This document discusses Canada's declining productivity and competitiveness on the global business stage. It cites data from organizations like Deloitte and the OECD showing Canada's productivity growth lagging countries like the US, Korea, and others. Canada's businesses are not growing to the scale needed to compete globally, with only a small percentage considered "high growth". The document calls on Canadian business leaders to wake up and address this productivity crisis through increased investment and a renewed focus on growth in order to reverse these trends and perform to Canada's potential.
2015 august presentation stockholm mba programmhan mesters
The document discusses strategic business planning in the 21st century amid disruption from technological changes. It notes that we have moved from an era of change to a change of era, with exponential technological advances like computing, communication, and data storage transforming business models. Institutions face challenges to their gross margins, unique selling points, and value propositions. To adapt, companies must focus on their purpose and creating value through innovation, agility, and a culture that attracts top talent. Metrics need to assess future potential, not just past financials. The rise of startups and networks means disruption is here to stay.
Canada Is Home Of The Fearless EntrepreneurKatherine Roos
While self-employment in the US has been weak during the recession, in Canada self-employment has risen significantly as more Canadians start their own businesses instead of relying on larger corporations for jobs. Self-employment in Canada has nearly doubled since the 1980s and shows no signs of slowing, as both the government and banks have increased support programs for entrepreneurs. However, some economists worry that increased self-employment may negatively impact productivity and economic growth in Canada.
Preparing For The 21st Century Installment IiAnthony Vincent
The document discusses the economic downturn as representing a new global business order rather than a typical cycle. It notes that this recession is the worst since World War II globally and in the US. While the US and European economies remain weak, China and South Korea have rebounded through rapid policy intervention. The rules of the global economy are changing, and businesses must adapt to remain competitive in this "New World Order." The document argues that many countries now desire American standards of living, putting pressure on the US economy.
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
The document discusses leadership challenges in turbulent times. It provides summaries of blog posts addressing how to manage fear and uncertainty during periods of change, the importance of maintaining stability and tradition alongside change, and the need to acknowledge loss and build commitment to new directions over time. Key ideas include focusing on reality and action over blame, prioritizing calm leadership and support for others, and understanding that change often means loss which must be faced before new beginnings.
The document discusses how companies can both disrupt industries while also being disrupted by new technologies and business models. It summarizes the results of a survey of CEOs and institutional investors. The key findings are:
- 50% of CEOs surveyed do not feel their companies are adequately prepared to respond to disruption.
- Readiness levels are actually lower than CEOs' self-assessments across many dimensions.
- Investors want companies to undertake disruptive innovation projects, even if risky, and explore new business models.
- Companies are categorized as "Caterpillars", "Chrysalises", or "Butterflies" based on their urgency/readiness for transformation in response to disruption.
The document discusses how companies can both disrupt industries while also being disrupted by new technologies and business models. It summarizes the results of a survey of CEOs and institutional investors. The key findings are:
- 50% of CEOs surveyed do not feel their companies are adequately prepared to respond to disruption.
- Readiness levels are actually lower than CEOs' self-assessments across many dimensions.
- Investors want companies to undertake disruptive innovation projects, even if risky, and explore new business models.
- Companies are categorized as "Caterpillars", "Chrysalises", or "Butterflies" based on their urgency/readiness for transformation in response to disruption.
2015 august presentation stockholm mba programmhan mesters
The document discusses strategic business planning in the 21st century amid disruption from technological changes. It notes that we have moved from an era of change to a change of era, with exponential technological advances like computing, communication, and data storage transforming business models. Institutions face challenges to their gross margins, unique selling points, and value propositions. To adapt, companies must focus on their purpose and creating value through innovation, agility, and a culture that attracts top talent. Metrics need to assess future potential, not just past financials. The rise of startups and networks means disruption is here to stay.
Canada Is Home Of The Fearless EntrepreneurKatherine Roos
While self-employment in the US has been weak during the recession, in Canada self-employment has risen significantly as more Canadians start their own businesses instead of relying on larger corporations for jobs. Self-employment in Canada has nearly doubled since the 1980s and shows no signs of slowing, as both the government and banks have increased support programs for entrepreneurs. However, some economists worry that increased self-employment may negatively impact productivity and economic growth in Canada.
Preparing For The 21st Century Installment IiAnthony Vincent
The document discusses the economic downturn as representing a new global business order rather than a typical cycle. It notes that this recession is the worst since World War II globally and in the US. While the US and European economies remain weak, China and South Korea have rebounded through rapid policy intervention. The rules of the global economy are changing, and businesses must adapt to remain competitive in this "New World Order." The document argues that many countries now desire American standards of living, putting pressure on the US economy.
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
The document discusses leadership challenges in turbulent times. It provides summaries of blog posts addressing how to manage fear and uncertainty during periods of change, the importance of maintaining stability and tradition alongside change, and the need to acknowledge loss and build commitment to new directions over time. Key ideas include focusing on reality and action over blame, prioritizing calm leadership and support for others, and understanding that change often means loss which must be faced before new beginnings.
The document discusses how companies can both disrupt industries while also being disrupted by new technologies and business models. It summarizes the results of a survey of CEOs and institutional investors. The key findings are:
- 50% of CEOs surveyed do not feel their companies are adequately prepared to respond to disruption.
- Readiness levels are actually lower than CEOs' self-assessments across many dimensions.
- Investors want companies to undertake disruptive innovation projects, even if risky, and explore new business models.
- Companies are categorized as "Caterpillars", "Chrysalises", or "Butterflies" based on their urgency/readiness for transformation in response to disruption.
The document discusses how companies can both disrupt industries while also being disrupted by new technologies and business models. It summarizes the results of a survey of CEOs and institutional investors. The key findings are:
- 50% of CEOs surveyed do not feel their companies are adequately prepared to respond to disruption.
- Readiness levels are actually lower than CEOs' self-assessments across many dimensions.
- Investors want companies to undertake disruptive innovation projects, even if risky, and explore new business models.
- Companies are categorized as "Caterpillars", "Chrysalises", or "Butterflies" based on their urgency/readiness for transformation in response to disruption.
Don Meredith • Lincoln Financial Advisors Corp.
- The Millennial obsession by David Wismer
- Global decline in oil prices leads to “Fracklog”
- VIX ETFs not right for investors by Tom McClellan
- A generational shift in target marketing (Bryce Winkel, Transamerica Financial Advisors Inc.)
The document discusses the background and experience of current retail CEOs in the UK. It finds that:
- 31% gained expertise mainly through store operations and 25% only worked for a single retail business.
- 91% are male and 97% are white.
- 53% have a degree or higher education, lower than other sectors, and 28% have no further education.
- Nearly 60% were internal hires and 66% have no experience outside of retail.
- The profile shows limited diversity and mobility compared to other industries.
Report from WEF Davos 2009 - Presentation by Alec Hogg, Moneywebmoneyweb
The World Economic Forum is committed to improving the global state and holds annual meetings in Davos to set the year's economic agenda. The 2009 meeting saw record attendance from CEOs and government leaders. Speakers discussed the state of the global recession and opportunities emerging from the economic crisis, emphasizing the need for global collaboration on issues like climate change, infrastructure development, and renewable energy. While some leaders expressed optimism that the economic downturn would be temporary, others warned that the worst impact may still be coming and that significant financial sector reforms would be needed. Overall the forum called for a renewed spirit of global cooperation and shared values to guide the world's response.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
While a commonly-held mental image suggests that big corporations live very long lives,
the reverse is actually true quite often, and the lifespan of companies is decreasing as the
rate of change increases. The situation of accelerating change places ever greater
challenges before each and every company, and while innovation is obviously a response
to this dilemma, it turns out that not all types of innovation are equally valuable. Business
model innovation, the subject of this paper, has proven to a tremendous source of
competitive advantage. This paper examines many dimensions of business model
innovation, focusing particularly on the relationship between a company and its
customers, and the methods that companies use to grasp the bigger picture, or whole
system perspective, that enables them to understand how their enterprise relates to the
larger industry and broader economy in which it operates.
Agglomeration Information Pack_AG finalCallum Laing
- The document discusses problems that small and medium enterprises (SMEs) face, such as lack of scale, succession issues, demographic challenges, illiquidity, and difficulty creating wealth and expanding globally.
- It then describes the "Unity Agglomeration" solution created by Jeremy Harbour, which involves SMEs joining a holding company that provides instant scale through a consolidated financial profile and allows for succession through mergers. This publicly listed group also provides liquidity and motivates cooperation to increase share prices and drive orderly exits.
http://bit.ly/CEO-Survey-jan15
Selon la 18e édition de l’étude mondiale annuelle « Global CEO Survey » de PwC, dans le cadre de laquelle plus de 1 300 dirigeants ont été interrogés, 37 % d’entre eux estiment que la croissance mondiale sera meilleure en 2015, contre 44 % l'année dernière. Cependant, ils restent confiants dans leur capacité à générer une croissance du chiffre d’affaires de leur propre entreprise (39%, un niveau identique à celui de l’année dernière).
Les dirigeants soulignent que les menaces auxquelles ils sont confrontés ont augmenté ces trois dernières années : ils insistent notamment sur la montée en force de la concurrence, avec un marché qui devient sans frontières et l’arrivée de nouveaux concurrents issus de secteurs d’activité différents.
Pour rester compétitifs, les dirigeants identifient trois leviers essentiels : la transformation digitale, le renforcement des partenariats et la diversité des talents.
Les résultats de cette étude sont rendus publics aujourd'hui à l'ouverture du Forum économique mondial à Davos, en Suisse.
Pour cette 18e édition de l’étude mondiale annuelle de PwC « Global CEO Survey », 1 322 interviews ont été conduites dans 77 countries entre septembre et décembre 2014. 459 entretiens ont été menés en Asie-Pacifique, 455 en Europe, 147 en Amérique du Nord, 167 en Amérique latine, 49 en Afrique et 45 au Moyen-Orient.
PwC's 18th Annual Global CEO Survey 2015: Exploring the importance of technol...James Woodworth
Rethinking the business you’re in
We live in an era of unprecedented digital change – the type of change that’s reshaping the relationship between customers and companies, breaking down the walls between industry sectors and, by extension, prompting forward-thinking CEOs to question the very business they’re in.
Watch this short video to hear about what CEOs had to say on the global economic outlook and their own growth prospects for the months and
This document summarizes key findings from PwC's 18th Annual Global CEO Survey. The survey interviewed over 1,300 CEOs from 77 countries. Some of the main findings include:
1) 61% of CEOs see more opportunities for their businesses today than three years ago, while 59% see more threats. Many CEOs believe they can adapt to changing conditions.
2) CEO confidence in their own business growth prospects remains high despite concerns about the global economy and rising business risks. CEOs in Asia Pacific, North America, and the Middle East see the most opportunities.
3) To succeed, CEOs must focus on creating new opportunities through digital technologies rather than relying solely on market-led
One year ago business leaders’ feelings towards growth were sombre across the globe. A year later, and while Australian CEOs are feeling mildly more up-beat than their global peers, significant concerns still remain.
This year, we asked executives about their thoughts across key issues including partnerships, digital, talent and diversity, growth, capabilities, tax and regulation.
There is a dichotomy of perspectives across the board – with CEOs seeing as many threats to their business today as there are opportunities.
This document discusses how owning a franchise business may be a better investment than traditional assets like savings accounts, stocks, bonds, and real estate in the current economic crisis. It presents data on the performance of these traditional assets versus franchise businesses over the past 5 years. The document argues that franchising offers a way for individuals to generate wealth and achieve economic recovery faster than government bailouts. It promotes the concept of "Wealth 3.0" which is owning compounding franchise businesses as a superior strategy to compound interest from traditional investments.
This document discusses the potential of compound businesses, specifically franchises, as an investment strategy during economic downturns. It notes that the current financial crisis has led many to lose jobs and retirement savings, but that owning a business like a franchise can provide steady income and be a better investment than other options. The document uses a hypothetical model of a multi-unit franchise owner to illustrate how the income and equity in such businesses can grow steadily over time through reinvestment of profits. It argues that franchising in particular offers a lower risk way to benefit from business ownership compared to starting an independent business.
Why is the World Order Changing and why it is important to you, according to ...Wealth Migrate
Ray Dalio, the founder of Bridgewater Associates, one of the largest hedge funds in the world, believes the global economy is facing major challenges and changes due to high levels of debt, rising wealth gaps, and geopolitical tensions as China challenges U.S. dominance. Dalio outlines three major economic forces - productivity, short-term debt cycles, and long-term debt cycles - and argues the world is currently in a long-term debt cycle that happens every 75-100 years, which could lead to a major economic downturn in the next 2-5 years. He emphasizes the need for individual investors to diversify across different asset classes, markets, and currencies to weather economic storms.
Commerce Committee Presentation by Matthew Nemerson on January 20, 2011Paige Rasid
Matthew Nemerson gave a presentation about 2011 Introduction of key job growth and economic development issues for the Commerce Committee on January 20, 2011.
New company from Houston, TX launches medical breakthrough product now available to everyone! The first true patented medical technology to MLM markets finally arrives...
1) The document discusses how geopolitical uncertainty requires business leaders to prioritize stability, resilience, and relationship management over rapid growth.
2) It argues the old model of global stability is breaking down and being replaced by sustained crisis. The US is less willing to provide global leadership while emerging powers like China rise.
3) It recommends companies focus on stability through disciplined, purposeful growth rather than rapid growth for its own sake. Strong, decentralized organizations built around stability will be best equipped to thrive in today's ambiguous geopolitical environment.
Industry experts predict this could be the next Billion Dollar Giant. Let me show you how to turn a few hours a week with our proven simple system into potentially $1000’s per month with a powerful home-based business marketing a unique, patented product that has ZERO competition. www.DreamCerity.com
Nucerity International Business Opportunityqosheba915
The document promotes a multi-level marketing company called Nucerity International. It claims this is an ideal business opportunity during a time of economic crisis. The company offers medical skincare products and a hybrid compensation plan with various ways to make money including retail profits, bonuses for recruiting others, and rewards for building a team. The document argues that Nucerity provides convergence of opportunities in health, business ownership, and compensation that individuals should take advantage of.
The document promotes a multi-level marketing company called Nucerity International. It highlights the economic downturn as an opportunity for people to earn income through network marketing. The company offers skincare products and a hybrid compensation plan with opportunities to earn retail profits, bonuses for recruiting others, and matching commissions from team sales. The conclusion encourages readers to take advantage of the business opportunity by becoming a distributor.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Leaders are not actively engaged in driving innovation according to a study of leadership behaviors that support innovation. The study found that leaders more frequently demonstrated passive behaviors that accept ideas rather than active behaviors that challenge the status quo, prioritize time for ideation, or encourage information gathering over daily tasks. This indicates that leaders are not personally invested in innovation and do not make it a priority through their own active engagement.
This study examined the impact of age at Kasai operation on long-term survival for patients with biliary atresia. The study found that increased age at surgery had a continuous negative effect on survival with the native liver up until adolescence. The study estimated that performing the Kasai operation before 46 days of age for all patients could potentially spare over 5% of liver transplants performed annually in France for patients under 16. Therefore, the findings provide rationale for biliary atresia screening to reduce the need for liver transplants in childhood.
Don Meredith • Lincoln Financial Advisors Corp.
- The Millennial obsession by David Wismer
- Global decline in oil prices leads to “Fracklog”
- VIX ETFs not right for investors by Tom McClellan
- A generational shift in target marketing (Bryce Winkel, Transamerica Financial Advisors Inc.)
The document discusses the background and experience of current retail CEOs in the UK. It finds that:
- 31% gained expertise mainly through store operations and 25% only worked for a single retail business.
- 91% are male and 97% are white.
- 53% have a degree or higher education, lower than other sectors, and 28% have no further education.
- Nearly 60% were internal hires and 66% have no experience outside of retail.
- The profile shows limited diversity and mobility compared to other industries.
Report from WEF Davos 2009 - Presentation by Alec Hogg, Moneywebmoneyweb
The World Economic Forum is committed to improving the global state and holds annual meetings in Davos to set the year's economic agenda. The 2009 meeting saw record attendance from CEOs and government leaders. Speakers discussed the state of the global recession and opportunities emerging from the economic crisis, emphasizing the need for global collaboration on issues like climate change, infrastructure development, and renewable energy. While some leaders expressed optimism that the economic downturn would be temporary, others warned that the worst impact may still be coming and that significant financial sector reforms would be needed. Overall the forum called for a renewed spirit of global cooperation and shared values to guide the world's response.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
While a commonly-held mental image suggests that big corporations live very long lives,
the reverse is actually true quite often, and the lifespan of companies is decreasing as the
rate of change increases. The situation of accelerating change places ever greater
challenges before each and every company, and while innovation is obviously a response
to this dilemma, it turns out that not all types of innovation are equally valuable. Business
model innovation, the subject of this paper, has proven to a tremendous source of
competitive advantage. This paper examines many dimensions of business model
innovation, focusing particularly on the relationship between a company and its
customers, and the methods that companies use to grasp the bigger picture, or whole
system perspective, that enables them to understand how their enterprise relates to the
larger industry and broader economy in which it operates.
Agglomeration Information Pack_AG finalCallum Laing
- The document discusses problems that small and medium enterprises (SMEs) face, such as lack of scale, succession issues, demographic challenges, illiquidity, and difficulty creating wealth and expanding globally.
- It then describes the "Unity Agglomeration" solution created by Jeremy Harbour, which involves SMEs joining a holding company that provides instant scale through a consolidated financial profile and allows for succession through mergers. This publicly listed group also provides liquidity and motivates cooperation to increase share prices and drive orderly exits.
http://bit.ly/CEO-Survey-jan15
Selon la 18e édition de l’étude mondiale annuelle « Global CEO Survey » de PwC, dans le cadre de laquelle plus de 1 300 dirigeants ont été interrogés, 37 % d’entre eux estiment que la croissance mondiale sera meilleure en 2015, contre 44 % l'année dernière. Cependant, ils restent confiants dans leur capacité à générer une croissance du chiffre d’affaires de leur propre entreprise (39%, un niveau identique à celui de l’année dernière).
Les dirigeants soulignent que les menaces auxquelles ils sont confrontés ont augmenté ces trois dernières années : ils insistent notamment sur la montée en force de la concurrence, avec un marché qui devient sans frontières et l’arrivée de nouveaux concurrents issus de secteurs d’activité différents.
Pour rester compétitifs, les dirigeants identifient trois leviers essentiels : la transformation digitale, le renforcement des partenariats et la diversité des talents.
Les résultats de cette étude sont rendus publics aujourd'hui à l'ouverture du Forum économique mondial à Davos, en Suisse.
Pour cette 18e édition de l’étude mondiale annuelle de PwC « Global CEO Survey », 1 322 interviews ont été conduites dans 77 countries entre septembre et décembre 2014. 459 entretiens ont été menés en Asie-Pacifique, 455 en Europe, 147 en Amérique du Nord, 167 en Amérique latine, 49 en Afrique et 45 au Moyen-Orient.
PwC's 18th Annual Global CEO Survey 2015: Exploring the importance of technol...James Woodworth
Rethinking the business you’re in
We live in an era of unprecedented digital change – the type of change that’s reshaping the relationship between customers and companies, breaking down the walls between industry sectors and, by extension, prompting forward-thinking CEOs to question the very business they’re in.
Watch this short video to hear about what CEOs had to say on the global economic outlook and their own growth prospects for the months and
This document summarizes key findings from PwC's 18th Annual Global CEO Survey. The survey interviewed over 1,300 CEOs from 77 countries. Some of the main findings include:
1) 61% of CEOs see more opportunities for their businesses today than three years ago, while 59% see more threats. Many CEOs believe they can adapt to changing conditions.
2) CEO confidence in their own business growth prospects remains high despite concerns about the global economy and rising business risks. CEOs in Asia Pacific, North America, and the Middle East see the most opportunities.
3) To succeed, CEOs must focus on creating new opportunities through digital technologies rather than relying solely on market-led
One year ago business leaders’ feelings towards growth were sombre across the globe. A year later, and while Australian CEOs are feeling mildly more up-beat than their global peers, significant concerns still remain.
This year, we asked executives about their thoughts across key issues including partnerships, digital, talent and diversity, growth, capabilities, tax and regulation.
There is a dichotomy of perspectives across the board – with CEOs seeing as many threats to their business today as there are opportunities.
This document discusses how owning a franchise business may be a better investment than traditional assets like savings accounts, stocks, bonds, and real estate in the current economic crisis. It presents data on the performance of these traditional assets versus franchise businesses over the past 5 years. The document argues that franchising offers a way for individuals to generate wealth and achieve economic recovery faster than government bailouts. It promotes the concept of "Wealth 3.0" which is owning compounding franchise businesses as a superior strategy to compound interest from traditional investments.
This document discusses the potential of compound businesses, specifically franchises, as an investment strategy during economic downturns. It notes that the current financial crisis has led many to lose jobs and retirement savings, but that owning a business like a franchise can provide steady income and be a better investment than other options. The document uses a hypothetical model of a multi-unit franchise owner to illustrate how the income and equity in such businesses can grow steadily over time through reinvestment of profits. It argues that franchising in particular offers a lower risk way to benefit from business ownership compared to starting an independent business.
Why is the World Order Changing and why it is important to you, according to ...Wealth Migrate
Ray Dalio, the founder of Bridgewater Associates, one of the largest hedge funds in the world, believes the global economy is facing major challenges and changes due to high levels of debt, rising wealth gaps, and geopolitical tensions as China challenges U.S. dominance. Dalio outlines three major economic forces - productivity, short-term debt cycles, and long-term debt cycles - and argues the world is currently in a long-term debt cycle that happens every 75-100 years, which could lead to a major economic downturn in the next 2-5 years. He emphasizes the need for individual investors to diversify across different asset classes, markets, and currencies to weather economic storms.
Commerce Committee Presentation by Matthew Nemerson on January 20, 2011Paige Rasid
Matthew Nemerson gave a presentation about 2011 Introduction of key job growth and economic development issues for the Commerce Committee on January 20, 2011.
New company from Houston, TX launches medical breakthrough product now available to everyone! The first true patented medical technology to MLM markets finally arrives...
1) The document discusses how geopolitical uncertainty requires business leaders to prioritize stability, resilience, and relationship management over rapid growth.
2) It argues the old model of global stability is breaking down and being replaced by sustained crisis. The US is less willing to provide global leadership while emerging powers like China rise.
3) It recommends companies focus on stability through disciplined, purposeful growth rather than rapid growth for its own sake. Strong, decentralized organizations built around stability will be best equipped to thrive in today's ambiguous geopolitical environment.
Industry experts predict this could be the next Billion Dollar Giant. Let me show you how to turn a few hours a week with our proven simple system into potentially $1000’s per month with a powerful home-based business marketing a unique, patented product that has ZERO competition. www.DreamCerity.com
Nucerity International Business Opportunityqosheba915
The document promotes a multi-level marketing company called Nucerity International. It claims this is an ideal business opportunity during a time of economic crisis. The company offers medical skincare products and a hybrid compensation plan with various ways to make money including retail profits, bonuses for recruiting others, and rewards for building a team. The document argues that Nucerity provides convergence of opportunities in health, business ownership, and compensation that individuals should take advantage of.
The document promotes a multi-level marketing company called Nucerity International. It highlights the economic downturn as an opportunity for people to earn income through network marketing. The company offers skincare products and a hybrid compensation plan with opportunities to earn retail profits, bonuses for recruiting others, and matching commissions from team sales. The conclusion encourages readers to take advantage of the business opportunity by becoming a distributor.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Leaders are not actively engaged in driving innovation according to a study of leadership behaviors that support innovation. The study found that leaders more frequently demonstrated passive behaviors that accept ideas rather than active behaviors that challenge the status quo, prioritize time for ideation, or encourage information gathering over daily tasks. This indicates that leaders are not personally invested in innovation and do not make it a priority through their own active engagement.
This study examined the impact of age at Kasai operation on long-term survival for patients with biliary atresia. The study found that increased age at surgery had a continuous negative effect on survival with the native liver up until adolescence. The study estimated that performing the Kasai operation before 46 days of age for all patients could potentially spare over 5% of liver transplants performed annually in France for patients under 16. Therefore, the findings provide rationale for biliary atresia screening to reduce the need for liver transplants in childhood.
I am business development professional with work experience in big multinational companies and small start up companies. I have experience developing projects in USA, Mexico, Belgium, Germany, India and Singapore.
In addition I am a dynamic public speaker, I had been invited to speak at several leadership development conferences in: Belgium, Brazil, Serbia, Germany, Portugal, France, Spain, Mexico and Singapore.
Specialties
Digital Marketing, Leadership Development, HR, Intercultural Communication, Sustainability, Project Management
The document provides tips for doing business in Indonesia, including that the Indonesian economy is growing and influential in the region, with the rupiah as its currency. Meetings involve respecting posture and pauses, exchanging business cards and gifts. The concept of "Bapakism" means respecting elders, while communication styles mean pauses indicate thinking, and "yes" could mean "maybe". Proper dress codes for men include suits without ties, and no shorts or skirts for women. Teams work collaboratively rather than individually.
Fun and games, indoor and outdoor activities, designed specifically to cater to all ages and specific recreational facilities ensure that every holiday you take will be special.
Weight Loss Idealiss 'Natural Capsules'clarkadsila
Idealiss Pills contain natural and effective slimming ingredients including Calluna vulgaris, L-carnitine, Chitosan, Green Tea, Melissa officinalis, and are enclosed in a natural capsule to aid weight loss.
This document provides an introduction to the properties of matter for grades 10-12. It defines matter as anything that has mass and volume, and explains that matter exists in three phases (solid, liquid, gas) and two forms (mixtures and pure substances). Mixtures are classified as either homogeneous or heterogeneous, while pure substances are either elements or compounds. Examples are given for each category of matter.
Este documento ofrece consejos sobre la etiqueta en la oficina, incluyendo ser puntual, vestirse apropiadamente y usar palabras como "por favor" y "gracias". También recomienda saludar a los compañeros, moderar el tono de voz, pedir permiso antes de tomar objetos ajenos y respetar la privacidad de los demás. El propósito de seguir estas reglas de etiqueta es llevarse bien con los demás en la organización.
Sustainability refers to meeting the needs of the present without compromising the ability of future generations to meet their own needs. It encompasses environmental, social and economic dimensions. True sustainability requires consideration of all three pillars of sustainability - environment, society and economy.
The tiger population has declined drastically due to poaching and habitat loss. Tigers now exist in less than 7% of their historic range, and three subspecies have gone extinct in the last 80 years. While poaching for skins and body parts as well as illegal wildlife trade have significantly reduced tiger numbers, conservation efforts in some areas are showing signs of success, such as in Russia where the population has increased to over 500 tigers. Overall the document discusses the threats faced by tigers and importance of conservation groups in protecting the species.
El documento describe las distintas fases del proceso de desarrollo tecnológico: 1) planteamiento del problema, 2) búsqueda de información, 3) diseño, 4) planificación, 5) construcción, 6) verificación, y 7) presentación. Cada fase tiene un propósito específico como identificar el problema, investigar soluciones potenciales, diseñar una solución, organizar el proyecto, construir el producto, probarlo y presentarlo.
This document provides guidance on company meaning and mantras, innovation strategies, and presentation tips. It suggests companies define their meaning and mantra. It also recommends companies continually innovate by moving from factory to fridge to personalized ice production. The document encourages customizing presentations and allowing many ideas to blossom while avoiding complacency. It closes with examples of underestimated technologies to inspire continued progress.
Fundamental Cost Reduction - ManufacturshipMichael McLean
This document discusses the need for fundamental cost reduction in businesses. It notes that while cost reduction was a priority in the past, many companies now believe there is no more fat to cut. However, the business environment continues to change rapidly with factors like a rising Australian dollar, increasing costs, and competitive pressures. This makes dramatic cost reduction an imperative once again. The document argues there is still potential for 30% more cost reduction through new, innovative approaches that look beyond traditional areas and focus on the entire enterprise. It explores challenges with current cost reduction approaches and potential new strategies around people, processes and spending.
The document discusses how the current job market is uncertain and unstable, with long-term unemployment and increased competition for jobs. It suggests that individuals can no longer rely solely on traditional careers and need to take control of their own futures by exploring self-employment options such as small business ownership or franchising. It promotes speaking with the author, Gerri Sefi, a self-employment coach, to discuss career transition options and how to find the right business opportunity.
The document discusses how the traditional career economy has changed and more job uncertainty exists. It suggests exploring alternative career options like self-employment and franchising. Statistics are given showing recessions often spur new businesses and the risks of small businesses. The key messages are that corporate jobs no longer ensure financial security, individuals must take control of their own futures, and franchising can manage business risks while pursuing financial freedom.
This document provides information on international business opportunities and challenges in North America. It discusses the size and diversity of the US economy and market. It also outlines key considerations for British companies looking to enter the US market, such as cultural differences, regulatory requirements, and working with a partner like Avitus Group that can help navigate establishment and growth in the US.
For the past 10 years, global central banks have created policies to artificially suppress interest rates to the lowest levels ever recorded.
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This issue of the IceCap Global Outlook shares our view on Canadian Provincial Debt markets and why we believe it has a high probability of evolving into a significant liquidity event for Canadian investors.
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Organizational Change and Stress ManagementSource Jeff Moore.docxalfred4lewis58146
This document discusses organizational change and stress management. It begins by identifying forces that drive organizational change, such as changes in technology, competition, and social/economic trends. It contrasts planned, intentional changes from unplanned changes. Sources of resistance to change are then described, including individual factors like fear of the unknown and organizational inertia. Finally, the document outlines approaches to managing change, such as education/communication, participation, facilitation, negotiation, manipulation, coercion, and therapy/support. It concludes by defining stress and its impacts, and contrasting individual vs organizational approaches to managing stress.
Kevin Lynch on Innovation at IPAC Annual Conference August 20 2012Shahab Khan
“THE NEW GLOBAL REALITY: YOU WANT TO BE
COMPETITIVE, YOU BETTER BE INNOVATIVE!”
by
The Honourable Kevin G. Lynch
Vice-Chair, BMO Financial Group
to
Institute of Public Administration of Canada
L'Institut d'administration publique du Canada
64th Annual Conference
St. John’s Newfoundland
August 20, 2012
The final installment of the Globalization: America’s Leadership Challenge Ahead article series will focus on several of the major action steps to help you improve your business performance and prepare for greater success in the rapidly changing global economy.
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3 solving canada's business crisis the brutal facts
1. Navigate the FutureTM
“Solving Canada’s Business Crisis - The Brutal Facts”
Issue 5 - Volume 3
Fall 2013
Executive Report on Leadership & Business Strategy
2. It has become increasingly obvious, to those who watch the global economic scene,
that Canada is at serious risk of becoming a marginal player on the world business
stage. There are many complex and historical reasons for this, but chief amongst
them is the fact our long standing “deficit of ambition” has finally caught up with us.
Our luck and good fortune have evaporated, and complacency has conspired to put us
at a disadvantage in a world where drive, innovation and urgency have become the
touchstones for business and economic success.
In my new book “Straight Talk on Leadership - Solving Canada’s Business Crisis”, I
provide both a diagnosis as well as a prescription for this predicament. In this edition
of Navigate, I draw upon data and research which not only reinforces my concern, but
sharpens the perspective and adds weight to my arguments - for those who might
otherwise reject the core premise.
Amongst those who have arrived at virtually the same conclusion are:
Deloitte - The Future of Productivity Report I OECD - Economic Survey I World Economic Forum
Conference Board of Canada - How Canada Performs I Martin Prosperity Institute
The Institute for Competitiveness and Prosperity
Canada desperately needs its business leaders to wake up from their self-induced
slumber, and join together in a dialogue of national economic renewal in order to
chart a national economic plan for the future. The issue, as I attempt to scope it
here, is not so much a criticism of how well we are doing, or have done, but how well
we are living up to our potential to perform even better. It is by that measure that
virtually all experts agree we are in decline.
It is our competitiveness gap. It is our prosperity gap. It is our national dilemma.
R. Douglas Williamson
Chief Executive Officer
In Our View ...
3. When it comes to their own businesses, leaders generally understand the minute
detailsandspecialdynamicsoforganizationalproductivity.Theyintuitivelyappreciate
how the various interrelated inputs lead to the eventual outputs. They understand
how paying careful attention to each part of the value chain can impact the bottom
line. Somehow, when it comes to the national economy, the pursuit of our collective
long-term interests, and improving the overall performance of the consolidated
Balance Sheet and P & L, we fall victim to a severe case of “best practice amnesia”.
Productivity improvement suddenly becomes an unspoken, complex mystery we
choose to ignore rather than address.
There is no shortage of reputable business leaders and organizations sounding the
alarm bell about the decline in relative productivity we have allowed the country to
fall victim to.
Here are just a few quotes from Deloitte’s “The Future of Productivity Report”.
“A finite window of opportunity is presented by today’s promising economic conditions. To
capitalize on this window of opportunity, business leaders must fundamentally re-examine
their attitudes towards intelligent risk to ensure their future competitiveness.”
“A significant portion of Canadian firms mistakenly believe they are making competitive
levels of investment when they are not - causing them to slip behind their peers.”
Canadian business leaders must wake up to the crisis we have created and work hard
to overcome our national “deficit of ambition” which is causing us to cruise on auto
pilot when we should be surging forward with fierce resolve and boundless energy.
The Productivity Challenge ...
4. There will be many Canadians (and no doubt many business leaders) who will read
this and deny the existence of any problem whatsoever. They will charge hyperbole,
exaggeration and overstatement. They will point to how well Canada came through
the recent global economic crisis, the strength of our banking system, and the fact our
national budget deficit would be the envy of many. In fact, they may not take kindly to
any suggestion at all that Canada is falling in global presence and relevance.
Canada’s Comparative Productivity vs. the U.S.A.
Mid - 1980’s 91%
Today 80%
Average Workers Contribution to GDP per hour
USA $60.77
Canada $47.66
Source: Deloitte - The Future of Productivity Report
Unless we take aggressive steps, right now, to reverse this trend, we will not only
become even less competitive on the expanding global scene, but we will no longer
even be able to compete within the slowly shrinking confines of North America. At that
point, our proximity to the vast US market will have gone from being an advantage to
becoming our biggest curse.
We need the courage to lead ourselves out of the wilderness of rapidly diminishing
relevance, and it must be business leaders, not governments, who show this leadership.
Declining Advantage ...
5. The New Creative Destruction
It was back in the 1930’s the expression “creative destruction” was coined to describe the
natural process of economic renewal and regeneration which underpins the passage from
one economic era to another. Joseph Schumpeter’s principle showed how organizations
(and also countries) move along a continuum on which, as they mature. They eventually
come to a point where they have a choice to make - adapt, transform, reinvent or die!
Pioneer
r
Grow Mature Decline
e
Reinvent
t
In the case of Canada, the evidence would seem to indicate that forces have conspired
against us. It’s time for business leaders to heed the call of the mounting evidence, and
shift from chronic mediocrity to hypercompetitiveness.
Source: Deloitte - The Future of Productivity Report
6. Sleeping next to a giant has both its benefits and its disadvantages. It has been
Canada’s good fortune, during a period of American economic dominance, that we
could easily trade with our cousins to the south without any of the cultural, linguistic
or other barriers the rest of the world might put in our way. We rode the American jet
stream for all it was worth, and for Canadian businesses, it provided a comfortable,
reliable source of growth.
Growth is not so easy to achieve in the new world order, and it will certainly not just
come to us, we will have to go out and get it - the hard way! While it can be tiresome
to constantly benchmark ourselves against the USA, it does offer a sharp contrast to
sober our reality, especially when it comes to labour productivity growth.
This measure of relative competitiveness has been in decline for many years. In the early
1980’s, the US and Canada were in an almost dead heat when it came to productivity.
However, for 30 years now, the rate of growth in GDP generated per hour in Canada
has been slower than in the US, and the gap has consistently widened.
Today, our productivity per worker is only 78.3% of the USA.
GDP per hour (2012)
Norway - $74.88 I USA - $63.22 I Australia - $54.86 I Canada - $50.25
Countries with Labour Productivity Growth greater than Canada
Korea I Russia I Czech Republic I Hungary I USA I Sweden I Japan I Austria
Finland I Israel I UK I Australia I Spain I Portugal
France I Belgium I Germany
The Yanks and Us and Others ...
7. Canadian companies appear to be afraid of growth or, at a minimum, simply don’t
know how to chase it or maintain it as a necessary part of sustainable business
success. According to The World Bank, it is easier to start a business in Canada than
almost anywhere else in the world (except New Zealand and Australia). However,
the evidence suggests we have a huge challenge when it comes to growing our
businesses into significant size and scale.
Deloitte’s “The Future of Productivity Report” puts it very well (if all too painfully)
when they suggest our problem is the fact we seem to excel at “turning our gazelles
into water buffaloes”. According to Statistics Canada (June 2011), this inability to
grow from a small to a medium sized business in Canada is most starkly revealed
in the underperformance of our medium sized companies. While our large and
small businesses do their share to contribute to GDP, it is the nascent medium sized
businesses that are letting us down.
Contribution to GDP by firm size
Large Business - 45.7% I Small Business - 41.9% I Medium Business - 12.4%
A study of companies who have crossed the five year threshold of existence shows
that, amongst the OECD countries, only 2.66% of all our Services firms and 3.16%
of our Manufacturing firms would be considered high growth by world standards.
This dismal result places us squarely in the bottom quartile of all OECD countries.
Services firms
Considered high growth
Manufacturing firms
Considered high growth
Canada 2.66% Canada 3.16%
Netherlands 3.66% Israel 4.50%
Sweden 4.91% USA 5.71%
The Widening Investment Gap ...
8. Canadians are not as well informed as they should be about the composition of our
national business foundation. This leads to misconceptions and misunderstandings
about what actually makes business tick in our country. We are too easily influenced,
and perhaps enamored, by the big companies which make the headlines (BlackBerry,
most recently) or by the huge profits of the big banks (every Quarter). The fact of
the matter is, Canada is actually more a nation of shopkeepers and small business
operators than of corporate giants of global repute.
The difference is important in terms of understanding how employment is created,
how export trade is done and how policy is set to encourage growth and investment.
Here are some key statistics from StatsCan and Industry Canada as at July 2012:
• Number of employer businesses - 1,122,000
• Number of small businesses (fewer than 100 employees) - 1,100,000
• Percentage of Canadian businesses with fewer than 100 employees - 98%
• Percentage of all businesses considered Good Producing - 22.7%
• Percentage of all businesses considered Service Producing - 77.3%
• Small business contribution to GDP - 30%
• Percentage of total Labour Force in small business - 48%
• Survival rate of small businesses after 5 years - 51%
• Percentage of small businesses owned by women - 17%
At the top end of the market, even our largest companies are virtual minnows when
it comes to the number of employees they have compared to the USA.
Top 50 Firms by Employees (Average Number)
Canada - 43,000 I USA - 249,000
The Importance of SME’s ...
9. It has long been felt Canadians are more risk averse than our American cousins and,
when it comes to business, the evidence is compelling. Two bits of data support this.
Deloitte’s Executive Risk Behaviour Index
(Measuring the relative risk appetite of business leaders)
Canada 47.4%
USA 57.7%
In short, we abhor risk and hate uncertainty, and wonder why our success is tempered!
StatsCan / Industry Canada Survey of Business - 2011
(Noting the most frequently cited obstacles to innovation)
Risk and Uncertainty - 47%
Lack of Skills - 28%
External Financing - 25%
Regulatory issues - 18%
Interestingly, the most popularly reported barriers to business success (lack of access
to financing and the burden of regulatory compliance), when combined, still comprise
less of a burden than does plain, simple, old fashioned fear of risk and uncertainty.
In a world where risk and uncertainty are on the rise, it is hard to imagine how
Canadian business can survive, let alone thrive, unless we stiffen our spine and begin
to develop a tolerance for ambiguity.
Canada’s fear of global trade, which can be measured by the comparatively few
Trade Agreements we have entered into, is another factor holding us back.
Number of Free Trade Agreements in Place
European Union Countries - 70 I Chile - 52 I Mexico - 44
Singapore - 24 I USA - 17
Canada - 10
Entrepreneurship in Canada ...
10. It seems, from the OECD Report on Research and Development, that Canadian
business invests less in business R & D than the OECD average. In fact, our fear of the
unknown and love of certainty, result in us investing less than 1% of GDP, when the
OECD average is 1.6%.
This means we rank behind the following countries:
Israel 3.4% I Korea 2.8% I Finland 2.7% I Denmark 2.1%
USA 1.9% I Belgium 1.3% I Australia 1.3%
It also means we are in the bottom quartile, along with countries such as:
Italy .7% I Hungary .7% I Portugal .7% I Estonia .8%
Another revealing fact, from the same OECD Report, shows the rate of R & D
investment (when compared to the 27 OECD countries) actually gets worse by size of
company. In other words, our ranking falls the bigger the company size.
• Small firms (fewer than 50 employees) - Canada ranks 8th out of 27
• Medium sized firms (50 - 250 employees) - Canada ranks 15th out of 27
• Large firms (more than 250 employees) - Canada ranks 16th out of 27
This tells us the bigger we get, the more we starve ourselves to death!
Death by Starvation ....
11. We have much to be grateful for in Canada. No one can take that away from us.
We remain a sought after destination for many less fortunate in their homelands,
who choose to come to our shores in search of opportunity, tolerance and justice.
Unfortunately, the lustre is off the promise and, in relative terms, we are slipping
backwards. In the words of Deloitte’s “The Future of Productivity Report”, “Canadian
companies accept the traditional progression as inevitable, blaming their eventual
decline on circumstances beyond their control”. It need not be that way!
Wake-up Canada
We need to banish our overconfidence and complacency. According to Deloitte’s
report, a stunning 36% of Canadian companies actually believe they are doing better
than they really are, while another 17% know they are underperforming and don’t
care. Somewhere along the line, we need to enter into an adult conversation with
ourselves, bereft of clouded judgment, over confidence, delusion and naiveté.
Think Fast Forward
The past is no guarantee of success, especially in a world shaken by new forces, both
economic and social. While the rose coloured glasses of nostalgia may provide some
comfort on a cold night, they will not help us envision a path forward. We are going
to live in the future whether we like it or not, so better we design the future than
become captives to someone else’s design.
The World is our Oyster
The Canadian brand resonates everywhere in the world, but if we don’t leverage our
brand, the inherent value will be lost. It’s time for Canadian business to be bold and
venture off the safe confines of North America. We will find friends and customers
elsewhere, waiting to accept us as partners in shared success and growth.
Steps to Take :: Actions to Consider
12. Build Global Leaders
The world of business is a global business, and Canada needs to develop young
leaders who are both willing and capable of innovating and being as comfortable
in Dubai as Detroit, Mumbai as Miami, and Hong Kong as Hollywood. We
have not done a good job of preparing for the global economy when it comes
to our leadership bench strength and, while it is overdue, it’s not too late.
Plan the Attack
Canada needs a Strategic Plan. We have outsourced our national economic future to
electedofficialsandbureaucratswhomaybewellintentioned,butareevenlessqualified
than our business leaders. The country has good minds and original thinkers and it’s
time to harness them, for the sake of our country, and ask them to put the future of their
nationaheadoftheirselfinterest.Itwillnotbeeasy,butthennothingworthwhileeveris!
Place Smart Bets
While Canada is large in terms of geography, we are small in terms of population. We
have to conserve our resources, and apply logic and common sense to the choices we
make. Like every Canadian family, we can’t always have everything we want and we
have to make choices. No one has a crystal ball, and some choices will require risk,
but we are better to place a select number of wise portfolio bets, rather than ride the
risk free route to average results in a world that demands more and rewards the brave.
Execute with Brutal Determination
Throughout history, Canadians have risen to the challenges facing them time
and time again. We will have to do it once more. It is part of the Canadian DNA
to dig in and fight when the chips are down. There can be no corner of Canada
left behind. We need all Canadians to put their shoulder to the wheel. All that
remains is for someone to give us a solid business case and a good cause.
13. The Beacon Group is a Canadian-based professional services firm supporting clients
throughout North America and around the world. We work with organizations in all
sectors and industries in the development of their business strategies and in leveraging
their investment in human capital. Our full line of service offerings ensures we are not
only able to help leaders understand the strengths, weaknesses and opportunities of their
organization, but also develop and deliver programs that address their key areas of concern.
Our Core Values
In all aspects of our client relationships we commit to being:
- Forward thinking | Pragmatically radical
Thought Leaders - Innovative | Audacious
Responsive - Fast acting | In touch
Agile – Enthusiastic | Nimble
Passionate - Loving what we do | Creating passion in others
Customer Driven – Dedicated, involved | Totally committed
The Beacon Group is ...
TALENT
TALENT ASSESSMENT &
PERFORMANCE ENHANCEMENT
PERFORMANCE + POTENTIAL
MAXIMIZING ORGANIZATIONAL HEALTH
&
IMPROVING BUSINESS PERFORMANCE
ORGANIZATIONAL TRANSFORMATION
& EFFECTIVENESS
TALENT IDENTIFICATION
& DEVELOPMENT
LEADERSHIP
MANAGEMENT TRAINING &
LEADERSHIP DEVELOPMENT
DESIGN + DELIVERY
CULTURE
ORGANIZATIONAL &
CULTURAL ASSESSMENT
ENGAGEMENT + FITNESS
STRATEGY
STRATEGIC THINKING &
PLANNING
FACILIATION + DIALOGUE
14. The Beacon Group is represented by a diverse group of talented individuals who come from a
wide variety of professional backgrounds. This breadth of knowledge and experience is what
we believe sets us apart.
Our essential goal is to assist senior leadership teams in their efforts to:
• Optimize — their strategic positioning and market opportunities.
• Maximize — long-term organizational health and effectiveness.
• Develop — overall leadership competency and fitness.
• Create — sustainable levels of superior performance.
We do this by partnering closely with our clients to ensure their strategic business objectives
are fully and adequately aligned with the capacity and capability of their people.
Our ultimate aim is to ensure leaders, at all levels within an organization, are better able to
understand the world in which they live, better able to make sense of the conditions they
face and better equipped to deal with challenges as they arise. As a result, we ensure they
are better able to influence their future and realize their potential.