Imagine yourself as chief executive of the most dynamic company in your industry. Thanks to your initiatives and some good luck, customers flock to you, whereas your competitors languish. Profits are up, though due to reinvestment in your infrastructure, not as much as investors expected. And yes, it’s true that you are behind in delivering the goods to your customers. How should your board of directors react to these mixed circumstances?
You, of course, are Luc Jobin, the CEO of Canadian...