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“Design is not just what it looks like and feels like. Design is how it works.”  - Steve Jobs To paraphrase Tim Brown, IDEO founder and a globally recognized thought leader on the subject “d esign thinking can be described as a discipline that uses the designer’s sensibility and methods to match people’s needs with a) what is technologically feasible, and b) what a viable business strategy can convert into customer value and market opportunity.” In other words, it’s ‘Design Doing ’: engaging people, pictures, prototypes, and other practical, team based learning approaches to solve tricky business problems.   Berlineaton employs Design ...
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If you want to be a consistently successful sales professional, you can learn a lot from those who continually experience sustained success in their careers. Specifically, they agree that just 7 factors make the biggest difference. They are…   A sense of urgency Persistence Self discipline and control Planning Never assuming anything Activity-Activity-Activity Follow-up All 7 are all equally important. One doesn’t take priority over the other. Instead, they interact as a circle of things that you never stop doing as long as you want to experience sustained success. Here’s how each of them work.  ...
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Its natural to respond negatively to change because every change involves loss and uncertainty. Even if things are not perfect, they are still familiar to you - its the devil you know. Yet, there are successful leaders who sincerely embrace change, rather than trying to passively or actively resist it. These leaders take part in change, make productive contributions and create tremendous results. They quiet their lizard brain, trump cultural norms and shed their old skin. Amid a business world of constant change, its the only way to achieve sustainable success. Imagine a world without change for a moment. Can you imagine a world without Apple, Amazon ...
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Last month, we surveyed CMC-Ontario members on a number of topics, including whether management consulting is evolving. It was a big question, but 25 consultants rose to the occasion. Here's what we learned: More people are going into consulting Some are leaving full time employment to pursue lifestyle flexibility Many do not have the professional skills. There is an opportunity to expand the "management consultant" industry -- giving them the tools and methodologies to more effectively and consistently share their knowledge and expertise to help others solve problems There are an Increasing number of management consultants ...
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Head winds, always head winds! One thing all sports fans know for a fact is that their team is the one that is the most hard-done by. Their team has the hardest schedule. Their team has the most biased press coverage. Their team gets the worst calls from the referees. Their team isnt allowed to be as rough as others. Or their team is singled out for rough treatment. Or their team is punished against bigger teams. So on ad nauseum. In every aspect of the game, their team is the one with the most obstacles to success. Its a fact. We all know it. No need to even discuss. ...
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What do you do when your business is hit with an unplanned disaster? Businesses in Fort McMurray, Alberta had to experience the shock of this recently. In the spring of 2016, #fortmacwildfires also known as #thebeast blew in and devastated Fort McMurray; quickly and without thought, the fire took so much away from the community. No one was immune. The Beast was uncontrollable and many souls were affected deeply and to the core. A massive evacuation of 80,000 individuals from the area occurred and it is now known to be the largest natural disaster in Canada. In November 2016 the Insurance Bureau of Canada estimated the value of claims to be close to $4 billion. ...
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Sorry, we have no decaf

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This story was first published by Tim Miles & Co . My wife, Gwen, and I like to go out for breakfast on Saturday mornings if we have a lot of errands to run. We especially like to visit local restaurants, not the big chains. Over the years we have established our regular go to spots that never disappoint. You know, where the owner hugs you and genuinely thanks you for coming in. We also like to try new local venues that are recommended by friends and family. We went to one of these newer spots that we had only visited once before and this time, things were different. It started when Gwen ordered decaf and was told sorry, we have no decaf." ...
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Has this ever happened to you as a manager? One of your direct reports doesnt do what their job (function) requires them to do. Perhaps they didnt get a report in on time or they showed up late for work because they slept in or they left out a crucial step in a project which caused a delay in production. Each of these behaviors is non-performance. In other words, the person who reports to you hasnt performed whats required of them in their function. And, as a manager, youre expected to deal with it. Yet, many managers let it slide, with cascading consequences down the line where the little problem has now become a much bigger one with a more ...
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When it comes to implementing successful change, a standard approach simply does not work. Seasoned change management professionals know that every change effort must be tailored to the needs of the organization, including the individual needs of each stakeholder group. This means you need to determine upfront the right amount and approach to managing a specific change and guide the overall implementation. You have to go slow in order to go fast. So, how do you right-size the change management effort ? What follows are some essential considerations for those who are embarking on a change initiative or transformation. Determine the change ...
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Power is a word that is not often used in general management terms, and for good reason. From an organizational perspective, authority is something that is conferred on someone by virtue of their position. Lets take a management position for example. You have been promoted to Manger of Accounts and thus, are given a new position description. Your description clearly states that you now have the ability to direct the actions of your subordinates authority has been delegated to you. The issue arises when managers use that new-found authority in inappropriate ways . This results in the use of power the inappropriate use of the authority that has ...
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We are moving from a chain of command to a web of connection, from competition to collaboration, from markets to networks and stockholders to stakeholders.... - Anodea Judith Most people, after theyve been at a new job for more than a week or so, become acutely aware of both the visible, and invisible, chain of command at their workplaces. The Visible Chain of Command (VCC) is usually easy to spot as its frequently found stapled to the side of various Dilbert Bins in the office. Its called the Org Chart. The Org Chart, an organizational improvement innovation widely adopted during the industrial revolution, lays out in painstaking detail ...
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The end of 2016 and start of 2017 has been particularly disruptive causing many executives and Boards to scratch their heads and wonder how to move forward for the next few years. Luxottica of Italy, the worlds largest manufacturer and retailer of eyeglass frames, (owning such brands as Ray Ban, Oakley, Vogue; exclusive licenses for Gorgio Armani, Burberry, Bulgari, Channel, Dolce & Gabbana, Prada, Versace; and distribution through its subsidiaries LensCrafters, Pearle Vision & Sunglass Hut); pays $49 Billion to merge with Essilor. Essilor of France is the largest maker of ophthalmic lenses, (including such brands as: Varilux, Essilor, Crizal, EyeZen, ...
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Who do managers spend most of their time coaching and training? Do they give it all to their best performers or their worst performers? In most cases, the answer is the worst. Is this the right way for managers to be spending their time? Every effective manager wants all of his or her subordinates to be successful ; of course they want all the members of the team to perform to the best of their ability. But there are only so many hours in a day. If managers spend all their time coaching and bringing up performance of the worst, they run the risk of losing valuable time that could be spent with the best. Is this a negative expense? ...
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Simplicity is natures first step, and the last of art. Philip James Bailey During a recent Continuous Improvement project focused on redesigning business processes for a large, complex, corporate program, the Design Team I had the pleasure of facilitating cut the number of steps by over 50%. Huge chunks of non-value added work was eliminated. Did this mean that some people lost their jobs? No, they kept 100% of the people while making their work lives easier through the artful reimagination of their core business processes. Satisfaction levels, reported by the Design Team and their Steering Committee, with these results exceeded 90%. ...
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Im certain you can think of a leader in your professional network that you would characterize as resilient. These individuals not only have the ability to survive hardship, but also to emerge stronger and better prepared to face new challenges in the future. You see them as tenacious and determined, persistent and gritty, with an unwavering self-resolve or steel will. What is it that helps these individuals bounce back from inevitable hardships and setbacks? Studies in human psychology and business point to a number of successful traits, and I like to boil them down to the following seven. These are based on the traits I have personally seen ...
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These are disruptive times and organizational leaders would do well to stay sharp and take nothing for granted. Here are six key dimensions for success in 2017: 1. Think Scenarios. Scenarios are plausible narratives about futures. When thinking about the future, dont ask what it will look like, because the future is the net result of so many factors. Rather, identify the major trends affecting your organization and work through their implications. Consider changes in constituencies served, technology, funding, partner organizations and competitors, etc. Look at all the potential ways this trend could evolve in the future. How might you respond? To up the ...
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Managers are simply not spending enough time doing their managerial work. Almost half of their time is consumed doing work that is not adding value in the way it should and could. Our research, in partnership with the Telfer School of Business, has developed a deeper understanding of the effectiveness of managers. It shows that managers in a cross section of various sized organizations report spending only 55% of their time on value-added work. Managing subordinates is a key part of that value-added work. We also found that while 98% of managers agree that they are held to account for their work, only 46% believed that they are delegated clear ...
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I envy the woodcutter because, at the end of the day, he can see the results of his labours Albert Einstein I got started in the management consulting business working in sawmills and, over the course of many months, learned an enormous amount about the principles of improving business performance at the, literally, sharp end. As you may know Sawmills are, essentially, gigantic machines designed to efficiently turn round logs into square logs as one Sawmiller I worked with once so eloquently observed. Hundreds of people work with complex machines minute by minute during thousands of daily transactions and, at any one time, lots of ...
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After a decade of client work in large-scale transformation and change, Ive learnt that there are some critical factors that correlate directly with transformation success and an increased realization of benefits. According to Proscis best practice research , a rigorous transformation approach is six times more likely to give you the intended business outcomes youre looking for, than transformation efforts in which an action plan is absent. Without a holistic approach to the transformation effort, your transformation can suffer from massive resistance, little change in day-to-day employee behaviours, haphazard efforts, false starts and waning focus. ...
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"Efficiency is doing things right; effectiveness is doing the right things." - Peter Drucker No one comes to work every day to do a bad job. For most people to do a great job at work, they need to be immersed in an organization that recognizes and actively manages in three key dimensions of effectiveness: Direction, Process and People. The most effective organizations excel at proactively managing and continuously improving the competencies related to these three dimensions. However, results show that most organizations fail to manage these competencies well, if at all. Berlineaton, the management consulting firm that ...
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