Monday, April 14, 2014

JANE GERARD JOINS OGCEC - EDMONTON

Osborne Group Contract Executives is pleased to announce that Jane Gerard has joined the organization as Director of Market Development - Edmonton and Senior Advisor.

Jane, in her past role as a senior fund development manager, brings with her a proven track record of securing corporate sponsorships and partnerships within the private sector in Edmonton, Calgary and Toronto.

Jane will immediately begin working with Osborne’s Alberta team of Interim Management Principals and Business Advisors to introduce their extensive experience into the public, private and not-for-profit sectors.

Thursday, April 10, 2014

WHEN RFP STANDS FOR REAL FLAWED PROCESS

RFP’s are a way of life in the public sector, and I get that.

When it is truly a transparent process, there is an opportunity for the vendors to access additional information or clarification to what has been put into the RFP document, and there is an opportunity for debrief of an unsuccessful submission. It’s fair ball.

When however, the “fix” is in and the government or NGO agency is simply being publically compliant, it becomes a waste of time and talent. No different than a job posting that was only undertaken to adhere to a clause in the HR manual. They had a bead on the person they wanted a long time ago.

In another life, I use to watch as advertising agencies competed for Agency of Record status with major companies, spending $25,000-$50,000 - even $100,000 plus - in an effort to win an account. One day some of these national businesses woke up and realized they would not get the best agencies/talent submitting because the risk versus return was dubious. This was particularly true of some very talented boutique houses that didn’t have the book of business that could sustain large investments in business development with no return. So, industry evolved to where the smart companies qualified specific agencies, then requested them to submit WITH the understanding they would be compensated in part for their costs in doing so. The result was bigger and better ideas put on the table and a better selection and fit in the chosen partner.

What I see happening with RFP’s in the not-for-profit sector is a somewhat disturbing, yet familiar trend. Documents poorly written, leading to submissions which may be off the mark, leading to selections which don’t, in the end, provide the right solutions, leading to a waste of everyone’s time and money, which most not-for-profits I know can’t afford. Of course, there is still the carry over issue from the public sector in that the fix may be in, but in this case it might be because some major donor or influential board member has a relationship they want turned into a vendor contract. Added to the complexity of the problem is that budgets are set aside which are often too low to get the job done well and agencies misusing grant money, either not matching funds as required or funneling some of the financial support into areas for which it was not intended.

As a mentor of mine once said, “You’ve done an eloquent job of stating the problem Mark, but what’s the solution?” Here is what I propose. First of all, if you are going to sole source anyway, don’t play the game. However, if you legitimately need help and don’t know where to look, ask foundation and support agencies for names of potential vendors and ask those to submit their qualifications ONLY, not respond with a full blown proposal. That is not onerous on the potential vendors as they have that marketing material pre-prepared in most cases anyway, backed up by a professional website that outlines their service offering. Then select three firms or independent consultants whom you would invite to present. If they accept and do so within a specific time frame, have an honorarium cheque for $500 - $1,000 (depending on the size of the project) ready to present at the conclusion of the presentation. This is all with the understanding that whatever ideas or solutions are presented can be used by the NFP, irrespective of who is selected to follow through with the work. This totally changes the dynamics. First of all, no one would believe the “fix” was in if a NFP was prepared to cut a cheque for your effort.

Secondly, presentations instead of submissions will bring forth more useful ideas through open discussion. As it is now, vendors play their own game of trying to write a winning proposal without giving too much away in case they don’t get the work. NFP’s we’ve worked with are staffed with special people doing special things in our community. Speaking as the head of one vendor firm, we WANT to help and usually spend several hours in excess of what we budget to ensure satisfaction and success.

As the not-for-profit world evolves into the not-for-profit with a social-enterprise-on-the-side world, good business sense needs to win the day over old habits and outdated policies. Get creative and you will be rewarded with creativity. You’ll get the best advice the market has to offer and take on much less risk that you’ve made a poor selection.

Mark Olson (click to see Mark’s profile)
Managing Partner & Principal

ORGANIZATIONS HOLDING A LEADERSHIP POSITION - WHAT DEFINES THEM?

It isn't all about profit and bottom line if a business desires to be recognized as a leader in its industry or community. Of course, in the private sector, profit is a critical pillar in the way organizational performance is measured. In the not-for-profit sector, measuring the outcomes and added value to members and constituents of the organization are the key measures. And in the public sector, safety, security, health, education and the public good define success. In each case, the benefits achieved can be described as the return on the investment for the shareholders, members or public.

However, in the private and not-for- profit sectors, some organizations have achieved the recognition as leaders in their industry. These organizations stand out as a best practice or a business to be emulated. They are respected by their peers, seen as “employers of choice” and influence business trends and practices. These are the businesses or organizations that all others aspire to be – leading organizations set the bar for others to achieve.

So what characteristics define leading organizations and separate them from the pack?

  • Human Resource Management – There exists a strong commitment to people; their attraction, retention, contribution and development.
  • Organization’s Mission and Vision – Known throughout the organization and aligned with the motives and responsibilities of everyone.
  • Triple Bottom Line – Focus on a balance of profit, people and planet with a clear appreciation and care for organization’s impact on the community beyond employees and the environment beyond the neighborhood.
  • Laws, Bylaws, Policies, Practices – Respect and compliance throughout the organization for the rules of a civilized society and business.
  • Values – The organization’s values defining the culture of the workplace are consistent with the values of the personnel, contractors and suppliers that contribute to the working environment.
  • Adaptability, Innovation, Entrepreneurship – With change being a constant factor, leading organizations are those that demonstrate the ability to confront and overcome the challenges constant changes the best.
  • Integrity and Accountability – Principles that are protected and practiced throughout the organization, whether it’s in the reported results or in taking responsibility for actions or products.
  • Expectations of Shareholders and Customers – The organization continually meets, and sometimes exceeds, the expectations of its shareholders and customers.
  • Brand and Products – The organization’s brand, and its promise, and the products that are offered are well known, valued, and trusted by consumers.

Identifying the ingredients that contribute to becoming a leading organization is the easy part. To implement these characteristics into a business may take years of commitment, investment and strong leadership at the Board of Director, Executive and Management levels. Many organizations will not aspire to lead in their industry and we respect this fact, but thankfully we do have leading businesses in every industry to set the bar higher for the rest to follow. It is satisfying to know that the recipe for leadership is not a secret.

Randy Williams (click to see Randy’s profile)
Principal
Head of Practice - Hospitality, Tourism and Destination Marketing

Friday, April 4, 2014

TOM CROSSON & MICHAEL FITZPATRICK JOIN OIM

Osborne Interim Management is pleased to welcome Tom Crosson (BA-Econ) and Michael Fitzpatrick (MBA, B.Comm) to the organization as Principals. Both are based in Calgary.

Tom brings a powerful combination of broad executive management experience and highly developed expertise in Enterprise Risk Management (ERM), which includes business continuity, crisis management, insurance, etc. This expertise comes from years of managing a number of critical business functions. Ultimately this diverse business experience led Tom to hold senior positions directly responsible for the design and delivery of ERM programs, both domestically and internationally. Tom’s practical and business imperative led approach to risk management helps align strategy, operating objectives, value drivers with key risks which reduces costs, decreases variability in financial results, enhances market reputation, improves decision making and achieves organizational goals. Through a motivational, collaborative and mentorship leadership style he inspires teams to achieve change and meet challenging objectives to the highest standards. Experience has been derived from diverse industries such as aerospace, engineering, manufacturing, energy (utilities), consulting, banking and insurance.

An accomplished operations executive, Mike makes sense of chaos by identifying barriers to success and implementing solutions, especially in transportation and manufacturing related industries. A strong believer in a cross-functional approach to goal achievement, Mike utilizes a congenial and collaborative style to identify key performance indicators that can be aligned across the organization. He brings a focus on driving productivity and a proven track record in reducing costs and redundancies while improving cash flow. An innovative thinker, analytical, proactive, strategic and results driven. Mike has excelled at handling environmental issues, negotiating with third parties and has been praised for his coaching abilities.

Thursday, April 3, 2014

COURTNEY SHEARER APPOINTED HEAD OF PRACTICE - MINING

Osborne Group Contract Executives President and CEO Mark Olson is pleased to announce that Courtney Shearer (B.Sc, MBA) has been appointed Head of Practice – Mining. 

Courtney states: “The mining and mineral exploration sector in Canada has tremendous potential for re-growth now that the bottom appears to have been reached in the recent down cycle. There is also a high potential that there will be continued consolidation of the juniors to meet the new realities for the mining sector. As project and corporate funding flows back in to the sector, there will be a rekindled need for management and administrative expertise to help ensure those funds are spent well. Because the commodity price cycle will always be a major issue for mining companies, a highly liquid labour pool will be required to match the ebb and flow of the activities. Interim management services are a great opportunity for mining and exploration companies to fill in their talent needs as the industry grows again.” 

“All sectors go through cycles and we believe mining is in one now where the services of our interim executive and business advisory teams could be highly valued. We’re fortunate that Courtney has joined us to lead that initiative. As a director, CFO, President and Interim CEO, and having valuated over 90 mining and exploration projects, undertaken treasury activities, corporate amalgamations, joint venture agreements and dealt with distressed situations, he has an intimate sense of the industry and its challenges,” adds Mark. 

As Principal and Head of Practice – Mining, Courtney will be able to draw on the multiple resources within both Osborne Interim Management and Osborne Business Advisors to assist companies whether they require executive leadership, operational or financial expertise, senior human resources assistance or business development.