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AI and Robotics
Future of Work
Bank rate unchanged as new governor takes reins
Quick TakeJuly 15, 2020
Focus Area—Canadian Economics
June’s job increase shows Canada’s economy continues on its long path to recovery
Quick TakeJuly 14, 2020
Inclusive growth is more than jobs and GDP
Op-edJune 25, 2020
Focus Area—Indigenous & Northern Communities
The time to fix long-term care in Canada is now
COMMENTARYJune 24, 2020
The driven consumer and the future of energy
Commentary June 19, 2020
Unprecedented decline for retail sales
Website June 19, 2020
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Of all the phrases and words competing to become the top term of 2020, ‘pivot’ is a strong contender. Organizations in every sector are changing rapidly, being more nimble, and evaluating innovations—all of it important in the midst of a global crisis.
Blog—May 11, 2020
There is a lot of advice right now about how to be an effective leader during the COVID-19 crisis. You are being encouraged, and you are trying, to be empathetic and supportive of your people, all while adjusting to new ways of working.
Blog—May 05, 2020
“While being innovative does mean doing something new and different, it’s important to remember that innovation itself is not the goal. Innovation is meant to help us do things better.
‘Nimble’ is a buzzword that is often used as a point of pride by start-ups and as an aspiration by larger organizations. The ability to ‘move fast and be agile’ is an increasingly crucial organizational trait, particularly since the rise of tech and its rapid-speed shifts in products and capabilities. And right now, many organizations are finding out just how nimble they are as they pivot operations during COVID-19.
As cases of COVID-19 continue to rise across the country, many employers are making decisions around when to ask employees to quarantine themselves for their own protection and that of others. But employers who are making these policies may not be considering the psychological impact a quarantine could have on employees.
Change is hard. We know this because we often spend a lot of time talking about change, but find it challenging to put it into action within organizations. We may even have whole systems set up to drive change while other systems may impede it. We often struggle to make significant change within organizations as we are continually balancing a range of stakeholder needs.
Dr. Bill Howatt shares his personal journey around mental health and resiliency. Bill also discusses how CEOs and leadership can accommodate employees dealing with mental health concerns in order to thrive.
The challenge: More women hold senior leadership positions in Canada now than ever before—but progress has been slow. Equitable, inclusive, and diverse leadership is not only good for business, it's also the right thing to do. But the lack of women and members of other equity groups in senior leadership positions suggests we are failing to foster diverse and inclusive environments in Canadian workplaces.
Mark Henick interviews Dr. Bill Howatt to discuss the psychology of workplace mental health--mental injury, loneliness, depression, and what employers can do to help their employees dealing with these and any other issues.
When no one speaks up against a bad choice, dangerous things can happen. If employees could speak up on safely and leaders took their concerns seriously, disaster could be avoided. How can we build teams to amplify everyone’s voice?
As the working world continues to evolve, corporate culture remains an important focus area for many organizations. Workplace culture can have a significant impact on organizational performance, employee engagement, and the ability to retain and attract talent.
How organizations are thinking about diversity is shifting. A narrative that only focuses on building a diverse organization is insufficient. For organizations to see real impact on their company culture, ability to innovate, and bottom line, they must not only have a diverse workforce, but support them through strategic inclusion efforts.
Safety culture is an important construct in industrial safety management and could be described as one of the most important developments in industrial safety in recent history.
CEOs see not having a framework to measure innovation as an important obstacle to future innovation. But how exactly do you measure innovation?
Many organizations are changing their environments in an effort to spur more collaboration between employees, yet few of these organizations can be sure they are achieving this goal.
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