhile goal. That’s what corporate strategy must take into account.
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November/December 2007
THE CFO AS STRATEGIST AND CATALYST IN BUILDING A HIGH-PERFORMANCE CULTURE
by Alan Wunsche
There is a more dynamic role for a CFO to play in the organization, and those willing to take the leap would do well to read this article.
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July/August 2007
THREE STRATEGIES FOR ACHIEVING AND SUSTAINING GROWTH
by Bill Liabotis
It’s simple. Companies that don’t achieve their targets for growth don’t have a clear strategy for doing so. This author has three such strategies.
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May/June 2007
THE STRATEGY PARADOX - AN INTERVIEW WITH MICHAEL RAYNOR
by Stephen Bernhut
Committing to success can sometimes lead to failure. Michael Raynor has written the book on the topic and he describes what managers can do to prevent it from happening.
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March/April 2007
IN BUSINESS, THERE'S NO SUBSTITUTE FOR THE RIGHT DIAGNOSIS
by John S. McCallum
No less of a leader and an authority than Alfred P. Sloan Jr. had the solution for getting it right. ItA¢â,¬â,¢s the right diagnosis.
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March/April 2007
INCREASING SMALL BUSINESS VOLUNTEERISM: OVERCOMING THE COST FACTOR
by Kelly M. Kilcrease
A small business may be more than willing to support volunteerism but finding a way to do so can be a real challenge. The author suggests ways for overcoming the challenge.
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March/April 2007
ENGAGING THE BOARD IN RISK-ADJUSTED DECISION MAKING
by Alex Wittenberg
by Tom McDowell
Why is there so often a disconnect between directors and risk management? These authors explain and have ways that will help organizations close the gap.
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January/February 2007
ENGAGEMENT IS AT THE HEART OF A SUCCESSFUL M&A
by Christopher Bones
The executive who steered the merger between Cadbury Schweppes and Adams, among others, well knows what it takes to make a deal work.
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January/February 2007
BEST PRACTICES IN THE SUPPLY CHAIN: THREE LEVERS THAT RING UP SOLID BOTTOM-LINE IMPROVEMENTS
by Darrell Kent
Supply chain practices often make the difference between profitability and sub-par performance. This author and consultant puts forth some best-practice ideas.
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January/February 2007
IN WAR AND BUSINESS, IT'S THE TERRAIN THAT MATTERS
by John S. McCallum
Add the dictum, "Know the terrain" to "Know your customer" and you've got the two most important principles that a manager needs to follow to compete successfully. At first, and perhaps even later on, the playing field may not be level, but managers who consider the observations of this Ivey Business Journal regular contributor will surely be able to compete with any player, under any conditions.
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January/February 2007
ADVANCING THE ADOPTION OF 'LEAN' IN CANADIAN SMES
by Ian Stuart
by Todd Boyle
It hasn't become a crisis, at least not yet, but numerous Canadian SMEs need to get with the lean program before it's too late. These authors have the suggestions to help manufacturing managers get with the program.
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January/February 2007
DEALS DONE RIGHT
by Alistair Corbett
by David Harding
by Catherine Lemire
In the experience of these consultants, what separates successful dealmakers from the pack can be found in the tactics they repeatedly use, the right tactics, of course.
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May/June 2006
EXECUTIVES BEWARE: CANADIANS ARE NOT SAVING
by John S. McCallum
Just why should we be concerned that Canadians are not saving? Only because of what it can portend.
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May/June 2006
TRANSFORMING NEW TECHNOLOGIES INTO CASH FLOW; WITH PROFESSOR ROGER MORE
by Stephen Bernhut
Why do so many great new products fall flat or worse, bleed money and soon die? Managers would do well - as will many of their products - to read this interview.
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January/February 2006
BEST PRACTICE: STRATEGIC PLANNING IN A COMPLEX ENVIRONMENT: THE HEALTH-CARE EXAMPLE
by Greg Williams
by Joy Mabon
by Bev Heim-Myers
What started out as a search for a new model for funding research turned into a new model for developing strategy, and not just for health-care organizations.
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January/February 2006
THE BOND MARKET: WORTH EXECUTIVE ATTENTION
by John S. McCallum
The behavior of bonds may mystify and even confound some, but not this regular contributor to the Ivey Business Journal. Says Professor McCallum unabashedly: "I just plain like the bond market." Better still, he understands it better than many, which is why managers trying to divine what impact the bond market might have on their enterprise should read this article.
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November/December 2005
FUTURE SIGNALS: HOW SUCCESSFUL GROWING COMPANIES STAY ON COURSE
by Maneesh Mehta
It's a given that managers must monitor change, but as this author writes, decisions have a better chance being right if the indicators are dynamic, "future signals."
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November/December 2005
PREPARING FOR AN UNCERTAIN ECONOMY
by John S. McCallum
They're neither the "best of." nor the "worst of times these days but managers must be vigilant and prepared for certain small curves that events may occasionally throw at them
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November/December 2005
THE INCREDIBLE BEING OF PETER DRUCKER
by Stephen Bernhut
Peter Drucker was a giant of a man and a national treasure. He may not have invented management but he certainly pioneered and set the standard for management thinking and writing, especially for their breadth and pithiness.
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September/October 2005
PRICING FOR GROWTH AND PROFITS
by Graeme K. Deans
by Satoshi Watanabe
Managers who think of pricing as a tool of strategy will see the results flow directly to their bottom lines.
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September/October 2005
AN INTERVIEW WITH VIC YOUNG: GOVERNMENTS AND WEALTH CREATION – A CANADIAN PERSPECTIVE
by Glenn Rowe
Governments and wealth creation - a Canadian perspective
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September/October 2005
FROM THE DEAN
by Carol Stephenson
The Natural Next Step:
Cross-Enterprise LeadershipTM
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May/June 2005
THE STRATEGIC MANAGEMENT PROCESS IN E-BUSINESS
by Louise Côté
by Michel Vézina
by Vincent Sabourin
Not having the resources does not preclude the ability to be resourceful, especially for small and medium-sized enterprises. Here's how resource-challenged MNEs can play and win.
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March/April 2005
YOU CAN’T BEAT IT, SO HEDGE IT
by John S. McCallum
Divining the direction of a currency is the supreme challenge for any executive. But, offers this regular contributor, why even try when you can just hedge your guesses.
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January/February 2005
THE ECONOMY: HOPE FOR THE BEST; BRACE FOR LESS
by John S. McCallum
As the other end of the economic looking glass becomes murky, managers will find some clarity and wisdom in the words of this regular Ivey Business Journal contributor.
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November/December 2004
ENTREPRENEURSHIP GOES GLOBAL
by Neri Karra
by Nelson Phillips
"Going global" was once the exclusive option of established, national firms. Not anymore, as the success of skilled entrepreneurs has given rise to the phrase: "Born global."
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November/December 2004
PLAYING HARDBALL: WHY STRATEGY STILL MATTERS
by George Stalk
Soft issues have come to preoccupy a manager today. The problem is that many managers end up taking their eye off the ball.
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July/August 2004
MANAGING TIPPING POINTS
by John S. McCallum
Spreading a virus, and spreading it right, has become a skill that every CEO needs to have. Really? Well, read the book, or, better yet, read this article.
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July/August 2004
GETTING IT RIGHT
by Stephen Bernhut
Nothing less than best practice is acceptable
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May/June 2004
THINKING ABOUT HIGH INTEREST RATES
by John S. McCallum
With practically zero-cost money, there's only one way for interest rates to go. This regulator contributor knows what a manger must feel like - and should consider doing.
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May/June 2004
STRETCH! HOW GREAT COMPANIES GROW IN GOOD TIMES AND BAD
by Graeme K. Deans
Tentatively, perhaps, companies are again starting to grow. But whether it's by acquisition or organic, this author has best-practice advice CEOs will do well to follow.
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May/June 2004
JUST GOOGLE IT
by Stephen Bernhut
What do Google and executive compensation have in common?
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March/April 2004
DEALING WITH THE CANADIAN DOLLAR
by John S. McCallum
These days, managing smart means managing your currency strategy as much as your marketing strategy.
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November/December 2003
ONE HUNDRED ARTICLES AND COUNTING
by John S. McCallum
Looking back can indeed be instructive, particularly when you look at the advice this regular contributor has offered in the 100 columns he has written for Ivey Business Journal.
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September/October 2003
MANAGING IN THE COMING ECONOMY
by John S. McCallum
This is the time of the year when all good managers need to step back and look ahead. Here's what you need to look at to succeed, according to this regular contributor.
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July/August 2003
VALUE REPORTING: A BIGGER, MORE ACCURATE PICTURE THAN TRADITIONAL FINANCIAL REPORTING
by Tom Chambers
In the end, too many good investment decisions turn bad. A main reason is the inability (or unwillingness) of a company to provide a bigger picture of its operations. But the bigger picture will also be more accurate and informed.
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May/June 2003
THE RELATIONSHIP RELAUNCH: HOW TO FIX A BROKEN ALLIANCE
by David Eaves
by Laura Judy Visioni
by Jeff Weiss
An astonishing 80 percent of alliances either fail or underperform. Part of the problem is knowing that they're broken, and then, how to fix them. This author has some solutions.
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May/June 2003
CONSTELLATION STRATEGY: MANAGING ALLIANCE GROUPS
by Benjamin Gomes-Casseres
Managing your company's goals in an alliance of ten or more partners presents particular challenges. Managed properly, the constellation represents a real opportunity to win.
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May/June 2003
THE FIVE FACTORS OF A STRATEGIC ALLIANCE
by Jason Wakeam
Defining an alliance as "strategic" may be second nature for most managers, but knowing which ones are strategic and which ones are not is crucial.
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May/June 2003
EQUITY ALLIANCES TAKE CENTRE STAGE
by Peter Pekar Jr
by Marc Margulis
"Buy" or "build" used to be the preferred options for stimulating growth. But as this author describes, "bonding" has become managers' tactic of choice to grow today.
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May/June 2003
SIX PRINCIPLES FOR MAKING NEW GROWTH INITIATIVES WORK
by Adrian Slywotzky
by Richard Wise
Growth opportunities are different from the core business. These authors have suggestions to help help senior managers ensure the success of new growth opportunities.
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May/June 2003
THE CASE FOR ALLIANCES
by Stephen Bernhut
Once purely tactical , alliances today have become truly strategic
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November/December 2002
MERGING BRANDS: DESIGNING THE POST M&A PORTFOLIO
by Kunal Basu
Successful business mergers demand successful brand mergers. If they are to succeed, managers need to be aware that there are different types of mergers and strategies and to identify the one that will work best.
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November/December 2002
EVEN TITANS COCOON
by Stephen Bernhut
Somewhere amidst the frenzy of mergers...
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September/October 2002
CUSTOMER RELATIONSHIP MANAGEMENT: FIVE LESSONS FOR A BETTER ROI
by Michael Pearce
by Yvette Mahieu
It's beginning to look a lot like a good thing gone bad, CRM is, but as this Ivey Professor and researcher write, there are lessons to be learned (and relationships to be revived).
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September/October 2002
COMPETITIVE MARKETS AND THE RULE OF THREE
by Jagdish Sheth
by Rajendra Sisodia
A company may not be one of the Big Three, but understanding The Rule of Three is vital to success for any organization.
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September/October 2002
THE MORE THINGS CHANGE
by Stephen Bernhut
The launch of Ivey Business Journal Online.
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November/December 2001
JACK WELCH: BUSINESS JOCK
by Y Allaire
Jack Welch's take-no-prisoner, suffer-no fools approach to managing is the stuff of business legend, and if that approach seems uncannily like that of a coach in sports, say someone like the unrelenting and not always forgiving taskmaster, Vince Lombardi, well then, that's was just Welch's style. Deified, lionized and, in some quarters, vilified, Welch made General Electric one of the world's biggest and most profitable corporations, and the model of managerial effectiveness and success. Now, Mr. Welch has recounted how he did it i Jack: Straight From the Gut (with John A. Byrne, Warner Books, September 2001). The book, and Jack Welch, are reviewed by someone whose own management expertise is well recognized, and who actually jousted with him, if only verbally, former Bombardier Inc. Executive Vice President Yvan Alliare.
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November/December 2001
REVENUE RECOGNITION: MORE STRINGENT RULES ON THE HORIZON
by N Chlala
by S Landry
Revenue recognition is an area that concerns managers, regulators and auditors. Arguably, managers are and should be more concerned than other parties. And why not? Selecting the wrong accounting method or one that may be challenged, and falling stock prices that can result in shareholder litigation that in turn can affect and, in some cases destroy, management's reputation and credibility. Those possibilities are becoming more real, given revenue recognition and classification decisions are a largely subjective matter. This article identifies the issues for Canadian managers and analyzes aspects such as timing and measuring revenue recognition.
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November/December 2001
COMBINING ON-LINE AND OFF-LINE MARKETING STRATEGIES
by SR Kumar
While the Internet is a dynamic, highly-effective marketing medium, its ability to return a profit has, for the most part, been unproven. One possibility is to combine on-line and off-line marketing strategies. This article describes a practice-oriented model that could enable marketers to achieve that goal. On-line and off-line tactics can not only complement each other but also achieve a distinct synergy that can have a direct impact on marketing costs.
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November/December 2001
GLOBALIZATION AND THE LEGITIMACY OF DISSENT
by Jeffrey Gandz
It may be inexorable and championed by some, even many, but to others, globalization is a juggernaut that needs to be stopped, if not reversed. Those "others" are the critics and demonstrators who, over the past few years, have come to variously protest, disrupt and destroy the calm, official proceedings of meetings to further the advance of globalization. But, as the author points out, leaders need to listen to and accommodate those voices of protest. As he maintains, dissent is virtually synonymous with democracy, and organizations like the World Trade Organization must not only uphold the democratic tradition but also carefully consider the criticism that protesters from trade unionists to peace groups voice.
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November/December 2001
CUSTOMER RELATIONSHIP MANAGEMENT AT CCL
by Ian Gordon
by C Wente
Packaging aerosol products may seem like a rather unglamorous business, especially in today's New Economy, but the way CCL has practiced it over the years has won the firm wide recognition and strong growth over its almost-50 year history. At the core of the company's success is the view that stakeholder relationships are vital corporate assets that should be nurtured and grown over time. Such a view, in fact, makes it seem that CCL was practicing Customer Relationship Management well before the term was popularized. After reading this article, and getting an inside look at how the company manages its relationships, it will be easy to understand why CCL is such a leading practitioner of Customer Relationship Management.
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November/December 2001
IN CONVERSATION: IZZY ASPER
by E Pearce
In one way, CanWest Global Communications chairman and founder I.H. Asper has never left his home province of Manitoba. But between his purchase of a small TV station in 1975, and his choice today to keep one of Canada's largest media empires headquartered in Winnipeg, Mr. Asper has traveled far and wide. The one-time tax lawyer and politician has built what was once Canada's smallest national television network into a media powerhouse that owns 16 TV stations, 7 specialty channels, 120 community newspapers, and 26 daily newspapers, including the National Post. Earthy, frank and expansive, Mr. Asper reflects, projects and muses about his life and many businesses.
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November/December 2001
VALUE-BUILDING GROWTH: A CANADIAN CHALLENGE
by T MacDonald
by D Hillier
Among the pressing challenges for today's CEO is the need to achieve the right balance between top-line and bottom-line growth and to determine the exact role that growth and profitability will play in the creation of shareholder value. To determine the right approaches, and the true relationship between growth and shareholder value, the authors analyzed 1,100 global companies. The sample included 223 Canadian companies, whose growth strategies are limited by being too complacent, Canada focused, and by being followers not leaders in innovating. However, CEOs who develop and adhere to a strong strategy, and promote innovation, expansion and risk taking will create superior shareholder value over the long term.
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November/December 2001
BUILDING COMPETITIVE ADVANTAGE AND MANAGING RISK THROUGH SUSTAINABLE DEVELOPMENT
by Tima Bansal
Business leaders who choose to ignore pressing social, economic and environmental issues do so at their own considerable peril - and their organization's. But it is for reasons other than avoiding extinction or being branded as a pariah that a business today needs to walk the talk of sustainable development. The author suggests that a business can gain competitive advantage and manage risk by being proactive and responsible. In this article, she maps out the domain of sustainable development and describes the benefits that will accrue to a company that develops sound, effective responses to the issue.
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November/December 2001
TALENT MANAGEMENT: A CRITICAL PART OF EVERY LEADER'S JOB
by E Michaels
by B Axelrod
by H Handfield-Jones
Many CEOs are naturally inclined - and responsible for - overseeing the day-to-day operations of their respective firms. Not that there is anything wrong with that, but in the years ahead, one of a company's major competitive advantages will be its ability to attract, develop, excite and retain talent. Responsibility for managing that talent is already being assumed by some CEOs, who, these co-authors and McKinsey consultants say, are fast coming to the realization that their respective organizations are going to have to improve their talent management practices. In this article, which is based on their recently published book, The War for Talent, the co-authors survey the state of talent management as practiced by 13,000 managers. While becoming a talent manager is imperative, it will require a fundamental shift in how a CEO sees his or her job and a significant time commitment, tasks that the authors describe in the article.
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November/December 2001
ADAPT OR DIE
by John S. McCallum
Dinosaurs are an apt and widely used metaphor today. After all, if a firm can't or won't adapt, it's straight to the dustbin of business oblivion. A business enterprise is not totally dissimilar from a dinosaur, ignore rapidly changing circumstances, and a leader authors his or her company's demise. Adapt to rapid changes better than your competitors and you'll make great strides. Outlining suggestions that will help managers adapt to today's volatile, fast-paced environment, the author quotes no less a change authority than Charles Darwin to illustrate what the real imperative is for a business leader today. "It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change."
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September/October 2001
IN CONVERSATION: JEAN MONTY
by Stephen Bernhut
As recently as five years ago, there were only local and long-distance telephone services. But look at the phone companies now. Leading the transformation is Canada's largest public company, BCE, and its CEO, Jean Monty, who has reshaped bell and moved it into being a provider of Internet access, wireless data services, and the owner of a major B2B e-commerce company, and major old and new media. One of Canada's most successful CEO's, Mr. Monty outlines his reasons for transforming staid, old Ma Bell and the strategy he will use to reshape the company further. The former CEO of Nortel, Mr. Monty offers his own assessment of the company and the beleaguered telecom sector.
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September/October 2001
BUILDING CUSTOMER RELATIONSHIPS IN A NETWORKED ECONOMY
by Robert Fisher
Few forces have changed the rules of doing business as the Internet and few rules have changed as profoundly as those which govern companies' relationships with their customers. Before the Internet, companies could be customer aware; but they did not necessarily have to be customer centric. Now, they have no choice. As this Ivey professor points out, developing and integrating on-line and off-line marketing tactics presents an unparalleled opportunity for a company to develop a strong relationship with its customers. In this article, professor Fisher offers advice which will help companies decide which on-line and off-line tactics are best for managing customer relationships.
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September/October 2001
CRM IS A STRATEGY NOT A TACTIC
by Ian Gordon
Almost all firms have adopted Customer Relationship Management (CRM) in their bid to build loyalty and retention. Too often, however, a CRM policy is highly ineffectual. The problem, this author and consultant says, is that a CRM program is developed as a stand-alone tactic, instead of being seen and developed as a strategy. The author itemizes and analyzes the errors companies make when developing a CRM program. He also puts forward some highly practical and valuable suggestions that will help them realize the great promise of CRM.
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July/August 2001
LEADING THE REVOLUTION: GARY HAMEL
by Stephen Bernhut
Convention and tradition may still have their (smaller) place in organizations today, but not in the company envisioned and described by one of the world's leading and most respected management gurus, Gary Hamel. "In the years ahead," he says in this extensive and provocative interview, "the challenge for every organization is going to be to begin to think about how to measure and support three newer kinds of capital, imagination capital, entrepreneurial capital and relationship capital." From prescribing how a company can claim and sustain a competitive advantage to meeting the next imperative, developing "business concept innovation," Mr. Hamel offers his observations and recommendations on how organizations in any business can win and stay on the leading edge.
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July/August 2001
ORDER FULFILLMENT: DELIVERING THE E-PROMISE
by J Shlesinger
by M Cook
by Darrell K. Rigby
by J Chu
"I got it the day after Christmas" or "I never got it at all" are two of cyber-shoppers most common complaints. Indeed, many organizations still don't get right today, shipping, that is. Executives and managers confused and challenged by order fulfillment would do well to read this helpful article. According to the authors, consultants at McKinsey & Co., managers must consider and answer two key questions to sort out the fulfillment conundrum - and to avoid disappointing customers. They must first consider which performance capabilities will satisfy customers' order fulfillment needs and deliver acceptable profit margins. Second, they must decide which of those capabilities a company should own and which it should outsource. Detailed solutions to these issues are the core of this comprehensive article on fulfillment.
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July/August 2001
ALGORITHMS: THE INTELLECTUAL CAPITAL OF THE INTERNET
by Peter Bell
Understanding and describing algorithms may be a formidable and unappealing task, but it is a challenge that managers today must meet, if they are to survive and win on the Net. The reason is that e-business today is driven by algorithms, step-by-step coded procedures that determine how tasks on the Internet are performed. Examples of such tasks include a potential customer browsing with a shopping cart or suppliers bidding to do business with a certain manufacturer in a Web auction. In clear and simple language, this article helps readers understand algorithms and the critical role they play in an e-business strategy. Using market examples to illustrate his points, he shows managers how they can manage - if not thoroughly understand - algorithms to their advantage.
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July/August 2001
DRIVING LOYALTY BY MANAGING THE TOTAL CUSTOMER EXPERIENCE
by J Calhoun
While companies realize the value of CRM technologies, many of them use the technologies for specific purposes, such as targeting customers better and maximizing the opportunities for cross selling. Most companies, says the author, fail to set and meet a broader, more strategic goal, improving customer loyalty and creating advocacy. Only an integrated, strategic approach will unlock CRM's full value and improve the customer's total experience with the organization across the entire enterprise. As the author writes, "improving customer relationships and increasing loyalty aren't simply about managing interaction with customers better, but about serving them in a fundamentally improved way." In the articles, he outlines a road map that will help managers re-define the customer experience so that those very customers will remain loyal and think better of the company, whether they're dealing with order fulfillment or accounts receivable.
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July/August 2001
CHANGING THE VALUE CHAIN: A MODULAR APPROACH
by B Marcolin
by B Gaulin
Jumping rather than stepping slowly into cyberspace can be disastrous, as many companies have discovered. A gradual, piecemeal approach, these authors point out, is not only a more cautious one, but importantly, one that enables managers to evaluate and modify each stage of an e-business plan immediately after it has been implemented. In this article, the authors describe a three-stage model that will force managers to closely examine their relationships. At each stage, a manager will feel in control and on top of change in what is a very dynamic, fast-paced business environment.
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July/August 2001
CORPORATE GOVERNANCE: THE SHAPE OF GOVERNANCE TO COME
by T Comper
The recent report by Guylaine Saucier on corporate governance is the latest one on a topic that has come under tighter and tighter scrutiny. One of the leaders in governance standards has been Bank of Montreal, and in this article, its Chairman and CEO Tony Comper describes the practices for which the bank received the Conference Board of Canada's National Award of Governance. From its policy on recruiting directors to its role in ethical oversight, the boards' exemplary -- and best -- practices are described.
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July/August 2001
MANAGING FOR VALUE: EVA AND PORTFOLIO STRATEGY
by J Pettit
How can a company manage for value? By carefully applying and interpreting the numbers in formulating and executing value-based strategies. According to a managing partner at Stern Stewart & Co., the firm that developed and has perfected one of the more favoured measures for determining value, Economic Valued Added (EVA). In the article, he first describes why managers are too often drawn to business that seem, on the surface, attractive, but in fact actually destroy value. Using examples, he then proceeds to describe EVA, how most managers apply it (wrongly) and how to apply it to uncover and create real value.
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July/August 2001
LEVERAGING THE POWER AND VALUE OF INTELLECTUAL PROPERTY
by TJ Colson
Intellectual property, from concepts to patents, is quickly emerging to have a growing impact on mainstream business practices. In almost every industry, intellectual property is increasing its presence on corporate balance sheets and demonstrating that it has an influence on product positioning, revenue generation and shareholder. In this article, the author, a patent lawyer and CEO of a Rochester, New York-based patent/trademark registration firm, describes how intellectual property can become a powerful business weapon, if it is managed properly. How to do that, and how to make the management of intellectual property a strategic business issue is the focus of this article. The author offers practical suggestions for developing and managing the various intellectual property resources that are common in most companies today.
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July/August 2001
ENSURING THE SUCCESSFUL PRIVATIZATION OF ONTARIO HYDRO
by David Conklin
by T Hunter
The road to privatization is a road travelled frequently these days, but as cases in jurisdictions such as California (electricity) and the United Kingdom (telecom) illustrate, the ride on that road is not always a smooth one. Privatization, and managing it successfully, has taken on added importance for residents of several Canadian provinces, especially Ontario, where generating, distributing and marketing electricity are gradually being assumed by the private sector. In this article, the authors outline a road map for the successful privatization of Ontario Hydro, and lay down guidelines that both entrepreneurs and consumers can follow.
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July/August 2001
STRATEGIC PLANNING FOR INTERNET OPPORTUNITIES
by Allan J. Magrath
Any plan to exploit the Web must address five key questions. The questions include determining which Web functionalities will drive goal outcomes, and how will the new functionalities be integrated into the firm's legacy systems and processes; how can Web content be kept robust and meaningful for the target audiences; and how to identify the investments that need to be made in people, technology and outsourcing. The answers to these and other questions are a road map for leveraging the power of the Internet.
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July/August 2001
ACCOUNTING FOR STOCK-BASED COMPENSATION: AS EASY AS SFAS 123
by Christine Wiedman
by D Goldberg
Granting stock options is one of the most popular, and perhaps controversial, ways of attracting and retaining key employees, especially those of high-tech companies. However, new accounting rules will soon be introduced for Canadian firms. The rules will be similar to those that were recently implemented in the United States. The new guidelines require companies to disclose the fair value of the options and make the popular practice of re-pricing unattractive. As these authors point out, the new rules will force Canadian companies to learn from their counterparts in the United States and become more prudent in their option-granting practices.
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July/August 2001
MANAGEMENT AND LITERATURE: TWO BOOKS THAT SHOW THE WAY
by John S. McCallum
As this Ivey Business Journal regular contributor points out, "the difference between success and failure is marginal, and executives need all the help they can get." Literature may be an unlikely source for an executive seeking to establish a sustainable competitive advantage, but as the author also points out, "the link between literature and successfully running an enterprise is not as far-fetched as it may first appear." The reason is that managing successfully means managing people, and one of the best sources of insight into human behaviour and sound judgment is good literature. In this article, the author suggest two excellent books, whose wisdom and observations are invaluable for CEO or manager today.
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November/December 2000
HEADSTART: ADVISORY BOARDS IN LARGER COMPANIES
by B Dimma
Advisory boards play a key role in good corporate governance, and as the author points out, they offer advantages and disadvantages compared to full legal boards. Advisory boards can and do add value, provided the circumstances are right. He then describes the best uses of advisory boards.
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November/December 2000
ENTREPRENEURS: WHAT IS THE STUFF OF AN ENTREPRENEUR?
by James Hatch
by J Zweig
Entrepreneurs are widely perceived as having been superb students, athletes and simply outstanding in almost every aspect. But, say the authors of this article, that is not the case. Many successful entrepreneurs, from those who today head billion-dollar dot-coms to others who are sole operators were indifferent students and athletes. In fact, they were distinctly unremarkable. What did, and does, set them apart is the entrepreneurial spirit, which they have in abundance, and which any entrepreneur must have to win.
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November/December 2000
IN CONVERSATION: PAUL MARTIN
by E Pearce
In a wide-ranging interview, one of Canada's most respected political figures offers his views on third-world debt forgiveness, the G7 and G8, globalization, managing a surplus and other complex, and at times, intractable, issues. Mr. Martin goes beyond explanations and provides astute analysis and eminently sound solutions to many of these important geopolitical issues.
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November/December 2000
PROSPERITY OR THE POORHOUSE?
by S Poloz
The revolution in technology and the boom in global investing may be very real, but they can create false hopes and even shocks. Managers must be fully aware of the forces driving the boom. Failing to understand the full implications of the undercurrents in the global economy, says this author, can lead us all to the poorhouse.
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November/December 2000
THE E-VOLVING ORGANIZATION
by K Moore
As many managers know, there is no such thing as a cultural transplant, especially as an organization moves from the bricks and mortar world to the virtual world. There are right and wrong ways of managing the transformation and some business models have a better chance of managing it than others. And as this author points out, one model is particularly better than most others in accommodating the newly formed e-business culture.
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November/December 2000
FINDING YOUR WAY THROUGH THE JUNGLE
by D Tait
by L Guevel
The shortest distance in the supply chain today is no longer along a straight line. In fact, say the authors, suppliers and participants in any supply chain today must adapt to the supply chain of today - Net Markets. Of course there is a particular Net market behavior, and as the authors describe it, it becomes clear that companies can either transform themselves or not. Those that choose to remain the same and not adapt will soon fade into history.
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November/December 2000
ECONOMIC FORECASTS: EXECUTIVES BEWARE
by John S. McCallum
Economic forecasts: Executive beware.
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November/December 2000
COUNTRIES AS BRANDS
by N Papadopoulus
by L Heslop
To consumers and other buyers abroad, Canadian products look and feel good. So then, why don't those same buyers perceive Canadian products like they do those with a "Made in Japan" or "Made in Italy" label? If you answer that Canadian products abroad have in image problem, you're right. Research conducted by these authors not only documents that image problem but describes the factors that cause the problem.
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November/December 2000
COMPETITIVE ADVANTAGE: ATTRIBUTES OF HIGH-PERFORMANCE RESEARCH ORGANIZATIONS
by G Neufeld
by P Simeoni
by M Taylor
Assessing the quality of management in any organization is as much an art as it is a science. Moreover, the approach to assessing varies widely from organization to organization. However, this does not have to be the case, as these authors point out. Managers can develop a set of attributes, or measurements, that boards of directors and senior executives can repeatedly use to determine whether or not an organization is on track.
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November/December 2000
ASIAN INFLUENCE: CHINA'S ENVIRONMENTAL MESS: IMPLICATIONS FOR CANADIAN BUSINESS
by N Strizzi
by R Stranks
China's land, air and water are so heavily contaminated that will take years and billions of dollars to clean them up. But while the situation may seem ripe for Canadian business, managers and operators must heed the reliable adage of caveat emptor. Before any Canadian business walks in and tries to vie for contracts, its executives and managers should read this article and follow at least some of its suggestions for doing business in China.
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November/December 2000
HEADSTART: BUILDING WINNING E-BUSINESS
by S Parmar
by K Bright
by P Newson
The big idea is the foundation or raison d'etre of an e-business, but the idea alone won't make the business stand out from the big and faceless crowd of other dot-coms. What's also needed, say these authors, is a winning concept, a strong management team and an attractive market.
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May/June 2000
POST-CRISIS ASIA
by N Strizzi
by G Kindra
Both exporters and investors would do well to read this valuable primer
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March/April 2000
BUBBLE, BUBBLEOLOGY AND BUBBLEOLOGISTS
by John S. McCallum
Bubbles are elastic too.
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March/April 2000
AN E-BUSINESS BLUEPRINT
by PF Scarpa
How you measure and manage the risks of an e-business will or will not give you that competitive edge. Here's a model for success.
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March/April 2000
CORPORATE CULTURE: ASSET OR LIABILITY
by Eric Beaudan
by G Smith
One culture can evolve, two, however, will not. Merging two cultures well is supreme challenge that needs to be actively shaped and carefully managed.
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March/April 2000
FROM BRICKS TO CLICKS: RISKS AND REWARDS
by Derrick Neufeld
by Michael Parent
Hot to navigate the curves and glitches on the fibre-optic highway.
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March/April 2000
MANAGING THE SUPPLY CHAIN: THE INTERNET AS ENERGIZER
by J Raskob
A supply chain may still be a supply chain. What's changed through is how you can - and need to - manage it.
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March/April 2000
THE INTERACTIVE PROFESSIONAL SERVICES LANDSCAPE
by J Behe
Choosing the right consultant can be easy.
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March/April 2000
OFF-BALANCED-SHEET FINANCING AND TRUSTS
by J Henderson
by P Hatges
A sale leaseback or lease leaseback can free up valuable capital that can earn a higher rate of return.
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March/April 2000
BEYOND POLITICAL CORRECTNESS
by T Wilson
Too many people just don't get it.
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March/April 2000
THE E-TAIL REVOLUTION: CHALLENGES AND LIMITATIONS
by David Conklin
by M Trudeau
Canadian e-tailers have to work hard to win.
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March/April 2000
STARTING AN E-COMMERCE SUBSIDIARY: THE BEER.COM EXPERIENCE
by Paul W. Beamish
This article reviews the four key questions which Labatt/ Interbrew asked and answered before establishing a new e-commerce subsidiary. The new subsidiary Beer.com is a stand alone business and multi-dimensional web site created to build the beer category, and Interbrew brands. The key questions considered (and reviewed) are: (1) How much closer does it get us to our customers? (2) Do we have the core competency to succeed with a major Internet initiative? (3) Is now the right time? (4) How much value does it create?
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March/April 2000
CLICK.BOOM: THE NEXT GENERATION OF E-COMMERCE
by P Evans
by TS Wurster
Doing business on the Web is doing nothing less than deconstructing the organization. And like any phenomenon or challenge, deconstruction must be managed.
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March/April 2000
IN CONVERSATION WITH BCE EMERGIS' BRIAN EDWARDS
by Stephen Bernhut
It's taken 10 years, but CEO Brian Edwards has made BCE Emergis is shining star of the e-business universe.
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