What are EMBA participants learning from Managers of Indigenous Origin? For the past two years, the McGill-HEC Montréal EMBA has been awarded a $ 50,000 scholarship to a manager of indigenous origin, to cover part of the program's tuition fees. This year, the program would very much like to award two scholarships, but we are still looking for applicants. The purpose of this scholarship is to support managers of indigenous origin in Canada in their professional development, but also to bring different perspectives and experiences to other participants in the class. The program’s directors have seen a real impact on the class, thanks to the contributions of the managers of indigenous origin who have participated in the EMBA. Graduates are also appreciative of their significant learning their classmates of indigenous origin: "Thanks to meeting Ken Rock [now Managing Director of the Uashat Mak Mani-Utenam Economic Development Corporation], who shared with me his knowledge of the Aboriginal reality, I better understand the importance of reconciliation after the injustices of the past in order to define a better future for all.” Guy Gervais, CEO, HumanID Technologies, Angel Investor "From Manon Jeannotte [first recipient of the EMBA scholarship for managers of indigenous origin and Gespeg Mi'gmaq Chief], I learned the importance of strategically planning the development of organizations to make a real contribution to the community in the long run. Manon inspired us to always step back and analyze the impact of our daily decisions in the long term. " Josée Duplessis, Senior Director, Public Affairs - Canada, CN "One of the things I remember is that it is essential to understand the culture and relationships of a group, a people, a culture not only to influence them, [...]
Leadership and Learning with Pierre Marcouiller, Patron of the EMBA McGill-HEC Montreal class of 2019
Pierre Marcouiller, Patron of the EMBA McGill-HEC Montreal class of 2019, invited ‘his’ class, the current EMBA cohort, to breakfast, for a lively discussion of leadership and learning. Marcouiller is Executive Chairman of the Board of Directors of Camso Inc. since April 2017, after having been Chairman of its Board of Directors and Chief Executive Officer since 2000. To get the conversation started, he asked the class about the key things they’ve learned in the program so far. The responses were telling. Participants all talked about personal change and perspective change, rather than specific tools that they’ve integrated into their work. They talked about the importance of taking time to reflect, of stopping to think before acting. They also talked about how time management has improved, and how hard it is to learn the lesson that “good is enough”. They feel enriched by now having the language to express their ideas and convey their messages more clearly. They feel more confident, in general, but also in speaking in front of groups. They understand the value of diversity, because from the moment they set foot in class, they’ve been learning new perspectives from the different industries and areas of expertise represented in the class. They’ve learned to navigate and embrace the grey zones, accepting that there’s value in the grey zone, and not all is black and white. Mr. Marcouiller summarized all of these insights with a captivating picture: “Taking the time to go up to the balcony”. By this he meant, when you’re in the heat of the action, you can only see your immediate surroundings – by going up to the balcony, you get a broader view and can see if you’re really going to [...]
Recommendations for an effective board How can you make sure to have an effective board of directors? Here are recommendations from: Louise St-Pierre, former President and Chief Executive Officer of Cogeco Connexion, president of the board of Domaine Forget; Josée Duplessis (EMBA 2016), Chief of Staff for the Minister of Family, Children and Social Development of Canada; Guillaume Lavoie (EMBA 2016), partner at Lavery and member of the firm's board of directors; Ginette Mailhot (EMBA 2014), founder of Capital Humain Plus, president of the board of the Economic Development Corporation of the MRC de Joliette. Decide if you really want/need to have a Board of Directors. Ginette Mailhot is an experienced entrepreneur. She believes that entrepreneurs are often reluctant to create a board of directors (or an Advisory Board) because they believe "it can weigh you down and it is expensive". While there is some truth to that, Ginette is convinced that having a board “ensures rigor.” Working with a board requires a certain amount of structure, which can lead to greater efficiency. Think about who you want as board members. For Louise St-Pierre, it is important to fight for diversity, in all its forms. And, she notes, we all have prejudices, so we need to make sure that they do not influence our choices. According to Ginette Mailhot, people external to your company are important. They can be particularly helpful in areas where you may lack internal expertise. She recommends daring to ask people who have extensive expertise, people you admire. A Board of Directors can be a treasure trove of resources, but this is only possible if the board gathers people of diverse profiles and expertise. Louise [...]
Alain Pinsonneault, co-director of the McGill-HEC Montréal EMBA program and professor at McGill University's Desautels Faculty of Management, was ranked in first place in the 2016 research productivity ranking of Association for Information Systems (AISNET). Each year, AISNET ranks the productivity of IT researchers worldwide, based on a weighted score of the number of articles published, and the number of authors for each article, among other things. In 2016, Alain published four articles in the two of the best scientific journals in the field - MIS Quarterly and Information Systems Research: FREE VERSUS FOR-A-FEE: THE IMPACT OF A PAYWALL ON THE PATTERN AND EFFECTIVENESS OF WORD-OF-MOUTH VIA SOCIAL MEDIA A TEMPORALLY SITUATED SELF-AGENCY THEORY OF INFORMATION TECHNOLOGY REINVENTION THE EVOLUTION OF AN ICT PLATFORM-ENABLED ECOSYSTEM FOR POVERTY ALLEVIATION: THE CASE OF EKUTIR Designing Promotion Ladders to Mitigate Turnover of IT Professionals
Over 40 outstanding women and men. The 2017 McGill-HEC Montreal EMBA Class mosaic featured in Newspapers and online nationwide gives a good overview of the individuals, the accomplished senior executives who have just completed the program, but it doesn’t tell you about the class. They are so much more than 40+ individuals. Over the course of the 15 months of the program, they’ve built an effective network which demonstrates its value in many ways. They act as sounding boards for each other, as impartial observers and critics, as rich sources of contacts, as windows into different industries and as sources of advice and support in times of need. A Network The EMBA McGill-HEC believes so strongly in the importance and value of this network, that we track its development. These two diagrams show that the density of the network increased almost 6-fold over the course of the program. And when we asked the class about the effectiveness of the class network as a source of insight and knowledge, they rated it 4.8/5.0. A source of learning The participants' extensive work and management experience, as well as the diversity of their backgrounds, has contributed greatly to the richness of exchanges and learning during the program. “Being a part of this diverse group of people, we were really able to challenge ourselves and take everything we learned to a different level of thinking and reflection.” — Clyde Sharpe (EMBA 2017) « Il y a une complémentarité des gens dans la cohorte qui est impressionnante. Au-delà de l’apprentissage académique, on va chercher un apprentissage de nos pairs, de par la richesse de leurs expériences. » — Marie-Lucie Paradis (EMBA 2017) « When I came into this program, I was expecting that we were [...]
How to Be a Better Leader Learn to Be an Inspiring Mentor: Advice from Louise St-Pierre Leaders and experienced managers are often called upon to act as mentors for younger people, but they may also mentor more senior managers. Here are 4 tips to being an inspiring mentor, just like Louise St-Pierre, McGill-HEC Montreal Executive MBA 2018 Class Patron and Cogeco Connexion's outgoing president. Know yourself and be authentic It is very difficult to really open up, to get to know others and to be a mentor, when you do not know yourself or when you do not allow people to see who you really are. Louise is known to be real and authentic and in order to develop those qualities, she had to learn to recognize who she is: « […] je suis reconnue pour mon courage d’agir, j’ose et je communique de manière directe. Je suis qui je suis et j’ai un grand besoin d’authenticité ! De même pour vous, vous êtes qui vous êtes ! Volubiles, charmeurs, humoristiques ? Tous intelligents avec votre style propre. Et c’est très bien comme cela. » Understand your role By accepting the role of Patron of the cohort, Louise made sure to fully understand what this role meant. She then explained it to "her" cohort. Any mentor should ensure that they understand what is expected of them and explain their interpretation of the role to their mentee to ensure that everyone's expectations are met. « Mon rôle à moi sera de partager avec vous mes connaissances, mes expériences, les bonnes et les moins bonnes, ceci afin d’ajouter d’autres outils dans votre boîte à outils —, et ceci afin d’atteindre vos objectifs, vos rêves, vos ambitions de carrière et apprécier votre style de vie ! » [...]
This year’s McGill-HEC Montréal Executive MBA scholarship recipients presented what it is like to do business in their respective environments to their classmates. Leanne Bayer, the Executive Director of West Island Community Shares (WICS), spoke about her extensive experience in the non-profit sector and particularly of her ten years in Burundi, where she arrived shortly after the end of the civil war. Jason Annahatak, Director of the Kativik School Board, Post-Secondary Student Services, spoke about Nunavik and the Inuit culture and way-of-life, sharing advice on how to do business in the Arctic.
After each module, at the end of the program, and even when they are alumni, we survey our EMBA community in order to increase the relevance and generally always keep the quality level of the program as high as possible. This is why, each year, we modify and add things to the curriculum and to the Alumni life. Here is an overview of what has been added over the last year.
L’EMBA McGill-HEC Montréal, le programme d'Executive MBA offert conjointement par la Faculté de gestion Desautels de l'université McGill et HEC Montréal, accueille cette semaine 46 dirigeants, gestionnaires, professionnels et entrepreneurs dans sa classe, ils forment la neuvième cohorte de l’EMBA, en autant d’années. Chacun d’entre eux a de très grandes responsabilités, au travail et à la maison, mais a décidé de s’accorder du temps, au cours des 15 prochains mois, pour apprendre, pour aller de l’avant et chercher à devenir meilleur, comme leader et comme personne. The program will help them become better at what they do, so that they can have a real impact in their organizations and in their communities. We will build on the experience of these 46 participants, who average 42 years of age, with, 19 years of business experience and 12 years in management. For every theory or concept covered in class, there’s a participant who has lived it and can share the ‘on the ground’ reality since they come from 23 different industries and many have worked in diverse countries around the world. Un élément qui différentie cette nouvelle cohorte est le pourcentage élevé de femmes dans la classe : 50 %. Toute l’équipe de l’EMBA McGill-HEC Montréal est en effet extrêmement heureuse d’accueillir 23 femmes et 23 hommes dans sa cohorte qui débute en septembre 2016. « Nous ne choisissons pas les participants de nos cohortes en fonction de leur sexe. Les 46 étudiants qui commencent le programme étaient, tout simplement, les plus qualifiés parmi les dizaines de candidats rencontrés en entrevue. Toutefois, nous sommes privilégiés de pouvoir compter autant de femmes remarquables dans notre cohorte cette année et espérons être encore aussi chanceux dans les prochaines années! [...]
What does it take to manage change? Les gestionnaires d’aujourd’hui font tous face, à un moment ou à un autre dans leur carrière, à une situation où ils doivent gérer le changement. Selon Roman Oryschuk, président du CA de la Fondation Evenko, ancien CEO de GE Capital Canada et de GE Capital Solutions Europe et professeur associé à HEC Montréal, le changement est maintenant une constante et sa vitesse n’a jamais été plus rapide. During a panel discussion event held in May, Réal Jacob, professor at HEC Montreal and co-director of the Catalytic Mindset module of the EMBA McGill-HEC Montreal, interviewed five experienced managers on "what does it takes to manage change." Roman Oryschuk was one of the speakers, accompanied by Marie-Danielle Bourdon, Co-president of Beauté Star Bédard- M2B, Michel Bundock, CEO of Le Groupement des chefs d’entreprise du Québec, Roger-Ketcha Ngassam, Vice President, Operations at Sandoz Canada and Julie Lévesque, Vice President, IT at National Bank. Voici les grands éléments de réponse qui sont ressortis de cette soirée riche en apprentissages. Trouver la source du changement ou la créer Roman Oryschuk : « Il est important de distinguer deux grandes catégories de changements : ceux qu’on initie, et ceux qui nous sont imposés. La façon de gérer chaque changement varie en fonction de sa source. » « Souvent, pour réussir à faire bouger une organisation, il faut créer la crise. Puis, il faut savoir l’expliquer. » Michel Bundock : « Ce sont généralement les intuitions du leader qui initient le changement, qui le provoquent. Il est alors nécessaire de se poser la question “Pourquoi le changement?”. » Julie Lévesque : « Don’t waste the opportunity of a good crisis. Les gens se rallient dans la crise. Toutefois, il ne faut pas perdre de vu son [...]