Prince Edward Island – Charlottetown – Charlottetown
Corporation
www.smartpei.typepad.com
Prince Edward Island
Charlottetown
Charlottetown
Corporation
active
Operating name: The Renewal Consulting Group
Rob Paterson is an organizational architect. His practice is
called The Renewal Consulting Group Inc. Rob specializes in
designing networked organizations that use significantly less
capital, have much lower costs and have stronger connections to
customers than traditional structures. His focus is in helping
executives develop their vision for new ventures or for when
they have to merge competing cultures.
His customers include NPR and stations in the public radio and TV system in the US, major departments of the Federal and
Provincial governments, universities, high schools, community
colleges, companies in the private sector, research
organizations and non-profit organizations. Some of his
assignments include: advising Industry Canada at the outset of
their 'Connecting Canada' initiative; advising the President of
the Interac Association on the application of the Interac model
to other partnerships; advising the founder of the Canadian
Institute for Advanced Research on networks and outreach;
advising the Clerk and the Deputy of Management Board for
Ontario on networked organizations; advising the Clerk and
Deputies of the PEI Public Service on the Knowledge Economy (The
Knowledge Economy Partnership, an IPAC innovation award winner
was an outcome of this assignment); advising the PEI Department
of Agriculture on the transition between the commodity and the
information economy; providing the founding vision for a number
of new economy entities on Prince Edward Island such as the
Atlantic Centre for Health, Solanum PEI (winner of an IPAC award
for innovation), the Belvedere Group and the World Potato
Learning Centre.
Rob is a strong believer in the non-profit community. He is a
founder and the treasurer of the Child Alliance, a founder of
The Natural Step on Prince Edward Island. He has been a
director of the Marion Foundation in Massachusetts and of the
Smile Theatre Company in Toronto.
Rob has been blogging since 2002 and writes and speaks regularly on the impact of Social media on the economy.
Background
Prior to being in private practice, Rob worked for Wood Gundy
and latterly for CIBC where his last position was as Senior Vice
President Policy Development - Strategic Management, Human
Resources. In this role, he was responsible for predicting major
social and business trends and for advising the chairman on the
appropriate structural and cultural responses.
While in this position, Rob redesigned the entire compensation,
staffing and benefit systems so that they would reflect a
culture of team-work and personal responsibility. Before taking
up this portfolio, Rob was the SVP Marketing. In this role Rob
was responsible for the strategic planning and information
management processes of the Investment Bank. His principal
responsibility was to manage the challenging business and
cultural merger of Wood Gundy and CIBC's Investment Bank and the
customer issues relating to the acquisition of Merrill Lynch's
retail business by Wood Gundy. Prior to the merger, Rob acted as
the personal assistant to the President of the Investment Bank
as he built a global investment banking operation from scratch.
Before taking up these corporate roles, Rob was, for 14 years, a
line executive in investment banking. He has worked in many
cultures and countries - in Canada, the USA, Europe, the Middle
East and Africa. His main task as a line banker was in
developing new lines of business in new markets. He set up Wood
Gundy's international bond sales in North America, Wood Gundy's
institutional business in the Middle East and CIBC's Eurobond
business in Europe. Prior to working conventionally, Rob was a
diamond prospector for De Beers in Botswana. Rob has two grown
up children and lives with his wife, Robin, in Charlottetown,
Prince Edward Island.
Education
Educated at Harrow School in England, Rob has an M.A. Honours in
History from Oxford University.
Country of Ownership: Canada
Year Established: 1995
Exporting: Yes
Primary Industry (NAICS): 541611 - Administrative Management and General Management Consulting Services
Primary Business Activity: Services
Number of Employees: 2
Services:
Organizational - strategic planning
Technology:
One of the risks of entering the new economy is believing that
it operates using the same rules as the traditional economy.
Rob's role is to help you see these new rules and then determine
how to shift your enterprise to take advantage of them. For
instance, until recently Prince Edward Island's agriculture has
seen its economic future in trying to produce and sell more
potatoes. But we have reached our production limit. Some even
suggest the PEI has breached it. What was the reframe beyond
simply producing more? It was to look differently at PEI to
discover its core competency and to look out at the world and
find customers who needed this competency. PEI's core competency
is that it has a group of people who really know everything
about potatoes from production to research. The global
opportunity is that the potato has become the third most
important crop in the world and that the developing world has
rapidly adopted the potato as an essential food crop. The global
requirement has become to learn how to set up sustainable potato
systems. The match is to connect PEI's expertise with this
requirement. PEI's current Knowledge Agriculture strategy is
derived from this type of analysis.
This type of reframe of the problem and the opportunity is at
the heart of the 'Renewal Process'. Most executives assume that
their job is at its core to sell things. The new economy
requires that you, the executive, expand this foundation to
focus on selling the related service or information.
When you have seen your business in this new context, you then
have to reframe how you are organized. The traditional
hierarchical organizational system and arms length relationships
with suppliers and customers works against the creativity and
speed of response required to be successful in the new economy.
So the second stage of the 'Renewal Process' examines how you
are organized internally and looks at all the relationships that
you have with all outsiders.
At this point you will be equipped to begin to redesign your
enterprise so that it is aligned with the new rules of the new
economy.
Sector:
Key / Major Clients: NPR, KETC, WOSU, York University, Dept of Agriculture PEI, UFIT, Chances Family Resource Centre, FoodTrustPEI, PEIBioAlliance
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