As I reflected on my personal and professional experiences I am struck by an interesting parallel between my white water rafting adventures and my experience as a Corporate Executive.
All of my white water experiences followed a similar process - a group of people, with varying skills and different experience levels, gathered together to maneuver a raft down through unknown obstacles and challenges. Some are friends and others strangers. A guide at the helm, whom everyone trusts, is assumed to know the river and have the skill to get us safely down. However, we all know this isn’t a one-man job.
After introductions and assurances of his competence, the guide assessed this group to identify personalities and skills. Through this assessment, he assigned roles and responsibilities aboard the raft.
He recited a very complete script. This explained the mission, vision, known hazards, strategies to navigate around them and the rescue plan if one was needed. There were rules of conduct, things like: don’t stand up in the raft, keep your paddle under control, hold onto the guide rope, listen to the guide, and follow directions quickly and concisely. These were non-negotiable.
He then confirmed that all paddlers had a clear understanding and agreed to participate fully. All were invited to withdraw from the adventure if they were not in full agreement. Some paddlers changed their minds at this point and opted out of the raft.
To read the remainder of the article, click here.
Thursday, December 6, 2012
Thursday, November 22, 2012
NEW MANDATE - 10EQS
We are pleased to announce a new assignment with 10EQS, a Switzerland-based knowledge platform connecting clients with global top talent in a structured, online collaboration environment. 10EQS enables clients to access targeted, to-the-point knowledge fast and affordably. They enable experts to leverage their skills through working with clients around the world. Principal Dan Brozic will offer executive advisement for a 10EQS multi-national oil and gas client.
Thursday, November 8, 2012
TAKING THE LONG VIEW - A PRACTICAL HUMAN RESOURCE PERSPECTIVE
Business strategies in newspapers, magazines, TV shows and books are dissected, analyzed, proselytized and change as often as the latest poll in a US Presidential campaign. Each one offers the next great solution to the dilemma facing a business, but never seems to be the answer after publication of the company’s next financial report. Pressure builds from outside forces solely reflecting on share price, and then change comes again.
My experience as an HR Director and petrochemical business leader has seen different business strategies tried, tweaked and then change again with a shift in senior management. However, with the benefit of hindsight, the successful business strategy taught to me in my early years stressed to look at the horizon, not the next signpost, as the way to conduct business. With the company I worked for, its success was measured by an increase in our asset base, greater community employment, stable dividends and an increase in employee engagement through company share ownership. If you built up your own team’s skill and talents, this too would result in increased share price, profit and business success over the long term.
This reflection was spurred by reading the article “Encouraging your people to take the long view” (September 2012: Toby Gibbs, Suzanne Heywood and Matthew Pettigrew) in the McKinsey Quarterly. It offers the thesis “when people don’t have real targets and incentives to focus on the long term, they don’t. Over time, performance declines because not enough people have the attention, or the capabilities, to sustain and renew it.” Examples were given of companies that have stepped back and instituted metrics to measure long term sustainable targets on their desired corporate culture. For instance, safety performance, employee development etc. It was also stated that compensation practices, in particular executive compensation practices, have had the opposite effect on looking at the long term view related to organization culture and have been used only as a “top-up” measure to their executive plan. The article offers three processes that companies should follow: 1. Root out unhealthy habits; 2. Prioritize the company’s values; and 3. Keep the metrics simple, but meaningful.
To read the remainder of the article, click here.
My experience as an HR Director and petrochemical business leader has seen different business strategies tried, tweaked and then change again with a shift in senior management. However, with the benefit of hindsight, the successful business strategy taught to me in my early years stressed to look at the horizon, not the next signpost, as the way to conduct business. With the company I worked for, its success was measured by an increase in our asset base, greater community employment, stable dividends and an increase in employee engagement through company share ownership. If you built up your own team’s skill and talents, this too would result in increased share price, profit and business success over the long term.
This reflection was spurred by reading the article “Encouraging your people to take the long view” (September 2012: Toby Gibbs, Suzanne Heywood and Matthew Pettigrew) in the McKinsey Quarterly. It offers the thesis “when people don’t have real targets and incentives to focus on the long term, they don’t. Over time, performance declines because not enough people have the attention, or the capabilities, to sustain and renew it.” Examples were given of companies that have stepped back and instituted metrics to measure long term sustainable targets on their desired corporate culture. For instance, safety performance, employee development etc. It was also stated that compensation practices, in particular executive compensation practices, have had the opposite effect on looking at the long term view related to organization culture and have been used only as a “top-up” measure to their executive plan. The article offers three processes that companies should follow: 1. Root out unhealthy habits; 2. Prioritize the company’s values; and 3. Keep the metrics simple, but meaningful.
To read the remainder of the article, click here.
Thursday, October 4, 2012
HOW FAMILY BUSINESSES CAN BENEFIT FROM AN OUTSIDE PERSPECTIVE
How is your family business going? Is it ticking along and just meeting expectations? Are the objectives being realized? Is it continuing to prosper or has it become flat? Is it financially sound? Could it be doing better?
I grew up working in the family business. It was a part of my life from age nine until I graduated from university. Like my father, it became a full-time commitment and responsibility, even when I was in grade school because if we didn’t respond to the daily needs there wouldn’t be food on the table next month. While the business grew organically and became more successful and we had more time to think about areas of expansion or better focus, the only thing we really did know was our family business. Yes, my dad had earlier experiences to build on, but each of those was also a family business.
Something entrepreneurs don’t take time to consider is that there is a wider world out there. Perhaps the paradigm they are comfortable in when viewed within a larger context has opportunities that would otherwise not be feasible because their view is hindered by a narrow focus.
To read the remainder of the article, click here.
I grew up working in the family business. It was a part of my life from age nine until I graduated from university. Like my father, it became a full-time commitment and responsibility, even when I was in grade school because if we didn’t respond to the daily needs there wouldn’t be food on the table next month. While the business grew organically and became more successful and we had more time to think about areas of expansion or better focus, the only thing we really did know was our family business. Yes, my dad had earlier experiences to build on, but each of those was also a family business.
Something entrepreneurs don’t take time to consider is that there is a wider world out there. Perhaps the paradigm they are comfortable in when viewed within a larger context has opportunities that would otherwise not be feasible because their view is hindered by a narrow focus.
To read the remainder of the article, click here.
Wednesday, October 3, 2012
MAJA VELJKOVIC & BRENDA JACOBSON JOIN THE OIM TEAM
Osborne Interim Management is pleased to welcome Brenda Jacobson (CMA) and Maja Veljkovic (M.Sc, P.Eng) to the organization as a Principals.
Based in Calgary, Brenda is an engaging leader supporting companies to set, align, measure and attain financial goals. She specializes in small team environments with experience across multiple industry sectors and expands beyond traditional financial reporting to integrate all aspects of the corporate strategy with the financial vision. With expertise in financial reporting, financial modelling, business analysis and structure, people strategies and team building, she is gifted at identifying challenges and developing creative solutions.
Maja, who resides in Edmonton, has achieved successful technology development and transfer with a solid engineering background in senior management and leadership positions. She has demonstrated the ability to design and establish effective and productive technology collaboration arrangements among industry, universities and government, particularly in the energy and alternative energy fields. With a combination of technical acumen, and a flare for transforming groups into productive working teams, Maja can be a potent management force in any innovation-based enterprise.
Based in Calgary, Brenda is an engaging leader supporting companies to set, align, measure and attain financial goals. She specializes in small team environments with experience across multiple industry sectors and expands beyond traditional financial reporting to integrate all aspects of the corporate strategy with the financial vision. With expertise in financial reporting, financial modelling, business analysis and structure, people strategies and team building, she is gifted at identifying challenges and developing creative solutions.
Maja, who resides in Edmonton, has achieved successful technology development and transfer with a solid engineering background in senior management and leadership positions. She has demonstrated the ability to design and establish effective and productive technology collaboration arrangements among industry, universities and government, particularly in the energy and alternative energy fields. With a combination of technical acumen, and a flare for transforming groups into productive working teams, Maja can be a potent management force in any innovation-based enterprise.
Thursday, September 6, 2012
CORPORATE TURNAROUND/REJUVENATION MANAGEMENT
During a recent meeting with a prospective client I was asked how I would approach a turnaround situation for a possible engagement. Although we often hear the phrase “turnaround management”, owning and running a business on the decline can be overwhelming. Creating and implementing a turnaround strategy and plan by following a systematic approach will often lead to a successful execution and profitable recovery.
Turnaround management is “a process dedicated to corporate renewal”. It uses analysis and strategy to give business owners and management the guidance to revitalize distressed companies and return them to solvency. When analysis is completed, a long-term strategic and restructuring plan is created. Once approved by ownership/management, turnaround interim managers begin to implement the plan, continually reviewing its progress and making changes to the plan as needed.
In Western Europe, Turnaround Managers are also called Turnaround Practitioners and often are interim managers who only stay as long as it takes to achieve the turnaround. Assignments can take anywhere from three to 24 months, or longer depending on the size of the organization and the complexity of the job. The Globe and Mail recently reported on the “seasoned executive with a parachute”; interim management has gradually become accepted in North America as the changing economic climate has surpassed the concept of long-term job security. Senior executives can be parachuted into temporary roles without a long learning curve due to the wealth of experience accumulated.
To read the remainder of the article, click here.
Turnaround management is “a process dedicated to corporate renewal”. It uses analysis and strategy to give business owners and management the guidance to revitalize distressed companies and return them to solvency. When analysis is completed, a long-term strategic and restructuring plan is created. Once approved by ownership/management, turnaround interim managers begin to implement the plan, continually reviewing its progress and making changes to the plan as needed.
In Western Europe, Turnaround Managers are also called Turnaround Practitioners and often are interim managers who only stay as long as it takes to achieve the turnaround. Assignments can take anywhere from three to 24 months, or longer depending on the size of the organization and the complexity of the job. The Globe and Mail recently reported on the “seasoned executive with a parachute”; interim management has gradually become accepted in North America as the changing economic climate has surpassed the concept of long-term job security. Senior executives can be parachuted into temporary roles without a long learning curve due to the wealth of experience accumulated.
To read the remainder of the article, click here.
Thursday, August 9, 2012
GOVERNANCE IN NOT-FOR-PROFITS.....RANDOM LEARNINGS
Not-for-Profits frequently enjoy a purpose for being that more easily draws people with skill, experience and enthusiasm to their staff organizations and Boards. Board members are attracted by the opportunity to share in a corporate mission that is often trying to do some good for a part of our society that is struggling. Individual Board members resonate with the mission and see their skill set as helping further the goals and make a difference. For an experienced executive this is a great opportunity to give something back to society. And with a scenario like that for a not-for-profit, what can possibly go wrong with Board governance?
I draw upon three examples from my own Board experiences to demonstrate that speed bumps can (and will) occur.
To read the remainder of the article, click here.
I draw upon three examples from my own Board experiences to demonstrate that speed bumps can (and will) occur.
To read the remainder of the article, click here.
Thursday, August 2, 2012
NEW MANDATE - SENIORS LIVING FACILITY
We are pleased to announce a new assignment with a not-for-profit organization involved in seniors’ assisted living housing. From June through September, Principal Doug Fletcher will be working with the Board to select a new management organization structure and will be assisting with the transition of some key management functions. The organization has seen significant growth over the past few years and wisely appreciates the need to adapt to this new level of activity and to plan for the future. This is the fourth assignment Doug has conducted for this client over the last seven years.
Thursday, July 5, 2012
INDUSTRY EXPERIENCE NEEDED.....REALLY?
When you are in the business of providing human capital at the executive level, one of the misperceptions you uncover over time is how little impact industry experience has as a factor in delivering results for clients in spite of its almost perpetual inclusion in job description criteria.
I would never argue the technical experience required in day to day operations. Nor would I argue the in-depth understanding of regulatory and compliance issues required in certain industries. Nor the merits in a family run company with leadership “growing up” in the business. And, industry experience in terms of spotting and taking advantage of trends is valuable.
However, a good leader who is surrounded by that company’s industry experience can depend on the management team to very quickly learn what industry information he or she needs to make the right executive-level call. With open and frank dialogue around the management table the experienced leader can be assimilated into the company’s operations in short order. Rapid business “assimilation” is a trait common to those with extensive experience at a senior level of responsibility. Qualities that make up good executive leadership are frequently transferable skills and a leader with good internal support can learn the company’s product quite quickly. But someone who knows the product cold from years in the industry can’t always be the good executive leader. One cannot “learn” leadership skills overnight.
To read the remainder of the article, click here.
I would never argue the technical experience required in day to day operations. Nor would I argue the in-depth understanding of regulatory and compliance issues required in certain industries. Nor the merits in a family run company with leadership “growing up” in the business. And, industry experience in terms of spotting and taking advantage of trends is valuable.
However, a good leader who is surrounded by that company’s industry experience can depend on the management team to very quickly learn what industry information he or she needs to make the right executive-level call. With open and frank dialogue around the management table the experienced leader can be assimilated into the company’s operations in short order. Rapid business “assimilation” is a trait common to those with extensive experience at a senior level of responsibility. Qualities that make up good executive leadership are frequently transferable skills and a leader with good internal support can learn the company’s product quite quickly. But someone who knows the product cold from years in the industry can’t always be the good executive leader. One cannot “learn” leadership skills overnight.
To read the remainder of the article, click here.
Monday, June 25, 2012
NEW MANDATE - IN THE LINE OF FIRE
We are pleased to announce that an Osborne team of executives will assist In the Line of Fire Inc. with growth strategies relative to finance, sales, marketing, manufacturing and distribution.
In the Line of Fire develops, licenses and sells hard and soft body armour for first responders, police and military applications.
In the Line of Fire develops, licenses and sells hard and soft body armour for first responders, police and military applications.
Friday, June 8, 2012
USE OLD SAWS AS THE TOOLS OF BUSINESS
When we sit in meetings there is a moment when someone uses one of the old saws below. As these are heard so often, they are usually ignored, but today we will consider their truth and try and throw in the odd business tip.
Another Day, Another Dollarlways be on the lookout for another dollar. It can be revenue. It can be cost savings. At the end of each day ask yourself "where did I make my dollar today?".
Low Hanging Fruit
Quick, easy and instantly rewarding defines low hanging fruit. For example, how about get your receivables in on time. Speaking of receivables, a quick phone call will bring better results than e-mails. Hard to do sometimes, but you need the personal touch.
Measure Twice, Cut Once
Obvious right! Then why don’t you do it? How many times do you look at an Excel spreadsheet prepared by someone else and it is wrong and the reason is obvious. Excel is fickle. Check your work, include checks and balances, and please remember Excel does not substitute for common sense and it has no gut feel for the numbers.
Assumption is the Mother of All (you complete the sentence)
Assumption is never worth the time you thought it saved. It is the lazy way out. Empiricism is the foundation of decisive action. You can never avoid the risks but do not build your own extra risks in by way of assumptions.
To read the remainder of the article, click here.
Another Day, Another Dollarlways be on the lookout for another dollar. It can be revenue. It can be cost savings. At the end of each day ask yourself "where did I make my dollar today?".
Low Hanging Fruit
Quick, easy and instantly rewarding defines low hanging fruit. For example, how about get your receivables in on time. Speaking of receivables, a quick phone call will bring better results than e-mails. Hard to do sometimes, but you need the personal touch.
Measure Twice, Cut Once
Obvious right! Then why don’t you do it? How many times do you look at an Excel spreadsheet prepared by someone else and it is wrong and the reason is obvious. Excel is fickle. Check your work, include checks and balances, and please remember Excel does not substitute for common sense and it has no gut feel for the numbers.
Assumption is the Mother of All (you complete the sentence)
Assumption is never worth the time you thought it saved. It is the lazy way out. Empiricism is the foundation of decisive action. You can never avoid the risks but do not build your own extra risks in by way of assumptions.
To read the remainder of the article, click here.
Tuesday, June 5, 2012
COMPANY OFFERS CLIENTS SHORT TERM MANAGEMENT
Article written by Mark MacDonald of Business Fraser Valley. To read the article, click here.
Tuesday, May 8, 2012
MANAGING THE SUSTAINABLE SUPPLY CHAIN
The business community has come a long way since the terms "sustainability" and "sustainable development" became part of the vernacular 25 years ago after the report of the Brundtland Commission to the United Nations. Gradually, consumers began to demand that a concern with the "triple bottom line" – economic, social, environmental – had to be demonstrated by businesses and this began to have a real impact on buying decisions.
I was reminded recently what a constant the "sustainability" theme has become as I scanned a column by Nina Winham in Business in Vancouver (March 6-12, 2012). Not only does this local business weekly now have a sustainability columnist, the focus of this particular piece was "sustainable purchasing". Purchasing, or procurement, if you will, is a key function in the supply chain. If a company is serious about delivering a sustainable, or "green", product or service to the market, the supply chain perspective provides the required comprehensive view of all the inputs and processes.
The emphasis on supply chain management and its vital role in assuring consumers that the purchases they make reflect socially and environmentally responsible decisions, comes as no surprise to those of us with some experience in the food processing industry. About 15 years ago, it became mandatory to implement HACCP (Hazard Analysis Critical Control Point) as a food safety strategy. The requirement to analyse and account for all inputs and processes – and demonstrate that you had done so - threw a harsh light on supply chain management, or the lack of it, in the food industry. Three key factors affecting supply chain management – traceability, audit processes and certification – quickly became paramount in the food industry. I am sure that businesses that have implemented other quality management programs, ISO 9001 for example, have had the same experience.
Now we see emphasis on traceability, audit and certification in all industries where it is important to establish origins and authenticity and show that your product or service is consistent with social and environmental standards. And it is driven as much, perhaps more, by industry response to consumer demand as by government regulation. One of the longer-established sustainable certifications – Marine Stewardship Council – was not a government initiative; it was industry driven and spear-headed by Unilever.
To read the remainder of the article, click here.
I was reminded recently what a constant the "sustainability" theme has become as I scanned a column by Nina Winham in Business in Vancouver (March 6-12, 2012). Not only does this local business weekly now have a sustainability columnist, the focus of this particular piece was "sustainable purchasing". Purchasing, or procurement, if you will, is a key function in the supply chain. If a company is serious about delivering a sustainable, or "green", product or service to the market, the supply chain perspective provides the required comprehensive view of all the inputs and processes.
The emphasis on supply chain management and its vital role in assuring consumers that the purchases they make reflect socially and environmentally responsible decisions, comes as no surprise to those of us with some experience in the food processing industry. About 15 years ago, it became mandatory to implement HACCP (Hazard Analysis Critical Control Point) as a food safety strategy. The requirement to analyse and account for all inputs and processes – and demonstrate that you had done so - threw a harsh light on supply chain management, or the lack of it, in the food industry. Three key factors affecting supply chain management – traceability, audit processes and certification – quickly became paramount in the food industry. I am sure that businesses that have implemented other quality management programs, ISO 9001 for example, have had the same experience.
Now we see emphasis on traceability, audit and certification in all industries where it is important to establish origins and authenticity and show that your product or service is consistent with social and environmental standards. And it is driven as much, perhaps more, by industry response to consumer demand as by government regulation. One of the longer-established sustainable certifications – Marine Stewardship Council – was not a government initiative; it was industry driven and spear-headed by Unilever.
To read the remainder of the article, click here.
Tuesday, May 1, 2012
TREVOR AXWORTHY HONOURED WITH FELLOW CHRP AWARD
Osborne Interim Management is proud to congratulate Trevor Axworthy, a long-standing Principal with the firm, for being honoured with the Fellow CHRP Award. The Fellow CHRP is a prestigious title that recognizes the most exceptional CHRP’s (Certified Human Resource Professionals) in Canada who have made outstanding contributions to the profession and their communities. Eligibility criteria includes: strategicpositioning of the Human Resources profession; advocacy on behalf of the HR profession to government policy makers; development, sharing and promotion of innovative HR ideas, policies and practices; service to local, provincial or national HR associations; and service to the broader community/social responsibility.
Trevor was bestowed his Fellow status as a result of his extensive career and leadership roles at NOVA, his work on the Pension Review Tribunal as the member of Alberta for CPP/OAS, his role as one of the Founders of HRIA and the Canadian Council of Human Resource Association and as an early Past President of the Human Resource Institute of Alberta. This is in addition to his community work with leadership roles and service with The Mustard Seed, Rotary, Inn From the Cold and Scarboro United Church.
Trevor was bestowed his Fellow status as a result of his extensive career and leadership roles at NOVA, his work on the Pension Review Tribunal as the member of Alberta for CPP/OAS, his role as one of the Founders of HRIA and the Canadian Council of Human Resource Association and as an early Past President of the Human Resource Institute of Alberta. This is in addition to his community work with leadership roles and service with The Mustard Seed, Rotary, Inn From the Cold and Scarboro United Church.
Monday, April 16, 2012
NEWS RELEASE: OIM SIGNS EXCLUSIVE AGREEMENT WITH VALTUS OF FRANCE
Osborne Interim Management announced today it has entered into an exclusive joint marketing agreement with VALTUS Transition (www.valtus.fr), a major player in interim executive management. Based in Paris, France, VALTUS helps businesses throughout France and around the world manage transformation and change by providing executive resources from a talent pool of over 1,100 interims.
"As we continue to extend our global footprint, we are excited to be allied with an organization like VALTUS", comments Mark Olson, President and CEO of Osborne Interim Management. "Philippe (Soullier-CEO) started VALTUS in 2001 and has instilled the kind of qualities that we believe executives and clients appreciate most: respect, performance and teamwork. Recently we heard of a Paris based company acquiring an Alberta based industrial service provider to the oil and gas sector. Now when these types of initiatives develop, be it in Canada or France, clients will enjoy seamless access to top level executive support."
Philippe Soullier, CEO, states "We’re extremely pleased to find a trusted partner like Osborne Interim Management to explore Canadian-based opportunities. It is very important to us to be aligned with organizations who share the same values as VALTUS. Interim Management is growing globally as companies require more flexibility and greater value in adding senior executive capacity to their organizations in this uncertain economy. We have successfully completed assignments in many sectors including chemical, health care and agrifoods, heavy industry and transportation, and finance/private equity."
"As we continue to extend our global footprint, we are excited to be allied with an organization like VALTUS", comments Mark Olson, President and CEO of Osborne Interim Management. "Philippe (Soullier-CEO) started VALTUS in 2001 and has instilled the kind of qualities that we believe executives and clients appreciate most: respect, performance and teamwork. Recently we heard of a Paris based company acquiring an Alberta based industrial service provider to the oil and gas sector. Now when these types of initiatives develop, be it in Canada or France, clients will enjoy seamless access to top level executive support."
Philippe Soullier, CEO, states "We’re extremely pleased to find a trusted partner like Osborne Interim Management to explore Canadian-based opportunities. It is very important to us to be aligned with organizations who share the same values as VALTUS. Interim Management is growing globally as companies require more flexibility and greater value in adding senior executive capacity to their organizations in this uncertain economy. We have successfully completed assignments in many sectors including chemical, health care and agrifoods, heavy industry and transportation, and finance/private equity."
Monday, April 9, 2012
CASE STUDY: NOT-FOR-PROFIT
THE CLIENT
A major Alberta not-for-profit foundation.
THE CHALLENGE
The Foundation had created a for profit social enterprise but was unsure what market sectors their model should focus on and how to balance both their social and economic mandates in conducting business.
THE APPROACH
The Principal conducted a scan of relevant industry sectors, interviewing a cross-section of representative companies. Based on an analysis of market challenges and internal capacities, he developed a strategic marketing and sales plan within 30 days of being contracted.
THE RESULT
The enterprise accepted the deliverable as a blueprint with which to move forward, beginning with the addition of internal sales and marketing capacity and including a re-branding campaign to better reflect their mandates and garner stronger awareness in the marketplace.
A major Alberta not-for-profit foundation.
THE CHALLENGE
The Foundation had created a for profit social enterprise but was unsure what market sectors their model should focus on and how to balance both their social and economic mandates in conducting business.
THE APPROACH
The Principal conducted a scan of relevant industry sectors, interviewing a cross-section of representative companies. Based on an analysis of market challenges and internal capacities, he developed a strategic marketing and sales plan within 30 days of being contracted.
THE RESULT
The enterprise accepted the deliverable as a blueprint with which to move forward, beginning with the addition of internal sales and marketing capacity and including a re-branding campaign to better reflect their mandates and garner stronger awareness in the marketplace.
Thursday, April 5, 2012
GAP MANAGEMENT - A KEY HUMAN RESOURCES FUNCTION
In today’s successful organizations it is the HR personnel who facilitate the hiring practice for the organization. Generally, hiring policies and procedures are developed within this area and HR expertise drives the strategies for staff replacement and utilization. Current research suggests one of the most costly functions an organization incurs is as a result of the following human resource activities:
To read the remainder of the article, click here.
- Moving forward with hiring replacement staff without taking the time to evaluate the position and its current relevancy.
- Rushing to a decision because of the negative impact created by a lengthy vacancy.
- Moving forward with a new hire when the manager is required to "settle" for a candidate who is less than desired.
- Making a long term commitment to a new hire without being fully committed to the need for such a position.
To read the remainder of the article, click here.
Monday, March 26, 2012
OIM SIGNS EXCLUSIVE AGREEMENT WITH CATALYST OF SWEDEN
Osborne Interim Management announced today it has entered into an exclusive joint marketing agreement with Catalyst AB (www.catalyst.se), a leading independent provider of interim management executives in Scandinavia. Based in Stockholm Sweden, Catalyst provides executive resources to countries across the Nordic region.
"This is extremely significant for our clients", comments Mark Olson, President and CEO of Osborne Interim Management. "Catalyst is a well established, focused company which shares our values in providing quality interim management that delivers superior value. With over 3,500 registered interim executives and an impressive list of clients, Catalyst will be a terrific resource for Canadian organizations with interests in Sweden, Finland, Norway and/or Denmark."
Johan Tysklind, Managing Partner at Catalyst, states "We’re extremely pleased to find a trusted partner like Osborne Interim Management to explore Canadian-based opportunities. Interim Management is growing globally as companies require more flexibility and greater value in adding senior executive capacity to their organizations in this uncertain economy. We have successfully completed leadership, change and transformation roles for clients across all sectors and look forward to assisting Osborne’s clients."
"This is extremely significant for our clients", comments Mark Olson, President and CEO of Osborne Interim Management. "Catalyst is a well established, focused company which shares our values in providing quality interim management that delivers superior value. With over 3,500 registered interim executives and an impressive list of clients, Catalyst will be a terrific resource for Canadian organizations with interests in Sweden, Finland, Norway and/or Denmark."
Johan Tysklind, Managing Partner at Catalyst, states "We’re extremely pleased to find a trusted partner like Osborne Interim Management to explore Canadian-based opportunities. Interim Management is growing globally as companies require more flexibility and greater value in adding senior executive capacity to their organizations in this uncertain economy. We have successfully completed leadership, change and transformation roles for clients across all sectors and look forward to assisting Osborne’s clients."
Friday, March 23, 2012
STEPHEN KENDALL APPOINTED MANAGING PRINCIPAL-VANCOUVER
Osborne Group Contract Executives Corp is pleased to announce the appointment of Stephen Kendall as Managing Principal-Vancouver Market effective April 1st. Stephen will take over responsibility for all British Columbia based client business for both Osborne Interim Management and Osborne Business Advisors. He will work with our talented and experienced team of principals and business advisors to develop integrated client based solutions.
"Stephen has done an exceptional job as a Principal with us these past two years and is the perfect individual to lead our future growth in the BC marketplace", commented Mark Olson, Osborne President and CEO.
To view Stephen’s profile, please click here.
"Stephen has done an exceptional job as a Principal with us these past two years and is the perfect individual to lead our future growth in the BC marketplace", commented Mark Olson, Osborne President and CEO.
To view Stephen’s profile, please click here.
Thursday, March 8, 2012
THE OUTSIDE LOOKING IN
I have a set weekly coffee date with some colleagues; two who work full-time and one works part-time and me, a consultant who works piecemeal and interim. I was preparing for this article and so I asked them what was the hot topic at their office. Each of them replied that office politics and people not doing their own work but complaining about others was the main topic of concern. I replied that the benefit of working as a consultant was limited office politics as I am an outsider looking in. Consultants aren’t involved in office politics and their role can be to stand on the edge of the organization, look at the issues and clarify the needed fix or fixes. Their question was how to reduce or eliminate office politics in their workplaces.
Simply put, office politics are strategies used to gain power or advantage over another. Some people revile in office politics and others think it is simply vile, but it is a fact of life in any organization and the issue is growing. Roffey Park's "Management Agenda" survey found that organizational politics ranked bottom by managers in a list of demotivators in 1998, while today it has risen above the issues of increased workload and management style to be the highest causes of stress. Additionally, the survey of almost 500 managers revealed that conflict in the workplace has also increased, with four out of ten (44 per cent) believing that office politics are the main cause of this increase.
To read the remainder of the article, click here.
Simply put, office politics are strategies used to gain power or advantage over another. Some people revile in office politics and others think it is simply vile, but it is a fact of life in any organization and the issue is growing. Roffey Park's "Management Agenda" survey found that organizational politics ranked bottom by managers in a list of demotivators in 1998, while today it has risen above the issues of increased workload and management style to be the highest causes of stress. Additionally, the survey of almost 500 managers revealed that conflict in the workplace has also increased, with four out of ten (44 per cent) believing that office politics are the main cause of this increase.
To read the remainder of the article, click here.
Thursday, February 9, 2012
WHAT IS EVERYONE'S BIGGEST CHALLENGE IN RETAIL?
I have been following a lively discussion amongst the members of the LinkedIn "Retail Industry Professionals" group. The dialogue centers on a deceptively simple question "What Is Everyone’s Biggest Challenge In Retail?" The group’s members represent a wide range of retail experience, expertise and geography. Their answers are an enlightening insight into a complex industry that is in a continual state of stress and change. Honest and compelling, the responses provide sophisticated views on what it takes to be a good retailer… or even to just simply survive.
It struck me that the challenges cited are as relevant to the retail industry as they are to many others; charities, manufacturing, professional practices, communications, etc. So, as you read my summary of the responses, regardless of what area you work in, ask yourself…
Is your organization meeting these challenges?
To read the remainder of the article, click here.
It struck me that the challenges cited are as relevant to the retail industry as they are to many others; charities, manufacturing, professional practices, communications, etc. So, as you read my summary of the responses, regardless of what area you work in, ask yourself…
Is your organization meeting these challenges?
To read the remainder of the article, click here.
Friday, January 20, 2012
CATHERINE COOK IS MADE SHAREHOLDER AND DIRECTOR
Mark Olson, President and CEO of Osborne Group Contract Executives Corp, is pleased to announce that Catherine Cook of Calgary has become a shareholder and director of the company. Ms. Cook (CMA, B.Comm) has been a Principal with Osborne Interim Management since 2007 and has successfully completed a number of senior financial assignments in the agricultural and not-for-profit sectors. She was previously CFO of Hallmark Tubulars and a Controller with the Atco Group of Companies.
"On behalf of our other shareholders and directors, we are thrilled that Catherine has chosen to make this level of commitment to our company. What Catherine has brought by way of value to Osborne’s clients will be a tremendous asset as we take our organization to the next level. One of our real strengths is that our strategic direction is determined by individuals who have had success within our model and continue to work with clients in the markets we serve."
"On behalf of our other shareholders and directors, we are thrilled that Catherine has chosen to make this level of commitment to our company. What Catherine has brought by way of value to Osborne’s clients will be a tremendous asset as we take our organization to the next level. One of our real strengths is that our strategic direction is determined by individuals who have had success within our model and continue to work with clients in the markets we serve."
Thursday, January 12, 2012
ANOTHER SIDE OF THE SUPPLY MANAGEMENT DEBATE IN AGRICULTURE
Canada’s supply management system for the dairy and poultry industries has been very much in the business news in 2011. Canada’s future economic success is largely being tied to the Pacific Rim and the European Union. But Canada’s attempts to gain access to the emerging Trans Pacific Partnership trade group are being resisted because Canada refuses to budge on its supply management system.
Canada and the European Union have been negotiating a comprehensive economic and trade agreement with the aim of concluding in 2012. Not surprisingly, Canada’s supply management system is a point of contention. Critics of supply management are quick to point out that Canadians pay too much for dairy, poultry and egg products. The system shelters a small group of farmers behind tariffs that restrict imports, manages supply and demand with production quotas and sets minimum prices.
What the critics do not talk about is how the rest of the Canadian agriculture sector is supported by the Canadian consumer. Over the past ten years, Canada’s federal and provincial governments have spent an average of $6.3 billion annually to support agriculture. Of that expenditure, income support to the Canadian farmer, excluding those under supply management, amounts to an average of $3.7 billion. Canadian dairy and poultry farmers receive their income entirely from the marketplace.
Supply management is transparent. The farmer has the chance to earn a fair market return – paid for directly by the consumer.
To read the remainder of the article, click here.
Canada and the European Union have been negotiating a comprehensive economic and trade agreement with the aim of concluding in 2012. Not surprisingly, Canada’s supply management system is a point of contention. Critics of supply management are quick to point out that Canadians pay too much for dairy, poultry and egg products. The system shelters a small group of farmers behind tariffs that restrict imports, manages supply and demand with production quotas and sets minimum prices.
What the critics do not talk about is how the rest of the Canadian agriculture sector is supported by the Canadian consumer. Over the past ten years, Canada’s federal and provincial governments have spent an average of $6.3 billion annually to support agriculture. Of that expenditure, income support to the Canadian farmer, excluding those under supply management, amounts to an average of $3.7 billion. Canadian dairy and poultry farmers receive their income entirely from the marketplace.
Supply management is transparent. The farmer has the chance to earn a fair market return – paid for directly by the consumer.
To read the remainder of the article, click here.
Tuesday, January 10, 2012
THE NEW AGE WORKER
The days when careers started and ended in retirement with pension packages have all but dissolved.
While this is not a revelation to many of us, it’s the fallout and emerging new norms we all face.
A few moments spent researching industry trends, forecasts, and the brave new world illustrates the need to both understand and react to the realities of the 21st century. While not entirely new, the terms mobile worker, flexible and interim have gone from prognostication to reality.
The recession of 2008 has had a profound impact on the acceleration of these new realities. Tighter budgeting, the volatility of the downturn and prolonged recovery have many employers reluctant to hire full time, but their needs for expertise and specialization remain a corporate necessity.
Did the change begin with the disenfranchised worker who suddenly found their career job was eliminated through merger/acquisition or rightsizing or the realities of a global workforce where competition comes from every corner of the world? Was technology the catalyst? Or perhaps it was a more pragmatic economic view of how today’s corporations remain economically viable. Regardless, two things started to emerge - the experienced worker and the now undermanned corporations struggling to make do with less. Enter the new age workers: skilled, capable, and more than ever wanting to be in charge of their destinies.
To read the remainder of the article, click here.
While this is not a revelation to many of us, it’s the fallout and emerging new norms we all face.
A few moments spent researching industry trends, forecasts, and the brave new world illustrates the need to both understand and react to the realities of the 21st century. While not entirely new, the terms mobile worker, flexible and interim have gone from prognostication to reality.
The recession of 2008 has had a profound impact on the acceleration of these new realities. Tighter budgeting, the volatility of the downturn and prolonged recovery have many employers reluctant to hire full time, but their needs for expertise and specialization remain a corporate necessity.
Did the change begin with the disenfranchised worker who suddenly found their career job was eliminated through merger/acquisition or rightsizing or the realities of a global workforce where competition comes from every corner of the world? Was technology the catalyst? Or perhaps it was a more pragmatic economic view of how today’s corporations remain economically viable. Regardless, two things started to emerge - the experienced worker and the now undermanned corporations struggling to make do with less. Enter the new age workers: skilled, capable, and more than ever wanting to be in charge of their destinies.
To read the remainder of the article, click here.
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