Benefit from the knowledge of Rotman's team of experts with this collection of insightful and thought-provoking articles.
By Joanne Goveas“Be curious, be lazy, be often,” says Michael Bungay Stanier, one of the world’s top three leadership coaches.
by Emily McCutcheonWithout a background in AI, are you able to make smart decisions about how to take advantage of this new technology?
By Jennifer Riel and Roger MartinOpposing models are only a problem when we choose to treat them as such.
By Hugh Arnold and Ross WoledgeSometime in the last decade the role of the CFO morphed from number cruncher to powerbroker. Gone are the days of the lonely accountant, kept isolated from the rest of the company. Today, the world's most successful CFOs are innovators who command a room and are sounding boards for the CEO. For aspiring CFOs this raises the question: Am I on track to become this valuable strategic partner?
By Emily McCutcheonThe business landscape changes more quickly than ever now, and we are facing massive changes in the demographics of the workforce as well as disruption. So what is it that makes some leaders so much more successful than others?
By Joanne Goveas“I believe that everyone has within themselves the capability to lead if they only know how to break the idea of leadership into understandable chunks and then integrate it back into a more powerful whole,” Jim Fisher, The Thoughtful Leader.
Interview by Beatrix DartCIBC’s CEO explains why he became chair of Canada’s 30% Club, and what his bank is doing to attract — and keep — top female talent.
Interview by Karen ChristensenLarge, established corporations often have trouble staying relevant over time. Not so for Estée Lauder. CEO Fabrizio Freda explains.
By Brian GoldenGood community-based care can prevent the need to go to hospital and can help patients leave sooner. Community-based healthcare is not only attractive to patients and system administrators; increasingly, it's the way of the future.
By Emily McCutcheonThe face of leadership has changed dramatically over the past few years. Today, executives and directors need to have a high level of financial literacy in order to better fulfill their leadership mandate. But what does that look like, exactly?
By Bernardo Blum, Avi Goldfarb, and Mara LedermanWhy is data everywhere but in the perceived results of using data? Why have many businesses been unable to leverage the asset that their data represents?
By David BeattyOne of the most valuable and enduring outcomes of the global financial crisis – not to mention the major corporate blowups of the early 2000s – has been the elevation of corporate governance to a daily topic of conversation.
By Joanne GoveasLast week, we welcomed a diverse group of professionals from the private and public sectors of Canada, the US, and as far away as New Zealand, to our Leading Strategic Change program. The program uses a model-based problem solving approach to help participants effectively lead transformative initiatives at their organizations.
Interview by Richard Piticco, CPA, CAWhat does AI mean for businesses big and small? What key opportunities and challenges does it present? Two experts on the topic weigh in: Rotman School Dean Tiff Macklem and Scotiabank CTO Michael Zerbs.
By Lauren Friese and Rumeet BillanUnderstanding and learning how to lead this new generation has become an integral part of organizations’ people strategy.
By Joanne Goveas“What got you here may not get you there.”Marshall Goldsmith
By Tom McCullough, CIM, CIWM, CFBANorth America is in the early stages of a massive intergenerational wealth transfer with almost $1 trillion changing hands each year, and this may be just the tip of the iceberg.
By Mihnea Moldoveanu and Roger Martin‘Stretching’ the mind to achieve both breadth and depth is a skill that will be of increasing value in our complex environment.
By Emily McCutcheonToo often boards aren’t able to carve out enough time for the HR Committee. It’s easy to forget. And boards know this. On average, boards spend about 11% of their time on talent management, but 53% of directors want to increase that number. So, what’s stopping them?
By Dilip SomanOne of the most popular courses at the Rotman School is an MBA elective called "Getting It Done." This course is not a course about any business discipline. It is simply a course that teaches students how to get things done. Why is it so popular? In the words of its instructor, "Because life is a series of getting things done."
by Emily McCutcheonYour organization will change. It’s a fact. In a highly competitive global business environment, being able to adapt quickly to new conditions is a key predictor of success.
By Emily McCutcheonWhat’s the best way to get someone to do something? You can incentivize them financially, you can limit their choices, or you can nudge them. Nudging is an insight from the field of behavioural economics, a way to get someone to do something without restraining their freedom or changing the financial incentives.
By Tiff MacklemIn an increasingly global and digital economy, finding and developing the best talent has become a determining factor in a company's survival and success.
Understanding and managing attention is now the single most important determinant of business success.
By Joanne GoveasCan you leave a negotiation with both you and your counterpart feeling like you won more than your fair shares? That’s what we set out to discover last week at Rotman’s Strategic Negotiations Program.
By Rose Patten and Hugh ArnoldThe "new normal" in business is disruption and change, and it comes with a call to action for companies – and leaders – to adapt and reinvent themselves.
By Jim Fisher and Rose PattenWhat does leading mean in a diverse, globalized workforce that must be engaged with a broad, corporate vision, yet in a way that fits with employees' local cultures, values and expectations?
By Anita McGahan with Costas Markides, London Business School In thinking how to solve some of our biggest global problems — issues like poverty, malnutrition and climate change — a good place to start is by identifying some of the small changes that could yield big improvements.
Interview by Karen ChristensenRotman Professor Sarah Kaplan describes the emerging investing movement that is using a ‘gender lens’ to uncover value.
By Jennifer Riel and Stefanie Schram Strategy is an old concept, but a fairly recent business phenomenon. The concept of strategy – a set of choices that position you to win against your competition – is as old as sport, as old as warfare, as old as one human being plotting out how to defeat another.
By Emily McCutcheonMore of our economic and social activity resides online than ever before, and more content continues to shift to the digital space. The amount of and types of data that organizations have access to continues to grow alongside this trend, meaning it is no longer possible for leaders to ignore data.
By Geoffrey LeonardelliNo doubt, negotiating effectively is hard work, and in spite of our best efforts, does not guarantee a deal. That noted, prospecting negotiators, the ones that focus on opportunity, are more likely to find better deals for themselves and, if the circumstances allow, better deals for their counterparts too.
By Jennifer Riel (MBA ’06) and Stefanie Schram (MBA ’10)Visualization literally forces us to ‘fill in the blanks’ as gaps in the model become clear. Jennifer Riel and Stefanie Schram talk Design Thinking.
By Emily McCutcheonBeing an experienced manager isn’t enough to help you move into a more senior position any more. To succeed in today’s rapidly changing world, great managers need to develop their leadership capabilities to continue your journey to senior leadership.
By Emily McCutcheonNegotiation skills may not always appear on a job description, but having them will help you in almost any role. To be an effective leader you need to be able to balance analytical skills with a broad array of decision making and interpersonal skills. This is no easy task. So how do great leaders build or develop their negotiations skills so they can add value to any situation? They practice.
By Julie McCarthy and John TrougakosFeelings of anxiety are a pervasive problem in today’s fast-paced work environment: in recent surveys, 41 per cent of workers reported ‘elevated levels’ of workplace tension, and studies show that as many as 80 per cent feel ‘stressed out’.
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