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New global R&D management challenges, trends and emerging patterns are presented in smooth theoretical and practical flow. Management models, innovations in intellectual property management, technology listening posts, leading R&D centers (and more) are discussed and depicted through an array of excellent cases ranging from Xerox to Daimler to Roche.

Pershing Square Capital Management, L.P. announced that Paul Haggis, one of Canada's most respected business leaders, has agreed to join the Nominees for Management Change. Dr. Anthony R. Melman, 64, is Chairman and Chief Executive Officer of Nevele Inc. Dr Melman is also the Chair of the Board of Directors Dr. Melman pf Cogniciti Inc., a for-profit joint venture created by Baycrest and MaRS Discovery District.

From Publishers Weekly\nChristensen (The Innovator's Dilemma) analyzes the strategies that allow corporations to successfully grow new businesses and outpace the other players in the marketplace. Christensen's earlier book examined how focusing on profits can destroy even well-run corporations, while this book focuses on companies expanding by being "disruptors" who are able to outpace their entrenched competition. The authors (Christensen is a professor at Harvard Business School and Raynor, a director at Deloitte Research) examine the nine business decisions integral to growth, including product development, organizational structure, financing and key customer base. They cite such companies as IBM, AT&T, Sony, Microsoft and others to illustrate their points. Generally, the writing is clear and specific. For example, in discussing whether a company has the resources necessary for growth, the authors say, "In order to be confident that managers have developed the skills required to succeed at a new assignment, one should examine the sorts of problems they have wrestled with in the past. It is not as important that managers have succeeded with the problem as it is for them to have wrestled with it and developed the skills and intuition for how to meet the challenge successfully the next time around"; they then provide a real-life example of a software company. Similar important strategies give readers insights that they can use in their own workplaces. People looking for quick fixes may find the charts, diagrams and extensive footnotes daunting, but readers familiar with more technical business management tomes will find this one both stimulating and beneficial.

A Toronto green entrepreneur is project managing the retrofit of an old building in Toronto into North America's greenest hotel, called Planet Traveller. BNN interviews Tom Rand, investor and project manager, Planet Traveller and Practice Lead for Cleantech at the MaRS Discovery District. Sept 11, 2009

A Toronto green entrepreneur is project managing the retrofit of an old building in Toronto into North America's greenest hotel, called Planet Traveller. BNN interviews Tom Rand, investor and project manager, Planet Traveller. Sept 11, 2009

"Peter Robertson as Chair of the MEDEC Board of Directors. Peter Robertson is Vice President and General Manager of GE Healthcare Canada. Peter is also a member of the management board for MaRS' Excellence in Clinical Innovation and Technology Evaluation (""EXCITE"") program."

Donors are placing nonprofits on the hot seat to measure social performance. Problem is, there is little agreement on what those metrics should be. Professor Alnoor Ebrahim on how nonprofit managers should respond. Key concepts include: * Rather than simply complying with the demands of the most powerful actors, nonprofit leaders need to focus their attention on accountabilities that really matter for achieving their missions. * Measuring results is valuable as a discipline for nonprofit managers, even if they don't find universal metrics for social impact. * We might not see agreement on a common set of metrics in the social sector for a while, but could see a convergence on what constitutes critical reflective learning processes within the organization.

I10 content management systems that you may want to be aware of.

The Stem Cell Network (SCN) has entered into a collaborative agreement with the MaRS Discovery District to transfer control of its nascent spin-off commercialization arm, Aggregate Therapeutics Inc (ATI). The agreement will see MaRS take immediate management responsibility for ATI, seek funding to operationalize the company and accelerate efforts to commercialize stem cell and regenerative medical research

Research Money states "The Stem Cell Network (SCN) has entered into a collaborative agreement with the MaRS Discovery District to transfer control of its nascent spin-off commercialization arm, Aggregate Therapeutics Inc (ATI). The agreement will see MaRS take immediate management responsibility for ATI, seek funding to operationalize the company and accelerate efforts to commercialize stem cell and regenerative medical research." April 24, 2007

University of Toronto remodelled its pension and endowment fund - and then lost $1.5-billion last year. University of Toronto Asset Management runs $2.8-billion of staff pensions and $1.5-billion of endowments, which traditionally produces tens of millions of dollars annually for student aid and faculty posts.runs $2.8-billion of staff pensions and $1.5-billion of endowments, which traditionally produces tens of millions of dollars annually for student aid and faculty posts. Small mention of UTAM at MaRS.

Consider the two faces of the global innovation movement. Company A, having grown through acquisition, produces multiple brands for multiple markets and operates a worldwide network of research and product development centers. Each of its R&D sites was initially responsible for its own brands and local market, but with globalization these distinctions have lost their importance. Company B, on the other hand, was built largely through internal growth and has two global brands. It operates one primary R&D center supported by a handful of special-purpose sites around the world. This comparatively sparse network has helped Company B win wide admiration for the efficiency of its engineering. Because expanding the number of nodes in a network exponentially increases its complexity, it is not surprising that Company A's R&D structure is more expensive to operate. Company A has considered closing some sites, but has resisted doing so because it fears losing capabilities and insights, and roiling local markets. Meanwhile, incremental budget cuts have chipped away at engineer and supplier morale. Having built its network to maximize the value associated with market access, it is now forced to manage the network for cost. Most global innovation networks look like Company A's - and suffer the same problems. Company B's R&D structure is clearly more productive, but it is not necessarily ideal either. Its network might be too compact, limiting access to knowledge that could maximize performance. Thus, to identify principles and practices for creating a truly well-designed innovation network, Booz Allen Hamilton and INSEAD, the international business school, surveyed R&D leaders in 186 companies from 17 industry sectors in 19 nations in 2005. The survey results, and our own experience, suggest one central truth: Organizations benefit when they configure their innovation networks for cost and manage them for value.

A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don't even realize it. The reason? Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates The Strategy Paradox.

without failure, you can't drive productivity. without failure, there is no innovation. So we need to fail to improve the economy!

The Globe and Mail investigates the failure and risks with businesses and innovation with business leaders, Tony Chapman, CEO of Capital C, a Toronto communications and advertising company, Charles Plant, Managing Director of the Market Readiness Program for entrepreneurs at MaRS, and Naeem 'Nick' Noorani, founder and publisher of Canadian Immigrant magazine.

This online chapter of Canadian Business provides established and up-and-coming Canadian entrepreneurs with current and newsworthy information. Focus is placed on finance, management, sales and marketing, technology, and exporting. In addition: * A 'Personal Development' section provides information on best practices, stress management, and more. * A 'How To' section provides information on dealing with various business problems. o From legal matters to corporate motivation. * A 'Startup Guide' section provides the reader with a report on 2008's best niches for start-ups. * Access to PROFIT Magazine is also given.

SCM Risk Management Services (RMS) officially unveiled its new insurance-to- value (ITV) indexing technology at a reception at the MaRS Innovation Centre.

"The enemy of innovation is the phrase 'prove it'," says Roger Martin, dean of UofT's Rotman School of Management. He says corporations are killing themselves with too much analytical thinking, and not enough creative, design thinking. "You can't send a 28-year-old with a calculator to solve your problem." Martin says of management consultants.

Hire people with the right attitude: coachable, emotionally intelligent, motivated, well-suited temperament, and yes, still have the technical skills (but that's the easy part).

Adam Arnold, founder of Smarter Group Ltd., reflects on encounters of an entrepreneur. Business guidance, management tips, idea generation, marketing, rants about the world, learning from experience, how-to, how-not-to, motivating people, building teams, raising finance, cash-flow and accounting.

Series A pitches have a different emphasis than pitches for later rounds. Improve your presentation by reading this blog post from Common Angels (a Boston-based group of 70 private investors and two co-investment funds under management). The powerpoint template is worth adding to any start-up's collection of resources.

Series A pitches have a different emphasis than pitches for later rounds. Improve your presentation by reading this blog post from Common Angels (a Boston-based group of 70 private investors and two co-investment funds under management). The powerpoint template is worth adding to any start-up's collection of resources.

"The key for VCs in successfully managing CEO change in venture companies is to anticipate it; monitor the relationship for familiar, early-warning signs of leadership problems; and initiate a professional and swift transition before CEO shortfalls create serious, even irreparable, harm to the company. "