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Gene Deszca is professor emeritus of Business Administration and a former MBA director and associate director in the Lazaridis School of Business and Economics at Wilfrid Laurier University. He played a variety of leadership roles at Laurier, including the development and launch of the full-time, one-year MBA program, the executive MBA program, and the undergraduate international business concentration. He was instrumental in the development of the post-university professional accreditation programs for one of Canada's major accounting bodies and was a member of their national board of directors for several years. Gene loves working with students and the excitement of the classroom and continues to teach graduate and executive courses, both nationally and internationally, in organizational behaviour, leading organizational change, and international business. His consulting work follows similar themes for clients in both the public and private sectors, with a focus on framing and navigating organizational change and the development and delivery of executive programs to facilitate transition management. He is involved in two entrepreneurial initiatives which are in the process of scaling. The first involves software that simulates organizational disruption, for use in executive/management education (see changebydesign.com). The second organization focuses on the development and deployment of bundled hardware and software solutions (including blockchains), for use across a wide array of internet of things (IoT) applications, from smart factories to smart cities (see terepac.com). Gene is the author or coauthor of over 100 journal, conference publications/presentations, books, monographs, cases, and technical papers. These include the books Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, Toolkit for Organizational Change (1st ed.) and the articles Driving Loyalty Through Time-to-Value and Managing the New Product Development Process: Best-in-Class Principles and Leading Practices. He is an active case writer, and his current research focuses on organizational change and the development of high-performance enterprises. Donald L. Anderson, PhD, University of Colorado, teaches organization development and organization design at the University of Denver. He is the author of the text Organization Development (4th ed., Sage Publications, 2017) and editor of Cases and Exercises in Organization Development & Change (2nd ed., Sage Publications, 2017). He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson's research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication. Dr. Anderson is a member of the Academy of Management and serves on the editorial board of the journal Management Communication Quarterly as well as SAGE's Business and Management Advisory Board.

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