Where do great ideas come from...really? And how can you stifle brilliant thoughts before they have a chance to flourish? Associate professor George Newman joins the Executive Summary to share what the research actually tells us about how to foster — and kill — a creative buzz, and how to spark more innovation at both work and home in the year ahead.

Show notes

[0:00] What comes to mind when you think of the word creativity? That paint-splattered easel? The next great novel? What about a simple innovative pitch to a company? Or a new way of approaching a formula? Creativity comes in many shapes, but ultimately, it’s all about bringing new ideas to the fore.

[0:55] Meet George Newman, an associate professor of organizational behaviour and HR management, and author of the new book How Great Ideas Happen.

[2:10] There are a few big mistakes we make when thinking about creativity – and the first is all about the “genius creator myth.”

[3:16] It turns out, when we think people are “born with” the creative gene, it really influences who is allowed to be creative, which is ultimately limiting to both individuals and organizations.

[4:16] Where do new ideas really come from? George’s research shows it’s not from within, but the world around us.

[5:20] It’s time to think of creativity as a path of discovery, rather than a lightning strike of brilliance.

[6:25] The second big mistake we make is jumping into brainstorming too quickly.

[6:50] We also prioritize the novelty of new ideas over value.

[7:50] To brainstorm better, you need to have a concrete plan. And George wants people to approach it like an archaeologist.

[8:41] First, survey the landscape.

[9:03] Second, create a “grid” or organize your thoughts.

[10:00] Third, dig in (aka, start throwing those ideas on a whiteboard!). And make sure you don’t quit before you get to the good stuff.

[11:33] The last big mistake in the quest for new ideas is soliciting feedback at the wrong time. Don’t get feedback while still generating ideas.

[12:41] Also, accept that there’s going to be some negative feedback along the way, and that you’re just going to have some bad ideas along the way too.

[14:28] Also, recognize that you’re your own worst critic.

[15:09] In the end, breakthrough ideas don't just manifest out of thin air. You have to sift through the layers of rubble, dust off plenty of false leads, so that every so often, you uncover something remarkable. The key is to keep going.

Be sure to check out the Executive Summary back catalogue. We tackle everything from how where you work influences the types of innovation you create to how to give better feedback.

In theory, auditing should be unbiased and independent. In reality, biases abound. Auditors are human, and companies — even auditing firms— have agendas that shape how they approach audits. These blind spots can have real consequences for investors and the economy. Associate professor Minlei Ye joins Executive Summary to reveal where these hidden biases come from, how they influence decision-making, and why stronger safeguards and a shift in business thinking are essential for fairer results.

Show notes

[0:00] What happened with Enron and Arthur Andersen

[0:53] Meet Minlei Ye, an associate professor of accounting at the University of Toronto, and she says when audits fail to catch red flags, it can have devastating consequences on individuals and the economy.

[2:22] What is the role of an auditor, exactly?

[2:59] What role did auditors play in the Enron and Lehman Brothers scandals?

[4:49] How can an organizational focus on compliance lead to misrepresentation? And is fair representation a better option?

[6:03] Other systemic biases that shape an audit firms’ accuracy include the need to keep the client happy.

[6:42] Auditors’ personal biases – like familiarity bias, confirmation bias and groupthink also shape how accurate an audit will be.

[7:38] Minlei’s research into otherwise positive programs – like rewards for whistleblowing – can have unintentional consequences on how auditors approach a client.

[9:01] And then there are egos – like when bosses pull superstar employees off key client accounts out of fear the superstar will be poached by another firm.

[9:45] Team makeup – whether homogenous or diverse – matters too.

[10:40] Auditing is built on the fundamental principle of independence.

[11:29] To help mitigate some of the aforementioned biases, regulation is needed to protect that independence. But, in the U.S. in particular, those protections are under attack.

[13:00] In the meantime auditing firms need to step up to protect their independence…and so do the companies being audited.

[14:21] “Instead of looking at auditing as something that they have to do, like a compliance thing that you have to hire the auditor, they can think of the auditor as a strategic safeguard for the capital needs, for their reputation and stakeholder trust.”

Be sure to check out the Executive Summary back catalogue. We tackle everything from how to build a better board room to what employees can tell leaders about an organization's financial health.

Canada faces an acute shortage of doctors and medical equipment. But simply hiring more people or buying more machines won’t fix our healthcare backlog. In this episode of The Executive Summary, professor Opher Baron explains how — from an operations management perspective — we got into this mess, and why smarter planning and better use of data are just as essential as addressing our shortages if we really want to dig out of Canada’s healthcare deficit.

Show notes:

[0:00] Canadians are in a healthcare crisis.

[0:12] Meet Opher Baron, a professor of operations management at the Rotman School, and an expert in hospital queues. He doesn’t believe more doctors and medical equipment will get us out of our healthcare crisis.

[1:34] A recognition that our healthcare system – and its problems – is nuanced and complex, and this episode is just 15 minutes.

[2:07] Canada has a supply shortage: too few doctors and too little equipment to meet the population demand.

[2:42] This shortage is felt across all sectors of healthcare, but acutely in family care and emergency care.

[3:12] The provincial governments are taking steps to remediate the problems, but it won’t happen quickly.

[4:20] So how did we get here? In short: Poor planning.

[5:31] Hospitals are chaotic, and that makes it difficult to plan.

[7:21] Let’s look at how one issue – continuity of care, coupled with physician incentives – can affect how quickly patients move through an emergency room. Simply, doctors are more likely to take patients at the beginning of their shift than at the end of it.

[9:57] How do you address these types of issues? First, you need to be measuring the right key performance indicators…which we’re not. And you can’t fix a problem, if you can’t identify the problem.

[11:49] Let’s start by recognizing that healthcare professionals aren’t operations management experts.

[12:33] Opher has worked with several hospitals to test new operational efficiencies, including Erie Shores.

[13:58] With the advent of AI, there’s also a lot of opportunity in what Opher calls “digital twin” environments, which will allow hospital administrators to test changes virtually before implementing them in real life.

[15:13] We can’t just throw money at the problem and expect we’ll fix our healthcare system. “I hope that once people understand better what is the important data for them and what they can do with the right data…we can improve the efficiency of our systems, and given the current resources, investing a little bit more kind of in the right places.”

Be sure to check out the Executive Summary back catalogue. We tackle everything from whether we can fix our broken online review system to how extreme heat negatively impacts companies' bottom lines.

For decades, Canada’s economic fortunes have been tied to its southern neighbour — but what happens when that relationship falters? As a new wave of tariffs rattles global markets, professor Dimitry Anastakis joins The Executive Summary to trace Canada’s long history of trade wars with the U.S., the hard lessons they’ve taught us, and why this time, the old playbook may no longer work.

Show Notes

[0:00] Meet Dimitry Anastakis - a University of Toronto professor and expert on Canadian business and economic history, who says Donald Trump’s views on tariffs were really cemented in the ‘80s, putting him at odds with the Republican Party at the time.

[1:03] Canada’s economy is enmeshed with that of the U.S., which doesn’t bode well for us as we face a new trade war.

[2:07] A quick recap of the 2025 trade war between Canada and the U.S. to date.

[3:43] Lessons from the past — we’ve been in this type of situation with the U.S. before.

[3:59] We’ve faced familiar trade disputes in the 1890s, 1920s to ‘30s and the ‘70s to 80s.

[5:57] Reagan-era trade disputes — The trade war of the ‘80s was different from the earlier spats – with the U.S. using it as a tool to convince Canada to join the North American Free Trade Agreement.

[7:10] Canada’s historical options in trade disputes — historically, trade wars are an opportunity for Canadians to reflect on their best path forward. And we usually face three choices.

[8:01] Why have we eschewed the “third option” of diversifying our trading partners and instead increasingly turned into partnerships with the U.S.?

[9:01] And how has closer ties to the U.S. helped us through post-trade war recessions?

[10:18] Why this trade war is different.

[10:38] How are tariffs actually supposed to work, and why is that incongruent with how Donald Trump is wielding them?

[11:22] What role do previous trade agreements play if a key player just decides to ignore them entirely?

[12:09] Canadians are feeling betrayed.

[12:37] And if these tariffs remain in place long term, it does not bode well for the Canadian economy.

[13:40] Resilience in the face of disruption — perhaps now is a time for us to reflect and move towards a new economic path, less dependent on the U.S.

[15:29] “We do need to expect that there's going to be a rough ride. But most importantly, we need to rise to the challenge. We need entrepreneurs and governments and firms to start thinking about how Canadians can exploit the advantages that they have in a new kind of economy in the 21st century. Canadians should recognize that this provides an opportunity for us to start building on our strengths. And, you know, the great thing is that history shows us that the Canadian people have been pretty resilient in these situations.”

Be sure to check out the Executive Summary back catalogue. We tackle everything from why it’s time to explore a four-day work week to where you can actually get the best innovation.

Trust in institutions and leaders is on the decline. That's bad news for organizations navigating difficult times. How can companies build trust, and can you repair it once it's been broken? Professor Bill McEvily joins the season premiere of the Executive Summary podcast to explores those questions and more.

Show notes:

[0:00] Declining trust in institutions, businesses, and CEOs – Why public trust is at an all-time low.

[0:33] Meet Bill McEvily – University of Toronto professor and expert in organizational trust and leadership.

[1:42] Defining trust – What trust really means in the workplace and beyond.

[2:46] The three dimensions of trust – Understanding reliability, competence and integrity in people and organizations.

[4:02] The role of trust in the workplace – How trust drives productivity, collaboration and resilience during chaotic times.

[5:46] What breaks trust – Common behaviours, decisions and policies that erode trust in organizations.

[6:15] Examples of companies breaking trust – Real-world corporate missteps and lessons learned.

[7:39] Consequences of broken trust – Impact on employees, customers and overall organizational performance.

[8:24] Repairing trust – Why there is no magic formula, but consistently delivering on promises works.

[9:15] The importance of communication – How transparent, honest communication strengthens trust.

[11:21] Building trust remotely – Introducing Bill’s concept of “prismatic trust” for teams and stakeholders you don’t interact with directly.

[12:26] Lessons from EZ Trade – How companies can implement systems to build trust with people you’ve never met.

[13:14] Signals of trustworthiness – How organizations communicate who and what can be trusted.

[14:18] “It's important for people to understand that there are mechanisms for ascertaining trust, even when we don't have the ability to know people personally… Human beings are ingenious in figuring out how to trust strangers. But therein lies the paradox… it's just how human society functions.”

Season 4 launches September 9 — don’t miss it.

In today’s noisy world, finding clear, credible insight isn’t easy. That’s where the Rotman Executive Summary comes in. In less than 20 minutes, we bring you sharp, research-backed ideas from the University of Toronto’s Rotman School of Management — Canada’s leading business school.

This season, we’re tackling the questions leaders are asking right now:

• How can organizations rebuild trust when uncertainty is the only constant?
• What lessons from history can guide Canada’s economy today?
• Why more healthcare workers alone won’t fix our healthcare system — and what will.
• How to reignite creativity in your team, with evidence (not clichés).
• What can innovative companies learn from the #MeToo movement?
• What does the science say about persuasive writing?

Perfect for curious leaders, lifelong learners and anyone who wants to understand what’s really driving change in business and society. Listen between meetings, on your commute or over coffee — follow now so you never miss an episode.

Subscribe on Apple, Spotify or wherever you get your podcasts.

What can your employees' LinkedIn and Glassdoor activity tell you about a company's prospects? More than you might think. From competition for top talent to out-of-sync business prospects, these platforms offer valuable insights — but are leaders paying attention? Assistant professor Nan Li joins Executive Summary to unpack what employees are really signaling and why companies must start listening.

Show notes

[0:00] Are you listening to what your employees are and aren’t telling you about your company’s prospects?

[0:29] Meet Nan Li, an assistant professor of accounting at the Rotman School of Management who studies human capital – that is employees – and its impact on company performance.

[1:46] Big changes are coming to the reporting standards world. Starting in 2027, companies in the U.S. will have to disclose how much of their expense line items (think R&D, administration, marketing) is spent on compensation.

[3:22] This news makes Nan and other researchers excited, since it’s a goldmine of insights.

[4:00] The changes are long overdue. While once a company’s output and profits were driven by things like machinery and widgets – so that was a primary focus on reports; as we shift into a knowledge economy, employees are becoming the biggest asset.

[5:11] What are peer firms, and why does it matter when it comes to talent pools?

[5:30] LinkedIn is changing how we define peer firms.

[7:13] Why is it important to know that, says, a car company isn’t just competing against other car manufacturers for talent?

[8:29] Glassdoor reviews, specifically “employee business outlook,” is predictive of firm performance. A bad employee outlook will likely mean a bad earnings report down the line.

[9:46] So why aren’t company leaders and financial analysts paying attention to social media as a source of information?

[11:36] Certain types of labour costs are directly tied to future sales growth. More money into R&D translates into greater profit down the line, while fixed costs like administration can make it easy to grow in good times, but dampen growth in hard times, Nan’s research finds.

[13:34] Employees certainly pay attention to company earning calls, and adjust their own outlook on a company accordingly. So perhaps it’s time employers start doing the same.

[15:11] “All the information there is public. So as a manager or analyst, you can just sign on to Glassdoor, write your own review about your company. And there are some academics and also practitioners already noticed or recognize that we are kind of falling behind.” That’s because employees aren’t just workers; they’re insiders. They are on the ground seeing how your company is really performing. So maybe it’s time leaders start treating employees not just as assets, but as one of their most valuable sources of insight.

The push to return to the office has sparked backlash — employees felt trusted to work remotely, so why take that control away? But what role does control play in mitigating or causing stress? And when is autonomy a bad thing? Professor Jia Lin Xie joined the Executive Summary to unpack how job demands, individual traits and culture shape our experience at work, and how to determine if complete control will be empowering or stress-inducing.

Show notes

[0:00] Meet professor Jia Lin Xie, an expert in job design, stress and employee well being. She’s in the middle of research exploring attitudes towards return to office.

[0:25] The pandemic gave employees control and autonomy over their work, and now many employees feel that control is being taken away by the RTO request. It turns out, once given, removing control can be detrimental. But should it always be given?

[1:26] We’re working in a “boundaryless” world, where technology enables us to be always connected.

[1:56] Research shows boundarylessness can boost job satisfaction, but it also contributes to emotional exhaustion and stress.

[3:35] Those who struggle with boundarylessness might blame their person-environment (P-E) fit.

[4:23] What happens when you have a “good” versus “bad” P-E fit? (Hint: it’s burnout!)

[4:48] Job demands — whether physical, cognitive, or emotional — can make or break your workplace experience.

[6:24] How does having control offset the risks of stressful job demands?

[8:35] Jia Lin questioned the widely held theory that control is always a buffer to job demand stress.

[10:08] Control isn’t always a good thing; things that affect your control include your abilities to do a task…

[11:41] …your attribution style…

[11:59] … and even your cultural background can impact its effectiveness at buffering stress. Take the difference between American and Hong Kong bank tellers.

[14:20] So if you’re struggling with control and autonomy, and think it’s causing you stress, you have to reflect on why that is.

[16:11] So, how can you tell if having more control at work will help or hurt you? Jia Lin has some questions you can ask yourself.

[18:26] The takeaway? Control isn’t one-size-fits-all. It’s about self-awareness, personal preferences, and the right support system.