Rotman School of Management, University of Toronto

shopping_cart_outlined
category_outlined / Business & Finance
Rotman ManagementRotman Management

Rotman Management Fall 2016

Published in January, May and September by the Rotman School of Management at the University of Toronto, Rotman Management explores themes of interest to leaders, innovators and entrepreneurs. Each issue features thought-provoking insights and problem-solving tools from leading global researchers and management practitioners. The magazine reflects Rotman’s role as a catalyst for transformative thinking that creates value for business and society.

Country:
Canada
Language:
English
Publisher:
Rotman School of Management, University of Toronto
Read Morekeyboard_arrow_down
BUY ISSUE
$19.90(Incl. tax)
SUBSCRIBE
$52.45(Incl. tax)
3 Issues

IN THIS ISSUE

access_time1 min.
join our online community

rotmanmagazine.ca Our mobile-friendly site makes browsing fast and accessible wherever you go! INCLUDES: • Exclusive interviews with thought leaders like Don Tapscott, Linda A. Hill, Max Bazerman, Paul Osterman, Roger Martin, Amy Edmondson and MORE • The latest research from leading academics at Rotman and other top schools like Harvard, Stanford and Wharton • Videos of guest speakers and Rotman faculty • Recommended must-read business books “The digital revolution is bringing a new and radically different platform for business and other institutions that can take us through the next quarter-century of human progress.” DIGITAL SUBSCRIPTIONS Enjoy reading Rotman Management on the platform of your choice with a digital subscription. Available on Zinio, iTunes, Pocketmags and PressReader. rotman. utoronto.ca/digital BACK ISSUES Missed an issue? Visit: rotman.utoronto.ca/backissues CONNECT WITH ROTMAN MANAGEMENT! Join the conversation on Twitter @RotmanMgmtMag Get inspired on Pinterest pinterest.com/rotmanschool Visit our YouTube channel Speaker series highlights, interviews, and…

access_time2 min.
the disruptive issue

DISRUPTIVE INNOVATION KNOWS NO BOUNDARIES: eBay and Craigslist killed classified ads; Starbucks’ drowned out traditional coffee shops; Uber upset the taxi industry worldwide; Skype provided free long-distance calls — with video — outdoing giants like Bell and AT&T. In each instance, innovative — and some would say disruptive — entrepreneurs have produced powerful competitive advantages and tremendous wealth. Could you or your company be next? Let’s find out: try answering the following statements with a simple Yes or No: I often ask questions that challenge fundamental assumptions. ____ I creatively solve challenging problems by drawing on diverse ideas or knowledge. ____ I get innovative ideas by directly observing how people interact with products and services. ____ I regularly interact with diverse people to find and refine new business ideas. ____ I frequently experiment to create new…

access_time7 min.
machine learning and the market for intelligence

FOR MOST PEOPLE, it is not easy to picture the buying and selling of cognitive capabilities that have traditionally been embedded in humans — things like judgment and decision-making. Yet, thanks to recent advances in machine learning, we face the very real possibility of precisely such a ‘market for intelligence’. Given the potential of this market to transform the global economy, we must all begin preparing —now — for its emergence. In 2014, upon reflecting on the significance of achieving artificial intelligence (AI), renowned physicist Stephen Hawking wrote: “The potential benefits are huge; everything that civilization has to offer is a product of human intelligence; we cannot predict what we might achieve when this intelligence is magnified by the tools that AI may provide; but the eradication of war, disease, and…

access_time6 min.
the business opportunity of the century

In the Information Age, we have more choices than ever before — which makes choosing harder than ever. If you go to your local Barnes & Noble store, you can choose from maybe 50,000 books; but Amazon offers millions. Thankfully, it also has a ‘model of you’, based on everything you’ve ever done on the site. Effectively, this model does your browsing for you, and presents you with your own bookshelf, different from everyone else’s. Netflix has a similar model for movies. These customer models generate 33 per cent of Amazon’s revenue and 75 per cent of Netflix’s. Such models aren’t just for books and movies: increasingly, they are being created for everything we consume, online or offline. Even Walmart uses machine learning to decide which goods to stock and where…

access_time12 min.
thought leader interview: vijay govindarajan

Describe the universal challenge faced by today’s leaders. Modern executives face two fundamental challenges: optimizing their existing business while at the same time, innovating to create new value for the future. The problem is, these challenges call for a completely different set of metrics, mindsets and leadership approaches. Managers and executives, consultants and academics have long wrestled with how to achieve this, and in response, some of them have embraced a concept known as ‘ambidexterity’ — the organizational capability to fulfill both the innovation and execution imperatives at once. However, the challenge goes beyond managing today’s business while creating tomorrow’s. I have found that a critical third element is required, and that is proactively letting go of yesterday’s values and beliefs. The fact is, to get to the future, you must build…

access_time1 min.
non-linear innovation at hasbro

In the mid-1990s, toy giant Hasbro saw itself as a product company, with offerings consisting mainly of toys (G.I. Joe, Transformers, My Little Pony) and board games (Life, Monopoly, Candy Land). Hasbro competed in an industry broadly referred to as ‘family entertainment’—toys and games described by marketers as appealing to ‘kids from two to 92’. Until the 1990s, people typically purchased its products in a retail store. Today, Hasbro is a self-styled ‘branded-play company’. Its relationships with customers may or may not begin with a physical product on a shelf. Customers get to know and use its core brands across multiple platforms: online games, fan sites, movies and TV shows, digital gaming systems, and comic books and magazines produced through partnerships with Disney and others. The goal is to create many opportunities…

help