Applied Strategic Management

I study why some organizations make better decisions than others — and what leaders can do about it. My work sits at the intersection of strategy, energy, and innovation, drawing on cases from industries like nuclear power, airlines, and tech to surface principles that apply broadly. I teach in McMaster's MBA and Executive Education programs, and work directly with boards and leadership teams on strategic clarity, competitive advantage, and managing change.

The following are some of the teaching and research questions I am interested in. To inquire about a speaking or research engagement, contact me.

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Strategy

What makes a set of choices into a strategy — and what makes that strategy effective? I study how leaders build competitive advantage through simple, stable, and differentiated strategic choices.

Innovation

Organizations say they want creativity. Research shows they systematically reject it. I study why some organizations are more innovative than others — and why the most creative people are often the least rewarded.

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Generative AI

AI hasn't changed what strategy is. It has changed who can execute it. I teach boards and executives how to separate the myths from the real strategic implications of generative AI .

Technology & Energy

Technology & energy are the richest strategy laboratory in the world. I study the strategic and organizational challenges of technology broadly, and the energy industry specifically.

What makes some organizations more innovative than others?

A good strategy allows individuals to impose their own imagination towards organizational goals in a coordinated way. Good structure adds incentives that encourage creativity and removes requirements that stifle personal freedom. Together, a simple strategy, strong incentives, and personal freedom make organizations innovative. A complex strategy, weak incentives, and bureaucratic requirements reduce innovation.