417 Posts found for Source: Ivey Business Journal

In most organizations, most of the time, self-interest, short-sightedness, and chicanery are tumbling together with shards of loyalty, commitment, perseverance and integrity. The churning is continuous-fuelled by the dynamism of the modern economy, the restlessness and vibrancy of contemporary life, and the age-old drivers of human nature.

This is why quiet leaders reject cynicism-they see it as too simplistic. Dark-tinted glasses distort reality just as … [ Read more ]

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

The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.

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

Managers obsessed with breakthrough improvements are often overly obsessed with statistics and technology. But data and software won’t achieve real, sustaining breakthroughs. As this author explains, it’s up to managers to identify opportunities for improvement and mobilize the resources and skills to capitalize on those opportunities. Only then will breakthroughs become a continuing process.

Content: Article | Author: Joseph A. De Feo | Source: Ivey Business Journal | Subject: Management

While financial returns may be a good measure of how well executives are managing the company’s existing assets, they do not accurately reflect executive performance in areas with deferred returns-for example, strategic planning, growth opportunities, business initiatives, or investments in the discovery and development of new products and technologies. It is clear, then, that incentive plans based solely on accounting measures can induce senior management … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Compensation, Corporate Governance

Corporate social responsibility is not an invitation for companies to take over charitable functions better left to foundations and publicly elected bodies. In economic terms it is a constraint on business activity, which must be integrated into management decision making in order to maximize long-term profits.

Content: Quotation | Source: Ivey Business Journal | Subject: Social Responsibility (ESG)

Almost all discussions of corporate governance focus on boards of directors. But what about managers? Faults in the way a company is governed can be found in certain limits imposed on managers and in the relationship between managers and directors, a relationship that managers themselves can make more productive. One of the world’s leading management thinkers offers some ideas for doing so.

Sumantra Ghoshal is … [ Read more ]

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

Many agree that the true test of leadership is being able to take people in a direction where they would not go on their own. Passing that test, and enabling the organization to live another day, is never more critical than in a time of crisis. This Ivey professor has found that great leaders exhibit six types of behaviour in a crisis, and in this … [ Read more ]

Content: Article | Author: Gerard H. Seijts | Source: Ivey Business Journal | Subject: Leadership

Managers could once decide if they should make profits and principles compatible. But today, there is no choice. It is imperative that managers develop strategies that deliver a return for investors and society at large. This article distills the authors’ research into seven strategies that business leaders can use to build profits with principles.

Editor’s Note: I am a strong supporter of CSR but this … [ Read more ]

Content: Article | Authors: Ira A. Jackson, Jane Nelson | Source: Ivey Business Journal | Subject: Social Responsibility (ESG)

The final act of business judgment is of course intuitive. … But the big work behind business judgement is in finding and acknowledging the facts and circumstances concerning technology, the market, and the like in their continuously changing forms.

Content: Quotation | Source: Ivey Business Journal | Subjects: Decision Making, Thought

Identity is composed of three primary components that can be viewed as the brain’s core subsystems – emotions, values and intellect.

Leaders function at their best – when they are consistent in their values, actions and words, and therefore, trust is high – when they are aware of their emotions and maintain a balance between emotions, values and the intellect, and when values are the … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Personality / Behavior, Values

While the intellect can change at the speed of thought and emotions can change at the speed of impulse, values are relatively constant and tend to change at the speed of trust.

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

The notion that the Federal Reserve and the movement in interest rates will motivate or demotivate the economy is one of the fantasies of economic life…It may have a little effect on the housing industry, but its larger economic effect is one of the great hoaxes and errors of the time. And it only shows how little the financial community has to think about, that … [ Read more ]

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

[Monetarism is an effective policy for stimulating the economy] only in the imagination of those who pretend to understand it. Otherwise it has an incredible record of non-performance. You can look back over your history with great diligence, back to 1913 when the Federal Reserve came into existence, and fail to find a single occasion when it was decisive in the behaviour of the economy. … [ Read more ]

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

The surest flow of expenditure to sustain the economy, wherever it is, is that of the middle-class and below. When it has money, it spends. And there’s no similar assurance on more income for the affluent – that may be saved or squirreled away… there’s no similar certainty of support to the economy. And the basic thrust of the corporate elite is to pay money … [ Read more ]

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

A wealth of information creates a poverty of attention.

Content: Quotation | Source: Ivey Business Journal | Subjects: Attention, Information

The most important predictor of director effectiveness is not independence, but strategic experience that matches the company’s needs. … Evidence that director experience is critical to board effectiveness is relatively new. However, evidence that board independence has neutral to negative effects on board effectiveness is not. The first research casting doubt on the value of board independence appeared in the late 1980s. Since then, not … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Corporate Governance

Jeswald W. Salacuse has found that ten particular elements consistently arise to complicate intercultural negotiations. These “top ten” elements of negotiating behavior constitute a basic framework for identifying cultural differences that may arise during the negotiation process. Applying this framework in your international business negotiations may enable you to understand your counterpart better and to anticipate possible misunderstandings. This article discusses this framework and how … [ Read more ]

Content: Article | Author: Jeswald W. Salacuse | Source: Ivey Business Journal | Subject: Negotiation

America’s Sarbanes-Oxley Act, UK’s Higgs Review, and Ontario’s Bill 198 do not promote good governance and, therefore shareholder value, as pointed out recently by Boardroom’s Brian Lechem, so much as they protect investors from unseemly conduct. Like speed limits and stop signs they are useful to protect, but in no way do they constitute guidance for skillful, wise driving. One look at the unending stream … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Corporate Governance

The board does not exist to advise or assist management, but to empower, charge, and evaluate management. A board might “ask good questions” or advise, but these do not constitute its job. They wouldn’t for a CEO with respect to his or her subordinates and they don’t for a board. A governancedestroying CEO-centrism quickly turns the board’s commanding role into the feckless one of advisor. … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Corporate Governance

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