![]() You will probably start by saying, it’s not a circus show. Because if you try to describe a Cirque show, it’s very difficult. Talk about that, the challenge of taking something that people love, because it is unique and maybe they love because it’s small, taking that brand and making it big.ĭANIEL LAMARRE: And two famous teachers from your school, from Harvard, have described it in their Blue Ocean Strategy as we have developed a new category of show and I truly believe that’s what happened and that’s how we’ve been successful. And that’s what I’ve been doing for the last two decades.ĪDI IGNATIUS: You come to Cirque du Soleil, it has a mission, it has some initial success, but as you said, you’re trying to develop it, to scale it, to blow it up globally. Just to set context, could you talk a little bit about Cirque du Soleil’s mission and maybe how you came to the company?ĭANIEL LAMARRE: This company started with a bunch of street performers begging at the corner of the street and, move forward 10 years later, I had the opportunity to join the company when I thought the brand was ready to explode globally. So I’m blessed to have the opportunity to talk with you today.ĪDI IGNATIUS: Well, thank you. And it’s a great, great time to talk about creativity and how we’re going to innovate. ![]() If you’re a subscriber, you can sign up here.ĪDI IGNATIUS: Daniel, welcome to the show.ĭANIEL LAMARRE: I’m so happy and honored to meet you today. He also shares an inside look at these conversations -and solicits questions for future discussions - in a newsletter just for HBR subscribers. Each week, Ignatius interviews a top leader on LinkedIn Live - previous interviews included Microsoft CEO Satya Nadella and former PepsiCo CEO Indra Nooyi. “ The New World of Work” explores how top-tier executives see the future and how their companies are trying to set themselves up for success. The surprisingly analytical side of Cirque, which relentlessly tweaks and perfects its show formulas based on continuous audience feedback.His decision to leave a comfortable position as TV network CEO to “run away” and join the circus, and what it taught him about being true to his own values and ambitions.Reviving the company after a disastrous Covid-inflicted shutdown of Cirque’s operations and painful layoffs.HBR editor in chief Adi Ignatius sat down with Lamarre in this episode of our video series “ The New World of Work” to talk about: He is the author of, Balancing Acts: Unleashing the Power of Creativity in Your Life and Work, which describes how others can unleash Cirque’s creative management techniques, even if they’re not in the business of clowns and acrobats. < span data-mce-type="bookmark" style="display: inline-block width: 0px overflow: hidden line-height: 0 " class="mce_SELRES_start"> & #65279 < /span> ĭaniel Lamarre is the executive vice chairman of Cirque du Soleil, a position he took after serving for nearly two decades as the circus and entertainment company’s president and CEO.
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