To understand and implement adaptive strategy, you should understand the relationship between a strategy and an argument. Join John-Paul Ferguson and learn whether the argument you make for your strategic plan makes sense, and why.
Articulate the assumptions that underpin your specific arguments and brainstorm about experiences to test whether your assumptions hold. Move towards thinking about strategy as a plan to achieve a goal and develop day-to-day tools to test your confidence and the plan’s success.
John-Paul Ferguson is an Associate Professor of Organizational Behaviour in the Desautels Faculty of Management at McGill University. His research focuses on careers, labor markets, and employment segregation. He is a consulting editor for The American Journal of Sociology and Sociological Science, an assistant editor at Industrial Relations and Organization Science, and on the editorial board of The American Sociological Review.
Before joining McGill University, Professor Ferguson was on the faculty of the Stanford Graduate School of Business, where he was recognized for outstanding service to the school's Ph.D. program, as an advisor and faculty liaison. He has published extensively on industrial relations issues and received the John T. Dunlop Award from the Labor and Employment Relations Association for outstanding research contributions by a young scholar.
Professor Ferguson has led extensive executive education on strategy, organizational design, and organizational change. In addition to his academic work, he has prior experience with the World Bank, the International Labor Organization, and the U.S. Department of State.