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EXPLOREMY LIBRARY
Rotman Management

Rotman Management Spring 2021

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.

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Country:
Canada
Language:
English
Publisher:
Rotman School of Management, University of Toronto
Frequency:
Quarterly
$15.31
$40.35
3 Issues

in this issue

8 min
q&a

GE’s lines of business range from power to aviation to healthcare. How would you summarize the pandemic’s effect on them? As a company that supports essential services like hospitals, power generation and airlines, our priority has been the health and safety of the GE team that has served on the front lines since the beginning of the pandemic. For healthcare, this has been a wonderful opportunity for us to step up and support Canadians, living our purpose of improving lives in the moments that matter. That has meant making sure that our clients have the equipment they need — and not just in terms of fighting COVID-19 itself; the backlog of non-urgent and elective cases is long and growing, so we have been actively working with providers across the country to ensure…

2 min
10 characteristics of heathcare’s new reality

Digital front door: The only front door. Hospital out-patient and general practitioner appointments across the world have been transformed with as much as three-quarters of all consultations now taking place virtually. ‘Clean’ and ‘dirty’ sites (Green and Blue). In response to the pandemic, health systems across the globe have introduced strict infection control measures including the separation of COVID and non-COVID patients, to prevent spread in hospitals and care homes. ‘Hot’ and ‘cold’ sites: New patient flows. Cold sites deliver non-COVID care in order to lower infection risk, operate efficiently without interrupting acute work and create capacity for elective procedures. Establishing hot and cold sites will be imperative to delivering the kind of new patient flows necessitated by COVID-19. Public Private Partnerships have been formed in some countries to help expand public…

6 min
your post-covid business plan

Right now, every company in the world is facing the same question: What’s going to happen when this pandemic is over? Over the last several months, we’ve been working with management teams in a variety of sectors, including retail, entertainment, finance and healthcare, to develop a plan for what comes next. What we’ve learned is that conventional strategic thinking hasn’t helped these companies to plan for the ‘next normal’. Instead, the best answers have come from a hybrid approach: One that combines traditional business strategy with the latest thinking from social science and innovation theory. Ultimately, planning for a post-pandemic world means answering three questions. How does your business really make money? Many companies haven’t taken the time to articulate their critical strategic differentiators or map out how money, goods and information…

10 min
from hierarchy to holacracy

IN A DISCREET STUDIO on gentrifying Front Street West in downtown Toronto, a group gathers to eat lunch amid an assortment of brown bags and compostable takeout containers. In the group are a professional musician, a competitive ski racer, an art historian, a brand strategist, a Physics major, an MBA, several geographers, and interior and communication designers. Regardless of background, all share the same title: Innovation Designer. Welcome to The Moment’s studio headquarters, where purpose — not any one individual — is the boss. And in this case, that purpose is ‘to design a thriving future for us all’. Project teams of employees (dubbed ‘Momenteers’) organize work themselves, from start to finish, with no managerial oversight. Days are punctuated by structured routines (status reports and stand-up project check-ins) and social rituals…

9 min
q&a

How do you define ‘common sense’ as it applies to organizations? In the workplace, common sense is the ability to see an issue from multiple points of view and form an opinion based on that. Most companies only see the world from one point of view — from an ‘inside-out’ perspective. The reality is, you also have to see the world from the outside-in. Common sense is very closely correlated with empathy — the ability to put yourself in the shoes of another person and feel what they are feeling. The reason why common sense is at such a low right now, both organizationally and socially, is that too many people are not interested in seeing things from another point of view. We live in a very selfish culture — and that…

16 min
the next normal: trends that will define 2021 and beyond

BUSINESSES HAVE SPENT MUCH of the past 12 months scrambling to adapt to extraordinary circumstances. While the fight against the COVID-19 pandemic is not yet won, with vaccines in hand, there is light at the end of the tunnel — along with the hope that another train isn’t heading our way. The year 2021 will be one of transition. Barring any unexpected catastrophes, individuals, businesses, and society can start to look forward to shaping their futures rather than just grinding through the present. The next normal is going to be different. It will not mean going back to the conditions that prevailed in 2019. Indeed, just as the terms ‘pre-war’ and ‘post-war’ are commonly used to describe the 20th century, generations to come will likely discuss the pre-COVID-19 and post-COVID-19 eras. In…