Leadership shakeup at Bombardier
Alain Bellemare (MBA鈥�93) has lost his reign as CEO of Bellemare, with Hydro-Qu茅bec CEO 脡ric Martel taking the top spot at the struggling company.
Professor Karl Moore, who has long followed Bellemare鈥檚 leadership at Bombardier, notes that now is the time for a new CEO to lead the company into its next chapter.
Bombardier parts with its commercial aircraft and train divisions
With the recent news that Bombardier has sold its commercial aircraft business and train division, many are wondering where the company鈥檚 future will stand. In an op-ed for Montreal Gazette, Professor Karl Moore considers the repercussions for both Bombardier and the Quebec economy鈥攁nd they aren鈥檛 all that bad.
Customer experience as the new product
Bijan Bolouri, CEO and co-founder of b.cycle, is on a mission to make fitness fun. Bolouri sits down with Professor Karl Moore to share his vision for the company, which focuses on creating a unique experience for customers.
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How successful leaders change the world
Since childhood, Val茅rie Pisano was driven to change the world around her to make it a better place. Over her career, Pisano has shaped and refined an approach to leadership that allows her to create the change she wants to see. Pisano chats to Professor Karl Moore about personal growth, embracing challenges, and unconscious bias.
The public scrutiny of Bombardier CEO Alain Bellemare
Over the past five years, Bombardier CEO Alain Bellemare (MBA鈥�93) has faced his share of public criticism. But to people like Professor Karl Moore who have followed his every step, they see a hardworking president fighting for the future of the company.
Montrealer Lawrence Stroll takes the wheel at Aston Martin
Quebec billionaire Lawrence Stroll has recently taken the reins of British luxury vehicle maker Aston Martin. Stroll鈥檚 experience in the luxury market makes him a suitable fit, according to Professor Karl Moore.
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Becoming an authentic leader
Life coach and chaplain Lorenzo Della Foresta sits down with Professor Karl Moore to reflect on how his spiritual upbringing and work as a pastor has informed his leadership style.
Long live print media
Traditional media has undoubtedly transformed in the face of the digital era, but according to Phillip Crawley, publisher and CEO at The Globe & Mail, trusted platforms continue to draw in revenue.
CDPQ appoints Charles 脡mond as CEO
Professor Karl Moore comments on Caisse de depot et placement du Quebec鈥檚 (CDPQ) appointment of former investment banker Charles 脡mond as CEO.
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How introverts can manage up
Professor Karl Moore has penned an article outlining how introverts can adapt to different personalities and learn to manage up. This article was written with help from Leo Gelfand, a student in the BCom program in the Desautels Faculty of Management.
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Bombardier rethinks A220 deal
Two years after the deal that led to Airbus鈥檚 acquisition of the A220, formerly Bombardier鈥檚 C Series aircraft, Bombardier is considering withdrawing from the partnership. Professor Karl Moore sits down with BNN Bloomberg to comment.
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Bridging the generational divide in workplaces
For the first time ever, we now have four generations occupying the workforce. With this resulting in more Millennials and Generation Z staff managing those from the Boomer generation, Professor Karl Moore outlines attitudes and behaviours that may bridge鈥攐r further widen鈥攖he generational divide.
What鈥檚 next in the evolution of globalization?
In an interview with Professor Karl Moore, Rajah Augustinraj, Principal of the Boston Consulting Group, reflects on globalization in the past decade, noting that shifting technology, geopolitics and societal expectations are changing the way businesses operate. Desautels BCom students Emily Moubayed and Willing Li contributed to this article.
From Bombardier鈥檚 CSeries to the Airbus A220
Professor Karl Moore comments on Bombardier鈥檚 2017 decision to sell its CSeries program to the second largest aircraft manufacturer, Airbus.
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Debunking the lure of the elite leader
Professor Henry Mintzberg, known for his radical approach to management, sits down with Professor Karl Moore to debunk the lure of the elite leader. Rather than placing leaders on pedestals, Professor Mintzberg suggests they remain on the ground, where they can play an active role in the team.
