Change and Transformation
New Powerhouse Created in Canadian Human Capital Market
Two of Canada’s most respected professional services firms have come together to create a new strategic alliance to serve Canadian business leaders in meeting the challenges of transformational change and talent management.
“The Beacon Group’s program proved to be a transformational experience for our staff, and has created a new, more open culture of creativity and collaboration that has given The Globe and Mail a marked and measurable competitive advantage.”
— Phillip Crawley
“The Beacon Group was able to handle our 360 reviews across 9 offices in a manner that brought significant value to our partners, the firm and ultimately our clients.”
— Judson Whiteside
“The human capital programs provided by The Beacon Group are best in class.”
— Tye Burt
“The Beacon Group approaches very serious and difficult topics in an accessible and insightful way.”
— Eric Siegel
“The Beacon Group’s thought provoking curriculum utilizes best practice tools and interactive media for evaluation, assessment and overall learning. It has helped us raise the bar on our calibre of talent.”
— Ernst Lieb
“The Beacon Group delivered cutting edge perspectives on many human capital topics that were tailored and customized to our company in a way that we could not have obtained at more generic, cookie-cutter advising shops.”
— Doug Lord
“The Beacon Group acted as a strategic partner and was instrumental in helping us raise the bar on candid dialogue and team performance.”
— Robert Courteau
“We engaged The Beacon Group when we needed to bring two cultures together after our first major international acquisition: the evidence of their success lies in both the subsequent growth in our business and our presence in more than twelve countries on five continents.”
— Rupert Duchesne
“The Beacon Group excels in facilitating open & candid dialogue that has fostered superior team performance.”
— Mary Ellen Carlyle
“Top-level thought leadership, combined with practical, cost-effective solutions—that’s the real value the Beacon Group team brings to bear on Foresters talent challenges.”
— Suanne Nielsen
“Doug Williamson and his team were of invaluable assistance in helping our organization navigate through a completely new strategic planning process and emerge with a three year plan resoundingly endorsed by our Board. Doug’s global perspectives and ability to drive consensus was an integral part of our success.”
— Don Forgeron
“The Global HR & Communications senior team engaged the Beacon Group in shepherding us through a unique strategic planning process that involved an outside-in view of our current and future workforce and how this aligns to our business strategy. Thanks to Doug and his team it was a thought provoking process that sharpened our strategic thinking and, in the end, made our strategy stronger.”
— Sylvia Chrominska
“The Beacon Group’s customized and personalized approach fit our needs perfectly. From the initial self-discovery phase all the way to recommending solutions, the work they have done has been consistently world-class. They combine strong analytics with a wealth of real world experience. They are focused, targeted and are experts at taking theoretic concepts and making them real. We look forward to working with Doug and his team as we continue to elevate our business and improve our internal performance.”
— Don Romano
In the hyperactive and challenging world in which we all live, it is becoming harder and harder for business leaders to find time to read, reflect and gain insight from the many valuable sources at our disposal.
In "Provocative Propositions", The Beacon Group attempts to fill that void by offering our opinion, often rather pointed, on a wide array of issues we believe are relevant to leading a modern organization.
The articles are catalogued into 12 categories so you can quickly and easily find a topic of particular interest. We then offer three easy steps under the heading "In Our Opinion" to help business leaders take action on the key themes.
Simply click on the category and read away.
Organizations profile prospective employees and leaders for a number of vital characteristics. Business acumen, management capability, interpersonal skills. Rarely, if ever do they look for the organizational equivalent to “a spark”.
Rarely do they look for that natural born catalyst. Someone who can initiate great amounts of growth through people, someone who can see through the bureaucracy and decide what must be done, right now.
Organizations need catalysts now, more than ever. With most employees paralyzed, or at least demoralized by the current economic situation, organizations must tap into a catalyst’s natural abilities and kick-start the road to recovery.
In tough times catalysts are what you need. Just as importantly, in great times you are also wise to seek out and listen to your catalysts.
Catalysts are wired differently. They understand what it takes to achieve an organization’s growth target, and how to get around roadblocks that may get in the way. To clearly define the role of a catalyst, authors Jeanne Liedtka, Robert Rosen, and Robert Wiltbank in their book "The Catalyst" looked to the field of chemistry to solidify their concept. They defined the behaviour of the catalyst as someone who speeds up a process that must happen within an organization.
The organization knows what must change, what they must do to reach their target, however it takes a catalyst to cut through the analysis, and bureaucracy to get the process started – now.
Trapped. You can’t do it. There are too many constraints. Bureaucracy, corporate policies, you name it. There is no way you can reach your new, higher targets with this impossible number of constraints. Authors Liedtka, Rosen, and Wiltbank would argue that it’s all in your head.
They argue that in many cases organizations teach - or better yet brainwash - managers into believing that there is no taking control of the organization and making the changes necessary to achieve long term substantial growth. In the organization’s eyes the key is to minimize risk, and maximize control. In other words maintain the status quo.
Catalysts see through this trap. They know that if they can build a sound business case to achieve the company’s goals, they will get the permission they need. They know they can change the company.
In Our Opinion
The Beacon Group’s Keys to Igniting the Catalysts in your Organization
The good news is that you can profile catalysts using a standard DISC assessment. Here are some of the traits you should be looking for:
Dominance – Catalysts have extremely high scores here. They are frustrated with the here and now, and are always looking for the next big thing. They are also very task focused. If the growth target is “meaty” enough, they’ll get to work on it immediately
Influence – Again high scores. Catalysts know that they can’t do this alone. They know that they must influence others in the organization to get on board with them, and pursue this new approach together.
Steadfastness – Catalysts score lower here. While the traits of this area of personality are important, they become secondary when there is a major change process underway. Catalysts are not shackled by their organization’s past. They understand it’s importance, but they never feel constrained by it.
Conscientiousness – These too will be lower scores. Catalysts often choose uncharted waters for their change plans, which is contrary to what this element of personality relies on. Catalysts love to learn as they go; rules and regulations may just get in the way.