Since our founding in 2006, we have helped businesses and non-profit organizations to grow, develop and implement strategy, assess and mitigate risks, create structures and processes for the achievement of strategic objectives, and create lasting improvements in individual and organizational performance.
Our approach is collaborative. We work on the basis of specific objectives agreed to before project approval, with clearly articulated performance metrics and a range of options to achieve the performance outcomes.
Though not exhaustive, the following case studies indicate the range of growth, performance improvements, outstanding results, and market value we deliver to our clients.
For JPdL Multi Management, Eastern Canada’s largest and most diversified event-management company, we developed a new corporate strategy to help the company meet its extremely ambitious growth goals. We consulted widely with the company’s ownership and management, analyzed the competitive environment, and facilitated a number of strategy retreats for the ownership and senior management. We created a strategic plan with goals for all of the major business units as well as a new organizational blueprint to achieve the strategy. We coached the president and executives to ensure smooth and effective implementation of the key changes required to make the strategy a success.
For JPdL Montreal, we analyzed and redesigned the basic sales process. We started by interviewing the sales and operations staffs and observing them in action. We then facilitated a number of meetings to identify key process weaknesses and options to improve performance. Finally, we created a plan to implement the changes and ensured that everyone involved knew what was expected of them. This has led to quicker closing times, increased value of projects, bigger deposits, and transfer of projects to the operations staff much earlier, thereby freeing up the sales staff to get back to selling.
For Mutuelle des municipalités du Québec, a mutual insurance company that provides property and casualty insurance for Quebec municipalities, we developed and implemented an integrated risk management framework to meet the most stringent government regulations and industry standards. We consulted a sample of members and distributors. Then we developed scenarios for future changes in the environment, after which we conducted two full risk analysis cycles over a period of two years. We developed an integrated risk management framework, including a methodology, risk profile, risk appetite assessment, and risk treatment plan. As a result, the CEO and board have the confidence that the company is managing its risks—and opportunities—in a prudent and agile manner.
For the Ottawa Police Service, a force of 1,400 sworn police officers, we analyzed and proposed a redesign of their entire training management system, including recommendations to improve the functioning of the Professional Development Centre. We did this project in association with the HR consulting firm André Filion and Associates. Prior to our mandate, training in the Ottawa Police Service was managed in an ad hoc manner, which led to poor predictability in performance and management, as well as dissatisfaction within the rank and file of the force. We created a governance framework, an annual planning and management cycle synchronized to the needs of budgeting, recruiting, refresher training, and career advancement training. We developed a Training Management Manual for dissemination in the organization and to serve as the standard policy document governing training. We also provided coaching and guidance to the management team to assist in successful implementation of the new system.
For the Canadian Corps of Commissionaires, as part of a broader strategic cyclical review, we conducted a study of governance options to ensure its mandate and the future well being of the organization. We did this project in association with JFT Management Consulting. As part of this complex and delicate undertaking, we had to ensure that divergent views from across the corporation were recorded. We devised a methodology to help position the organization for a number of key strategic decisions. We concluded with a detailed report and final presentation to the National Board to facilitate this decision-making.
For the Real Estate and Construction Services (RECS) of the City of Kingston, Ontario, we developed a new management framework and processes to achieve significant improvements in client satisfaction and process improvement. We led a number of consultations with stakeholders and internal client groups to ascertain their needs and expectations of the RECS group. We then developed a new program and project management model to maximize efficiency and effectiveness within existing budgetary constraints.
For Environment Canada, we crafted a Business Continuity Readiness Framework, which included individual and collective performance standards with requisite training and exercise requirements that corresponded to the various plan levels detailed in the strategy document. We also developed an individual and collective training plan and a lessons-learned process that integrates lessons identified from exercises and activation of actual business continuity and emergency operations. Finally, we guided the development of an integrated Emergency Management and Business Continuity Plan for Environment Canada’s Winnipeg site, and which served as a template for further departmental planning.
For the Empire Life Insurance Company, we created a workshop for executives and managers at all levels. The aim was to provide the tools to identify and capitalize strategically and tactically on opportunities provided by a changed or changing environment, and to mitigate the negative impacts of these same changes or trends. We developed a 1.5-day workshop called ‘Leading Change through Adaptive Innovation,’ which was then delivered to all the corporate head office management as well as the senior executives and sales managers of the business units. This set the conditions for transitioning to a culture of nimbleness and adaptability.
For the Canadian Army Digitization Office, we conducted a training needs analysis to support digitization training in the Canadian Army. We analyzed digital job requirements in terms of information management and systems management for each individual position and organization in a deployed Army task force (over 2,000 people). We presented a detailed report that contained recommendations for digitization, as well as an implementation plan to guide in the development of new courses and the modification of existing courses for each of the approximately 20 affected military occupations.