I read an article the other day that got me thinking about the day, 20 years ago, that I, along with many others, was laid off from MacLaren McCann due to General Motors’ sales declines, and how I suggested a few of the same alternate employment suggestions to MacLaren McCann’s HR department to no avail. 

“That’s not how we do things around here.” 

True enough . . . just because MacLaren McCann was a large Advertising Agency that prided itself on its ability to come up with “creative communication solutions”, it does not follow that the agency is willing or able to think creatively from an operational standpoint; despite the irony that any ad agency is only as good its people. 

Highlights of the article are below.

Last week, Jack Dorsey stunned markets with a bombshell: Block, the fintech company he co-found-ed, will eliminate 4,000 positions, blaming artificial intelligence. The move removes nearly half the workforce and ranks among the most aggressive Al-related reductions to date. As thousands of employees were informed that computers were taking their jobs, financial markets cheered.

Block's shares surged 25%, adding more than US$6 billion in market value. In his note to employees posted on X, Dorsey framed the decision in starkly binary terms: "I had two op-tions: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now," he posted. What is striking is the narrowness of the decision set especially since Dorsey acknowledged that Block is "strong gross profit continues to grow." To be fair, Dorsey didn't sound like a typical CEO cost-cutter. His memo was direct and compassionate, and he offered generous severance packages.

Yet, tone and substance are different things. (While) Dorsey's dilemma is real. The troubling question is why a highly profitable company, led by a CEO who genuinely cares about people, treats layoffs - and only layoffs - as the default response to technological progress? 

So, what other options did he have?

One would be to shorten the work week.

• A four-day workweek has been documented as life-changing for employees. Most would probably prefer it — even at 80% — rather than losing their jobs; 
• Even a 30-hour workweek at 75% pay could work.

Another — in the spirit of Google's "20% time" policy — would allow employees to spend one day a week on self-guided side projects. In Google's case it helped create Gmail, Google News and AdSense.

It would probably generate synergies for Block as well.

A third option would be reallocating labour internally — growing the firm, investing in new products and expanding into new markets.

Lastly, to evade shareholder pressure, Dorsey could have taken the company private, or made it employee-owned, making it more about people and less about profits.

Dorsey's "two options" framing exclude this entire menu. This matters because the corporate narrative increasingly treats layoffs as the natural, almost inevitable, response to Al-driven efficiency.

Amir Barnea is an Associate Professor of Finance at HEC, Montreal

and a freelance contributing columnist.

Early in the new year brands across the world pick up where they left off in 2025 - heading in what they hope is the “right direction”. And while you’ll want your brand to do better in 2026 than it did in 2025, so will every other brand manager out there; despite all of the global uncertainty that makes 2026 very different.

What will you do to build your brand fidelity - not just your brand loyalty?

While I’m not going to attempt a summary of best practices here because the right approach for your business depends on your management style, your business category, competitive environment, brand positioning, and where your brand is on its brand life-line, here are a few things to take to heart:

1.  You need a plan. Period. Many businesses I work with don’t have one and wander around lost.

2.  You need to plan the work. A plan, however rudimentary, enables you to define your goals and justify them emotionally and intellectually. Both kinds of justification are important as they will combine to create a far more compelling force with which to propel you towards your goal.

3.  You need to work the plan. The plan needs to be understood by all employees - notably those who interact with the public - because a great plan also helps your customers clearly understand the terms of the brand relationship - and why they should consider fidelity.

Many people don’t like “working plan”. I have a few thoughts on this:

1.  If your resistance is coming from a client or agency manager who is a trusted brand stakeholder with progressive ideas based on logical consumer insights, consider doing a cost-benefit study without affecting the pace and trajectory of the original \ approved plan.

2.  If your resistance is coming from an emotional client or agency manager who thinks that they have a short-cut to greater brand success, suggest some A/B testing. The greatest names in every discipline known to man are slaves to repetition - which includes testing. 

Because it takes time and perspective to write a good, actionable plan, start now. Consider reviewing your current plan and your progress before the holidays and then look at the changing competitive terrain and decide where you want your brand to be in December 2026. Agree multiple paths to the 2026 goal line with your management team.

Prepare a presentation for early January 2026 that outlines the Goals, Strategies + Tactics for the year.

Break your tactics down to the individual level to ensure each person on your team knows exactly what they need to do to help the brand make its year.

March 3, 1943 - January 31, 2026

It is with deep sadness that we announce the passing of Janet Keele on Saturday, January 31, 2026. 

Janet was born in 1943 and grew up in Toronto in a loving family where her connection to Westmoreland United Church became an integral and lifelong part of her faith, community, and identity. While attending Bloor Collegiate, Janet discovered her passion for music; a love that would shape her life’s work. She went on to study music at the University of Toronto, and upon graduation achieved her lifelong dream of becoming a music teacher. Janet enjoyed a rich and fulfilling forty-year teaching career at Humberside Collegiate where she directed 39 musical productions while inspiring generations of students. In recognition of her dedication and impact, she was honoured as Ontario’s Teacher of the Year. Janet met her loving husband, David, through Scouts. They were married in 1973 and shared a devoted partnership until David’s passing in 2001. Together, Janet and David cherished cottage life, first in Penetanguishene and later at Manitoulin Island. Her cottage brought her immense joy, peace and happiness throughout her life. In retirement, Janet remained deeply involved in music and in her community. She directed several musical variety shows with the Beaver Bible Class of Westway United Church and conducted the Humberside Alumni Choir, continuing to share her passion and talent with others well into her senior years. Janet was, without doubt, one of the Toronto Blue Jays’ biggest fans, faithfully cheering on her team through all the good times and the bad. Janet is lovingly remembered by her family and was also blessed with the love and support of her special friends. Janet was predeceased by her husband David, her brother Jimmy, her sister Margaret, and her parents Gordon and Emily Keele. 

In keeping with Janet’s wishes, a Celebration of Life will be held in the spring. 

In lieu of flowers donations in memory of Janet Keele may be made to Lung Cancer Canada, Community Living Toronto or Friends of Humberside.