Globe and Mail article features PEO member, George Roter, CEO and co-founder of Engineers Without Borders Canada
This is the second of a four-part series on innovative ways to deliver aid in our conflicted world.
Let’s start by getting this out of the way: There is much about foreign aid that works.
We should put to rest the tired arguments about whether countries like Canada should give any aid at all. Those who say it is a black hole of spending neglect the fact that for millions of people, aid has literally saved their lives. In doing so, it has created more favourable conditions for global prosperity.
It is far from a conclusive answer to poverty, but aid can transform lives by creating the basic conditions required for a people to prosper: good health, access to education and responsible governance. From this fertile soil much can grow, and does.
Take Malawi, one of the least developed countries in sub-Saharan Africa. Life in this small, landlocked country has become appreciably better in recent years due to foreign aid.
Since the introduction of an aid-funded fertilizer subsidy program, cereal production has nearly doubled. With the country now able to feed itself year in and year out, life expectancy has jumped from 46 to 54, despite the ravages of AIDS. And GDP has grown by more than 9 per cent a year, making Malawians on average twice as rich as they were a decade ago.
This is an impressive record. Even more impressive is that it’s been replicated throughout much of sub-Saharan Africa.
Now comes the regretful part of this story: While foreign aid is doing much good, it could work a lot better than it does now.
The aid system has been built on a shaky foundation, modelled on the framework of a construction project: Project plans are drawn up, financing is provided, procurement of services and goods follows, ending finally with project execution and a finished product. Taking an example from the aid sector, the flawed logic follows that if a water pump is planned and installed, a community will have clean water. Voila.
The problem is that we, the benevolent donors, delude ourselves by believing that development is so linear. We desperately want aid to be simple, even if it means avoiding the mounting wall of evidence that proves it is not. The shiny, build-a-water-pump style of aid might make for a great photo op – happy children playing in the fresh water, a group of women being trained to make up a water committee. But over time, pumps break down, and water committees don’t have the resources to fix them.
It’s an inconvenient truth that we need to take a more systemic approach, getting serious about investing in cash-strapped local institutions that will ultimately be responsible for the long-term development of their countries. Right now, that’s not happening. In Malawi, for instance, donors spend about 10 times more money on short-term water and sanitation projects than on the institutions that will manage them in the long-term.
On the bright side, new models and efforts are emerging that recognize the need for a smarter approach to foreign aid. One practical solution is called “Cash on Delivery” aid, aiming to realign the unequal power relationship that prevails between donor and recipient countries.
Cash on Delivery puts accountability at the heart of the aid relationship. The basic idea is that donor countries transfer aid money when there are measurable, proven results. Take education financing: A primary indicator is established up front – for example, school examination pass rate – with funds transferred to the recipient country only after progress is achieved. This puts responsibility for achieving results firmly in the hands of recipient countries, providing the flexibility and incentives needed to achieve a goal in the way that makes the most sense.
Canada and other donor countries would be wise to stop viewing aid as a “construction project” and recognize that systemic approaches to development are necessary to get the results we want.
Aid works. But it could work much better. Let’s get on with it.
Acquisition Expands Print Services Capabilities across Canada
TORONTO, January 4, 2012 – Xerox Corporation (NYSE: XRX) today announced it has acquired LaserNetworks, a leading managed print services (MPS) provider in Canada that helps businesses cut costs and reduce the time employees spend on printrelated activities.
Based in Oakville, Ontario, LaserNetworks provides MPS solutions that include print device tracking, centralized service and supply management and document routing. “Our acquisition of LaserNetworks expands our services footprint in Canada, enhancing our capabilities and distancing us from our competitors. It is further evidence of Xerox’s transformation into a services-led, technology-driven company,” said Mandy Shapansky, President and CEO, Xerox Canada.
LaserNetworks currently provides support services for more than 40,000 print-related devices in offices across Canada. It will operate as a wholly-owned subsidiary of Xerox Canada with LaserNetworks founder and CEO Chris Stoate continuing to lead the company, reporting to Shapansky. The company employs 189 people in sales, services and business operations. “By becoming part of such an esteemed company with well respected industry leadership, we exponentially increase our ability to deliver more customer value,” said Stoate. “We’re combining our collective industry expertise and innovative technologies to help our clients take full advantage of the benefits managed print services bring to their workplaces.”
About Xerox
Xerox Corporation is a $22.5 billion leading global enterprise for business process and document management. Through its broad portfolio of technology and services, Xerox provides the essential back-office support
that clears the way for clients to focus on what they do best: their real business. Headquartered in Norwalk, Conn., Xerox provides leading-edge document technology, services, software and genuine Xerox supplies for
graphic communication and office printing environments of any size.
Through ACS, A Xerox Company, which Xerox acquired in February 2010, Xerox also offers extensive business process outsourcing and IT outsourcing services, including data processing, healthcare solutions, HR
benefits management, finance support, and customer relationship management services for commercial and government organizations worldwide. The 134,000 people of Xerox serve clients in more than 160 countries.
For more information on Xerox Corporation visit www.xerox.com, www.news.xerox.com, www.realbusiness.com or www.acs-inc.com.
For investor information, visit www.xerox.com/investor.
For information about Xerox Canada visit www.xerox.ca.
A ranking of the 50 fastest growing Canadian tech companies with the highest percentage revenue growth over five years.
We would like to extend our most sincere congratulates to two PEO members who were recognized this week in Deloitte’s Technology Fast 50 Ranking.
Martin Day from Doxim finished in 41st while David Cunningham, CEO of Code Project finished in 46th. Congratulations to both you and your organizations for this achievement. We are proud to have you as members of PEO.
PEO member and former CEO of Marsulex, Laurie Tugman has been elected to receive his FCA. The Canadian Institute of Chartered Account’s Council recently elected 69 new Fellows. The Fellowship is the highest designation that the Institute confers, in recognition of outstanding career achievements and leadership contributions to the community and the profession. To receive this senior designation, a Chartered Accountant is required to have brought distinction to the profession through significant accomplishments in a number of professionally and socially important ways. In fact less than 2.8 per cent of Ontario’s over 35,000 Chartered Accountants have been elected to Fellowship, making this an exceptional honour.
Laurie congratulations on this accomplishment! We are proud to have you part of our organization at PEO.
Anthony Rinella, 24
Title: Founder of SkedX.com
Year founded: 2007
Company: SkedX builds software that helps retailers and food service companies engage their employees by using the work schedule in a very cool and social way.
Goal: We see a lot of growth potential in employee engagement, so we plan to go public.
Why I became an entrepreneur: My grandfather is my biggest inspiration in my life. He was an entrepreneur who pushed himself to succeed regardless of the barriers. He taught me that to be successful, you should never know how much money you are making each week, because a paycheque limits your abilities to push harder and farther. It was because of his lessons and inspiration, that I chose to become an entrepreneur.
Employees: 7
Facebook: http://www.facebook.com/pages/SKEDX/28445862452
Twitter: @SkedX / @AnthonyRinella
This article is a reproduction of online article from Globe and Mail, Small Business, Toronto's hottest young entrepreneurs
What Audi thinks of Vitess…
“The Vitess brand represents speed, premium products and a customer experience that exceeds even the highest expectations.” – Martin Sander, President and CEO, Audi Canada.
This is an abstract from Martin Sander’s introduction of the Vitess brand to the Audi customer community in his editorial of the summer 2011 edition of Audi Magazine.
It is common knowledge that the Audi brand has always been a source of inspiration for Vitess. How to work really really (the second one is intentional) hard to make a name for oneself in a highly competitive market and re-write the rules of the games in the process – no shortcuts: only hard work, strive to be the best and continuously innovate in all the facets of the company.
But, it was certainly not common knowledge that Audi has had an eye on Vitess! Well, evidence is there … and it could not be stronger and more rewarding for all of us at Vitess: a six-page article about Vitess and the Vitess experience was just published in the summer 2011 edition of Audi Magazine, in their “Inspire” section.
We are absolutely thrilled that Audi has taken notice of a “company that is moving boldly into the future”— Martin Sander. It is very interesting to see the parallel that is drawn between Audi and Vitess: lightweight construction (Audi helped out when Lamborghini needed some help with the development of the composite chassis of the Aventador supercar) and speed (Le Mans winning Audi R18 is the pinnacle of engineering for speed) amongst other topics.
We would like to thank Martin and his staff at Audi Canada, as well as the world-class publishing team at Contempo Media. A special thank you to Mark Fisher, COO at Pfaff Automotive Partners for his continuous support.
We invite you to check the article by clicking on the banner below. Jordan Dykstra for the copy, Paul Koziorowski for the photos: an incredibly compelling story complemented by gorgeous photos.
Enjoy!
Written by Barry Critchley, Financial Post, March 21, 2011
With few exceptions, there are certain business costs that typically command little attention from a company's executives, yet account for between 15% and 25% of a company's revenue depending on the industry. Those are indirect and overhead expenses — costs not directly related to the production of goods and services.
A few consulting firms specialize in reducing wasteful spending in this often overlooked area, which includes expenses such as telecommunications, travel, freight, courier, fleet, office equipment, insurance printing, janitorial services and uniforms. Some believe so strongly in the principle of spending prudently that they are happy to be compensated on a success basis.
"The vast majority of companies and other organizations including not-for-profits consistently over-spend by the equivalent of 1% to 2% of their annual revenue," said Ross Pinkerton, founder of ERA Canada, a boutique consulting firm.
"While, for a very profitable company, adding 1% to 2% to the bottom line may not seem material, for struggling and less profitable companies and not-for-profits it can be significant. Whatever the circumstances, if you are a shareholder the impact savings of this magnitude may have on dividends and the value of the company and its shares may be of interest," said Mr. Pinkerton, a chartered accountant who moved to Canada from New Zealand about 12 years ago and opened ERA.
Mr. Pinkerton contends significant, sustainable savings are possible without sacrificing quality. But he said, "Few organizations have dedicated cost category specialists and, for most, hiring full-time employees to fulfill the role is not justifiable."
Instead, as contracts come up for renewal, companies assign the task of reducing these costs, including renegotiating contracts, to internal non-specialists. "It's not a level playing field," Mr. Pinkerton said. "The supplier is better informed and therefore in a stronger negotiating position than the internal non-specialist."
Mr. Pinkerton argues the disadvantage is amplified in indirect costs categories that have high transaction volumes, such as telecommunications, freight, courier, travel, fleet and uniform rental, making expenditure even more difficult to control.
For example, wireless telecommunications costs have increased substantially as a consequence of a more mobile workforce and greater device functionality; most have no idea how to control wireless costs or intelligently reduce them, Mr. Pinkerton said, estimating that 90% of organizations are paying too much for wireless telecommunications and claims savings of as much as 40% are possible.
"If you are not an educated buyer, you are vulnerable. It's about knowing the supply side and what's happening in the market place. It certainly is more than volume purchasing," he said. ERA has a stable of independent category specialists to call on to help assess companies it is contracted by.
"Ross saw what we had already done internally but he brought another level of expertise we could use to help us go further. We couldn't see a way of improving certain cost elements but by using ERA's expertise we were able to break through," said Christopher Parker, president of Roche Diagnostics Canada, a division of Swiss F. Hoffmann-La Roche Ltd. Courier and transportation, telecommunications, printing and fleet operations are the big costs at the medical equipment provider that employs 400 people, mainly in Montreal.
"We were able to make changes with numerous suppliers to achieve real savings," said Mr. Parker, who, while declining to give a dollar amount, noted, "it was absolutely worth our while." To ensure agreed savings targets are achieved, Roche's procurement group works closely with ERA to generate information that allows for regular monitoring of performance.
Barry Doan, executive vice-president and chief financial officer at First Ontario Credit Union, said FOCU used ERA for three years to generate cost savings after ending a revenue generating initiative.
The credit union, which has $1.2-billion in assets and 23 branches, is pleased with the results. "We achieved savings in many areas of the organization. Ross was able to bring industry experts that had the inside knowledge to guide us to achieve those savings," Mr. Doan said. He said FOCU saved 10% to 15% in the areas investigated. He also estimates the savings -which occurred in such diverse areas as courier, telephone, office supplies and insurance -were four times what ERA was paid.
ERA basically "goes through a request for proposals process," which allows it to negotiate better terms with the vendors, Mr. Doan said. And the savings have become permanent. "We haven't slipped back into our old ways," he said.
When retained, ERA follows a well-worn path to achieve these savings, starting with an analysis to determine if an opportunity exists. Usually, the client or current supplier provide transaction data and other information for the analysis.
If there is opportunity for savings, a plan to manage the project with minimal demand on the client's time is drawn up. "In effect, the client outsources the review process; we work with the category stakeholders. It's a change-management process and we want to ensure the final solution is superior to the current," Mr. Pinkerton said.
Next, ERA defines the goals to be achieved, cost-reduction targets and product-quality and servicelevel specifications. In many cases, ERA finds a solution without changing suppliers. "If we can achieve improved terms and conditions with the same supplier it makes the solution easier to implement," he said.
Typically, from the initial assessment to implementation takes about four months. Then ERA monitors the cost area, reporting on pricing, any billing errors, supplier performance, client compliance and key performance indicators for two to three years, or as long as the client wishes. This is in ERA's interest, too. "The majority of our fee is paid from the savings as they are realized," Mr. Pinkerton said.
While consultants such as ERA can help companies, relatively painlessly, boost their bottom line, it requires co-operation from clients. "We are passionate about eliminating wasteful spending; we believe every dollar spent should be a dollar well-spent and we want to work with organizations who feel likewise. Otherwise it is a waste of their time and ours," Mr. Pinkerton said.
"Inadequate commitment by senior management, lack of communication, the resulting absence of stakeholder buy-in and the fleeting nature of many initiatives" are key reasons cost reduction programs fail, he said.
The Marketing Hall of Legends was founded with the clear goal of enshrining the profession of marketing as a key pillar in the success of Canadian businesses, through recognition of the achievements of its “Legends.”
Recognized in the category of Visionaries Les and Paul are in good company this year sharing the stage with Frank Buckley, The Buckley Family, Buckley’s Mixture and Louis Garneau, Louis Garneau Sports Inc.
Many Umbra products have become design icons and remain best-sellers in the marketplace. The curvaceous GARBINO Can sits in the Permanent Collection of Museum of Modern Art and many others have received international design recognition. Umbra’s commitment to design integrity has made it one of the most prolific producers in the marketplace - it launches over 600 new items per year.
Umbra exports more than 85 per cent of its products out of Canada and has facilities in the United States, Europe, Hong Kong and mainland China. Umbra manufactures products in nearly every category of home accessories and furnishings, for every room in the home. The thirty-one year old company currently has revenues of over $100 million and employs over 750 people worldwide.
Congratulations to Les and Paul on their achievements. We wish them continued success and invite other PEO members to celebrate with Les at this Gala Event by registering at http://www.marketinghalloflegends.ca/gala/ and planning to attend.
The Gala will be held in Toronto, April 14, 2011 at Roy Thomson Hall
Join the 23rd annual PROFIT 200
Every year the PROFIT 100 turns successful entrepreneurs into the heroes of Canadian business. You can be one of them!
Now in its 23rd year, the ranking of Canada’s Fastest-Growing Companies is expanding to give full recognition to 200 of the nation’s most entrepreneurial enterprises—which is why it has been renamed the PROFIT 200. Get on the ranking, and you’ll join such notable alumni as Research in Motion, Globalive Communications and WestJet Airlines.
You’ll enjoy many great benefits as a PROFIT 200 company, including coverage in the June 2011 issue of PROFIT Magazine and online at PROFITguide.com. PROFIT 200 leaders also receive an exclusive invitation to the PROFIT 200 CEO Summit, Canada’s most rewarding conference for entrepreneurial achievers. What’s more, a PROFIT 200 ranking can attract new customers, employees and business partners—and lead to higher sales.
The entry deadline is March 31, 2011.
Apply now at www.profit200.ca or visit www.profitguide.com/events for more information.
| Date: | January 17, 2011 |
Acquisition advances PEO mission to help leaders accelerate organization and personal goals and objectives. Leon Goren, CA has acquired the executive leadership organization, Presidents of Enterprising Organizations (PEO), from its founder and CEO, entrepreneur Mark Rivers. “It was time to expand on our ‘connect, think, grow,’ mission,” Goren said. “In this uniquely challenging post recession business environment, PEO required a unified management philosophy. It is imperative that we continue to evolve from the days when PEO pioneered its groundbreaking techniques in creating a safe environment in which leaders could challenge each other to grow their leadership capabilities and businesses.” “Our leaders need more from us as they navigate themselves and their respective organizations through the complexities of an ever changing local and global environment,” Goren added. “Staying focused and not allowing themselves to be distracted and derailed off their success path is a constant challenge for leaders. At PEO we provide them with a process that helps guide them and their organizations with a straight trajectory towards success.” Rivers will continue to be CEO of his two other businesses, CEO Capital and Breakthrough Growth Capital. “PEO members and alumni have benefited from Rivers’ many insights, ideas and enthusiasm,” Goren said. “He has a tremendous ability to get leaders to think outside of their traditional box and we all wish him continued success in his ongoing endeavors.” Goren also stated that he will continue to introduce programs and initiatives that drive both organizational and personal success. “Our new collaboration with the AchieveBlue Corporation recently witnessed the launching of the Executive Team Leadership Program (ETL),” Goren said. “It’s a prime example of how we can assist clients with positive cultural changes to drive the execution of strategy. It’s a paradigm shift because it needs to be viewed not as a quick and easy short-term fix.” PEO helps participants develop an action plan that links leadership development to corporate strategy,with an emphasis on coaching through to execution. This program is a key component in driving leaders and their organizations towards their goals and objectives. About Presidents of Enterprising Organizations Now celebrating over 15 years of operations, PEO facilitates peer advisory learning and development for business leaders who are committed to enhancing leadership and business skills while implementing organizational change. They lead Canadian and international businesses with annual sales ranging from $500,000 to more than $12 billion with recognizable brand names as well as up and coming organizations. PEO leaders and organizations have been recognized through repeated selections as the Best Managed Companies, Entrepreneur of the Year and Canada’s Best Employers. Bio: Leon Goren, CA Goren first joined PEO as a participant in 2001 when he was President and CEO of Justwhiteshirts.com. During this tenure, his leadership elevated the company from a start-up to being recognized as one of Canada's multi-channel success stories with brand recognition of 85% among its target market. In 2004, he sold Justwhiteshirts and became a significant shareholder and PEO’s President. Today with Goren’s guidance, PEO has brought together an exceptional group of executive advisors who have all had successful careers as leaders in various industries. As a staff accountant with Coopers & Lybrand, he gained firsthand experience in advising small businesses, as a manager at Deloitte and Touche, Goren honed his skills in managing teams, client relationships and working with large financial institutions. Goren has been a frequent guest speaker in ecommerce but today spends most of his time talking about leadership, organizational change and engaging the executive team to move beyond silos and towards team collaboration and execution. For further information, please contact Media contact |
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"The Summit of Success" on February 8, 2011
| Date: | January 5, 2011 |
The IAMCP Women in Leadership & Technology Breakfast Networking series for 2011 will feature leaders in the community who have thrived in the face of career or personal challenges. The sessions focus on achieving two objectives; inspire you in your own life, as well as provide you with the opportunity to network with like-minded professionals to further your personal and career goals. Are you at a cross-roads? Your career is not where you hoped it would be? Your personal life is approaching a crisis? Or maybe you have met all your goals and not sure what to do next? Whatever your reasons, you are invited to learn from the personal experience of Catherine Morgan, Executive Advisor, Presidents of Enterprising Organizations and former Executive at Hewlett Packard, Canada. After reaching her career objectives, she decided she wanted more. With humour and passion, Catherine will share how she learned to re-invent herself to carve out the life she is living today. About Catherine Morgan As the Chair of Meagan's Walk, a non-profit charity that raises funds for research into children's brain cancer, Catherine works closely with the founder of the charity. She was instrumental in creating the infrastructure for charity (everything from administration to IT support). Her talent for organization has led to the development of a structured sponsorship strategy, which is successfully reaching out to a larger number of prospective sponsors. |
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| Date: | January 5, 2010 |
Silfab Ontario Inc., Canadian subsidiary of global vertically-integrated photovoltaic provider Silfab Spa, announced today that Paolo Maccario has been named Chief Operating Officer and General Manager, effective 1st of January 2011. Maccario will take over Silfab Ontario’s operations as the company is now entering a crucial phase of development that will lead up to the inauguration of its new 180 MW module manufacturing plant slated for spring 2011. “Paolo Maccario brings the ideal mix of leadership experience and photovoltaic know-how to Silfab Ontario as we move forward on installing the first production line in our new manufacturing facility and proceed on hiring our first production specialists,” remarked Franco Traverso, President and CEO of Silfab Ontario and Silfab Spa. “Over the past couple of months, we have signed preliminary contracts for 102 MW with international and domestic partners. This is an extremely busy and exciting time for our company and I believe Paolo’s outstanding set of skills will be pivotal to accelerating Silfab Ontario’s growth and productivity in the years to come.” “I am very excited to join Silfab Ontario,” said Paolo Maccario. “Silfab has a great international reputation and is a highly dynamic company that in the short duration since its entry is already playing a key role within the Canadian solar market. It is a great opportunity for me to work with a team of founding partners that not only has several decades of international photovoltaic experience, but also brings to Canada state-of-the-art technologies that are both highly competitive and ‘Feed-in-tariffs-ready’.” With 15 years of experience as CEO of leading international automotive and clean-tech organizations, Paolo Maccario was most recently Chief Executive Officer of 6N Silicon Inc., one of the fastest growing Canadian manufacturers of high purity solar grade silicon. Prior to that, Maccario served as President and CEO of Meridian Technologies Inc., the world’s largest company engaged in the engineering and manufacturing of magnesium products for the global automotive industry. Earlier, he held senior management positions in automotive and industrial organizations operating in the U.S., Mexico and Italy, including Teksid Aluminum Foundry and various units of Fiat S.p.A.. Since 2001, Maccario has also served as the President and Chairman of Team Italia, an association aiming to bring together Italian companies and their executives operating in Canada. SILFAB ONTARIO INC. SILFAB S.P.A |
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| Date: | December 7, 2010 |
PEO member Johanne Belanger of AVW-TELAV will continue to serve on InfoComm International's Board in 2011 Montreal, QC... AVW-TELAV Audio Visual Solutions is pleased to announce that Johanne Bélanger, Chief Operating Officer (COO) of Freeman's Audio Visual divisions across North America, including AVW-TELAV, will continue serving on InfoComm International's Board of Directors in 2011. InfoComm International is the trade association representing the audio visual and information communications industries worldwide. Since being elected to serve on Infocomm International's Board of Directors in 2009, Bélanger has been actively involved in promoting and serving the professional AV communications industry. As past-president of AVW-TELAV-the largest audio visual company in Canada-since 2005, and current COO of Freeman's Audio Visual divisions, she also serves on the Audio Visual Board of Directors of Freeman-the leading provider of integrated services for face-to-face marketing and brand building events, including expositions, conventions, corporate events, meetings and exhibit programs. "It has been an honour and a pleasure to sit on the Board of Directors of InfoComm, and I will continue to utilize my areas of expertise in an effort to make a difference," said Bélanger. "As the leading non-profit association serving the AV industry, InfoComm International shares my objectives and, therefore, is the perfect outlet to lend my voice to." Established in 1939, InfoComm International has 5,000 members, including manufacturers, systems integrators, dealers and distributors, independent consultants, programmers, rental and staging companies, end-users and multimedia professionals from more than 70 countries. InfoComm International is the leading resource for AV market research and news. Its training and education programs set a standard of excellence for AV professionals. AVW-TELAV Audio Visual Solutions offers a complete range of audio visual and presentation technology services throughout North America. These services include audio visual and computer equipment rental, event staging, simultaneous interpretation, digital services including presentation management, audience response, video capture and webcasting, multi-microphone discussion systems, exhibit and tradeshow solutions, press conferences and technical coordination for meetings, conventions, corporate events and trade shows. AVW-TELAV is one of the Freeman companies. For more information, visit www.avwtelav.com. |
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Presidents of Enterprising Organizations (PEO) has formed a new partnership with AchieveBlue Corporation to create the Executive Team Leadership Program, which will offer a sustainable strategy for renewed growth after the recession's psychological fallout. PEO, the leading peer environment group for senior executives and entrepreneurs, and executive development firm AchieveBlue, have collaborated for over 18 months before forming this significant alliance. "Our new partnership is focused on intense personal assessment and behavioural change," said PEO President Leon Goren, C.A. "The result is ongoing team and individual capacity development at a time where leading in today's economic uncertainty is a daunting task facing most senior executives." By combining peer-to peer mentoring and coaching, leadership teams can achieve what may be impossible to achieve on their own – sustainable leadership excellence that result in breakthrough corporate performance, noted Mona Mitchell, AchieveBlue's president. "The last few years have seen many corporate leaders under siege," Mitchell said. "They have been focused on survival, with little time for introspection." Mitchell believes that the Leadership Program's "true elegance" derives from its structured and trusted environment for feedback and change. "This is a multilayered investment demonstrating returns in individual development, team effectiveness and business results." Leon Goren also stated that executive effectiveness is not merely a short-term fix, and that the environment it thrives in is vital. "It's a paradigm shift," Goren added. "While there are lots of 360-degree programs the PEO/AchieveBlue approach is very different because we help participants develop an action plan that links leadership development to corporate strategy, with an emphasis on coaching through to execution." To learn more about The Executive Team Leadership Program, contact PEO President Leon Goren, CA Working with local, national, and international companies, ACHIEVEBLUE Corporation creates effective, sustainable organizational development and training programs that build commitment and understanding. With a renowned mix of professional expertise, vanguard research, patented training programs, and creative enthusiasm, ACHIEVEBLUE helps companies develop a more strategic way of achieving what every executive wants – company-wide breakthrough performance! To learn more about ACHIEVEBLUE and other program offerings, contact ACHIEVEBLUE at 416.236.3005 or visit at www.achieveblue.com. About Presidents of Enterprising Organizations Now celebrating 15 years of operations, PEO facilitates peer advisory learning and development for business leaders who are committed to enhancing leadership and business skills while implementing organizational change. PEO members understand that future business success derives from an integrated, high disclosure peer network's collective wisdom and resources. They lead Canadian and international businesses with annual sales ranging from $500,000 to more than $12 billion with recognizable brand names as well as up and coming organizations. PEO leaders and organizations have been recognized through repeated selections as the Best Managed Companies, Entrepreneur of the Year and Canada's Best Employers. For further information about PEO please call us at 416.335.5884 or visit www.peo.net |
| Date: | July 13, 2010 |
| By: | Barry Critchley |
What do the Canadian arm of Crayola, organic food manufacturer Hain Celestial, household product maker Umbra and AVW TELAV, which provides audio-visual services for corporate events including the upcoming G8 and G20 summit, have in common? They are all members of Presidents of Enterprising Organizations, a Toronto-based business organization that's mandate is to help business leaders find success through being able to connect, think and grow with each other. The members go about meeting those objectives through peer advisory teams that meet once a month, in which input and, hopefully solutions, comes from fellow members with assistance from executive advisors, who generally are former members and retired businesspeople. "The chemistry of the group and the executive advisor are critical to the success of a leader's participation and our ability to help them reach their goals and objectives," said Leon Goren, PEO's president. "The discussion is about situations, opportunities and decisions that a leader is faced with today, more often related to strategy, people and the culture of an organization." In other words, "the groups push each member to succeed. You are almost accountable," Mr. Goren said. "The group has been invaluable in bouncing off concerns or raising issues that I may not have thought of," said Johanne Belanger, president of AVW TELAV, who has been a member for five years. Ms. Belanger works for Freeman Group, a family-owned company in Texas. "It's been very valuable," said Ms. Belanger who is working on a U.S. acquisition. "People [in the group] who have had experience in buying U.S.-based companies have been able to provide insight into culture and governmental issues." However to be effective, the sessions have to deal with successes and failures. "The idea is to share experiences so that a member can save his company from mistakes made by another member," Mr. Goren said, adding if a solution can't be found internally the advisors will then arrange meetings with their contacts. Each member is required to give a commitment of about three hours a month to their team, at least six hours a year with their executive advisor plus attendance at an annual two-day retreat. "Everything is driven by the desire to learn and share with each other" Mr. Goren said. PEO also runs about a dozen seminars a year, the most recent on pricing strategies. There are about 100 members -- double that of six years ago -- divided into 10 groups. The members come from three main areas: companies with revenue of less than $5-million; senior executives; and a group of chief executives. It costs $6,000 to $15,000 a year to become a member. PEO was formed in 1991 by New Zealand native Mark Rivers because he saw first hand that [company] "leaders didn't grow with the growth of the company. Instead they self-destructed. "Peer advisory learning," became the solution he said, defining that as "people [sitting] around the table sharing their experiences with a bunch of chief executives [who] start to challenge each other. Mr. Rivers, who also created The 50 Best Managed companies program when he was at Arthur Andersen, argues trauma and peer pressure are the two main sources of change. The 50 Best program was established to recognize excellence in Canadian owned and managed companies with revenue of more than $10-million. The National Post is a partner of the program now. Mr. Goren, a chartered accountant, president of PEO since 2003, became a member when he co-founded justwhiteshirts. com, one of Canada's first online businesses. He soon realized PEO had to make changes, including some members. "They were there for the wrong reasons. We are about building relationships and trust and not being economically dependent on each other because [being independent] allows us to be unbiased. We have to be objective." While Mr. Goren and Mr. Rivers have had some spats, Mr. Goren said his job was made easier because Mr. Rivers allowed him to run the operation. "Mark was ready to help build out our entire service model which encompasses two other companies Breakthrough Growth [a consulting company] and CEO Capital [a private equity fund.] The timing was right for Mark to relinquish control though it's still his baby like any entrepreneur." Mr. Rivers agrees: "I am great at connecting the dots and facilitating breakthrough -- running organizations is not really my thing." Mr. Goren's newest challenge is to double the operation in the next few years. Mr. Rivers said growth will come from three sources: an investment in its sales capability; create opportunities to build relationships and build a long term "succession strategy, where we get the next president" [of a member]. PEO plans to offer short-term trial memberships of three months. Read original article: http://www.nationalpost.com/Accountable+each+other/3268917/story.html |
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| Date: | June 29 |
| By: | Leon Goren for the Globe and Mail ROB "Your Section" |
Three things on Mr. Goren’s mind about the significance of peer networking:
Read original article: http://www.theglobeandmail.com/report-on-business/your-business/grow/leon-goren/article1622674/ |
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