ICD Chapter Insights

janv. 09, 2017
Disponible en anglais seulement.

THORNHILL, ONT. // 11.22.16
Mergers and integration for NFPs

MARK BLUMBERG, partner with Blumberg Segal LLP, editor of the online resources CanadianCharityLaw.ca and GlobalPhilanthropy.ca
JOANNE DOYLE, chief operations and strategy officer of United Way Toronto & York Region
DONNA DUNCAN, president and CEO of the Hincks-Dellcrest Centre
IAN SMITH, vice-president at StrategyCorp Inc. and president of NDSIK Management Consultants; chair of the board of trustees and member of the foundation board at Hincks-Dellcrest Centre
MODERATOR: RAHUL BHARDWAJ, ICD.D, president and CEO of the Institute of Corporate Directors, board member of Metrolinx, Rideau Hall Foundation and the Community Foundations of Canada
  • The assessment of a potential merger or amalgamation must take into account the resource and operational benefits as well as the alignment of mission and culture.
  • Due diligence must include a full understanding of human resource, financial, operational and legal issues.
  • Seek external legal advice rather than rely on the legal expertise of a board member, who may lack impartiality.
  • Establish touchstone principles and criteria to assess that the partner is the right one; develop a shared vision and well-articulated objectives.
  • Ensure that the organization has the resources to successfully manage the integration process.
  • The board’s role must be clearly understood; keep the board engaged through effective communications.
  • Engage staff wherever possible throughout the process.
WINNIPEG // 10.19.16
Fostering innovation culture

DOUG POLLARD, co-CEO of Pollard Banknote Ltd.
TERRY STUART, chief innovation officer at Deloitte LLP (Canada)
MILTON SUSSMAN, president and CEO of the Winnipeg Regional Health Authority
  • Canadian businesses must look beyond their immediate environment to get exposure to new ideas. About 35 percent are unprepared for disruptive technology.
  • Innovation must extend beyond products to include such things as client experience.
  • Every organization needs change agents: people who identify innovation, bridge the idea to the business, design it to be usable and desirable, bring it to life, coach others and scale it up.
  • Innovators must be willing to fail and able to communicate across divisions and functions.
  • The tone for an innovative culture is set by an organization’s leadership.Business success depends on both large innovations, such as new lines of business, and also incremental innovation.
  • Company leadership can set the tone for innovation culture and make all staff take an interest. Ideally, all stakeholders will be involved in driving innovation.
  • The board’s role in innovation is to force long-term thinking and push the organization to find new ways to do things.

HALIFAX // 10.27.16
Director insights

SCOTT BALFOUR, chief operating officer of Emera Inc., chair of Nova Scotia Power, Emera Energy, Emera Maine, Emera New Brunswick, Emera Utility Services and Grand Bahama Power
ED BARRETT, chair of New Brunswick Power Corp., co-CEO of Barrett Corp., CEO of Barrett Diversified Inc., co-founder and board member of Xplornet Communications, board member of Wajax Corp.
MODERATOR: CHERYL HODDER, partner at McInnes Cooper, board member of Scotsburn Ice Cream Co., Nova Scotia Business Inc. and IWK Health Centre
  • Diversity in the boardroom is beneficial but requires the right preparation and recruitment processes.
  • Talent and succession planning requires outside assistance and an independent point of view. The CEO and board are responsible for talent development and must employ best practices.
  • Newly appointed directors must take the time to understand the financial affairs of the organization; they should try to get on the audit committee. It takes two or three years to become properly informed and the process requires passion and commitment.
  • Many Crown corporations and not-for-profits lack a sense of urgency and it’s up to their boards to create one.

EDMONTON // 10.19.16
Massive board transformation

IAN BOURNE, ICD.D, F.ICD, chair of Ballard Power Systems Inc. and a board member of the Canada Pension Plan Investment Board, Wajax Corp. and the Canadian Public Accountability Board
PAUL HAGGIS, chair of Alberta Enterprise Corp. and board member of Athabasca Oil Corp. and Advantage Oil & Gas Ltd.
LIZ WATSON, president and CEO of Watson Inc. and an instructor for the Directors Education Program
MODERATOR: JANE HALFORD, ICD.D, co-founder of Bolt Transition Inc. and member of the boards of Farm Credit Canada, the University of Alberta, Citadel Theatre and the United Way of the Alberta Capital Region
  • When facing a significant turnover of directors, the board should understand how the skills matrix changes.
  • The chair should create opportunities for the new board to come together, offering orientation, education sessions and, if possible, a working retreat.
  • New directors should have an open mind and a willingness to pose thoughtful questions and ask for information.
  • After the new board has had the chance to confirm a common understanding of where the organization is going, any director who does not feel comfortable and committed should consider resigning.
  • A process for board evaluation and candid discussions about director performance is critical for long-term success.

Winnipeg Chapter Photos 1, 2, 4: John Woods
Halifax Chapter Photos 3, 5, 6: Darren Calabrese

Source: Director Journal (janvier / février 2017)