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WHAT WAS YOUR A-HA MOMENT OR
EPIPHANY THAT YOU THINK WILL
RESONATE MOST WITH OUR READERS?
Early in my more than 35-year career, I was taught that
people ARE the organization. I understood that scale
had no bearing. It could be a small organization or a
100,000-person organization. Regardless, it is people
that determine the organization's success or failure.
The epiphany for me came when seeking: where
from an organizational structure perspective, should
leadership reside? Of course, the answer is that
leadership resides at every level, from individuals who
are directly tied to an organization's success.
WHAT IS THE ONE THING THAT HAS YOU
MOST FIRED UP TODAY?
I'm learning every single day. It is humbling, on one
hand, and sobering on the other to think that time is
against me. But more importantly, it is so inspiring
because everything I learn, I learn from others.
WHAT ARE SOME OF THE BIGGEST
IMPEDIMENTS TO INNOVATION IN YOUR
INDUSTRY SECTOR?
You don't get to be the world leader in unmanned
systems without building a culture of innovation.
One distinct advantage we have is that we're a
private company. As such, we're able to move fast
and in certain cases, invest more in developing key
technologies. But being first in the world also comes
with the challenge of needing to invent some of the
capabilities you require.
INTERNATIONAL STRATEGIC DEVELOPMENT
DIRECTOR FOR CANADA
GENERAL ATOMICS AERONAUTICAL SYSTEMS, INC. (GA-ASI)
MICHEL LALUMIERE
The advice I received is that the hardest thing
we will ever have to do as leaders, by far, is to
communicate effectively.
WHAT IS THE BEST ADVICE YOU RECEIVED?
For the interview, see page 30
