417 Posts found for Source: Ivey Business Journal

The organization chart can no longer help us understand what an organization does. What’s needed in these dynamic times is a much richer diagram that gives us a more revealing picture of a more dynamic organization. That organization can be a hub, a web or a chain. It is critical that we understand each of these forms and how they work in a particular organization. … [ Read more ]

Content: Article | Authors: Henry Mintzberg, Ludo Van der Heyden | Source: Ivey Business Journal | Subject: Organizational Behavior

One of the world’s pre-eminent management thinkers discusses his anything-but-conventional and more-than-refreshing views on leadership.

Content: Thought Leader | Source: Ivey Business Journal | Subject: Management

Only about five per cent of new products launched today will be successes in the marketplace, which is why this article is an extremely valuable resource for marketing and product development people. The author has conducted considerable research on what the winners do different, and outlines the ten critical success factors for launching a new product and briefly explains how to implement each one. He … [ Read more ]

Content: Article | Author: Robert G. Cooper | Source: Ivey Business Journal | Subject: Marketing / Sales

McGill University professor Henry Mintzberg is an astute, acclaimed management thinker, a prolific author, and an iconoclast who has advised some of the world’s largest corporations. In this feature interview, whether he’s discussing management, the organization, or shareholder value, Professor Mintzberg provokes with his observations on what is needed in many aspects of the organization today.

Content: Thought Leader | Source: Ivey Business Journal | Subject: Management | Industry: Education / Training

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 … [ Read more ]

Content: Article | Author: Stephen Bernhut | Source: Ivey Business Journal | Subjects: People, Strategy

Developing managers to be effective at the next level is one of any company’s most important tasks, and in this helpful article, the co-authors identify and describe the six steps in building a leadership pipeline to supply the next generation of effective leaders. As the authors write, “The six turns, or passages, in our pipeline are major events in the life of a leader. Grasping … [ Read more ]

Content: Article | Authors: Ram Charan, Stephen J. Drotter | Source: Ivey Business Journal | Subjects: Human Resources, Leadership

In this article, the author describes her reaction to presentations that HR directors made to boards on which she sits. “I found the performance of HR professionals embarrassing,” she writes. More astonishing, she continues, was the fact that board members didn’t ask the key HR people to explain and quantify HR’s contribution to the company’s strategy. In outlining a model she has developed, the author … [ Read more ]

Content: Article | Author: Monica Belcourt | Source: Ivey Business Journal | Subject: Human Resources

One of the world’s most recognized and respected authorities on intellectual capital offers his observations on how to manage and value one of the most challenging and dynamic issues facing business leaders today, intangible assets. Lev is a frequent witness in litigation involving intellectual capital, and a frequent and vocal critic of traditional accounting. He is also the leading exponent of a new, knowledge-based approach … [ Read more ]

Content: Article | Author: Stephen Bernhut | Source: Ivey Business Journal | Subjects: Accounting, People

“In an analogue world,” says one of the foremost authorities on leadership in this interview, “the CEO knew everything. But in the digital world, it’s more humility and vulnerability. Leaders have to understand these differences if they want to really create not only intellectual capital but also social capital.” Mr. Bennis goes on to describe the challenges facing leaders today and offers his observations on … [ Read more ]

Content: Thought Leader | Source: Ivey Business Journal | Subject: Management | Industry: Education / Training

Strategy is very important, but as these co-authors point out, managers’ ability to execute strategy can be more important than the strategy itself. Authors of The Balanced Scoreboard, one of the most influential business books of the last 25 years, Messrs. Kaplan and Norton argue that successful organizations create a performance management program that puts strategy at the center of its management processes. In the … [ Read more ]

Content: Article | Authors: David P. Norton, Robert S. Kaplan | Source: Ivey Business Journal | Subjects: Management, Strategy

Management education and management practice have been anchored in functions, or what academics refer to as disciplines. The last two decades have seen phenomenal growth in the body of knowledge and associated expertise in the field of management. Drawing on disciplines such as economics, psychology and sociology, business schools developed their own acumen in areas such as finance and marketing. Faculty became experts in these … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Management, MBA Related

Most organizations are not structured with the intent of allowing people to develop themselves and to find satisfaction and fulfillment in their work. They are designed for the convenience of the managers or they’re designed for the convenience of the customer in some cases; but too few of them take into account the really basic needs of the workers. And workers have psychological needs, they … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Organizational Behavior

Since organizations get the behaviors they reward, organizations that wish to perform well and change effectively need to create systems that reward both performance and change. This sounds simple, but it is not easy to do. It is also not what most organizations do. All too often, they reward stability more than change, seniority more than performance and job size more than skill development.

Content: Quotation | Source: Ivey Business Journal | Subjects: Change Management, Organizational Behavior

Paying the person rather than the job has its most significant impact on organizational culture and employees’ motivation to change. Instead of being rewarded for moving up the hierarchy, people are rewarded for increasing their skills and developing themselves. This can reinforce a culture in which personal development and a highly talented workforce are receptive to change. It can be especially helpful when an organization … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Human Resources, Organizational Behavior

In all of my writing about change I distinguish between bold strokes and long marches. If you have the authority, there are certain things you can do with the stroke of the pen. You can make a decision to open something, close something, lay off workers or make an acquisition. That’s a bold stroke. A long march is leading people in a new direction that … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Change Management, Leadership

Employee engagement has three related components: a cognitive, an emotional, and a behavioral aspect. The cognitive aspect of employee engagement concerns employees’ beliefs about the organization, its leaders, and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organization and its leaders. The behavioral aspect of employee engagement is … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Organizational Behavior

It is not the job of a CEO to make employees listen to what you have to say; it is about setting up the system so that people want to listen. The combination of the right environment and a culture that creates wants instead of requirements places few limits on what employees can achieve.

Content: Quotation | Source: Ivey Business Journal | Subjects: Leadership, Organizational Behavior

How can a company manage for value? By carefully applying and interpreting the numbers in formulating and executing value-based strategies. That 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 … [ Read more ]

Content: Article | Author: Justin Pettit | Source: Ivey Business Journal | Subjects: Finance, Management

They say the four words “This time is different” are the four most dangerous words in finance because usually this time is not different. History does often repeat itself.

Content: Quotation | Source: Ivey Business Journal | Subjects: Economics, Finance

When shorter maturity interest rates exceed longer maturity interest rates, the yield curve is called “inverted”. Executives should not sleep easily! The last six U.S. recessions going back to the 1970s have been preceded by a yield curve inversion. It is also noteworthy that the U.S. yield curve does not give many false recession signals. A yield curve inversion is flat out the best single … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Economics