A Public Policy Forum report outlines the potential hit to Canada’s competitiveness in a world increasingly driven by data
Strategy, culture, and customer experience are just as important.
Quadriga clients are out of luck after the sudden death of the firm’s founder left $190 million in cryptocurrencies protected by his passwords unretrievable
Shipments plummeted an estimated 20 per cent in 2018’s final quarter
Kevin Carmichael: The foreign company hailed as a Quebec success story might now be hurting the very tech scene it helped create
The world’s wealthiest man now faces what may be an even tougher challenge — convincing investors the fight won’t hurt business
Toronto’s tech sector is having a moment on the world stage and we need to use it — not work against it — to accelerate the growth of made-in-Canada venture
Opinion: The rise of wearable tech and autonomous cars present the insurance industry with its greatest risk – and opportunity – since pirates took to the seas
Thomas Steenburgh, a marketing professor at the University of Virginia Darden School of Business, was inspired by his early career at Xerox to discover why firms with stellar sales and R&D departments still struggle to sell new innovations. The answer, he finds, is that too many companies expect shiny new products to sell themselves. Steenburgh explains how crafting new sales processes, incentives, and training can overcome the obstacles inherent in selling new products. He’s the coauthor, along with Michael Ahearne of the University of Houston’s Sales Excellence Institute, of the HBR article “How to Sell New Products.”
