Five situations and what the work involved. Each states the capacity in which it was undertaken, so board appointments and executive roles are kept apart from work commissioned through Praxis Global.
A group operating a diversified portfolio of industrial services businesses, joint ventures and equity investments, whose revenue has grown more than tenfold during the directorship. The shareholder community and the operating businesses have to be separated so the businesses can be run, and connected so the community remains the owner.
How the scale of board decisions changes with growth, what information the board needs, how the chief executive is compensated and reviewed, and how the board renews its own composition.
Founding director. Chair of the Compensation Committee; member of the Audit and Finance, Strategy, and Board Renewal and Recruitment Committees.
A CEO compensation framework and annual review, overseen from the Compensation Committee, and governance that developed alongside the business. The growth is the group’s, achieved by its management and its people.
A university setting its direction over several decades, for a community of more than 30,000 students, faculty, staff, alumni and partners, with responsibility for the strategy distributed across the institution.
How a strategy moves through executive, collegial and formal governance at once, what evidence informs it, and what each commitment costs.
An executive appointment reporting to the President.
A governance architecture designed before the substantive work: five working groups of some fifty members, a steering committee chaired by the President, a project office and a team of six, with confidence recorded against each finding.
A pathway into business education for Indigenous students that no single institution held, requiring more than twenty-five independent institutions to work in a shared arrangement.
How the arrangement could hold while each institution kept its own authority, and how communities, governments, corporations and philanthropy could participate on their own terms.
Assistant Dean and Director, recruiting and leading a team of seven, with full profit and loss responsibility.
A network across more than twenty-five institutions, extended to more than thirty-three in six provinces, recognised by the Government of Canada.
Clients across government, healthcare, industry and professional services in ten sectors: from single workshops to multi-year leadership series, corporate MBAs, customised graduate diplomas delivered on client sites, and board governance programmes for organisations including BC Hydro.
How to hold client need, design, delivery and evaluation together, when they are usually held by different people.
Executive Director with full profit and loss accountability for about $2 million a year, a team of fourteen, and 15 or more custom programmes per cycle.
The Integrated Consulting Methodology and the Integrated Learning Methodology, which remain the basis of the practice. The unit negotiated its largest custom credit programme, designed the ICAB Leadership Exchange, the first of its kind in Canada, and received the Canadian Council on Learning Award for Excellence in Learning (2009).
A methodology or expert practice works because of the person who holds it, and has to become something an organisation can run.
The proposition, operating model, ownership, product architecture and route to market.
Advisor, through Praxis Global.
A differentiation framework taken from workshop delivery into a commercial structure across price tiers, a publishing route and a digital assessment path.