Interviewed in the Globe and Mail’s ‘Business Without Borders’ – CEOs Heading Abroad

This week I had the opportunity to be interviewed by Sean Fine of the Globe and Mail for Business Without Borders, a collaborative project exploring the opportunities and challenges for Canadian businesses going global, put together by Canadian BusinessReport on Businessthe Economist, and HSBC.

Kevin Morris Business Without Borders Globe and Mail

I sat down with Sean Fine to discuss what we were hearing from Canadian CEOs in regards to the challenges that come with navigating global markets. Through conversations with many of our CEO Global Network Members, discussions in CEO Group Meetings, and even having the chance to travel with several of our Members as they enter new markets, I was able to explore with Sean the importance of leadership in expanding internationally, and how CEOs can help CEOs to be more successful in those areas.

Have a look at the article itself: it’s called “Learning about Nuanced Language in a Rice Field: Dealing with Diversity at Home Gives an Advantage to Canadians Going Abroad” (which refers to a story I encountered where an executive refused to let team members into a meeting when they entered China without first experiencing the culture, history, and traditions of the Chinese people.)

I also touch on why I think Canadian CEOs are excelling at preparing a new generation of leaders through mentoring and peer groups, why even CEOs need help when it comes to making critical decisions, and traits we see in successful CEOs who are tackling new markets and regions.

Be sure to check it out over on Business Without Borders.


Lessons from a Quarter Life Crisis

A rare one from me – a bit of a personal post. I generally try to keep a pretty tight profile online and don’t get into life issues all that much, but this one’s been on my mind for a while now and after a recent event – I figured I’ve got at least some insight here as to what’s happening in the minds of us ‘young people’. Perhaps what I’ve learned can help others. If that’s the case, please leave a comment below with your thoughts or experiences, particularly if they differ from mine. Continue reading


Ex-Employees, Social Networks, and the Reverse Flow of Knowledge

Originally posted at Wikinomics.com

In my research on how social networks can be leveraged for talent purposes, one of the core themes that has emerged has been how organizations can evolve relationships with candidates throughout a more complete employment lifecycle. Traditionally, ex-employees have been viewed as unloyal, traitors and not to be trusted. After all, an employee who leaves is likely taking all their knowledge with them to the next company, right?
But in an economy so demanding of maintaining relationships with talented individuals, does it make sense to cut ties with those who walk out the door? And does it necessarily mean that an organization loses that knowledge altogether?

Continue reading