40 Posts found for Source: Rotman Magazine

Labour markets move more slowly than people think. People in their work lives may like this idea of being ‘footloose and fancy free’, but in the whole of their lives, they’re a little less radical. We’re revolutionaries with mortgages. So don’t assume that everyone is 23 and wants to go someplace new tomorrow.

Content: Quotation | Author: Thomas Stewart | Source: Rotman Magazine | Subject: Human Resources

A few years ago, I came across an old acronym that was used to describe the role of managers, ‘POEM’, whereby the job of management was to Plan, Organize, Execute, and Measure. It seemed to me that in a business environment where hierarchies are flatter, work changes rapidly because of new technologies, new customers, new markets, etc., and where you’re working in a more networked … [ Read more ]

Content: Quotation | Author: Thomas Stewart | Source: Rotman Magazine | Subject: Negotiation

The Fall 2003 issue of Rotman magazine contains 68 pages of varying quality articles and other information. I personally recommend reading the following:
– Brand U: Why Branding Yourself makes Sense
– Knowing vs. Doing: Why Can’t We Get Anything Done? by Jeffrey Pfeffer
– The Race for Effectiveness: Is it Effective? by Hilary Austen
– Working With Emotional Intelligence by Stéphane Côté
– Making Your Mind … [ Read more ]

Content: Article | Source: Rotman Magazine | Subjects: Management, Miscellaneous

The Winter 2005 issue of Rotman magazine contains 100 pages of varying quality articles and other information. I personally recommend reading the following:
– Validity vs. Reliability: Implications for Management by Roger Martin
– The Evolution of the Design-Inspired Enterprise by Gabriella Lojacono and Gianfranco Zaccai
– Promoting Experimentation for Organizational Learning: The Mixed Effects of Inconsistency by Amy Edmondson
– Beyond Products: Designing the Brand Experience by … [ Read more ]

Content: Article | Source: Rotman Magazine | Subjects: Management, Miscellaneous

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Failure is frightening and understandably avoided by most people. Success drives our common approach to effectiveness, so we quickly learn to steer away from failure’s pressures. But failure is a more constant companion when we venture into the alternative world.Unfortunately, each comforting step we take to conserve success distances us from the chance to innovate, to be original, and to step outside the status … [ Read more ]

Content: Quotation | Author: Hilary Austen | Source: Rotman Magazine | Subject: Success / Failure

Time is the key differentiator between services and experiences, whether one charges for it (yet) or not. If your company wants to spend less time with your customers – and they want to spend less time with you – than you’re already on the path to commoditization. But if you want to spend more time with your customers, and they want to spend more time … [ Read more ]

Content: Quotation | Author: B. Joseph Pine II | Source: Rotman Magazine | Subject: Experience

There is little evidence that the ability of today’s organizations to accurately understand the world and predict the future has increased one iota. Massive spending on these [information] systems has not prevented corporations from wandering off the beaten strategic path, or being ambushed by new competitors and changing markets, and I would argue that the reason for this is a natural tension between the pursuits … [ Read more ]

Content: Quotation | Author: Roger L. Martin | Source: Rotman Magazine | Subjects: Management, Organizational Behavior

How should we think about risk vs. uncertainty? A logical starting place is Frank Knight’s distinction: risk has an unknown outcome, but we know what the underlying outcome distribution looks like. Uncertainty also implies an unknown outcome, but we don’t know what the underlying distribution looks like. So games of chance like roulette or blackjack are risky, while the outcome of a war is uncertain. … [ Read more ]

Content: Quotation | Author: Michael J. Mauboussin | Source: Rotman Magazine | Subject: Risk Management

A plan is only a scenario, and almost by definition, it is optimistic. Any complex undertaking is subject to myriad problems — from technology failures to shifts in exchange rates to bad weather — and it is beyond the reach of the human imagination to foresee all of them at the outset. Although the probability of any one of these events could be low, the … [ Read more ]

Content: Quotation | Author: Daniel Kahneman | Source: Rotman Magazine | Subjects: Personality / Behavior, Planning, Risk Management

In many cases, what looks like risk-taking doesn’t take courage at all; it’s just unrealistic optimism. Courage is a willingness to take the risk once you know the odds; optimistic overconfidence means you are taking the risk because you don’t know the odds. There’s a big difference.

Content: Quotation | Author: Daniel Kahneman | Source: Rotman Magazine | Subjects: Personality / Behavior, Risk Management

Organizations are out there every day, making tons of decisions, but they aren’t keeping track of them. There are many factors within organizations that make them reluctant to learn from experience, so it’s a forlorn hope, but the goal would be to have dispassionate evaluations of past decisions, and to spend some effort in figuring out why each decision did or did not pan out. … [ Read more ]

Content: Quotation | Author: Daniel Kahneman | Source: Rotman Magazine | Subjects: Decision Making, Learning, Organizational Behavior

The Spring 2007 issue of Rotman magazine contains 124 pages of varying quality articles and other information. I personally recommend reading the following:
– Thought Leader Interview: Daniel Kahneman
– Countering the Biggest Risk of All by Adrian Slywotzky and John Drzik
– Bounded Awareness by Dolly Chugh and Max Bazerman
– Hull’s Laws: What we can learn from derivatives mishaps by John Hull
– A Primer on the Management … [ Read more ]

Content: Article | Source: Rotman Magazine | Subjects: Management, Miscellaneous, Organizational Behavior, Risk Management

The Winter 2007 issue of Rotman magazine contains 124 pages of varying quality articles and other information. I personally recommend reading the following:
– Peripheral Vision: An Interview with George Day
– Drivers of Economic Growth by Robert Ayres
– Time for Design by Jeanne Liedtka and Henry Mintzberg
– The Big Picture: Howard Gardner (The Five Minds of the Future)
– Neuroeconomics by … [ Read more ]

Content: Article | Source: Rotman Magazine | Subject: Miscellaneous

The principal obstruction to what we want most is ourselves. Our tendency, when we stand where we are and look toward what we want, is to see all kinds of obstructions imposed from without. When we change our point of view and look backward at where we are from where we want to be, in many cases the obstructions disappear.

Content: Quotation | Source: Rotman Magazine | Subjects: Ability, Perception

Because of patent law, which exists to protect intellectual capital, we often think the value of an idea lies in its creation. Yet the value of an idea lies in the audience, not its source, and one idea can be ‘created’ many, many times. Creativity exists in a chain: an idea comes from this group and goes to that group, and that group then carries … [ Read more ]

Content: Quotation | Source: Rotman Magazine | Subjects: Creativity, Intellectual Property

Conversational design challenges leaders in ways that formulaic and visionary design do not. Business cultures that center on hierarchy, expediency, and authoritarian leadership get in the way of good conversations. We all know about opportunities that exist in the white spaces between divisions, regions, and functions of every company; what we do not know is how to tap these opportunities. Recognizing the role of conversations … [ Read more ]

Content: Quotation | Source: Rotman Magazine | Subjects: Innovation, Leadership

Former Intel chief Andy Grove has said that his firm’s strategy process evolved in alternating cycles of chaos and singleminded focus – sometimes adapting, sometimes closing. Companies that do nothing but change – constantly reorganizing, always envisioning some new strategy or other, bringing in yet another team of change consultants – never reach closure, and so are no better off than companies that never change. … [ Read more ]

Content: Quotation | Source: Rotman Magazine | Subjects: Change Management, Organizational Behavior

As a resource, knowledge is totally different from the other resources economists have studied before. To begin with, it’s intangible, and it’s not depletable: the more we use it, the more we can create. The fact that knowledge is inherently inexhaustible knocks a gigantic hole in the economics that grew out of the industrial era. And, by and large, our economists haven’t caught up with … [ Read more ]

Content: Quotation | Source: Rotman Magazine | Subjects: Economics, Knowledge

The more refined and specialized tasks become, the harder and more expensive it becomes to integrate them – especially in an innovation-driven economy. At some point, the costs of integration may exceed the value of such super-specialization. Narrowly-focused specialists may be good at incremental innovation, but breakthrough innovation is most often the product of temporary teams whose members cross disciplinary boundaries.

Content: Quotation | Source: Rotman Magazine | Subjects: Economics, Innovation