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Thursday, May 31, 2012


How Great Leaders Inspire Action 
by Simon Sinek

In this talk, Simon Sinek, describes how great leaders inspire action. He starts questioning why is it that some companies, like Apple, year after year, always seem to lead innovation? Why is it that the Wright Brothers were the ones that discovered controlled, powered man flight when others were more qualified and better funded?
Everybody knows well “what” they do but some know how they do it and very few people or organizations know WHY they do it. Simon Sinek explains through his simple “Golden Circle” idea to explain why some leaders are able to inspire where others are not.

Sunday, April 8, 2012

The Importance of Learning in Organizations

Transformational leaders use organizational learning to achieve continuous performance improvements in their organization. Meanwhile underperforming organizations don’t even have processes in place to learn from their mistakes. They keep repeating the same mistakes over and over. This leads to recurring performance issues such as product quality problems, delayed product introductions and operational inefficiencies that diminish the return on investment.  
In his book, “The Fifth Discipline” Senge makes it clear that the ability to learn faster than your competition may be the only sustainable advantage for your organization in the long run.
In this video from Harvard Business Publishing, David Garvin and Amy Edmondson, Professors at Harvard Business School discuss the importance of learning in organizations and how managers at all levels can stimulate learning.  
David Garvin and Amy Edmondson have also an article on this topic and below is the reference for their article.
David A Garvin, Amy C Edmondson and Francesca Gino, Is yours a learning organization?”, Harvard Business Review (2008), Volume: 86, Issue: 3, Publisher: Harvard Business School Publication Corp., Pages: 109-16, 134.

Sunday, March 18, 2012

The Importance of Urgency

John Kotter, Professor Emeritus at Harvard Business School is one of the world foremost experts on leadership and change. He is also the author of a book entitled “A Sense of Urgency”. In this video, John Kotter talks about the importance of urgency to make real transformational change in organizations.
Without a true sense of urgency across an organization, any change effort is doomed to fail. John Kotter states that there is a disconnect almost everywhere between what is happening outside the organization and what people see and feel inside the organization. He thinks that organizations should bring the outside in the organization. 

Friday, December 2, 2011

Establishing Organizational Structure and Culture


This video from the Stanford Entrepreneurship Corner features David Neeleman Chairman and CEO of JetBlue Airways Corporation who describes JetBlue's secrets for success: Hire and train great people, develop purpose, vision and values. Establish organizational culture, listen to customers and employees. Cultivate leadership. Provide incentives to employees.


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The Power of Corporate Culture

This video from the Stanford Entrepreneurship Corner features Jen-Hsun Huang co-founder  of  NVIDIA Corporation who believes that Corporate culture is the single most important thing for a CEO or entrepreneur to focus on in a company today.  The culture at NVIDIA is about innovation and intellectual honesty, and the ability to be self-critical and recognize mistakes.  Recognizing the power of this culture is very important for a leader.

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A recent report published by Deloitte discusses  the issues facing higher education institutions in the years ahead. The higher education sector is due for a deep transformation in the coming years. Institutions that don't have the necessary transformational leadership will be the big losers in this new context. The new conjunction will benefit institutions such as the online University of Fredericton that are using disruptive teaching approaches by offering affordable and flexible higher education without compromising quality. 

Please read below the full text of Deloitte's press release.


Canadian Higher Education Sector Faces Critical Challenges, as Institutions Around the World Head Into Debt for First Time
Deloitte Unveils Top 10 Most Pressing Issues Facing Post-Secondary Educational Institutions 


TORONTO, ONTARIO--(Marketwire - 04/19/11) - Spending on Canadian higher education is coming under increasing pressure. As nations around the world work to recover from the global financial crisis, they are tightening their budgets, leaving fewer funds available to the educational sector. As well, market weakness has reduced the value of many of the endowments educational institutions rely on and private donations have declined. Yet at the same time, the costs of doing business are on the rise. According to a new report by Deloitte, as financial conditions deteriorate, Canadian tertiary institutions can no longer maintain the status quo, but must radically transform the way they do business in order to survive economic hardships and meet the educational needs of the future."As funding dries up, some universities are heading into debt for the first time," says Louise Upton, Canadian Higher Education Leader, Deloitte Canada. "This is constraining dollars for classroom delivery and research, creating tension among different departments for scarce financial resources."According to the report, Making the Grade: A study of the top 10 issues facing higher education institutions, Canadian colleges and universities, along with their international counterparts, are facing competitive pressures as they confront shrinking resources and increased business demands. For starters, deferred maintenance is catching up with campuses with aging infrastructure badly in need of upgrades. The costs of attracting and retaining high-calibre faculty are on the rise as staff retire in increasing numbers. Furthermore, colleges and universities are under ever more scrutiny and compelled to invest in systems that provide the highest levels of transparency and accountability."The business landscape has changed and Canadian educational institutions are now finding that they must meet a host of costly demands just to stay competitive," says Upton. "In addition to developing and maintaining state-of-the-art campuses, competing internationally to attract top students and professors, and meeting new transparency requirements, the new generation of students now expects user-friendly, self-service administrative options as well as access to the latest technologies.""However, these unprecedented and combined challenges create a unique opportunity for transformation. Educational institutions willing to think laterally can position themselves to outperform into the future," Upton explains further. "To succeed, Canadian higher education institutions must take a good, hard look at their organizing principles. Ultimately, the most successful players will be those who remain open to fundamental changes in management practices and support their decision-making with a sound, forward-looking business case."The top 10 issues Canadian higher education institutions will face in the coming yearTo help higher education institutions take a forward-looking approach to their strategic planning in the face of these new challenges, Deloitte Canada, in consultation with Deloitte education practitioners from around the world, has identified the top 10 issues that will prove the most pressing in the coming year:

 1. Over budget and under-funded: As funding declines, cost management is key
 2. The rivalry intensifies: Competition to attract the best students heats up
 3. Setting priorities: The danger of making decisions in the dark
 4. Moving at the speed of cyberspace: Technology upgrades are needed across the board
 5. Rethinking infrastructure: A renewed focus on asset optimization
 6. Linking programs to outcomes: Where training and market demand intersect
 7. The best and the brightest: Attracting and retaining talented faculty
 8. A sustainable future: Enhancing environmental performance
 9. Education for all: Tackling diversity, accessibility and affordability
 10. Regulations and reporting: New responsibilities require better disclosure
Obtain a copy of the reportFor a more detailed discussion of the issues facing higher education institutions in the coming year and potential response strategies, the full report is available at: http://us.lrd.yahoo.com/_ylt=Avk41Ere8lSTR5z_kDIxB6uVuodG;_ylu=X3oDMTFqMDgxZXM0BG1pdANBcnRpY2xlIEJvZHkEcG9zAzEEc2VjA01lZGlhQXJ0aWNsZUJvZHlBc3NlbWJseQ-;_ylg=X3oDMTJ0OThmZjAwBGludGwDdXMEbGFuZwNlbi11cwRwc3RhaWQDZGVkN2JkNjgtOWY1My0zNWUzLTg2ZDItZGY4ZjFmMDNhZWRjBHBzdGNhdANuZXdzBHB0A3N0b3J5cGFnZQR0ZXN0Aw--;_ylv=0/SIG=11v2d8ebk/EXP=1324090571/**http%3A//www.deloitte.com/ca/higher-education. About Deloitte, one of Canada's leading professional services firms, provides audit, tax, consulting, and financial advisory services through more than 7,600 people in 57 offices. Deloitte operates in Quebec as Samson Belair/Deloitte & Touche s.e.n.c.r.l. Deloitte & Touche LLP, an Ontario Limited Liability Partnership, is the Canadian member firm of Deloitte Touche Tohmatsu Limited. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see: http://us.lrd.yahoo.com/_ylt=AnAV8cSyZmB07ByjebPUOG.VuodG;_ylu=X3oDMTFqaWd2Ymg3BG1pdANBcnRpY2xlIEJvZHkEcG9zAzIEc2VjA01lZGlhQXJ0aWNsZUJvZHlBc3NlbWJseQ--;_ylg=X3oDMTJ0OThmZjAwBGludGwDdXMEbGFuZwNlbi11cwRwc3RhaWQDZGVkN2JkNjgtOWY1My0zNWUzLTg2ZDItZGY4ZjFmMDNhZWRjBHBzdGNhdANuZXdzBHB0A3N0b3J5cGFnZQR0ZXN0Aw--;_ylv=0/SIG=11halto3e/EXP=1324090571/**http%3A//www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.

Leaders Must Commit to Make Change


This video is from the Stanford Entrepreneurship Corner featuring Wendy Kopp, CEO and founder of Teach For America, who believes that change happens where leaders commit to making organizational transformations, mixed with high-levels of energy and discipline. As in all business sectors, transformational leaders in education have an obsession with building strong teams and systems, and creating cultures committed to continuous improvement.

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Thursday, November 17, 2011

Great Office Dynamics Shown to Drive Best Performers

Best corporate cultures share common themes



Read more: http://www.ottawacitizen.com/business/Great+office+dynamics+shown+drive+best+performers/5716532/story.html#ixzz1dypHtdc6
Each year for the past seven years, since the launch of Canada's 10 Most Admired Corporate Cultures Program, Marty Parker, chairman and CEO of executive search firm Waterstone Human Capital and the creator of the program, has reviewed the year's submissions and finalists to look for themes. This year was no exception and a few themes did, in fact, emerge.
"If you look at all the regional finalists, you will see this is the richest group of financial services organizations we've ever had. Whenever you say that, people automatically think about the big banks and in the central region we have two, CIBC and RBC. But we also have ING Direct, Credit Suisse, National Bank, Federation des caisses populaires acadiennes in New Brunswick and in the west, Coast Capital Savings Credit Union, North Shore Credit Union, First Calgary Financial and Vancity. We've never seen anything quite like this," Parker says. "Coming out of uncertain economic times, it's reassuring that our financial organizations across the board have been sought out by our board of governors as having excellent corporate cultures that have driven exceptional results for them."
And that is the point. Corporate culture is not simply about creating happy workplaces. It is about making the connection that corporate culture is defined by behaviour - how people do things day in and day out in an organization - and behaviour drives performance. For the past seven years, Canada's 10 Most Admired Corporate Cultures has recognized those companies that have made that connection between culture and performance, understanding that culture provides a competitive advantage that sets them apart.
A great workplace and corporate culture is not a nice-to-have company trait; it drives performance - and the numbers prove it. In fact, when you consider the three-year compound annual growth rate of last year's winners, these companies have significantly outpaced the S&P/TSX 60 by an average of nearly 600 per cent.
In addition, a secondary theme revealed itself this year: the emergence of the energy and mining sector.
"We know that the resource sector has been dominating our public capital markets for some time, yet the sector is still often referred to as hewers of wood and drawers of water," Parker says. "In reality, you can't deny the exceptional strength of Kinross Gold, Semafo Inc. and Agrium Inc.
"When we first started, the program lent itself to consumer-facing brands because people know and hear about the Starbucks and Boston Pizzas of the world. These are strong, top-ofmind companies. Over the last few years, business-to-business companies have really come on strong."
He points to organizations such as Pratt & Whitney, Cascades, AltaGas and JV Driver, an industrial construction company in Western Canada now growing nationally.
"This evolution is not about economic cycles but rather the fact that more and more organizations have come to the realization that if culture isn't the greatest organizational asset one can have it's right up there, because it drives behaviour that drives results," Parker says. "At the same time, I think the growth of our program and the fact that these organizations are competing for talent - and succeeding - shows the value in taking part in the Canada's Most Admired Corporate Cultures detailed process."
It's a process that starts in February, when Waterstone Human Capital's Canadian Corporate Culture Study goes out to thousands of private, public and notfor-profit leaders, who answer questions on how their organizations align culture to compensation, benefits, training, development, retention and recruitment. The final question asks them to nominate organizations that they believe have cultures that enhance performance.
This year, the emerging market five finalists include INFUSION, Nurse Next Door Home Healthcare Services, Shopify, Vital Insights Inc. and Wind Mobile.
Public Sector finalists include McGill University, Right to Play International, Farm Credit Canada and two health care organizations: Sunnybrook Health Sciences Centre and The Hospital for Sick Children. Last year's winner in this category was the Princess Margaret Hospital Foundation.
"It's great to see health care being recognized. And then you have Farm Credit Canada, a co-op out of Regina poised for growth outside its Western roots. This will be a heated competition right to the end."


Read more: http://www.ottawacitizen.com/business/Great+office+dynamics+shown+drive+best+performers/5716532/story.html#ixzz1dyrvrBI9