Ivey Business School

Ivey Business School

  • The Art of Business Relationships Through Social Media

    The importance of relationship-building in business has been discussed extensively in the academic literature. But its importance in the business world is often under-acknowledged

  • Six Signs that your Innovation Program is Broken

    A successful innovation is a little like an iceberg: Look under or behind the innovation and you’ll see the smart practices, processes and structures that supported the success of the innovation. Herewith, six practices to avoid, and that are sure to compromise the chances of success

  • Thriving with the crowd: Marketing with (and against) the New Influence Peddlers

    Moving at the speed of the crowd has become mandatory for any company that is on the web (which is just about every company). These companies must understand how influence gets peddled in the marketplace today (and constantly refresh their understanding) – and they must constantly reevaluate how customers are influenced and what the appropriate response should be. Readers will learn what the responses should be in this article

  • How to leverage the intelligence of the crowd to drive exponential change

    The wisdom of collectives is prolific and ubiquitous in the world of open innovation, where crowds are tapped to surface and solve problems, discover opportunities, create new products and design creative experiences. Most people don’t realize, however, that crowdsourcing, as a technique, has been around much longer than our current digital history

  • Business Models for an Era of Innovation Glut

    It seems that innovation today goes to the company that simply says that its product or service is “innovative.” The real problem for the client or consumer, is that each supposedly new innovation has a “me too” look. As this author writes, knowing your market and differentiating sharply on value will enable your product or service to stand out in the crowd. He describes the steps to take in this article

  • Taking the leadership leap: Developing an executive pipeline for India's future

    This article expands the argument and details the shortcomings in Indian management practices. The authors propose how the generation of business leaders who have powered India’s growth these last 20 years or so can ensure the development of the next generation of leaders

  • Chinese State-Owned Enterprises in Africa: Myths and Realities

    Chinese state-owned enterprises (SOEs) are often depicted as the new colonials in Africa, rapacious exploiters who lack transparency and good corporate citizenship. But the reality is rather different

  • How to Gain Role Clarity and Lead from any Position

    To lead while being clear about one’s role requires a shift from being a smart leader to become a wise leader. Wise leadership involves knowing the limits of smartness. It contextualizes your smartness and helps you act with role clarity, humility, and intuition to be effective in your life and organization. Readers of this article will learn how to make this difficult transition

  • Leadership and Risk Culture

    It is only slightly arguable, but many believe that the ability to manage risk is the crucible of a leader’s effectiveness. Failure to manage risk and to develop a risk-focused culture will sink the company and the CEO. Citing two recent, highly visible cases, these Ivey professors describe how the leaders of TD Bank Group and Maple Leaf Foods designed and implemented a strong risk management ethos and strategy in their companies

  • Making Big Data Real

    Many of the business models used in digital marketing channels are going the way of their counterparts who have become dinosaurs in the offline world. But the market is about to be forced to organize by the vendors offering distinctive services that solve business problems for publishers and marketers, and by strategic investors seeking to create a more efficient marketplace. This author, an authority on trends and developments in digital marketing, describes the forces and the companies setting