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.
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