Consult magazine - Fall 2011 issue

c The Magazine for Membersof CMC-Canada consult

Fall 2011

Why diversity is here to stay

Geneviève Bonin, FCMC

10 14 Managing cultural change tomaintain ethical standards

Consulting peers over a demographic cliff

Building a BetterCommunityKevin Schwenker, FCMC, Halifax, Nova Scotia

I find that if you’re doing something you love it’s easy to make it part ofyour life – be sure to take time for yourself so you don’t get overwhelmed.

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Departments: 03 editor’s note; 04 it’s a wonderful life; 06 industry insights; 08 coast to coast; 24 how’s your asset?26 buzz; 28 top of mind; 29 remembering16 Diversity: Embrace

it now or get left behind

Youroffice awayfrom theoffice.Introducing the CMC Business Lounge Stuck in downtown Toronto and need a place to hang your hat? Want to catch up on work, prepare, or unwind between meetings? Your business demands a higher level of communication and productivity—no more noisy coffee shops, dropped calls, and rushed emails.

Located in the heart of Canada’s financial district, the CMC Business Lounge offers 1,500 sq. ft. of modern office space available for your use. Book space for client meetings,signings, or just drop in and have a flexible place to work—whatever your need, we have you covered.

CMC-Canada members can access the CMC Business Lounge with a nominal daily fee, a monthly fee, or our best value, an annual subscription. To subscribe/for more information,please visit cmc-canada.ca or email [email protected]

cmc-canada.ca/businesslounge

Winter 2011

consult magazine Fall 2011 3

Editor’s NoteWelcome to the fall 2011 edition ofConsult, which has a refreshingly futuristicfocus. As management consultants we aregenerally a forward-looking profession. Weoften assist clients in the process of orga-nizational transformation, a task whichrequires keen understanding and aware-ness of the social and economic trendsthat shape the business environment.

It is always useful, however, to hold ametaphorical mirror to our own professionand reflect upon the need to evolve andadapt our own businesses to the changingworld in which we live and work. In thisissue, Carl Friesen helps us stay ahead of the game by considering the develop-ments that are likely to shape the nature of consultancy in Canada. One of the keychanges is the increasingly ‘ethnoculturallydiverse’ nature of the workforce, a trendthat potentially has major implications forour own organizational cultures as well asthose of our clients.

Many readers, I am sure, are familiarwith Hofstede’s research on cultural differ-ences and how these affect businesspractice; related to this, there is an ongoingand unresolved academic debate as towhether moral standards and ethics areuniversal in nature, or reflect different valuesystems around the world. In light of thedemographic changes in Canada, it istimely to consider the implications ofgrowing workforce diversity for our ownorganizational cultures, approaches tobusiness, and the ethical standards thatguide our work.

One school of thought on this,presented in a thought-provoking featurearticle by Christopher Harper, is that firmsshould proactively manage workforcediversity, with a view to maintaining existingstandards. In contrast, Geneviève Boninargues persuasively that business culturesshould be allowed to evolve in line with thechanging workforce. Whatever your ownviews on this issue, I am sure you will findthat this edition of Consult provides muchfood for thought about the future of manage-ment consultancy in Canada. Enjoy!

Harold SchroederFCMC, PMP, CHRP, CHE Schroeder & Schroeder inc.

AT CMC-CANADA

2011 was an important year forCMC-Canada. In June, our NationalBoard made a courageous decisionto endorse a business plan andbudget designed to do two importantthings: Build Awareness and provideincreased Regional Support.

For many years, we’ve needed to promotethe Certified Management Consultant desig-nation more. In our 2010 member survey,members made this clear.

Well, the 2012 business plan makes‘building awareness’ a priority. Many memberssuggest we follow the lead of other profes-sional associations and build awareness byadvertising. This makes sense, until oneappreciates that we have just over 3,000members, not 50,000.

To make a difference with limitedresources, the key words are ‘focus’ and ‘discipline.’ Our budget does not allow for a broad campaign, but a focused approach,targeting one or two audiences, will make animpact. If we work closely with our Institutesand Chapters, we can have a ‘rifle-shot’approach. Discipline is necessary, as we willhave numerous suggestions and opportunitiesto expand our focus. We must be courageousand disciplined to not waver in our focus.

A National Task Force, led by MarkBrown, CMC, Vice Chair of CMC-Canada,will work with CMC-Canada leadership toidentify the one or two audiences who wewill target including key decision-makers andinfluencers who purchase consulting services.

We will attack the identified audienceswith a holistic and broad-based campaign,building relationships, offering expertspeakers, submitting articles to magazines,using social media, and advertising in aneffort to build recognition of our designation.

The second thrust of the 2012 plan is toprovide additional support to our regionswith three initiatives:

The Regional Support Co-op Fundallows Institutes to access additional finan-cial resources to support the initiatives theirconstituents need, above and beyond thebasic funding package.

For members who do not know whodoes what at national office, they will have a friendly contact, who will serve as a‘concierge’ and direct inquiries to the rightperson. No need to know who to call, justcall the person responsible for your region.

Finally, from Monday to Thursday, CMC-Canada’s National Office will offer extendedhours so our members across the country canalways find a live person to support them.

We have other important initiativesunderway, but building awareness andregional support are at the top of our mind.

I invite you to keep in touch with the newCMC-Canada. Visit cmc-canada.ca, read myblog, share copies of Consult Magazine, sendme a note at [email protected].

Thank you for your continued membershipand support.

GLENN T. YONEMITSU, MBA, CMCCHIEF EXECUTIVE OFFICER

VISITcmc-canada.ca

REGULARLYTO SEE

WHAT’S NEW

Publisher: Glenn Yonemitsu, CMC Editorial Board: Harold Schroeder, FCMC, Mike Appleton,FCMC, Eric Inthof, FCMC, Ron Knowles, FCMC, Peter Milley,FCMC, Greg Richards, FCMC, Tony Wanless, CMCEditor in Chief: Harold Schroeder, FCMCManaging Editor: Andrea VandenbergContributing Writers: Mary Blair, Geneviève Bonin, FCMC,Carl Friesen, CMC, Christopher Harper, Jenny Sutton, CMC,Andrea Vandenberg, Glenn Yonemitsu, CMC

Creative and Art Direction, Design: Aegis Design Inc.Cover Photo: Nation Wong

Consult Magazine is published semi-annually by the CanadianAssociation of Management Consultants (CMC-Canada).

Consult welcomes unsolicited manuscripts for publication,comments, letters to the editor, or ideas on themes.

Please send all feedback and address changes to CanadianAssociation of Management Consultants (CMC-Canada),PO Box 20, 2004-401 Bay Street, Toronto, Ontario, Canada,M5H 2Y4 or via email to [email protected]

Consult is published simultaneously on the Internet at consult-magazine.ca

Copyright 2011 – Canadian Association of ManagementConsultants. Reproduction in whole or in part withoutpermission is prohibited.

Advertising Sales and Inquiries: Andrea Vandenberg (416) 860-1515 [email protected]

consult

Rainer Beltzner, FCMC, racing in his 1993 Porsche.

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Rainer attended Acadia University with theintent of becoming the world’s greatest physi-cist. He’d excelled in chemistry, mathematics,and physics at the High School of Montrealand, while he could have attended McGillacross the street, decided on Acadia as it wasfirst in the alphabetical list of universities andhe wanted the experience of living on campus.

By his second year, Rainer had discovered anaptitude for computer science and statistics,eventually graduating Acadia majoring in math-ematics with a specialty in statistics. In his final year, recruiters from three major accounting firms were on campus. The final interviews tookplace in Montreal, and as Rainer’s fiancée Eileenlived there, he was able to spend additional timewith her on the recruiters’ nickel.

He was hired by Clarkson Gordon & Co. and,after a summer in the bullpen, was informed thathe was to become a Chartered Accountant.Rainer had only one of the 21 credits required,so he took night courses for three years. Afterwriting the CA exam, he was so disgruntled witha number of the courses that he complained tothe instructors. His comments were well-directed: he was asked to re-write three courses,which he subsequently also taught. Rainercontinued to teach these courses – and others– at McGill and Concordia for several years untilhe moved to Toronto.

In his ‘day job’ Rainer was auditing clients;usually large companies with huge data files.He preferred to use the clients’ computers toassist in the audit (this was before the days oflaptops), eventually specialized in computerauditing, using his affinity for statistics, computerscience, and auditing.

In 1978, Rainer moved to Thorne Riddell inToronto and in 1981 became a Partner, leadingthe computer audit group. At that time, ThorneRiddell had a relationship with managementconsultants Stevenson Kellogg, and Rainerappreciated the strong methodologies that firm had developed in all consulting fields. As heworked more closely with Stevenson Kellogg,he learned and adopted more of the formalconsulting processes and took on moremanagement consulting work. He developedand taught the training and support to the firm’s computer audit process, while alsobuilding an advisory practice. Among his clientsat varying times were each one of Ontario’s 24 community colleges.

While at KPMG, Rainer met Murray Glow, whointroduced him to the Certified ManagementConsultant designation and the opportunities in international consulting. The next few yearssaw Rainer in Haiti, Bangladesh, and Venezuela,with responsibility for international consulting atKPMG and also taking the courses, and writingthe exams, to obtain the CMC designation.

When Rainer ‘retired,’ he had three goals: to stay involved in teaching; to continue hismanagement consulting work with some long-standing clients; and to work on Boards.And so the learning and teaching continued.

Rainer wanted to understand the role of adirector, so he worked to obtain the ICD.D desig-nation and today he chairs the Board of HumberCollege and the ORNGE conglomerate (theformer Ontario Air Ambulance). He also sits onthe boards of the College Employer Council, CMC-Canada, and the Technical Standardsand Safety Authority (Ontario), participating on

various of the boards’ governance and financecommittees.

Rainer’s appreciation of methodologies is partlybehind his choice of where he serves on Boards.He equates the triage that ORNGE personnelperform on patients to the triage that manage-ment consultants perform for clients. All of theboards that Rainer is involved with are focusedon continuing education, leading edge stan-dards, and proven methodologies.

The learning and teaching continuesinto Rainer’s spare time: after hissecond child graduated from highschool, he bought an old Porsche, fixedit up himself, took performance drivingcourses, and is now a certified drivinginstructor for Porsche, racing his car –he’s his own pit crew – with car clubsaround the continent. He also teachesfor Ferrari, SAAB, and a variety ofprofessional performence schools, toboth private individuals as well asprofessional race car drivers. Thishighly regulated field also appeals to Rainer’s appreciation of safety,standards, and methodology.

And if you’re thinking ‘where does he find thetime’ you’ll be interested to learn that Rainer’sgarden in Oakville, Ontario has been featuredin the annual Oakville Garden Tour. He spendsan hour a day in his garden, and through advicefrom neighbours, reading, and trial and error, hehas created what he calls ‘a small piece ofheaven on earth.’

IT’S A WONDERFUL LIFE

BY MARY BLAIR

Two themes appear to dominate Rainer Beltzner’s life:learning and teaching. At times, they even intersect.

Driving force

6 consult magazine Fall 2011

INDUSTRYINSIGHTS

Management Consultancies Association(MCA) from the UK indicates strong growth in its 2011 first half report. The UK consultingindustry recorded double-digit growth (11%)for the first time in three years. This is a significant improvement over same periodresults last year, which reflected growth of 6%.Financial services and manufacturing werethe strongest markets for the industry with71% and 63% of consulting firms reporting anincrease in work respectively. More than halfthe firms reported operating at full capacity,which further supports the war for talent.

Most interestingly, MCA’s reportsuggests increased use of fixed prices andperformance-based fees, particularly in thepublic sector. For more information, visitmca.org.uk/reports/industry/2011-half-year-report.

As the management consulting industrystrengthens, it’s no surprise that finding theright talent is becoming a key battlegroundbetween firms. In CMC-Canada’s 2011Industry Report and in Consulting maga-zine’s ‘2011 Best Firms to Work For’ survey,the ‘war for talent’ is a key issue that isexpected to increase in importance. Thebiggest takeaway from Consulting’s surveymay be that employee satisfaction, especiallyamong highly attractive consultancies, isn’tsomething that can be turned on and off.Once the firm breaks the trust with itsemployee, it takes more than a raise and a reinvestment in staff training to rekindleconsultants’ desire to stay at their current firm.

Within four years, the majority of pre-partners say they intend to defect (73% of entry level/analysts, 66% of consultant/recent MBAs, 55% of senior/experiencedconsultants and 46% of director/managers). For more information on Consulting magazine’ssurvey, visit consultingmag.com.

The Economist and Kennedy Information bothreported this summer that as the economyslowed in 2009, the global consulting industryshrank by 9.1%. These figures are similar towhat CMC-Canada’s 2011 Industry Studyfound. It was the worst year since at least1982, according to Kennedy.

The work that was won in 2009 went to cutting costs rather than boosting growth(87%), says Kennedy. But, the tide has turned.In 2011, just 47% of project spending will beon cutting costs. The rest will go towardsgrowth plans – from mergers to installingnew computer systems.

All practice areas will not benefitequally. Kennedy projects that consulting inoperations management will grow by 5.1%,on IT by 3.9%, and on human resources by4.0% between 2010 and 2014.

CMC-Canada’s 2011 Study indicatedsimilar results – with the greatest growthexpected in the IT service line (indicated by52% of the respondents). Following IT, growthwas expected in HR (48%), operations (47%),strategy (43%), financial management (42%),and marketing (36%). Rather than a focus oncost efficiencies, as was experienced duringthe economic slowdown, this spending isexpected on growth areas. More informationon Kennedy’s report can be found at:kennedyinfo.com/consulting/research/global-cvonsulting-marketplace To order a copy of CMC-Canada’s survey,visit cmc-canada.ca.

GlobalConsulting

Growth in the

Industry

ConsultingIndustry

UK

Grows

ConsultingFirms

Three

Make the Profit top 25Self-EmployedWhy

Consultants Fail to Market Properly

TalentCompeting for

Alan Weiss, the consultant to consultants,and the keynote speaker at CMC-BC’s 2010 conference, was recently profiled inBusinessweek magazine. Weiss asserts that many self-employed consultants do not market their services properly. Being asuccessful consultant is more than having a great methodology or process, it’s aboutbeing a savvy marketer.

Many practitioners do not create intellec-tual property, nor do they become a thoughtleader. Many don’t have the confidence orsupport networks to succeed, Weiss argues.

This also impacts billing strategies. Most self-employed consultants bill by thehour or day. Weiss suggests that value-basedbilling is the way to go. In order to do this, onemust think about the impact on the organizationand how much benefit is realized by the client.For more on this interview, visit businessweek.com/smallbiz/content/may2011/sb2011059_763239.htm

Canadian Business’ 2011 Profit 200 rankingof Canada’s fastest growing companiesincluded three consultancies in the top 25:

• PrecisionERP from Ottawa topped theconsulting list, coming in at number ninewith more than 4,000% growth in revenuesfrom 2005 to 2010. PrecisionERP providesIT consulting for enterprise applications.

• Farmers Edge Precision Consulting, aWinnipeg-based firm that focuses on mappingto improve crop yields comes in at number11, with more than 3,200% growth.

• Finally, LOGiQ3 ranked 24, with 1,852%growth. LOGiQ3 provides life reinsuranceconsulting from its base in Toronto.

To view the complete Profit 200 list, visitprofitguide.com/awards/profit200_2011.

News and information about the managementconsulting industry and profession.


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ClientEngagement

FirmCulture

CareerDevelopment

CompensationSatisfaction

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Bain & Company Bain & Company Bain & Company Bain & Company

Point B

A.T. Kearney

Oliver Wyman

Alix Partners

Monitor Ernst & Young Booz & Company

Booz Allen Hamilton

Booz Allen Hamilton

Point B

Point B

The BostonConsulting Group


McKinsey & Company

McKinsey & Company

McKinsey & Company Deloitte Consulting

Deloitte Consulting

Deloitte Consulting

Kurt Salmon

PRTM

Capgemini

Deloitte Consulting PwC

PwC Accenture

North Highland


The BostonConsulting GroupNorth Highland

North Highland North Highland

Slalom Consulting Slalom Consulting

Slalom Consulting Alvarez & Marsal

Bain and Company once again took top honours in this annual survey by Consultingmagazine. For the ninth consecutive year, Bain was rated the top firm – but more importantly,Bain placed first in five of the six categories (Culture, Client Engagement, Firm Leadership,Career Development, and Compensation & Benefits).

Best Firms

2011

to work for

BecomeRecognized

CMC to

by Worldwide Accreditation BodiesThe International Council of ManagementConsulting Institutes (ICMCI) has ratified amove that will raise the awareness of the CMCdesignation in the business marketplace. Forsome time now, ICMCI has pursued member-ship in the International Accreditation Forum(IAF – iaf.nu), the world association of ConformityAssessment Accreditation Bodies. The IAF’sprimary function is to develop a single world-wide program of conformity assessment,which reduces risk for business and itscustomers by assuring them that accreditedcertificates may be relied upon.

At the 2010 ICMCI Congress in Jordan,delegates voted to have the organizationbecome a full member of IAF. This vote wasratified in 2011. What are the implications?There is a movement to create an upcomingglobal standard for consulting practice, basedon the CMC. IAF membership will mean thatthe CMC process we use could be recognizedglobally outside of ICMCI, including withinAmerican National Standards Institute (ANSI).This will pave the way for far greater recognitionof the CMC designation in the marketplace,including an ISO standard in the next two years.

In the fall of 2011, the EuropeanComittee for Standardization (CEN) issuedthe new European Standard on ManagementConsultancy Services, EN 16114.

The adoption of EN 16114 will contributeto competitiveness and business performanceof both management consultancy servicesproviders and their clients, based on:

• Transparency of market, offers, quality-criteria, responsibilities, and results.

• Cost-effective, high-quality, and innova-tive management consultancy servicesdelivering added value to businesses and corporations.

For more information, visit ICMCI at icmci.org For more details on the rankings, visit consultingmag.com

TOP 10 FIRMS IN


COAST TO COASTEvents, news, and happenings at the CanadianAssociation of Management Consultants.

Québec City

Calgary

NOVA SCOTIA

NEWBRUNSWICK

QUÉBEC

PRINCE EDWARDISLAND

Vancouver St. John’s

NEWFOUNDLANDAND LABRADOR

“Commitment is the willingness to carrythrough with a decision long after the mood in which it was created is gone.”Joe Roberts, Skid Row CEO

CMC-British Columbia held its second annual conference in May

2011 at the Victoria Marriott Inner HarbourHotel in Victoria, BC. The conference themewas ‘Collaboration and Innovation in LeadingChange.’ Speakers included internationalchange expert Seth Kahan, one of Canada’sforemost futurists, Jim Bottomley, self-styled‘Skid Row CEO’ Joe Roberts, and personalcoach Steve Donahue, author of the best-selling book Shifting Sands, a guide topersonal change based on his experiencetraversing the Sahara Desert.

Participants in the two-day conferenceincluded a number of people from variousBC Government departments.

“Management consultants, by the nature of their mandate, need to continually bemanaging and maximizing the key relation-ships that directly and indirectly affect theirroles and responsibilities.”Michael Hughes, The Networking Guru

In October 2011, management consulting professionals gathered in

Edmonton for an intensive learning experi-ence. The 2011 CMC-Alberta Conference:Fostering Excellence in Consulting challengedattendees thinking, enhanced their practice,and offered exciting networking opportunitiesas delegates and speakers came togetherfor the biggest learning and social opportunityof the year in Alberta.

“Remember, in strategic networking, the ‘gold’ might be more than a one degreeaway. Your objective should be to get intoyour contact’s black book.”

“Not every contact is created equal. Your job is to identify the ones (connectors)who really matter.”Glenn Yonemitsu, CMC-Canada

In May, CMC-Saskatchewan hosted two events: the first was a strategic

networking presentation with the Regina &District Chamber of Commerce, TD SmallBusiness Banking, and TD CommercialBanking. CMC-Canada Chief ExecutiveOfficer Glenn Yonemitsu’s presentation onStrategic Networking raised awareness of the CMC designation among this group.Later that same day, the Institute hosted aWine and Cheese Networking Reception atthe Hotel Saskatchewan. The reception gaveCMC-Saskatchewan members and gueststhe opportunity to meet and network withGlenn, other CMC-Saskatchewan members, and National Board members.

BC

AB

SK

What started as a handful of Newfounland-based CMCs meeting over

breakfast once a month to compare war stories,has grown into a group of 20 or more in theprovince who continue to meet for breakfastmonthly, and are now arranging luncheonmeetings with speakers. This initiative was ledby Atlantic Canada Institute president Kathy-Jane Elton, who would be happy to speak withmembers in other parts of the country whowant to start their own local get-togethers.

New Research from Sobey School of Business, Saint Mary’s University, HalifaxAs part of CMC-Canada’s relationship withthe Sobey School of Business, students are invited to submit research papers andpresentations in Management Consultingand Project Management for publication. Ten such research articles have beenprovided to CMC-Canada members sincethe relationship began in 2002.

In the past year, 13 new critical researchworks have been developed – both academicpapers and narrated professional presenta-tions, and are being added to the onlineCMC-Canada database of knowledge.

Many Sobey MBA students come to the program with experience in managementconsulting. Those who take the program with a Management Consulting focus aredeemed to have completed the educationalrequirements for the CMC designation. Upon graduation, they are well on their wayto earning their CMC designation. The Sobey/CMC-Canada relationship benefits thesestudents, and through their research, allCMC-Canada members.

2011 marks the 25th anniversary of Bill C47 that created the CMC designa-

tion in the Province of Manitoba, and theInstitute of Certified Management Consultantsof Manitoba.

To mark this event, the Institute offeredits members some unique opportunities toget together as a group:

In February 20 hardy souls braved the coldto attend the Institute’s first annual SnookerTournament, a sold-out event featuring one-on-one coaching from a professional.

In May 50 members attended the Institute’s Annual General Meeting and hada behind-the-scenes, guided tour of ManitobaHydro’s new corporate headquarters, one ofthe most energy-efficient, large-scale buildingsin the world and a model for cold-climateintegrated building design.

On October 20, CMC-Manitoba celebratedCertified Management Consultants’ Day. Eventattendees heard the unique perspectives oftwo native Winnipeggers, race-car driver DavidRichert and Jeff Stoughton, two-time WorldCurling Champion. They discussed what drivesthem to success and how members canapply the same approach to their consultingbusiness. The event coincided with CMC-Canada’s Annual General Meeting and thepresentation of the results of the 2011 CanadianManagement Consulting Industry Study.

The Ontario Institute’s three chapters are focused on providing value to their

members through social Pub nights and jointmeetings with other professional associationsin Ottawa, Special Interest Group meetings in Toronto, and events tailored to members’needs throughout the province.

Be sure to watch out for announcementsabout upcoming holiday parties, courses,networking events, and professional develop-ment opportunities.

“If Facebook were its own country, it wouldbe the third most populous nation in the worldbehind China and India – both countries havepopulations north of one billion people.”The Economist, July 2010

The Halifax Professional Development Summit was a full-day conference

designed expressly to help attendees ‘Riseto the Top.’ Summit 2011 featured CanadianOlympic sprint canoer, Julia Rivard, andbrought together professionals, presenters,and keynote speakers from across AtlanticCanada. Attendees learned from experiencedprofessionals who’ve achieved remarkablesuccess in their fields as they shared theirknowledge, best practices, and tips.


Québec City

Calgary

NOVA SCOTIA

NEWBRUNSWICK

QUÉBEC

PRINCE EDWARDISLAND

Vancouver St. John’s

NEWFOUNDLANDAND LABRADOR

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In this photo (l to r): Ken Howell, CMC, DavidRichert, Dawn-Marie Turner,CMC, and Jeff Stoughton

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“We’re on the cusp of potential boomer retirement, people havetalked about it for a while,and now it’s happening.”—DAVID FOOT


Consulting peers over a demographic cliffBY CARL FRIESEN, CMC, MBA

Often called “the pig in the python” bydemographers, Canada’s Baby Boomgeneration, born between 1947 and1966, has been a powerful force in the economy. They’ve had elementaryschools built for them, then high schools,followed by colleges and universities.Now, there is talk of the need for moreelder-care facilities and hospitals.

opposite: David Foot, Demographer and Economist.


Born right at the peak of the Boom, I’m both blessed andcursed by having this huge part of the population marchingthrough life right alongside me.

This issue was popularized by University of Toronto economist David Foot, whose book Boom, Bust & Echosat on the Canadian best-seller lists for three yearsfollowing its publication in 1996.

Over the past 15 years, Foot has watched as the BabyBoom cohort has moved through working life to the pointthat the oldest Boomers are turning 64. “We’re on the cuspof potential Boomer retirement,” he says. “People havetalked about it for a while, and now it’s happening.”

Speaking as a consultant himself as well as author andspeaker, Foot believes that this will spark major changesin the management consulting profession.

For one thing, many 60-ish Boomers won’t want to com-pletely stop working: while they may ‘retire’ from their jobs,they’ll start a whole new way of working as consultants,maybe to their previous employers.

Life expectancy in Canada has risen by two years each decade for

the past 50 years, Foot says, so that a typical 65-year-old today can

expect another 20 years of life.

Recent increases in life expectancy have been due to the success of medical science in prolonging the end oflife, he says, and many of these years are healthy andpotentially productive.

These ‘young-old’ people may want to work two or threedays a week, or on projects that last several months witha break in between. They will want freedom and flexibility,and instead of the mortgage and expenses of their child-rearing years, they now have pensions and savings.Consulting firms that adapt to utilize the skills and experienceof retired Boomers may gain a competitive advantage.

To remain competitive, however, any employee wanting asmooth transition from salary to consultancy needs to staycurrent in several ways, Foot counsels.

That includes actively building contacts among youngerpeople within potential client companies, so that one’s con-tacts do not all graduate to the golf course at the same time.

This is one reason Foot recommends cross-generationalteams in consulting firms; pairing a 55-year-old’s experi-ence with a 25-year-old’s fresh viewpoint and need to learn about the profession.

For their part, older consultants can give a firm an under-standing of the needs of an older population and thanksto the Boom, this is a large market. This might include

design of products such as mobile devices with largerscreens and keyboards, and vehicles that are easier toenter and exit.

Another reason to build contacts among younger people is for help staying current with technology and theway work is done. “The young have always been the champions of new technology,” Foot says. He adds thatyounger consultants are in position to help older consultants connect with younger clients.

Patrick McKenna, Edmonton-based principal of McKenna& Associates Inc., who consults strategically to profes-sional services firms, agrees that the generational hand-over is of concern to consulting firms. Boomer consultantswhose contacts within their client companies are of thesame age can be a risk to continuity, McKenna says. If their client contacts retire, the firm may lose the client to acompetitor with younger contacts.

“There is ample statistical evidence that if the corporateclient has many points of contact within the consulting firm,this means greater loyalty,” he says. It’s more than a gener-ational thing, he points out: having consultants from severaldisciplines can also help maintain and grow the business.

To McKenna, professional firms face a stark choice whenthere is one member of the firm who is the overall controllingforce in the relationship with the client: build more pointsof contact into the client, or risk losing the relationship whenthe lead contact retires. The key is in taking the onus offthe individual relationship to one that is more broad-basedwithin the consulting firm and the client, he says.

In his consulting experience, McKenna says that in practice, the ‘800 pound gorilla’ partner, who won’t sharecontacts with the rest of the firm, is a rarity.

McKenna sees rapid change in the services that consultingfirms offer, and the technologies they use to deliver them.Some Boomer-age consultants may resist learning andadapting, he says, taking the attitude “Lord, give me fivemore years and I’m out of here.”

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In my own independent, Boomer-ageconsulting practice, I’ve found that stayingcurrent with technology and business isvery much a generational thing.

At one end of the spectrum, I recentlyworked with a client in Rhode Island in his late 60s who’d built several successfulcompanies based largely on his charm andselling ability. Now, he wanted my help inwriting a book on sales, on which to build a consulting practice.

In the book, he recommended old-stylecold-calling; walking into a prospect’spremises with the expectation of an imme-diate meeting with someone with buyingauthority. This might have worked in theyears when he was building his business,but not any more, showing that at least insome ways, his understanding of businessrealities was sadly out of date.

I find that staying current on develop-ments demands constant investment inlearning. It’s also a straightforward businessproblem; the kind of make-or-buy decisionprocess I learned in business school.

For example, when I bought a digitalcamera for use in my business a few yearsago, I found I needed to learn to manageand retouch the images on screen. I couldhave outsourced this work, but decided tolearn it myself. To do this, I arranged for atwentysomething art student from my churchto teach me. In about an hour in a coffeeshop, she taught me some tricks in iPhotoI’d never have found out on my own. That was$100 well spent. For me, electronic photoretouching was clearly a ‘make’ decision.

In other cases, it’s a ‘buy.’ Faced withthe need to update my website, I thoughtof investing the time in learning to do my

own design. But I decided that developingmy skills to the point I could deliver credibleresults was not worth it for me. So I foundtwo students at Toronto’s Humber College,for whom working with a client to producea website was part of their curriculum. Itold them what I wanted, and they made ithappen. Part of the arrangement was thatthey would also show me how to keep thesite up to date.

During my career I’ve had to learndozens of technologies, many of whichhave since tiptoed into history. This includesthe early Internet concepts like Gophersites, Freenets, SLIP, Archie, Usenet, and.alt groups. Now, it’s Twitter, Facebook, and Google+. My investment in learningcontinues, and it’s been fun.

Suzanne Lowe of Expertise Marketing, a consultancybased in Concord, MA, says that one of the changesaffecting Boomers and the firms in which they work is the whole delivery model and value proposition formanagement consultants.

Much of this is based on the digital revolutionPreviously, the value proposition of most managementconsultants was based on knowledge they had that theirclients didn’t, Lowe says. Now, with fast-growing onlinecontent and increasingly sophisticated tools for zeroing inon the information they need, it’s increasingly likely thatclients will be able to inform themselves on issues they are facing. In some cases, it’s because of their participationin online forums through sites such as LinkedIn.

Many professional firms feel under pressure to take theircarefully-developed wisdom, long held behind their ownfirewall and inside the heads of their consultants, and makeit freely available online. It’s how they build credibility withtheir clients and customers, and show that they have whatit takes to get results for their clients.

As a parallel, consider the shift in the knowledge relation-ship that medical practitioners started to feel years ago.They found that patients would come to them armed withfistfuls of Internet printout on their symptoms, possibly withtheir own minds made up about a diagnosis and what pharmaceuticals would treat what ailed them. Some of this ‘information’ was spurious, out of date and incomplete,but it changed the doctor-patient relationship irrevocably.

Doctors no longer had a monopoly on knowledge.

This same trend, Lowe says, is being felt in consulting.Clients can be as knowledgeable as their consultants. It means that the consultants’ value has shifted from information provision to execution. In many cases, thismeans using advanced electronic tools to manage projects,share tasks between consultant, client, and third parties,and analyze the workflow to find and fix bottlenecks.

As well as good technology, clients increasingly value aparticularly effective methodology for analyzing a problemor opportunity, and recommending a solution.

Older consultants, accustomed to the previous eco-system in consulting, may have trouble adapting to the newrealities, Lowe says. In this, she echoes David Foot’srecommendation for cross-generational teams.

However, older consultants have a wealth of knowledge tooffer about the nuances of developing a client relationshipand keeping it on track, she says, as well as building “shareof wallet” within each client.

Consulting firms, and individual consultants – whatever their age – who learn to work within the new realities havea chance to gain competitive advantage and continue to offer value to their clients.

Carl Friesen, CMC, MBAPrincipal of Global Reach Communications [email protected] | 1.289.232.4057showyourexpertise.com

ONE BOOMER’S EXPERIENCE BY CARL FRIESEN, CMC, MBA


Managing Cultural Change to Maintain Ethical StandardsBY CHRISTOPHER HARPER

Most professionals will agree that ethical standards are animportant component of professional conduct. Yet, whencultures begin to mingle, ethical standards become muchless explicit and more of a subjective judgment, where ‘rightand wrong’ can be a matter of cultural perspective.

For those involved in international business development,the management of cultural change is key towardsmaintaining an organization’s ethical standards.

Ethics: it’s about perspectiveIt is clear that a firm with a culture that does not promoteethical conduct is not likely to achieve the status of trustedadvisor, which most clients rightly demand.

According to Robert Brouillard, FCMC, retired ManagingPartner with Deloitte Consulting, what is ethical is a matterof perspective. Brouillard has worked at establishing inter-national operations for Deloitte in Europe, and can offer ahands-on perspective: “There is a personal dimension toculture and there is what I would call a national dimension,and then of course there is a corporate culture. It’s helpfulto sit down as a Canadian and say ‘if I look at myorganization, which elements of our culture are driven bywhat we want to accomplish, and which have crept in justbecause we’re Canadians?’” Brouillard’s comments highlightthe complexity of managing an organization’s culture.When it comes to deciding what is ethical, no one employeeor partner is in a position to make that call. Instead,organizational leadership best serves in a facilitative roleby uniting an organization’s objectives with the culturalcontexts that support their achievement.

Cultural tap danceWhen an organization is working with those from differingcultures to its own, the opportunities for a critical misstepare multiplied. This is especially true when seeking tomanage culture with the goal of maintaining ethical integrity.According to Brouillard, there are several mistakes in thecultural tap dance that can be more deadly than others.He describes one of the most critical errors as being “If youarrive and your first premise is you’re going to changeeverything to look your way, two things will happen: eitherit won’t work at all; or, people will give you lip-service andthe minute you go away it’s gone. I think that (forcingconformity) is the root of the errors that many make.”

Brouillard also states that the opposite is true. Believingyou can’t and shouldn’t change anything is just as erroneous,as it is important that organizations actively managecultural change to preserve those organizational objectivesthat are non-negotiable, such as ethical standards.

Balancing cultural differences & ethicsDespite the complexity of managing culture with the intentof preserving ethics, there are approaches that can beused to maximize an organization’s success in thisendeavour. Important is identifying those aspects of yourorganizational and national culture that are core to howyou conduct business versus those aspects which arepresent, yet provide little value. “It is important todistinguish between a personal culture and a corporateculture… and you have to be able to look at your own cultureand ask ‘what are the fundamentals of what’s important to us’… and show [culturally different employees] howthose (culturally unique qualities) would work within thefundamentals of your organizational culture.”

There is also a great benefit in employing individuals whounderstand both your native culture and those of the culturewhere you are seeking to grow a business. Brouillardrecommends that organizations “identify people who arelocal but have had their own exposures to your culture.”Professionals born in one country but educated in anotherare valuable resources in this regard as they offer the abilityto connect your organizational culture with that of theirnative culture.

Local competitors are also a sound resource for what isacceptable ethical conduct in a foreign culture. Brouillardsuggests studying and understanding how competitorsconduct themselves as another dimension of defining what is acceptable.

The reality of managing culture to maintain ethicsWhen developing an international business, it’s clear thatmore of the compromises will be made by the organizationthan by the local culture. As Brouillard emphasizes, it’s impor-tant to determine which aspects of your organization’sculture are able to be shed and which new aspects areappropriate to adopt.

For organizations wishing to maintain ethical standards inan international context, understanding that the context isboth a personal, organizational, and national one is animportant first step. From there it is about deciding thoseethical standards that are must-haves, and those that are not.

Christopher G. Harper Sales Director, Western Canada, Ideacaideaca.com

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Robert Brouillard, FCMC, MBA, retired managing partner of Deloitte Consulting.


Diversity:

Embrace it now or get leftbehind.BY GENEVIÈVE BONIN, FCMCSENIOR VICE PRESIDENT, CONSULTING AND DEALSPWC CANADA

Any way you define the scope of diversity – gender, culture, sexual orientation, age, or evendifferences in thought – the topic has become a big business issue. Societal and demographicschanges, such as the aging boomer population, Gen Y’s distinctive work style, and an increasein foreign-born talent to battle domestic labour shortages, shape how we work.

Whether diversity is characterized as an issue or opportunity is all in the eye of the beholder.From my point of view, diversity only becomes an issue if you fail to embrace it.

Globally, and certainly in the cultural mosaic that is Canada, diversity is power. In committingourselves to be a diverse workforce, we open our doors to a larger and highly-skilled talent pool,learn different ways of doing things, and are better equiped to serve increasingly diverse clients.

Of course, diversity also exposes businesses to some challenges. Cultural differences bringdifferent values, ethics, expectations, and approaches to work. Conflict could be a natural resultof misunderstandings as people struggle to understand each other. As with any conflict, the keyis to learn how to navigate it and learn from it.

We’ve been asked how PwC Canada manages diversity to maintain ethical and professionalstandards. While some companies choose to manage diversity with strict rules and regulations,PwC has taken a somewhat different approach to fully embrace diversity and inclusion intoeverything we do. Our core values, the ‘PwC Experience,’ reflect values that increase inclusionand respect diversity. It’s a way of living out our values both internally and in the marketplace byputting ourselves in each others’ shoes, investing in relationships, sharing and collaborating,and enhancing value through quality.

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Of course, diversity also exposes businesses to somechallenges. Cultural differencesbring different values, ethics,expectations, and approaches to work. Conflict could be anatural result of misunder-standings as people struggle to understand each other. As with any conflict, the key is to learn how to navigate it and learn from it.

Geneviève Bonin, P.Eng, FCMC, MBA Senior Vice-President with PwC. She is also a Canadian Trustee to the International Councilof Management Consulting Institutes (ICMCI).A retired naval engineering officer, she servesas an executive of the Treble Victor Group and is a mother of four.


In our profession, we adhere to industry and company-widecodes of conduct to ensure we’re providing the best serviceto our clients. These standards, together with a roster ofdiversity programs and training, act as a solid foundationto maintain ethical and professional standards, and enablePwC to deal with the complexity of operating a diverseworkplace. Our diversity programs are vast, including (butnot limited to): cultural awareness training for all staff, aWomen in Leadership initiative to help promote morefemale talent into leadership positions, and support fororganizations that cultivate diverse talent pools such asTreble Victor Group, which helps ex-military leaderstransition into successful business careers.

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“There is a strong tie between diversityand our core values at PwC. We don’thave rigid rules, instead opting to worktowards common values that supportdiversity in all its senses. By puttingyourself in the others’ shoes, for example,we build better relationships andprovide superior service based on better understanding. You can’t fullylive the PwC experience without embedding diversity into the ways we treat colleagues and clients.”—SANDEEP TATLA

Sandeep Tatla, PwC Canada’s Manager of Diversity.


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We’re also fortunate to have many of our people cham-pioning diversity within our organization. Philip Grosch,leader of PwC’s Technology Consulting practice, is aCanadian who grew up in South Africa. He is activelyinvolved in some of the above mentioned programs. Heelaborates on his views on diversity below:

“Canada has derived incredible strength from its uniquelydiverse population. As part of a large global network, PwCCanada is in the fortunate position to have numerouscultures and countries represented in our offices. This hasallowed us to benefit from globalization and the associatedopportunities. The challenge at hand is to find ways toharness the strength of this diversity. Instead of segmentingdifferent groups, we need to find ways to put them together,creating a fabric that’s much more powerful.”

What we’re striving for is a future where diversity isn’t such a hot topic. We want it to be the norm. Grosch’s visionsums this up:

To get there, we plan to continue to put a diversity lens onvirtually everything we do – in how we interact daily witheach other and with our clients. We need to let diversityflourish organically within the company to fully recognizeits power. Sure, there may be a few bumps along the wayas we continue to learn from each other, but diversity ishere to stay and the future looks brighter because of it.

“We need to move away from diversity programs to instead embedding diversity into all the ways that we think, act, and operate.We want to get to a state where PwC is naturally reflective of thecommunities in which we operateacross the full spectrum of diversity.”—PHILIP GROSCH

Philip Grosch, leader of PwC’s Technology Consulting Practice.


PASSION IN THE PROFESSION

Building a better community

Tell me how you first got involved involunteering your time and expertise inyour current role (not CMC-Canada). I believe that if you see something that isn’tdone right, don’t complain about it, fix it. Overthe years I have done formal and informalvolunteer work. I talk to people who need infor-mation and access to resources, and as Ibecome more experienced, I have moreammunition to give them. I enjoy working withentrepreneurs, giving them a good foundationon which to base their decision about how tomove forward. I want to pass along knowledge– to help people take the next step without fear.

What has surprised you most about yourvolunteer experiences? How much you learn from being a volunteer. I have had great board experiences, especiallyon policy boards that develop strategic direc-tion for an organization. Recognizing as aboard member where you are in a governancecontinuum and how that translates to the

increased health of an organization has beena fantastic learning experience.

What do you find most challenging?Rewarding? It can be challenging to depend on others todo things. You’re part of a whole team – sowhen all the parts work together properly, it’sgreat, but when it’s bad, it can crash a wholeproject or event. You have to be aware of takingon so much that you can’t meet obligations, asothers depend on you.

What would you advise someone who is thinking about donating their time to a charity, community group, or other non-profit organization? Volunteering extends your reach and helpsyou integrate into your community. Follow yourpassion when selecting your volunteer path.Make sure you don’t take on too much: beselective with your choices. It’s much better todo one or two things well instead of 10 things

poorly. Join to add value to the organization,not to get work for yourself.

What do you do when you aren't working,volunteering? How do you fit it all in? I’m a web junkie; I do research and surf theweb and raid libraries for information. I use theInternet to stay connected with friends andcolleagues as well as to communicate with myfamily in the States. I’m a fair photographer andI also write short stories. I am an avid readerand recently added a workout program thathas increased my energy. I enjoy what I’mdoing, as I am quite invested in my work andmy projects.

What other organization do you admireand would like to work with? I admire the Winnipeg Symphony Orchestraand the Canadian Museum for Human Rights.They would be great to work with. I would behappy if my work, life, and volunteer experiencescould be of use to any worthwhile organization.

Sandra AltnerFCMC, Chief Executive OfficerWomen’s Enterprise CentreWinnipeg, MB

“I believe that if you seesomething that isn’t done

right, don’t complainabout it, fix it.”

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Gregory J. FiegerFCMC, CHRP, Office Managing Partner Conroy Ross PartnersRegina, SK

Tell me how you first got involved involunteering your time and expertise inyour current role (not CMC-Canada). Through previous roles in human services andcriminal justice I saw the need to contribute tothe community. It’s important to get involved,contribute to something you’re passionateabout and stand behind it. I am most interestedin helping youth through sport, so I haveconnected to opportunities that fit this niche. I recently reconnected with KidSport, where I had originally volunteered in the 90s. I made athree-year commitment as Committee Chair ofthe fundraising Golf Tournament. This long-termcommitment provides continuity and stability togrow this event and build a succession plan.

What has surprised you most about yourvolunteer experiences? Maybe not surprised but gratified. The willing-ness of very influential business leaders to stepup and help. If you frame the value prop sovolunteers see the merit of the cause, and howthey can benefit they will join you. A great teamcan create something special and more

powerful than one person alone. I’m amazedby the quality and dedication of staff tomanage, motivate, and encourage volunteers.

What do you find most challenging?Rewarding? Once you’ve made the commitment to take aleadership role seriously you must stick with it.We must all balance busy lives. It waswonderful to co-create a recent golf eventwhere people had fun and enjoyed them-selves – all for a great cause! It is exciting tobuild upon this initial success, setting up thefoundation for the future success of the eventand increase its value over time to KidSport.

What would you advise someone who is thinking about donating their time to a charity, community group, or other non-profit organization? Ensure it’s a worthy cause, one they havepassion for. Be comfortable with your capacityto follow through and commit the necessarytime. Approach the work the same as if youwere getting paid for it.

What do you do when you aren’t working,volunteering? How do you fit it all in? There was a period where I refused volunteerwork because work and family commitmentstook precedence. With four children and sixgrandchildren, Brenda and I have a busyhousehold, but we wouldn’t want it any otherway. It’s imperative to take care of yourself. Afitness routine, and continuing education isimportant to me. I like to have line of sight onwhere I want to be in 3-5 years, and a plan toget there. My present pursuit is the ExecutiveCertified Management Accountant programand then the Board Director certification.

What other organization do you admireand would like to work with? There are so many great ones. I would like towork again with organizations I have beeninvolved with in the past. Child and youth charities are priority for me because of ourgrandkids – I would love to see every child have opportunity for a positive, fulfilling,productive, fun-filled life!

“It’s important to getinvolved, contribute to

something you’repassionate about, and

stand behind it.”

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Tell me how you first got involved involunteering your time and expertise inyour current role.After graduation I joined the DartmouthChamber of Commerce. There I realized thatgetting involved in committees was an oppor-tunity to give back to my community. Volunteersare essential to non-profits and non-profits makea community work. I became involved in somegreat organizations, like the Halifax GrammarSchool, coaching minor soccer, basketball, andbaseball, and Boy Scouts of Canada (to becloser to my son). I loved helping these organ-izations grow. Most recently I got involved withthe Canadian Youth Business Foundation(CYBF) as a mentor. My protégée was involvedin Habitat for Humanity-Global Village and herenthusiasm got me involved there.

What has surprised you most about yourvolunteer experiences? The emotional attachments you develop toother volunteers and to people whose lives you touch. With Habitat for Humanity, the familybuilds its home with you so you get close tothem – it’s difficult and emotional to leave atthe end of the build.

What do you find most challenging?Rewarding? Most challenging is not upsetting those in theorganization who are used to doing things a

certain way. And creating a succession plan toreplace yourself. Most rewarding is the successof other people or the organization. Knowingyou have contributed to their accomplishments.My protégée won the Halifax Chamber ofCommerce Small Business of the Year awardin 2010. Just hearing her name called for theaward that night was awesome – I was soproud. Also, seeing the people whose lives I’vetouched – young men and women I coached –now grown up and successful 10-15 years lateris immensely satisfying.

What would you advise someone who is thinking about donating their time to a charity, community group, or other non-profit organization? Pick something you like, that interests you andoffers you an opportunity to build your skills aswell. Observe how things work at the organi-zation first – then volunteer to assist on asmaller level and then go on to bigger things ifyou enjoy it. And commit to spending significanttime to do it right.

What do you do when you aren't working,volunteering? How do you fit it all in? I work to live, not live to work. I am able toschedule my hobbies and my work into arewarding lifestyle. It took lots of hard work,focus, and discipline to get to this point. I findthat if you’re doing something you love it’s easy

to make it part of your life – be sure to take timefor yourself so you don’t get overwhelmed.

What other organization do you admireand would like to work with? To work with a charity to raise funds and aware-ness around men’s health issues. I plan tocontinue with Habitat for as long as I am able.Perhaps go back to coaching minor softball or basketball. I also plan to work with anotherprotégée at the Canadian Youth Business Foundation – entrepreneurship is the life bloodof our communities.

Kevin SchwenkerFCMC, PrincipalSchwenker & AssociatesHalifax, NS

In 2011, Kevin was selected as both the Atlantic and Canadian

Mentor of the Year by the CanadianYouth Business Foundation, fordedication to building Canada’syoung entrepreneurial communityand for success in working withprotégée April Glavine of LeanMachine Healthy Vending Inc.

“I work to live, not live towork. I am able to schedulemy hobbies and my workinto a rewarding lifestyle.”

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Tell me how you first got involved involunteering your time and expertise inyour current role (not CMC-Canada). My first serious volunteer work was in Guelph,when my children were young. There were nopre-schools that met their needs, so I helped starta parent-run pre-school. We rented space, hireda full-time teacher and took turns managing theschool and working in the classroom. One of theparents was Robert Munsch, who used to readto the kids. That school is still running.

After moving to Ottawa, I sat on a number ofboards, including the Council for the Arts. Butthe real focus of my volunteer work was mypassion for social justice issues. I wanted tohelp marginalized people, a problem that wasgrowing in Ottawa. The Sunday SupperProgram at St. Margaret Mary’s Church wasstarted by a small group of friends and I, witha handful of volunteers who made meals fromscratch, and served them to people who weretreated like guests. That was 12 years ago.Soon we were feeding 100+ people every weekfrom October through May – and I wasmanaging 70 volunteers. Our guests rangedfrom street people, to low income families, topeople with mental health issues, to students.

The program has become a real exercise incommunity building, as guests and volunteersmix easily, and have formed real bonds.

What has surprised you most about yourvolunteer experiences? The many faces of generosity. People arewilling to donate time, effort, expertise, andmoney. The work is often draining, requireslong hours and takes up people’s ‘free’ time.Yet they all do it happily, consistently, with warmheartedness.

What do you find most challenging?Rewarding? It’s important to provide focus and leadership –to provide structure and manage the effort soeveryone has a role and knows what it is. Apositive for me was getting to know people, bothvolunteers and guests from all walks of life, andhelping by creating a setting where everyonehad a positive experience and found a way tocontribute. The true reward is in the giving.

What would you advise someone who is thinking about donating their time to a charity, community group, or other non-profit organization?

Be prepared to dig in, give your time, and rollup your sleeves. You must be willing to workwith people from various backgrounds and attimes, get a little uncomfortable.

What do you do when you aren’t working,volunteering? How do you fit it all in? With a husband, three grown children, threeyoung grandchildren, and a great network offriends, I need to maintain a good life/workbalance. I enjoy yoga, which helps me stay fitand relax. Personal care and self-maintenanceis key. I walk early in the morning and work out.I strive to be organized and keep the profes-sional, social, spiritual, and physical parts of mylife in balance.

What other organization do you admireand would like to work with? Ottawa has an amazing new centre for cancersurvivorship called the Maplesoft Centre, whichwill focus on cancer survivorship care. Being acaregiver during my husband’s illness was oneof the most challenging roles I have ever had.I would like to share what I learned from thisexperience, perhaps by using my professionalcoaching skills to help others.

AnneBachinskiFCMC, Managing Director & Co-FounderBradford Bachinski LimitedOttawa, ON

“The work is oftendraining, requires long

hours and takes up people’s‘free’ time. Yet they all do ithappily, consistently, with

warm heartedness.”

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HOW’S YOURASSET?

What ClientsReally Want FromManagementConsultantsMany consultants believe that they know what their client wants better than the client itself does. But the generally low level of satisfaction with consultants (based on a survey conducted in January2011) tells us that, generally, consultants do a poor job of determining a client’s needs and then deliveringsolutions that meet those needs.BY JENNY SUTTON, CMC

What Clients WantOn the surface, what a client wants is an outcome or result, which may be focused on businessperformance, or even personal power or prestige. Clients usually care as much about how theoutcome will be achieved as they do about the actual results. They are often quite specific aboutthe capabilities that they require from the consulting team – going so far as to interview keyengagement personnel.

But what they often do not specify is how they would like the project architected: theyassume that the consultant will propose an approach that is specifically designed to best achievethe client’s goals. However, most clients don’t realize that the fundamental building blocks of theconsulting business model (leverage, utilization, and, hourly rates) almost always produce aproject approach that is designed to best meet the needs of the consulting firm, not the client.

Typically, consultants configure projects as a continuous service for a three month (ormultiple thereof) duration, with the project being managed and the team being staffed entirely by the consulting firm. Surprisingly, that is often exactly what the client doesn’t want. But ratherthan saying so, the client will instead look for a solution from another source – internal resources,former employees, or independent contractors, where the client can exert more control over howthe project is designed or the client will accept the consultant’s approach, but wage a constantbattle over the approach, staffing levels, and value delivered.

PROJECT APPROACH

HOW

CONSULTINGCAPABILITIES

WHO

OUTCOME

WHAT


The Pyramid is Ancient HistoryBuyers of consulting services are oftenamazed when a large team is proposed tosolve a problem or implement a solution, andthat the consulting firm expects to fill every roleon the project with its own (usually expensive,but perhaps inexperienced) resources.Instead, why not work with the client organiza-tion. Assume that it does have people who are capable of working alongside your consult-ants on the project. And that if the project isworth the client hiring outside professionaladvice, its best people will be made available.Allow the client the opportunity to develop itspeople by assigning them to the project. Andensure that knowledge transfer starts atproject kick-off and ends at project closure,rather than simply delivering hefty volumes ofpaper to the client as you walk out the door.Projects that have an integrated client/consul-tant team will generate more client buy-in, andwill more easily access key internal informa-tion and people, making the project more effi-cient. Avoid consultant-only huddles: involvethe client team members as full project partic-ipants throughout.

Leverage will probably continue to be animportant building block of the consulting business model, but the target leverage ratioshould reflect what is necessary to meetclient’s needs. As clients demand more inclusion on projects, and selectively engageonly the more senior, experienced resources,consulting firms must reconsider theirleverage ratios and average experience level,which has implications for the recruitment anddevelopment of more senior and non-tradi-tional hires.

Work at the Client’s PaceTo maximize utilization, consulting engage-ments usually have hard starts and hard stops,with little time for either the consultant or theclient to pause and think in the middle. Projectplans assume that client steering committeemembers will make instant decisions on recom-mendations presented, and that issues will beimmediately resolved to avoid project delays.But most organizations don’t work like that, noteven consulting firms. Projects that are plannedto allow time for client decision-makers to digest,propagate, and ponder information or recom-mendations received from the project team areless likely to suffer from neglect and passive

resistance as the project moves forward.Consulting firms that can adopt more flexibleresource deployment models (perhapsrequiring consultants to work with multipleclients concurrently) and gauge the appro-priate pace for each client will realize betterresults by implementing meaningful change intheir clients’ organizations.

Charge for Outputs not InputsThe standard professional service approachof charging clients by the hour (or day) is nolonger acceptable to clients who want guaran-teed results and intend to hold consultantsaccountable for value received. This does notnecessarily mean that clients want contingentfee arrangements, where the consulting firmgets a significant bonus or percentage of thegains if the project achieves its objectives. This is usually a very one-sided arrangement:the consulting firm is in the money if the projectsucceeds, but it is seldom prepared to foot thebill (which may be more than the fees) if theproject does not deliver. And of course thereare only a small number of projects wherecontingent fees can be effectively applied,usually where there is an immediate, clearsaving to be achieved.

The client should only be expected to pay areasonable fee (based on hourly rates) if theresults expected have been achieved. If theconsultant is not prepared to put its fees atstake, this sends a message to the client thatlacks confidence in the people andapproaches being deployed to deliver theresults that the client is looking for.

A New Consulting Business Model?For many firms, leverage, utilization, and realization is such a fundamental part of theirDNA that they have no choice but to proposethe same project structure to each and everyclient. But for firms that can re-invent them-selves, or for new firms without the constraintsof traditional staffing structures, this is anopportunity for differentiation.

2

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1How do clients want consultingservices to be packaged, structured, and delivered?The Consulting Business Model doesn’t neces-sarily serve clients well. It is premised on:

• Leverage – the ratio of junior to senior staff.• Utilization – proportion of available hoursthat can be charged to a client.

• Realization – percentage of standardhourly rates that are charged.

These factors predispose consulting firms topropose a pyramid of people (according to the firm’s desired leverage ratio) for a definedduration (minimizing non-billable time duringor between projects), charging fees based onthe number of hours worked (assuring aplanned realization rate).

But for a client, having a consultant come inand take over the whole project is often prob-lematic: staff don’t acquire new skills norknowledge, their organization cannot work atthe consultant’s pace, and at the end of the day the buyer is accountable for the resultsproduced, regardless of whether consultantswere involved or not.

So, when writing a proposal, instead of automatically proposing the standard projectstructure and approach, think about decon-structing the building blocks of leverage,utilization, and hourly rates and reassemblingthem in a way that will better serve the client.Here are just a few things to think about.

ABOUT THE AUTHORS:Jenny Sutton, CMC, is an authority on selecting and managing consultants to realize greater businessvalue. As a consultant, and then partner with Deloitte,and subsequently ABeam Consulting (Japan), she has served dozens of clients in North America,Europe, and, for the past decade, Asia. Since 2006,when she and co-author Gordon Perchthold startedThe RFP Company (RFPCompany.com), she hasfocused on architecting complex projects formultinational clients in Asia. Gordon Perchthold is a co-founder and Partner of The RFP company, a management consulting firmthat enables clients to make strategic choices.

Extract Value fromConsultants: How to Hire,Control, and Fire Them


buzzNews directly from the Institutes and Chapters.

01/CMC-AlbertaCongratulations to Shilpa Stocker, FCMC

on being awarded the FCMC designation.

A big thank you to our Member Services Chairs,Rachel Foster and Mike Watson, for doing afantastic job of organizing CMC-Alberta’s FourthAnnual Consulting Conference: ‘Fostering Excellence in Consulting’ held in October.

We invite all CMC-Alberta members to becomeinvolved in building the awareness of the CMCdesignation and our global association. We welcomeall members who are interested volunteering ascommittee and board members in the year ahead.

Please contact Mark Brown, CMC([email protected]) when you are ready tocommit to making the most out of your membership.

02/CMC-ManitobaNew CMCs in MB in 2011

• Allen Moxam, CMC • Richard Brodeur, CMC • Bryan Crowley, CMC

New life member: Sean Sweeney, FCMC

Since 1977, the cornerstone of Sean’s work has been to help clients design and install ‘BestMarketing Practices,’ enabling them to compete onvalue, not price, resulting in accelerated revenuegrowth, superior revenue yield, and optimum shareholder value. Sean has been a CMC since1980 and was awarded his FCMC in 1987.

Sean authored the Marketing Assessment Guide for the $5 billion Western Economic DevelopmentFund and was appointed by Industry Science &Technology Canada to chair the marketing adjudica-tion committee for the Canada Awards for BusinessExcellence. He was selected by Royal Bank topartner with their business specialists in theViaSource network and was the recipient of RAVEaward from the National Research Council forcounsel and guidance to the Industrial ResearchAssistance Program (IRAP).

Sean has for more than 30 years demon-strated a sustained, significant, and recognizedcontribution to his profession, his clients, and his community.

03/CMC-OntarioCMC-Ontario Regulation Steering Committee

The CMC-Ontario Regulation Steering Committeewas formed in the fall of 2010 to launch an impor-tant conversation among Ontario members aboutstrengthening the self-regulatory structure andprocesses of the Institute of Certified ManagementConsultants of Ontario (ICMCO). The committeehas an overall plan consisting of five phases.

In phase 1, the committee explored the range ofregulatory options available to determine whereICMCO stands in the overall regulatory landscaperelative to other similar professions.

Phase II (currently underway) is designed to:• Communicate with members about and obtain input concerning the phase I results.

• Explain and assess existing regulatory frame-work, as well as the committee’s preliminaryconclusions and recommendations, including the opportunity of more fully realizing the potential of our existing legislation.

• Discuss the risks and benefits of proposedchanges and/or preferences for other regulatoryoptions including the status quo.

• Lay out a proposed phased course of action over the next couple of years.

• Provide for future updates, consultations, andapproval by the members before action is taken.

Intended outcomes• Summarize the interest in and support forproposed changes in CMC-Ontario’s regulatoryframework, or in other options, as the basis for Council’s decisions for moving forward to the next stages.

• Expand the knowledge base among membersabout regulation and broaden the capacity forvolunteer involvement in the regulatory work of the Institute.

New FCMCsAnne Bachinski, FCMC

Anne Bachinski received her FCMC not only for her contribution to the profession and the excellenceof her client work, but also because of the excep-tional and dedicated service she has provided tothe community. She helped to establish the RoyalCity Cooperative Preschool in Guelph, Ontario, apreschool which thrives to this day. In Ottawa, Anneestablished a number of successful programs formarginalized people. One was founded 13 yearsago, and still feeds more than 100 people per weekin a ‘family dinner atmosphere.’

Anne’s service to, and accomplishments on behalfof, CMC-Canada and the profession at the localchapter, provincial, and national levels is exemplary.Clients and colleagues hold Anne in high regard,noting her integrity, sensitivity, ability to counselpeople in times of change, and dedication to gener-ating positive outcomes for all.

Lynn Bennett, FCMC

While acknowledging her work in her community(e.g., Yee Hong Centre for Geriatric Care) and thestrength and the excellence of her work with herclients, Lynn received her FCMC primarily for theexceptional and dedicated service she has providedto the profession. She has served for almost 10years, making substantial contributions progressivelyas GTA Chapter Chair, Vice-President then Presidentof CMC-Ontario, and Vice-Chair (and now Chair) of the CMC-Canada board. In addition, she madesignificant contributions to National AdvocacyCommittee (Chair 09/10), Professional DevelopmentTask Force (co-Chair 09/10), and the Ryerson Task Force (08/10).

Lynn’s clients and colleagues recognize her innovation, integrity, and independence, as well asher attention to detail, ability to build consensuswhile attending to each individual’s needs, andassiduous pursuit of excellence.

Ingrid Pregel, FCMC

Ingrid stands out in three areas, demonstrating a‘balance of excellence’ in her commitment to herprofession, her clients, and her broader community.As Vice-President then President of CMC-Ontario,she was instrumental in guiding, building consensus,and rebuilding the Institute in a turbulent transition.She subsequently served as a member of theBoard of CMC-Canada. In her community, Ingridhas served on the boards of KidAbility (Centre forChild Development), the Food Bank of WaterlooRegion, and the Brampton YMCA, making impor-tant contributions to each organization. Those whowork with her as a volunteer admire her integrity,‘stick-to-it-iveness,’ and ability to build consensusaround practical agendas for change.

Her clients recognize her ‘bi-focal vision,’ her ability to facilitate the development of strategiesthat not only are visionary but also eminentlyimplementable. She is able to help clients establishthe direction as well as the policies, processes,practices, and procedures required to help achievetheir goals. Her clients, peers in the profession,and colleagues in her community regard Ingridhighly for her dedication and ability to shepherdpractical solutions from concept to implementation.


04/Greater Toronto Area Member services chapter update

GTA Board elections were held in February, the new Board held its first meeting in March.Board members and their portfolios are:

Chair | Marylka Empey, CMC

Student Internship | Mary Pearson, CMC

Special Interest Groups | Abdul Waheed, CMC

Volunteer Services | Raj Phalpher, CMC

Advocacy | Husam Sha’ath, CMC

Membership | Abraham Patricio, CMC

Member Communications | George Socka, CMC

Mentorship | Rishi Kumar, CMC

Member Services | Nicholas Lal, CMC

Treasurer | Turaj Seyrafiaan, CMC

The Board recently completed a Strategic Planningprocess, facilitated by Jack Shand, CMC, with theemphasis on providing member value. Results ofthe CMC Member survey for the GTA Chapter wereshared, and the Board completed a comprehensiveSWOT analysis. As a result, the focus of the Boardis to ensure that GTA members receive value intheir membership, and the Mission Statementdeveloped by the Board reflects this emphasis:

“Deliver programs to and services for members and prospective members in the GTA to support theadvancement of management consultants and theCMC designation.”

The Strategic Plan captures initiatives pertaining tomember communication, professional development,mentoring, student internship, special interest groups,signature events, networking, and membershipgrowth. The Board has set very ambitious goals, all of which are intended to enhance membershipvalue for GTA Members.

The Board meets monthly to review action plans to implement the Strategic plan, and will providemembers with regular updates on progress. Infor-mation on the Strategic Plan has been emailed toeach GTA member, and is posted on cmc canada.ca/go/gta. Involvement and engagement of membersis key. We encourage members to participate inevents throughout the year, and to consider volunteering on supporting committees to theBoard portfolios.

The Board welcomes your comments and feedback,and our contact information can be found on cmc-canada.ca/go/gta. We value your membership,and look forward to connecting with you in person!

05/Eastern Ontario Member services chapter update

Introducing the Eastern Ontario Chapter Council for 2011-12

Chair | David R. Bolton, CMC

Past Chair, Government AdvocacyDorothy Milburn-Smith, FCMC

Vice Chair, Treasurer | Douglas Nowlan, CMC

Marketing | Ron Brophy, CMC

Professional Development | Lindsay Rivard, CMC

Membership Growth (New member of Council2011-12) Stephen Donahoe, CMC

Events (New member of Council 2011-12)Daniel Fallon, CMC

Communications | Rick Nowak

Thanking former members of EOC Council Thank you to those members of the 2010-11 EOC Council who have retired. You served us well.

Vice Chair and Treasurer | Bron Vasic, CMC

(Bron became Treasurer of CMC-Ontario)Director-at-Large | Eleanor Toews, CMC

Membership Services | Phil Jensen, CMC

06/CMC-Atlantic CanadaGrowth and development in Newfoundland

As Newfoundland and Labrador experiencesunprecedented growth across many economicsectors, so too there has been strong growth in the provincial CMC community. This growth has not occurred naturally, but has required hard work and outreach from a small community of dedicated CMCs.

Five years ago there were only seven CMCs in the province; we now number 15. And with twoother candidates ready to proceed to assessmentand three more ready to advance their formal applications, awareness of CMC and the value of the designation is building momentum!

Newfoundland has also advanced participation inCMC-Canada on a national level. In 2010, the AtlanticInstitute elected its first President from NL and thefirst NL CMC to sit at the National Table. Presentlyfour CMCs from NL sit on the regional Board.

This has resulted in increased local capacity andan increased profile, which helps us to promote theCMC brand locally.

We have also experienced increasing strength inour CMC community. In 2011 we started monthlybreakfast meetings. These are well attended andprovide an excellent opportunity for networking andengaging prospective members and encouragingtheir involvement. These meetings also provide anopportunity to inform members of national initiativesand ways in which they can increase their involve-ment. The attendees keep growing and after eightmonths we had to seek out a larger venue. Thebreakfast meetings have also spawned bi-monthly‘Lunch and Learn’ meetings that will occur in alternate months starting in October.

Building the CMC community at the local levelacross the country is critical to building recognizedvalue and we need to advance all mechanisms thatenable us to engage local members so that theyunderstand the work that is occurring both regionallyand nationally on their behalf, and so that they cancontribute to advancing the CMC brand and its value.Starting small can get big pretty fast! Watch NL!


topof mind

Do you have an opinion, idea, or perspective that you want to share? ‘Top of Mind’ is written by ourmembers to stimulate a dialogue on important issues.Send in your quotes to [email protected] with ‘Top of Mind’ in the subject line.

As Albert Einstein said “perfection of the means, and confusion over the aims, seems to be our biggest problem.” Among the biggest mistakes organizations make is to move forward without a clear definition of desired and measurable outcomes; and without proof that the outputs of their efforts will actually enable those desiredoutcomes. To avoid this, we should stay away from the old ‘better, faster, cheaper’provision of the status quo mantra, and get our clients to address three simple considerations: are we doing the right things (results); are we doing things right (performance); and are we doing things consistently to high standard (quality).”Russ Grabb, CMC, President, CMC-British Columbia

Organizations consistently under-estimate the requirements for overcoming organiza-tional inertia. The toughest ‘hat-trick’ in business is changing the business will runningthe business. It requires realizing three goals: Change, Innovation, Transformation.Victor Rocine, CMC, Strategic Change Advisors LLC

It will be interesting to see whether the veteran consultants of the baby boom generation really will retire as expected. It may be that the pleasures and rewards of the profession (or the economic circumstances) prove so compelling that significantnumbers will choose to continue practicing well into their sixties or even their seventies. The ability to choose the timing and conditions of retiring or cutting back is one of the great advantages of the field. This will great for those of us who want to continue working (and learning) but it might not be so good for those trying to carve out a foothold in an already crowded landscape.Ron Knowles, MBA, FCMC, Director, Western Management Consultants

Why are consultants the villains during each election campaign – or in between when the opposition need to besmirch the government – then called back again tostraighten out the messes that any government inevitably cause through ideological,short-term, non-strategic thinking.Len Ashby, FCMC Life member

It is critical during the engagement initiation phase that consultants embark on aplenipotentiary mission and sensitively conduct an effective stakeholder consensusaudit. Diplomatic disclosure of any conflict of ideals should be done by utilizing established governance procedures. The purpose behind the disclosure is to ensurethat the consultant is not straddled with removing intentional barriers put forth by competing positions. Failure to do so provides the opportunity to the warring stakeholders to intentionally deflect the cause of the engagement stalemate fromthemselves to the consultant which may damage the consultant’s credibility.George Konstantopoulos, MBA, PMP, PgMP, CMC Senior Consultant, Welch International Management Consulting Group Inc.


rememberingRemarkable lives lived within the CMC-Canada family. Send in your suggestions for someone to profile to [email protected],and put ‘Remembering’ in the subject line.

There are members who pay lip service to theirorganization, and there are those who committo making a significant contribution. Rody Wattwas unabashedly the latter. Fortunately for the Ontario Institute, one of his strongestpassions was the growth and enhancement of the CMC designation.

Rody was born in Montreal and earned degreesfrom both Concordia and Western. Followinga career with one of Canada’s leading banks,Rody changed gears and became a manage-ment consultant with Hickling Johnston inToronto. He and his wife Barbara and their children Jaime, Susan, and Patti had movedfrom Montreal to Oakville in the 1970s.

He joined the Ontario Institute in 1979, earnedthe CMC designation in 1984, and later waselected by his peers in 2006 as a Fellow of theOntario Institute. True to form, Rody stole the

spotlight at the presentation of Fellows thatyear. A staunch Canadian, just days before thepresentation he had climbed a ladder to fix thefamily’s broken flag pole and had tumbled tothe ground causing a broken ankle.

Rody was also a Certified Human ResourceProfessional; his mentoring to many new andpotential CMC members was greatly enhancedby the skills of a CHRP. He led CMC-Ontario’smembership committee for several years andduring the summer months, the meetings wereheld on his treasured boat ‘Vitesse.’ Rodyinsisted the record show “the minutes weretaken at 6 degrees of heel.”

Perhaps his most important contribution in the2000s was as a volunteer Oral Assessor for theCMC designation. Over the years Rody spentmany weeks at the National Office interviewingcandidates. In earlier days he had spent week-

ends marking the Comprehensive Exam with50 other CMCs.

Yet CMC-Canada was only part of Rody’svolunteer life. Quoting from his obituary, “he wasa past chair of Cheshire Homes Foundation,past commodore of The Oakville Club, boardmember, instructor, and passionate ambas-sador of Track3 Ski Association. A naturalathlete, Rody was equally at home on thehockey rink, ski hill, squash court, and the lake,sailing his boat.”

Rody was a retired partner with Sobeco Ernst& Young. Once retired, he volunteered at the localhospital and drove for the Wellspring CancerSupport Centre as well as being treasurer ofhis condominium complex. He was also activein his favourite political party.

Rody Watt The consummate volunteer

J.A.R. (RODY) WATT, B COMM., MBA, CHRP, FCMC

1932-2011BY HEATHER OSLER


The Canadian Association of Management Consultants (CMC-Canada) is proud to offer members a growing range of high-quality products highlighting the Certified Management Consultant(CMC) designation. Browse around our online store, we offer a fast and secure checkout. Wear your designation with pride!

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Documents

Consult magazine - Fall 2011 issue