Micheál is Dean of the Lazaridis School of Business and Economics at Wilfrid Laurier University. Prior to this, he was Dean of the University of Ottawa’s Telfer School of Management. Micheál is a former Chairman of the Six Countries Programme, a European research network on technology policy and of the Canadian Federation of Business School Dean. He was previously a member of the Silicon Valley Roundtable’s Advisory Board. He is currently Vice Chair of the Board of Waterloo North Hydro, a Director of Economical Insurance and the Canada Israel Industrial Research and Development Foundation and a member of the ADGA Group’s Strategic Advisory Council
For his contribution to business education in Canada, Micheál was awarded The Queen Elizabeth II Golden Jubilee and Diamond Jubilee medals and recognized as the University of Ottawa’s Alumnus of the year in 2016. CATA awarded him it’s Community Leadership Award in 2010.
Industry Expertise (2)
Areas of Expertise (8)
Alumnus of the Year, University of Ottawa
University of Ottawa 2016
The Queen Elizabeth II Diamond Jubilee Medal
Comunity Leadership Award
The Queen Elizabeth II Golden Jubilee Medal
Carleton University: Ph.D., Political Science and Government
Assumption College: A.B., Foreign Affairs
University of Ottawa: M.A., International Relations
- Economical Insurance : Board of Directors
- Waterloo North Hydro : Board of Directors
- AACSB Initial Accreditation Committee : Member
- ADGA Group : Strategic Advisory Council
Selected Media Appearances (5)
How Canada can produce more ‘unicorns’ and dominate the tech world
“Canada suffers from a serious shortage of executives with the knowledge and experience to successfully scale up a company to be globally competitive,” says Micheál Kelly, dean of the Lazaridis School of Business and Economics. “Creating dominant players requires more than just world-class technology, engineers and scientists. It also requires a high level of management sophistication to deal with the many operational and organizational challenges that companies face when they grow and enter international markets.”...
Op-ed: Beyond the hockey stick: Bold moves set stage for corporate success
Ottawa Business Journal
As a longtime professor of business strategy, I have bookshelves full of volumes offering the secrets of corporate success. These books are usually full of tools, templates, best practices and cases of how successful companies have achieved market dominance...
More than a name behind new Lazaridis school
Laurier Business School dean Micheál Kelly spoke of the work the new facility was already doing with local high tech leaders and the workshopping that was being done to aid in their issues around scalability and competing on global markets...
To reach the next level, prioritize Canadian tech talent
Globe and Mail
As our new federal government ponders how to catalyze a slow-growth economy, it's clear that a shift in emphasis from startups to scale-ups should be a major part of a new policy focus...
Wilfrid Laurier University names business school for Mike Lazaridis
The Globe and Mail
Long associated with the University of Waterloo, Mr. Lazaridis says he was impressed by Laurier's "strong" business school. He also lauded what he called its co-operative education program (half of the school's 4,200 undergraduates work for industry as part of their degree) and the focus of its dean, Micheál Kelly, on turning out graduates with high-tech management skills...
Selected Publications (1)
Mícheál J. Kelly, Jean–Louis Schaan, Hélène Joncas
2002 Recent surveys indicate that executives of technology companies consider strategic alliances to be central to their competitive strategies. Yet the barriers to successful alliances are formidable. In many instances, these barriers develop in the early stages of an alliance. This study identifies and analyzes the types of challenges that companies face in the start–up phase of their alliances. It is based on a survey and interviews with executives in the Canadian high technology industry. The study finds that the principal challenges in the first year of an alliance relate to relationship issues between the partners. It suggests stronger attention to these issues in the design and implementation of an alliance. The paper concludes with guidelines to build and sustain effective working relationships between partners.