Avoiding Conflict Is a Mistake
Inferior, let alone outright lousy strategy can generally be traced back to a lack of willingness on the part of senior leaders to be honest about the fundamental challenges they face. There are far too many cases that support this particular argument. Whether it is the loss of the dominant market position once held by Nortel, the squandering of a huge lead on the part of RIM, the slow, painful death of an iconic national retail brand at Eaton's or the dismal failure of Royal Bank to execute its U.S. strategy, Canadian companies have lost too many important business games, including those in which we once had the lead.
Canada suffers from a serious and debilitating conflict-avoidance tendency when it comes to ...