Corporate Profiles

Profiles examine the leadership styles and management practices of the most innovative companies according, in most cases, to 25 Factors. How are these companies able to sustain innovation over decades?

Our busines model is to charge a fee for only the most recent profiles. Other profiles are provided for free except for 3M’s, in which case we are pleased to supply a profile in recognition of a small contribution to the costs of maintaining this web site.

Reckitt Benckiser, a major competitor to Procter and Gamble, received The Economist’s Innovative Award in 2009 for its culture. We set out explore the nature of this culture. The Profile, which is in draft form, includes a Factor-by-Factor comparison with P&G. Can you contribute to our current draft Profile’? Access draft Profile – free download. [January, 2010, 22 pages].

GE. Founded 130 years ago, Thomas Edison introduced management practices which fostered a culture for innovation. We identify the practices which sustain innovation and the different management styles of the most recent C.E.O.s of GE; Jack Welch and Jeff Immelt. Download GE Profile . [August, 2009, 20 pages].

orgne. Currently an organization whose CEO and total Board have been replaced but did have a number of innovative initiatives for a non-profit organization – perhaps too many as it could turn out. Under contract to the Ontario Ministry of Health and Long-Term Care to co-ordinate the province’s medical transport system, Dr. Christopher Mazza took over a struggling organization, gave it a new culture to the point where orgne, developed an international reputation. We examined the management practices and leadership which contributed to the earlier turn around. Download orgne (OAAS) Profile. [May, 2009, 11 pages].

Toyota. Culture runs deep in Toyota as it does in Japan. From the beginning with Sakichi Toyoda innovation has been a passion. Today under the leadership of his grandson, Akia Toyoda, leadership embraces the same passion. This Profile examines the management practices of Toyota.  Toyota is one of the most admired innovative companies in the world. A major recall, while handled inappropriately by Toyota, has not affected their innovative capacity. Download Toyota Profile. [October, 2010, 12 pages].

Nucor. Ken Iverson is given credit for getting Nucor off  the ground. He had a distinct management philosophy, dramatically different for the steel industry at the time, which established management practices that proved hugely successful. The focus of this Profile is on Iversons’ leadership and practices. Nucor is now the largest steel company in the U.S.  Download Nucor Profile . [October, 2009, 19 pages].

Procter and Gamble. Begun as a family-operated soap and candle company 175 years ago, P&G now provides products and services to consumers in over 180 countries. A secrative company since its inception, A.G. Lafely reveals much in his book, The Game Change about the culture before he took charge in 2000 and even more about changes since he took over. He stepped down in 2009 but left a legacy of dramatic change in the P&G culture. This Profile focusses on the many innovative changes put in place by Lafely. Download Procter and Gamble Profile. [November, 2008, 15 pages].

Massey-Ferguson Ltd., once Canada’s largest industrial enterprise with a global business and 68,000 employees, is now only a brand name owned by an American company, AGCO. M-F was a successful company. We often can learn more from mistakes than from our successes! What role did innovation, or the lack of innovativeness, play in the company’s demise? Three ex-employees of the company provide their insight into this failure. Download the White Paper. Massey Ferguson Innovation download. [January 30, 2011, 15 pages].

By making a contribution of $10 to the on-going costs of this web site we provide a Profile of 3M; easily recognized as one of the most innovative companies in the world. Thank you in advance for your contribution.

• 3M Innovation Profile - A diversified technology company serving customers and communities with innovative products and services for over 100 years. 3M is recognized as one of the world's most innovative companies yet its financial and share value performance over the last decade has been unsatisfactory. Why? 3M is no longer listed in Business Week's top 50 most innovative companies. This Profile updates an earlier Profile, examines its management practices and raises some strategic questions - 25-pages.
  

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• John Deere's Innovative Capacity - Founded 175 years ago, John Deere has a reputation as one of the world's most highly admired corporations. How has John Deere been able to sustain a reputation for innovation over so many decades? We explore Deere's management practices and 'Spectrum of Innovation' which contribute to this reputation. The review comprises 21 pages and is dated October 3, 2011.
  

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• RIM's Strategy and Management Practices - Co-Authors, Paul White and Peter Farwell have conducted an extensive examination of RIM's Innovative Capacity and address the question of whether the company's strategy and management practices can lead to a turnaround in an increasingly competitive market. Overall, we are not optimistic that RIM can survive in the current environment unless the real issues causing recent blunders are addressed and quickly. So far there is little information from the company that the issues we have identified are being addressed and almost no information that the issues are understood let alone acted upon at this critical time. Stakeholders, particularly shareholders, deserve more than ‘have-faith’ platitudes. This profile is 36 pages, dated September 8th, 2011.
  

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