(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Mastering Strategy

For business organizations of all types and sizes, having a well thought out strategy is more important now than at any time in the past. This is due to the ever-accelerating pace of change driven by such factors as new technologies, geopolitical tensions, tumultuous markets, climate change, stakeholder expectations, workforce demands, and competitive pressures. Yet, according to studies, 85% of executive leadership teams invest less than one hour each month discussing strategy, and 50% invest none. About 67% of well-thought-out strategies fail due to poor execution. And, in organizations with a strategic plan, a miniscule 4% of executives believe that their plan will be successfully executed.

Mastering Strategy for Business and Personal Success lifts the curtain to provide participants with an inside look at what the most successful organizations know about strategy, and how they put strategy to work to rise above their peers and dominate a market or an industry. The program’s objective is to provide participants with the knowledge and skills they need to manage or play an active role in the development and execution of their organization’s strategic plan.

Mastering Strategy is an investment in the success of organizations and the people who lead them. It’s for business leaders who believe their organization is capable of performing at a higher level. It’s for leaders who are tired of seeing time and other resources wasted on: a convoluted decision-making process, silos that don’t work well together, conflicting priorities, or futile efforts to attract and keep top talent. It’s for leaders looking to align their teams around a shared vision and foster a culture of accountability and continuous improvement. It’s for leaders at the top of their game as well as for savvy up-and-comers looking to prepare themselves for more responsible management roles.

Strategic planning in the second half of the 2020s is about much more than setting some long-term goals and mapping out a few initiatives. It’s about: thinking strategically; building resilience; driving innovation; anticipating and dealing with disruptions; building strong teams; capitalizing on the synergy that occurs when individuals, teams and departments are focused on achieving the same results; identifying, prioritizing and dealing with opportunities and challenges; and aligning the business operation with an increasingly complex and rapidly changing world.

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In the past, organizations could survive and even thrive on operational excellence and incremental improvements. Today, organizations without a well-thought-out strategy are unlikely to have a clear vision for the future or an agreed-upon set of strategic priorities on which to focus their efforts. Many find themselves allocating resources to projects that look great on paper but do nothing to advance the organization’s long-term goals.

Ultimately, the success of any strategic planning initiative comes down to the people who are responsible for its execution. Regardless of how good the strategy is, execution will fail if employees don’t understand or support the plan or receive appropriate training and support during execution. Strategic planning, by definition, means change. People are both the architects and recipients of change, making their buy-in, engagement, and capabilities crucial. Research consistently shows that most people instinctively resist or fear change, viewing it as a threat to their security, routines, and established competencies. This natural resistance is often heightened in organizational settings where changes can affect job security and established work patterns. When people don’t understand and/or accept the changes embedded in the strategic plan, even the most well-designed strategy is likely to fail. Organizations that recognize and nurture the symbiotic relationship between people and change are better positioned to successfully execute strategic initiatives.

Decisions on what priorities to pursue and how to allocate resources must be based on more than gut feeling, intuition or unsupported assumptions. That’s because heuristics like these introduce bias and often result in a failure to identify and capitalize on solid opportunities or recognize and deal with threats and vulnerabilities. Insights obtained through primary and secondary research enable decision makers to spot problems, evaluate alternative courses of action, and make decisions that are informed by real-world evidence. The training will showcase situations in which corporate decisions were affected both positively and negatively by sound research or the lack thereof.

The fact is organizations that embrace strategic planning as an essential process are better positioned to capitalize on emerging opportunities and deal with challenges that threaten performance. They have a framework within which to make timely, well-informed decisions, and are better positioned to attract and retain top talent, align individual employees and teams around a vision and shared values, and allocate resources to projects that matter to the organization’s long-term success. Studies confirm that organizations with a well-defined and supported strategic plan have a significantly higher probability of achieving above-average financial performance and the ability to recover faster from economic downturns.

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Mastering Strategy is designed to enhance personal as well as organizational success. Participants will have an opportunity to evaluate their own strategic mindset and explore the ways in which thinking strategically will make them more effective leaders, better able to anticipate market trends, identify opportunities, and navigate challenges. The training will demonstrate how to cultivate a creative mindset, overcome creative blocks, stay inspired by setting aside time for creative activities and new experiences, and build strong teams. We’ll look at how the principles of effective employee engagement can be adapted to create positive home and social environments; how refining their communication skills will help them build stronger relationships, reduce stress, boost confidence, and enhance their overall quality of life; and how the same attitudes and skills that define a successful leader combine to fuel personal success. They will develop a personal value proposition that takes account of their unique strengths, skills, and experiences as well as a personalized, actionable strategy that leverages their strengths and is focused on achieving their most important goals.

The training emphasizes the importance of monitoring performance and measuring results. This means much more than simply tracking activities to ensure they are being done. A plan of execution comes with measurable KPIs, goals and milestones. Milestones define specific achievements and enable the organization to establish whether it is on track to achieve a specific goal. KPIs are measurable, often time bound, results along the path to achieving a specific goal. Goals are often and not always qualitative and represent the outcome the organization is looking for once a strategic priority or a strategic plan has been successfully completed. When used together, these methods of tracking and measuring performance demonstrate a commitment to accountability and enable the organization to celebrate successes and learn from failures.

Mastering Strategy deals with several factors that have a direct and substantial impact on the successful development and execution of an organization’s strategic plan including communication, employee engagement, leadership, creativity & innovation, agility & resilience, and culture. It highlights the importance of clarifying expectations to create a sense of purpose, align efforts, and minimize misunderstandings.

It’s no secret that poor communication has a major impact on an organization’s performance and its ability to successfully execute its strategic plan. The training will explore a variety of telltale signs like demotivated employees, resistance to change, and missed opportunities and identify the steps that can be taken to remedy a problematic situation long before it can negatively impact the outcome of the strategic planning process.

Culture has a particularly significant impact on the organization’s ability to plan and execute its strategy. An organization’s culture shapes how employees perceive and respond to strategic priorities, influencing their level of engagement, collaboration, and adaptability. In the planning phase, a culture that encourages open communication and values diverse perspectives leads to more innovative and realistic strategies. When it comes to execution, culture often determines whether a strategy succeeds or falters. A culture that prioritizes accountability and continuous improvement creates an environment in which employees are empowered to take ownership of their roles in implementing the plan. Conversely, a misaligned or toxic culture can lead to resistance, siloed thinking, and inconsistent efforts to execute regardless of how sound the strategy is.

Is it necessary to become an expert in everything that impacts the success of a strategic planning effort? No, it’s not. But it is necessary to understand what it takes for a strategic planning effort to succeed, what can derail the process if left unchecked, and the steps that can be taken to minimize or eliminate problems that threaten success.

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Curriculum

Mastering Strategy – Part 1- Year 1

1. Part 1 Month 1 Strategy Matters
2. Part 1 Month 2 Strategic Mindset
3. Part 1 Month 3 Planning Process
4. Part 1 Month 4 Strategic Enablers
5. Part 1 Month 5 Leadership & Governance
6. Part 1 Month 6 Culture
7. Part 1 Month 7 Employee Engagement
8. Part 1 Month 8 Communication
9. Part 1 Month 9 Creativity & Innovation
10. Part 1 Month 10 Agility & Resilience
11. Part 1 Month 11 Organizational Identity 1 (Mission & Purpose)
12. Part 1 Month 12 Organizational Identity 2 (Vision & Values)

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Mastering Strategy – Part 2- Year 2

1. Part 2 Month 1 Strategic Value
2. Part 2 Month 2 Investigation & Exploration
3. Part 2 Month 3 Strategic Priorities
4. Part 2 Month 4 Goals & Objectives
5. Part 2 Month 5 Strategic Initiatives
6. Part 2 Month 6 Documentation & Approval
7. Part 2 Month 7 Disruption & Change
8. Part 2 Month 8 Execution 1 (Preparation)
9. Part 2 Month 9 Execution 2 (Doing It)
10. Part 2 Month 10 Monitoring & Updating

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Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Mastering Strategy corporate training program.

Mastering Strategy – Part 1- Year 1

1. Part 1 Month 1 Strategy Matters – In this module, we’ll provide an overview of the Mastering Strategy training program and explore the ways in which strategy benefits organizations and the people who lead them. We’ll review a number of decision-making techniques used throughout the program as well as different methods of reaching consensus on key issues. Using real-life examples, we’ll demonstrate how leaders who understand strategy are better able to anticipate and deal with major business challenges, change direction as circumstances dictate, avoid knee-jerk reactions to disruption, and communicate a vision that their teams buy into and rally around. We’ll showcase several companies in which attention to strategy had a sizable impact on results, including a mid-sized manufacturing firm that transformed its market position by aligning every level of management around a well-defined strategic plan. Using a case study that illustrates the importance of being strategic and a simulation exercise in which you’ll be challenged by a variety of factors including a volatile market, you’ll discover how a firm understanding of strategy and the ability to see the big picture combine to make a significant difference to an organization’s overall success. On a personal level, you’ll see how being strategic differentiates you from others and positions you get ahead in your business and personal lives.
2. Part 1 Month 2 Strategic Mindset – Despite its importance, studies show that only a small percentage of corporate leaders consistently apply strategic thinking. In this module, we’ll explore what it means to have a strategic mindset (think strategically) and how it benefits leaders and their organizations. Leaders who have a strategic mindset are concerned about more than short-term results. When a project goes well, they celebrate the results and the people who made them happen. But rather than seeing this victory as an end in itself, they look at how it contributes to the future they want to own. Using a case study and simulation exercises, you’ll use tools like Porter’s Five Forces and scenario planning to consider your future and the future of your organization. You will have an opportunity to assess your own strategic mindset and plan to develop a more future-oriented perspective. As history has demonstrated, having leaders that focus on long-term success and not just short-term wins can spell the difference between organizations that are truly successful and others that have difficulty keeping up with the competition or just surviving. Using real-life examples, we’ll look at leaders whose companies have benefited from their future orientation. And we’ll examine a few situations in which a leader’s inability to read the tea leaves spelled disaster for their business. With these examples in mind, we’ll explore the key attributes of leaders who possess a strategic mindset, including inquisitiveness and willingness to learn, a clear sense of what they want their organization to be in the future, and an openness to change.
3. Part 1 Month 3 Planning Process – In this module, we explore several ways an organization can approach the development of a strategic plan and a plan of execution. We begin by reviewing a number of widely used planning frameworks such as the Balanced Scorecard and scenario planning. We highlight the elements decision makers are after regardless of the process they use. These include thoughtful analyses of the industry, market, competitors, and customers to identify opportunities to pursue and threats to mitigate and an assessment of the organization’s strengths and weaknesses, drawing on performance data, employee input, and operational reviews. These also include the identification of any strategic enablers that could hinder the development or execution of the strategy along with specific actions to address problem areas. All information is factored into decisions on the goals, objectives, and key performance indicators (KPIs) that will be used to measure progress. We’ll explore several approaches to identifying strategic priorities, developing major initiatives and assigning accountability for their timely completion. We will also review various ways of presenting the plan’s content, always keeping in mind that the goal is to communicate clearly and ensure that the presentation (and contents) resonate with those responsible for its execution. Following approval of the strategic plan, the focus turns to execution planning. We identify several ways of ensuring success including the use of 90-day Action Plans that are reviewed and updated every three months. This process works on a personal level as well. The starting point is a decision on the kind of life you want to build over the next few years followed by the identification of factors that could affect success, such as professional opportunities, financial pressures, or family responsibilities. Taking stock of your own strengths and limitations leads to the identification of areas for personal development as well as goals and action plans related to such areas as your career, health, relationships, or learning. Like an organization, individuals benefit from regularly reviewing progress and adjusting their plan as circumstances dictate.
4. Part 1 Month 4 Strategic Enablers – Strategic priorities are the issues deemed to have the greatest impact on an organization’s ability to successfully plan and execute its long-term strategy. Strategic enablers embody the capabilities, resources, and conditions that support the successful execution of the initiatives and projects contained in a strategic plan. By actively managing these enablers, organizations can minimize the impact of issues that could derail execution such as disengaged employees, lack of accountability, and misaligned leaders. Using a case study and simulation exercises, you will explore the impact of enablers like leadership and governance, culture, employee engagement, innovation & creativity, agility & resilience and communication on an organization’s ability to develop and successfully implement its strategic plan. As these enablers are universal and will affect the outcome of any strategy, it pays to identify any that require work early on in a planning process or even before it gets underway. Other enablers – like financial and operational readiness, technology, and systems & processes – tend to be more strategy-specific and can be dealt with once the organization’s strategy begins to take shape. By the end of the session, you will not only understand the importance of strategic enablers but also feel more confident in recognizing where the execution of a strategic plan might falter and what you can do to resolve any problems. On a personal level, you’ll be more aware of the need to identify the enablers that could derail your personal plans, and better able to take action to rectify any that might get in the way of your personal success.
5. Part 1 Month 5 Leadership & Governance – Is the ability of individuals – especially those in formal or influential positions – to set direction, inspire commitment, and mobilize people and resources to achieve shared goals. Governance refers to the systems, structures, processes, and accountabilities through which decisions are made, resources are allocated, and performance is monitored in an organization. Together, they create the organizational environment needed to effectively develop and execute a strategic plan. When they are aligned and functioning well, they ensure decisions are timely, roles are defined, and accountability is clear. Through the lens of some of the world’s most effective CEOs, we’ll look at a leader’s role in supporting open communication, and in creating an environment that encourages creative thinking, supports risk-taking, and values new ideas. We’ll explore the key role leaders play in defining the way decisions are made, performance is monitored, risks are managed, and accountability is ensured. Together, we’ll examine the leader’s role in building high-performing teams, and in recruiting, training, and retaining top talent. We’ll address the challenges posed by corporate silos and a leader’s role in breaking them down in favour of collaborative, cross-functional teams. You will explore how leaders set the tone, create alignment, and navigate challenges threatening strategic goals. You will learn to recognize when a leader’s actions or lack of action threaten to undermine execution and what can be done to strengthen the effectiveness of a leader or a leadership team. Through a role-playing exercise and interactive conversations, we will explore the competencies leaders must have to succeed in their role as strategic leaders. On a personal level, we’ll show how the same attitudes and skills that define a successful leader combine to fuel personal success.
6. Part 1 Month 6 Culture – In this module, we’ll take a close look at the way in which culture is built, reinforced, and sustained within an organization. Using a case study and simulation exercises, you will learn what is involved in building a successful culture in which shared values, beliefs, and behaviours come together to guide how work is done, and people interact. Through practical examples, you’ll see how a strong and clearly defined culture drives engagement, improves decision-making, and strengthens alignment across teams, so important when you are developing and executing your strategic plan. The fact is a clear and universally accepted culture is the foundation on which every successful business enterprise is built. We’ll explore what can happen in an organization that does not have a shared cultural foundation, and different parts of the organization are left to operate independently. We’ll explore what can happen when leaders, although talented, are not fully aligned on core values, associated behaviors, or decision-making practices. On a personal level, you’ll see how attributes of a strong corporate culture can make a major difference in your personal life.
7. Part 1 Month 7 Employee Engagement – In this module, we’ll share proven strategies for creating the motivated, committed, and high-performing individuals and teams that play a decisive role in the development and execution of your organization’s strategy. We’ll share examples of organizations in which employees are fully engaged and high engagement levels have contributed to better strategic planning, more focused and consistent execution, better retention, and a culture of accountability. Using case studies and actual examples, we’ll explore different ways of fostering a work environment that develops motivated, committed, and high-performing individuals and teams. We’ll introduce methods of measuring engagement and driving continuous improvement. We’ll consider the negative impact of organizational silos on employee engagement and outline the steps you can take to break them down and boost engagement. You will learn to recognize early signs of disengagement and how to make use of simple interventions such as rewards and recognition, meaningful feedback, a healthy work-life balance, and aligning your employees’ personal goals with the organization’s strategic direction. On a personal level, we’ll look at how the principles of effective employee engagement can be adapted to create positive home and social environments.
8. Part 1 Month 8 Communication – In this module, we’ll take a close look at the ways in which communication contributes to the successful development and execution of an organization’s strategic plan. Drawing upon real world examples, you will see how miscommunication, or a lack of communication, can derail strategic plans and learn how to recognize problems with communication before they do serious damage. We’ll explore messaging and how to frame messages for different audiences and different needs. You’ll participate in a role-play exercise where you’ll practice delivering a strategic message to two different audiences – one skeptical, one supportive – and have the opportunity to debrief with other participants on what worked and why. We’ll look at the ways in which effective communication makes a difference to the successful execution of your strategic plan including the importance of transparency in securing buy in and support for the effort involved. We’ll explore the importance of incorporating employee opinions into your planning and execution efforts and the communication that supports the process. On the personal front, you’ll complete a quick self-assessment to gauge how you currently communicate with members of your team (and in your personal life) and then work with a partner to identify a couple of remedial actions you can take when you return to the office.
9. Part 1 Month 9 Creativity & Innovation – The subject of this module is creativity and innovation and the ways in which they contribute to the success of business organizations, departments, and teams. We’ll provide examples of business entities that embrace creativity (value new ideas) and support innovation (put those ideas to work) and how they consistently outperform those that do not. We’ll explore the benefits of challenging assumptions, thinking outside the box, and building a culture that values creative thinking – benefits that include staying relevant in rapidly changing markets and demonstrating agility in the face of unexpected roadblocks. Using a case study and real-world examples, you’ll see how leading organizations have successfully employed techniques like brainstorming, mind mapping, and design thinking to train people to think creatively, collaborate openly, and fuel an abiding interest in coming up with new approaches to major problems. We’ll explore the barriers to creativity with which many companies have to deal and the importance of creating a safe space where employees are able to test new ideas and learn from failures. On a personal level, you’ll learn how to cultivate a creative mindset, overcome creative blocks, and stay inspired by setting aside time for creative activities and new experiences.
10. Part 1 Month 10 Agility & Resilience – The only thing any decision maker can know for sure about the future is that it is unlikely to be the way they thought it would be when they were crafting their strategic plan. Unforeseen changes and disruptions are a way of life, and having the best strategic plan in the world means little if an organization lacks the ability to adapt its operation to account for the challenges they encounter. Agility refers to an organization’s ability to adapt rapidly to shifts in markets, customer needs, technology, or internal dynamics. Agile organizations are flexible, responsive, and able to make timely decisions without getting bogged down in bureaucracy. Resilience is about staying strong under pressure and bouncing back from adversity – whether it’s a failed project, pandemic, economic downturn, or internal crisis. At the individual level, it’s about mental toughness and perseverance. Many organizations are neither agile nor resilient. Agility and resilience don’t just happen, they need to be intentionally developed through a mix of leadership, cultural refinements and tailored systems and processes. You’ll learn to recognize the early warning signs of rigidity and resistance to change within an organization. Using actual examples, we’ll showcase organizations that were able to successfully adapt to major disruptions, and others that were not. You’ll be able to test your own agility and resilience along with that of your organization. By the end of this session, you will understand that agility and resilience are not just survival tactics but essential enablers of strategic success.
11. Part 1 Month 11 Organizational Identity 1 (Mission & Purpose) – In this module, we’ll explore the various ways in which Mission and Purpose contribute to an organization’s identity, and the roles they play in the successful development and execution of a strategic plan. Using real-world examples, you’ll see that some organizations choose to combine purpose and mission in a single statement. By carefully defining the meaning of each term, you will be the judge of whether a single statement is a better solution than having two separate statements. We will look at the way Mission and Purpose can be used to inform and inspire employees and create meaningful connections with customers and other key stakeholders. Using a case study and simulation exercises, you will explore how two different organizations – one that has created a single statement and another that has created two separate statements – have dealt with the issue. We’ll look at what each says about the organization and the business it is in, their possible impact on employees and other stakeholders, and how they might be made more compelling or inspiring. On a personal level, we’ll explore how personal statements (or a personal statement) can help you stay focused and contribute to a fulfilling and satisfying life, even during difficult times.
12. Part 1 Month 12 Organizational Identity 2 (Vision & Values) – In this module, we’ll explore Vision and Values and the way they connect. Very simply, Vision is an aspirational description of what an organization would like to accomplish, or be, at some point in the future. It describes where an organization is headed. Values, on the other hand, are the fundamental beliefs and principles that shape decisions and culture. They define how people in the organization relate to one another as well as to other stakeholders and how they should behave on their journey to the chosen Vision. The way employees behave and treat others determines, to a large, the organization’s culture. Using a case study and simulation exercises, you’ll learn how to establish a set of Values and Associated Behaviors that will, in time, create a culture that supports your strategic direction and the reputation you want your organization to own in the marketplace. You’ll learn why a well-crafted Vision is a practical tool for assessing and prioritizing strategic choices and helping employees focus on opportunities that are aligned with the organization’s strategic direction. You will see how a tightly defined set of Values helps individuals and teams decide what is right and wrong as they travel along the path to their chosen future. We’ll share techniques for effectively communicating your Vision and Values and putting these powerful tools to work to motivate your teams and attract and keep top talent. In small groups, you will review your organization’s current Vision and Values (or those of another company if unavailable) and discuss the impact they will have on its journey into the future. On a personal level, you will craft a Vision statement and identify Values and behaviors that help ensure you are headed in the right direction and pair up with another participant to discuss how your Vision and Values influence your career or life choices and what steps you might take to align more closely with them.

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Mastering Strategy – Part 2- Year 2

1. Part 2 Month 1 Strategic Value – This module explores strategic value and the advantage an organization gains by delivering value that matters — to the right stakeholders, in the right way, for the right reasons. Strategic value is more than financial performance. It encompasses initiatives that result in such outcomes as a competitive advantage, sustained growth, stronger brand authority, and ongoing relevance in changing markets. Using actual examples, you will see how a well-crafted and thoughtfully executed strategic plan creates value, enabling organizations to identify opportunities, make purposeful choices, and optimize the allocation of resources. A case study and facilitated conversation will showcase the way in which the purposeful development and disciplined execution of a strategy create strategic value. We’ll use a simple tool like a strategic value grid to help evaluate whether a proposed initiative truly supports a long-term strategy or results in operational improvement. While both are important, they serve different purposes. We’ll also look at the many uses for a value proposition and provide participants with the opportunity to formulate one for their organization and another for themselves. By understanding the concept of strategic value and what it means for the initiatives and projects that form the foundation of a strategic plan, you’ll be better equipped to focus your efforts where they matter most – and act with greater purpose in your work and personal life.
2. Part 2 Month 2 Investigation & Exploration – Data-driven insights are the foundation of good strategy. In this module, we’ll explore methods for gathering and analyzing the information on which to base important strategic decisions. You’ll consider practical techniques for investigating your external environment – your industry, market, competitors, and customers. You’ll learn how and when to use tools like personal interviews, focus groups, and surveys to identify opportunities and threats and how to leverage this information to develop highly focused strategies. Then, looking inward, we’ll examine the ways in which these same tools can be used to review your internal operation and operational efficiency, and help assess the likely impact of strategic enablers like leadership, culture, and employee engagement on the success of your strategic plan. This internal assessment, combined with strong external research, ensures that your strategic plan is not only based on a solid understanding of the environment in which your business operates but also on a realistic appraisal of your internal operation’s ability to support its development and execution. Because effective strategic leadership starts with self-awareness, we’ll explore several personal investigation tools like personality tests and reflective practices that could help you better understand your leadership style and recognize any blind spots that might prove problematic.
3. Part 2 Month 3 Strategic Priorities – In this module, we focus on strategic priorities – the 3-5 critical issues judged to have the greatest impact on your organization’s long-term success. Identifying these priorities is one of the most important tasks in any strategic planning endeavour. Get them right and you’ve established a solid basis on which to build your long-term strategy. Using real-life examples, we’ll demonstrate how to establish the difference between important operational issues and high-level strategic challenges that can have a significant impact on your organization’s success. We’ll review methodologies that will help you identify issues that demand your attention including SWOT and PESTLE Analyses, Porter’s Five Forces and scenario planning. Using interactive conversations and a case study, you’ll work with other participants to identify important issues and, from those, select a limited number of strategic priorities – the issues that promise to have the greatest long-term value. This training will enhance your ability to think objectively about issues that are impacting your business and contribute to conversations on what matters most to your organization. From a personal point of view, your newly acquired skills will help you clarify your personal priorities and focus your time and energy on what truly matters in your business or personal life.
4. Part 2 Month 4 Goals & Objectives – In this module, we focus on goals and objectives. We look at how to set them, and how they contribute to the development and execution of a strategic plan. We’ll clarify the difference between strategic objectives, goals, and SMART objectives and when each can be used. Goals and objectives often sit on a pedestal of their own seemingly unconnected to what’s happening in an organization on a day-to-day basis. As that’s unacceptable, we’ll look at how the Balanced Scorecard helps translate these into specific, measurable performance indicators across four interconnected perspectives – financial, customer, internal process, and learning and growth. You’ll see how metrics in these areas come together to ensure that every, team, department, or business unit is aware of and working towards the same big-picture outcomes, with measurable targets and accountability built in. Using a case study and simulation exercises, you will be tasked with establishing goals and objectives in a polarized organizational environment where departments have different agendas and collaboration is at issue. By working with practical tools like the Balanced Scorecard, Objectives and Key Results (OKRs), and the RACI Matrix, you’ll learn to connect day-to-day work to organizational goals and initiatives. On a personal level, you’ll gain confidence in setting clear, meaningful performance measures, a skill that effective leaders must have.
5. Part 2 Month 5 Strategic Initiatives – In this module, we focus on translating an organization’s strategic priorities into focused initiatives that drive measurable results. By definition, strategic initiatives are comprised of discretionary projects designed to close performance gaps and move the organization closer to the future state that decision makers want it to own. These initiatives and projects represent new investments of time, effort, and resources – they are not part of the organization’s routine operation. In some respects, they are like a glue that binds the organization as both their development and eventual execution require cross-functional collaboration. Although breaking down silos and achieving true collaboration is no easy task, it forces an organization to align goals, share knowledge, and coordinate efforts, which strengthens overall cohesion. Using case studies and simulation exercises, you’ll learn how to define initiatives with clear, measurable goals, ensure alignment with the organization’s vision and mission, and build a compelling business case for including each in the strategic plan. Personally, you’ll come away better equipped to lead or contribute to the development of initiatives that shape your organization’s future. You’ll also experience the effort it takes to foster cross-functional accountability making you more effective as a leader and team member.
6. Part 2 Month 6 Documentation & Approval – The focus of this module is on how to capture your strategy in a format that fits your organization’s needs and sets the stage for successful execution. A strategic plan is a statement of intent, direction, and accountability. Some organizations opt for a fully documented strategic plan that includes an executive summary, strategic objectives and goals, summarized research findings, a theme, a section detailing strategic initiatives and projects along with a rationale, clear statement of what success will look like when the project or initiative has been successfully completed, and other information. Others prefer something more concise like a one-pager that provides little more than strategic priorities, strategic goals, and strategic initiatives and is supported by some detail on the initiatives and strategic enablers. We will explore a variety of formats and provide guidance on why one might be chosen over another. For example, a more detailed plan might work well in complex, hierarchical, or multi-stakeholder environments where clarity, accountability, and transparency are critical. On the other hand, a more concise plan, possibly even a one-pager, might be preferred by organizations that value flexibility and want to inform stakeholders without overwhelming them with detail. We’ll also walk through the approval process – what it takes to go from draft to Board or executive endorsed, who needs to be consulted, and how to increase the likelihood of a favorable reception. You’ll learn techniques for enhancing the plan’s value for different audiences and ensuring it resonates at every level of the organization. By the end of this session, you’ll know how to adapt the documentation to your organization’s culture and governance model and effectively communicate strategy to leaders and staff members who will be tasked with its execution.
7. Part 2 Month 7 Disruption & Change – In times of uncertainty and disruption business leaders have a choice. Stay the course and hope that things sort themselves out. Or act quickly and decisively to take advantage of opportunities that change and uncertainty present. In this training, you will see why it’s essential for leaders to be continually scanning their business environment to identify threats that could potentially disrupt their operation. We’ll explore a number of tools for doing this including SWOT and PESTLE Analyses, horizon scanning, and scenario planning. We’ll examine several techniques for anticipating, planning, and responding to change, as well as methods for effectively communicating in a change environment and managing resistance to change. Of equal importance, you’ll experience the problems associated with kneejerk reactions and how to avoid them. Through case studies and a structured horizon scanning activity, you’ll experience what it means to diagnose issues and plan and implement change initiatives. You’ll discover the importance of incorporating agility and adaptability into your plans, and of acting quickly and decisively to head off long-term damage and ensure your organization’s survival. As change can happen in anyone’s life at any time, you’ll see how dealing with it in a planned and disciplined way and cultivating personal resilience can have significant benefits in times of uncertainty.
8. Part 2 Month 8 Execution 1 (Preparation) – In this and the following module, we’ look at turning your approved strategy into measurable results. The first job is to ensure clarity around accountability and responsibility. To be clear, overall responsibility for the development and execution of an organization’s strategy rests with the CEO just as responsibility for the development and execution of a department’s strategy belongs to the department head. If the most senior person isn’t visibly involved, there is a good chance that execution will fail. That said, we will review different ways of supporting the CEO or department head including the formation of a Strategy Execution Team. Using a case study and simulation exercises, we will explore the use of Implementation Plans that span the period covered by the strategic plan and 90-Day Action Plans that are reviewed and updated on an ongoing basis. You’ll see how these short-term plans can remove the angst that many employees feel when they view the mountain of work represented by a strategic plan and additional tasks being added to what they perceive as already full workloads. Because execution ultimately relies on people, we’ll take a close look at how to build commitment at every level of the organization or department. We’ll examine practical ways of ensuring that execution happens alongside day-to-day responsibilities — not in place of them. From a personal point of view, you’ll see how an organized approach to execution helps overcome procrastination and enables you to achieve greater success in all your endeavors.
9. Part 2 Month 9 Execution 2 (Doing It) – In this module, we’ll look at the many things that can derail the execution of a strategic plan – like cultural resistance, lack of follow-through, and over-achieving – and what can be done about them. We’ll look at Key Performance Indicators, the important role they play in execution and how to set and track them. We’ll explore the use of milestones, one-time events or achievements that mark significant points along the timeline of a strategic initiative or project. You will learn how to build an execution mentality into the cultural fabric of your organization through performance management systems and the way leaders behave. You’ll see how the strategic enablers that were the subject of training modules 4 through 10 assume such great importance in the execution of a strategic plan. Using a case study and simulation exercises, you’ll be challenged to identify any additional factors that could have an adverse impact on execution, and you’ll discover what leaders can do to harness the power of enablers like innovation and collaboration. We’ll also look at how to maintain motivation over time by recognizing and rewarding both effort and achievement. Picking up on the learning from the last training module, you’ll experience what it means to develop execution momentum by continually reviewing progress and updating the 90-Day Action Plan. Finally, on a personal level, you’ll learn how to hold yourself accountable for the execution of your personal action plan and acquire habits that support personal success over the long haul.
10. Part 2 Month 10 Monitoring & Updating – In this module, we’ll explore the importance of monitoring and updating your plan of execution on an ongoing basis. The fact is monitoring execution is one of the most important aspects of the entire strategic planning process. We’ll delve into methods for creating dashboards and reports that effectively communicate performance, fostering transparency and engagement. In some organizations, a final decision on what goes into a strategic plan is very straightforward – if it can’t be measured it won’t be done. Without clear metrics, progress cannot be tracked, and accountability cannot be enforced. Measurement provides the data needed to make informed decisions and adjust strategies. With change a fact of life, one or more of the assumptions on which any strategy was based will undoubtedly prove false as execution proceeds. Not only should organizations be monitoring their progress in executing their strategy, but they must also pay attention to possible changes in competitive activity, the economy, their internal capabilities, and other factors that have implications for the efficacy of their plan. Case studies will illustrate how organizations have used a variety of tools to monitor their progress in achieving KPIs and identify aspects of their plan that required change. On a personal level, this training reinforces the importance of monitoring progress and updating plans around health, fitness, finance, career, relationships, and other important matters as your circumstances change.

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Methodology

Mastering Strategy

The overarching goal of Mastering Strategy for Business & Personal Success is to provide business leaders with the knowledge and tools they need to manage or play an active role in the development and execution of their organization’s strategic plan.

The training will encourage participants to think and plan strategically in both their professional and personal lives. In a business context, strategic mastery means being able to apply strategic thinking to analyze markets, identify opportunities, and develop and execute plans that achieve long-term goals and create a sustainable competitive advantage. In a personal context, it means being able to think strategically about different aspects of an individual’s life, set goals, and develop a plan for achieving each.

In an age of ever-increasing complexity, change and technological innovation, Mastering Strategy is not a nice-to-do. It’s absolutely essential. In business, it can mean the difference between an organization that faithfully pursues its vision and achieves its long-term goals, and one that flounders. On a personal level, it can help individuals make informed choices and succeed in each part of their lives.

Over the last 20 years, study after study has confirmed that strategy is not well understood by many in leadership positions. Consequently, the organizations that they head up lack a strategic direction and focus that employees, customers, shareholders and other stakeholders understand and can get behind. What’s more, this lack of direction can lead to behaviors that are inconsistent from one department to another. It can also lead to an inability to: say “no” to the latest shiny idea; effectively collaborate on making key decisions; differentiate a product or service offering; identify and act on major opportunities; identify and deal with significant challenges; and recruit and retain top notch talent. For individuals, the absence of a defined direction can lead to decisions that negatively impact the way an individual lives and works.

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In Part 1, Workshop 1, we provide an overview of the Mastering Strategy training program and explore the ways in which strategy benefits organizations and the people who lead them. We establish how an understanding of how to develop and execute a strategic plan makes anyone a more confident decision-maker and a more attractive candidate for promotion and increasingly responsible leadership roles. We review the various decision-making techniques used throughout the program such as SWOT Analyses, Scenario Planning, and Porter’s Five Forces. Various methods of reaching consensus on important issues are considered including facilitation, dot voting, small group conversations, and consensus workshops.

Workshop 2 introduces the concept of the strategic mindset and how people benefit both professionally and personally from thinking strategically. Participants will have the opportunity to evaluate their own strategic mindset to identify areas on which they can build and others that could be improved. In Workshop 3, Planning Process, we explore several ways in which an organization can approach the development of a strategic plan and a plan of execution and highlight the important roles people play in the development of an effective plan. We introduce several analytical frameworks and decision support tools essential for evaluating alternatives and making informed decisions, including SWOT and PESTLE Analyses, and Balanced Scorecard.

In Workshops 4, 5, 6, 7, 8, 9, and 10, we examine the power that strategic enablers have to derail a strategic planning effort. Participants will explore how different levels of creativity, styles of leadership, levels of employee engagement, and types of communication that are inconsistent from one department or team to another can affect the organization’s ability to develop and successfully execute a strategic plan. We review the various red flags that suggest a potential issue. For example, problems with employee engagement can often be diagnosed by low and falling productivity, poor attendance at optional events, an unsatisfactorily high rate of attrition, or deteriorating results on the Net Promoter Score. Through case studies and small group conversations, participants identify the steps that can be taken to reduce or eliminate threats in each of these areas. We review some of the more popular assessment tools including Gallup’s Q12 Employee Engagement Survey (engagement), DISC (leadership), the Organizational Cultural Assessment Instrument (culture), and Myers Briggs Type Indicator (leadership). While tools like these can be very useful, their effectiveness depends on selecting the right tool, being able to correctly interpret the data, and acting in ways that are both meaningful and fair.

In Workshop 6, Culture, we discuss culture and the powerful impact that behavior has on performance. Participants consider the relevance of the saying, “Culture eats strategy for lunch.” This suggests that culture and strategy are competing for attention and that, when they do, culture invariably winds up on top. We look at a small modification to this saying: “Organizations function best when culture and strategy dine together” as it suggests that collaboration, not opposition, produce the best results. It suggests that a supportive culture in which employees are encouraged to collaborate on executing the organization’s strategy is much more successful than one that pits culture against strategy. And it suggests, as well, that this collaboration is not something that just happens. It must be done with intentionality and actively managed to ensure that cultural barriers don’t prevent the organization from achieving the best return on its investment in people and planning.

Workshops 11 and 12 take a close look at the elements that come together to establish an organization’s identity – its mission, purpose, vision, and values. We explore how each contributes to the development and execution of a strategic plan and share proven methods for updating or developing each.

In Part 2, Workshop 13, participants are introduced to the concept of Strategic Value and the advantage an organization gains from delivering value that actually matters to its key stakeholders. We provide a method that participants can use to assess the value provided by their organization. We also look at the many uses for a value proposition and provide participants with the opportunity to formulate one for their organization and another for themselves. Workshop 14 looks at a variety of tools that can be used to investigate an organization’s external environment as well as its internal operation and operational efficiency. These tools include key informant interviews, online surveys, focus groups, and townhalls. On the personal front, participants consider a variety of techniques for self-assessment and environmental scanning, including personality tests and reflective practices.

In Workshops 15, 16, and 17, Strategic Priorities, Goals & Objectives, and Strategic Initiatives, we take a deep dive into a tried and proven formula for identifying and defining the major opportunities and vulnerabilities (to arrive at strategic priorities) on which the strategic plan will be built. Using a case study, participants work through the process of setting goals and objectives and build out the types of major initiative and project that will achieve them. On a personal level, participants come away with an actionable plan that leverages their strengths and is focused on achieving one of their most significant goals.

Workshop 18, Documentation & Approval, looks at how to document a strategy in a format that fits an organization’s needs and sets the stage for approval and successful execution. In Workshop 19, participants work with a variety of techniques for anticipating, planning, and responding to disruption and change including Scenario Planning, the ADKAR Model for Change Management, and Kotter’s 8-Step Process, as well as methods for communicating change, managing resistance, and ensuring smooth transitions. Workshop 20 guides participants through the process of developing a Plan of Implementation that maps strategic priorities and core strategies over the period covered by the strategic plan and introduces the 90-day Action Agenda, an innovative way of getting execution off to a fast start, earning early wins, and eliminating the angst that often results when employees perceive the work involved in execution to be more than they can handle. Because execution ultimately relies on people, we take a close look at how to build commitment at every level of the organization or department and examine practical ways of ensuring that execution happens alongside day-to-day responsibilities — not in place of them.

Workshop 21 looks at the many things that can derail the execution of a strategic plan – like cultural resistance, lack of follow-through, and over-achieving – and what can be done about them. Workshop 22, Monitoring & Updating, builds on the idea that if it can’t be measured it won’t be done. By regularly evaluating performance against key metrics, organizations are able to make data-driven decisions and identify aspects of the implementation plan that are working as well as those that require rethinking. We discuss a variety of ways of collecting and analyzing data such as Tableau, Power BI, and Google Data Studio. And we look at tools that can be used to construct a dashboard that management can use to monitor progress including Google Data Studio and Metabase.

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Industries

This service is primarily available to the following industry sectors:

Manufacturing

Current Position:

In the 1970s and 80s, competition from Japan and other emerging economies forced North American manufacturers to rethink their strategies, production methods, and attention to quality and value. A growing number of manufacturers adopted processes like lean manufacturing and just-in-time production in an effort to keep up with the influx of lower-priced goods.

In the late 20th and early 21st centuries, many manufacturers in lower-wage, labour-intensive industries were forced to move their production abroad to cope with the dramatically lower labour costs of emerging economies like China, Taiwan, and South Korea. This period also saw advances in automation, robotics, and computer-aided design (CAD) that reshaped manufacturing, making production more efficient and precise. Recognizing that many of the lower-wage jobs that had been exported overseas were unlikely to come back, some North American companies gravitated to high-tech industries like high-value, knowledge-intensive industries like aerospace, advanced electronics, and biotechnology.

Over the last 150 or so years, planning has evolved from simple ideas about how to expand and be more efficient to smarter, more flexible ways of running businesses and responding to globalization, rapid advances in technology, and disruptions in markets and supply chains.

In 2024 and 2025, the manufacturing industry in North America continued to shake off the impact of the COVID-19 pandemic. The last five years have been characterized by factory shutdowns, shipping delays, and raw material shortages. Workers in many categories, including manufacturing, left their jobs due to health concerns, early retirement, or simply to make a change. This has exacerbated an already tight labour market.

But there were some benefits. The pandemic and consequential interruption in both supply and demand underscored the need to be more flexible and prepared for disruption. This has led to the development of more adaptable systems that are not as dependent on single sources of supply. What’s more, labour market issues have highlighted the need to be better prepared for disruption, and this has led to faster adoption of new technologies. From a consumer point of view, the pandemic demonstrated how quickly markets could disappear or decline. This volatility has had an impact on production planning and inventory management.

Despite some issues, the manufacturing sectors in both Canada and the United States are extremely important to the economic well-being of both countries. In the US, manufacturers employ nearly 13 million workers and represent about 11% of the national Gross Domestic Product. In Canada, the numbers are 10% and 1.7 million, respectively.

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Future Outlook:

If the pandemic taught us anything it’s simply that the future will likely not be the way we expect it to be. To get ready, manufacturers of all sizes need to adopt a strategic approach to remaining or, in some cases, becoming more resilient, adaptable, and innovative. While the larger manufacturers will take a somewhat different approach to getting ready than their much smaller brethren, every company should be taking a close look at the technology that can benefit their business. Whether this means investing in robotics, artificial intelligence, or machine learning, the focus has to be on improving productivity, reducing costs, and adapting to volatile markets and economies.

In addition, every manufacturer should be investigating ways of strengthening their supply chain, and nothing should be off the table. Larger manufacturers should be looking at onshoring and nearshoring to bring production closer to their domestic market, upskilling and reskilling their workforces to equip workers with the skills demanded by new technologies, diversifying supply by identifying multiple suppliers, and investing in renewable energy sources and energy-efficient production methods to lower operational costs and reduce environmental impact.

From a planning point of view, small and mid-sized manufacturers will be looking at the same things, only on a smaller scale. That means looking at the type of technology they can afford to implement, diversifying their suppliers, buying locally when possible, developing plans to upskill that fit their budgets, and prioritizing strengthening customer relationships. It also means being clear on their vision for the future of their business and having a strategy that builds on their unique strengths and positions their business to succeed. 483 words 0% AI-generated.

Over the next 30 years, the manufacturing industry in North America is likely to undergo massive changes, the result of major advances in technology, pressure to aim for carbon-neutral or net-zero manufacturing, and a complex world of trade wars, tariffs, and ever-increasing competition.

Size will play a critical role in how businesses deal with the future. Many of the largest manufacturers (businesses with more than 500 employees) will have the resources to invest in cutting-edge technologies like robotics, AI, and advanced manufacturing processes. Those with dedicated R&D departments will have a head start on finding innovative, proprietary solutions. They will be able to support the higher salaries and extensive training demanded by sizable advances in highly automated systems capable of performing virtually all repetitive tasks. Many will benefit from the economies of scale that size makes possible. From a strategic point of view, larger manufacturers will be concerned with maintaining global, or regional leadership and building plans that enable agility while mapping out an approach to the longer term that requires sizable investments in technology and people. Strategies will involve scaling their operations, searching for increasingly innovative solutions to increasingly complex challenges and managing the not-inconsiderable risks associated with operating simultaneously in many different markets.

Smaller manufacturers, on the other hand, will struggle with the high costs of things like new technology, decarbonization, waste reduction, and staff training. But despite limited resources, their size allows them to be more agile and focus on the needs of specific market niches. Strength will come from an ability to develop close relationships with customers, offer more personalized service and react faster to changing customer needs. While larger manufacturers will likely dominate efficient mass production and global markets, SMEs will thrive on satisfying identifiable niches, adapting quickly to change, offering customized solutions, setting up production facilities close to their customers, and providing personalized solutions. Their one to three-year plans will focus on remaining flexible, differentiating through customization or specialization, leveraging local partnerships, and ensuring that every aspect of their business is customer centric.

The U.S. government’s push to bring manufacturing jobs home – through subsidies, tariffs, and “Buy American” policies – is likely to reshape the manufacturing industry in significant ways. In the U.S., it’s driving renewed investment in advanced manufacturing, creating jobs in high-tech sectors like semiconductors and EVs, and fostering a surge in regional supply chain development. While it’s unlikely to revive low-cost, labor-intensive manufacturing, it’s accelerating automation and the need for upskilled workers.

In Canada, the impact is more mixed. On one hand, some Canadian suppliers could benefit from tighter North American supply chains under agreements like USMCA. But on the other, Canada risks losing investment if it’s seen as less competitive or outside key U.S. incentive programs. Unless Canada sharpens its own industrial strategy, it could get squeezed in a North American manufacturing realignment that’s increasingly “America First.”

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Retail

Current Position:

The retail industry in the United States and Canada has changed significantly over the last 150 years. From localized collections of small shops to the big box stores, chains, and alternate shopping platforms of today, retailing bears little resemblance to that of the late 1800s and early 20th century.

The advent of e-commerce in the late 1990s and early 2000s forced a radical rethinking of retail strategy. Whereas the mainstay of retailing had been physical stores where customers could browse, compare, get advice and buy, e-commerce was making it possible for them to buy almost anything, anytime. Small retailers were no longer just competing with big box stores and pioneers like Amazon, but also with a plethora of online platforms that covered virtually all product categories and price points. This has forced ‘conventional retailers’ to experiment with online offerings and to double down on a shop local appeal. Platforms like Shopify and Etsy have made it possible for small retailers to meet their larger competitors head-on.

The supply chain disruptions brought on by the COVID-19 pandemic forced retailers to diversify their suppliers and develop or upgrade their e-commerce platforms. Many have introduced or expanded omnichannel services like ‘buy online, pick up in-store” (BOPIS) and curbside pickup. Flexibility and convenience were watchwords for retailers in the early 2020s.

A drastic reduction in in-store traffic has forced some retailers to close stores or, in some cases, shift to digital-only models. It forced department stores like JC Penny and Neiman Marcus to file for bankruptcy. The last remaining Canadian department store, Hudson’s Bay, is in the process of liquidating stock in a majority of its stores.

With consumers spending more time at home, the demand for some products, home improvement and electronics for example, surged while that for fashion and others fell. Consumers displayed a preference for domestically made products and, in some cases, smaller brands.

Labour shortages plagued certain industries, as some employees decided to look for a different line of work. This was particularly true in the food service business.

In both countries, governments introduced aid programs for struggling retailers. Some attempted to stabilize operations by covering essential items like rent and utilities. Others provided wage subsidies or provided funds to invest in digital transformation or improve customer service. Not only did these programs aid retailers, but they also helped communities by keeping people employed. While many programs were available, smaller retailers struggled with a complex application process.

This period also gave rise to new business models such as Direct-to-Consumer (DTC) perfected by retailers like Warby Parker and Allbirds. These were designed to bypass traditional retail channels and build or strengthen a brand’s relationship with consumers. Subscription Services and Membership Models like The Farmer’s Dog and Harry’s while not necessarily launched in the post-pandemic era, were designed to help businesses develop predictable revenue sources, while strengthening the bond with consumers through greater convenience and benefits that were only available through the model.

Over the last decade, retailers of all sizes have benefited from a thoughtful approach to strategy and an unwavering commitment to execution. In many cases, agility was essential to deal with the rapid changes brought on by digital transformation and the pandemic. In others, deliberate efforts to adopt a multi-channel model, introduce a direct-to-consumer effort, or implement other innovative ways of adding value to their customer relationships have paid off, big time.

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Future Outlook:

With 80% of respondents to Salesforce’s 2023 State of the Connected Customer report suggesting that the experience a company provides is as important as its products or services, the centrepiece of many retail strategies is sure to be an enhanced customer experience.

Tomorrow’s consumers will be increasingly demanding and tech-savvy. Value, convenience, and speed will be watchwords that inform buying decisions and differentiate the most successful retailers from all the rest.

There will be increasing demand for personalized experiences tailored to a consumer’s unique tastes and lifestyle. AI and advanced data analytics will each play a growing role in delivering these experiences. Retailers that can deliver truly individualized experiences and connect with shoppers on an emotional level will stand out from those that cannot. Many retailers will rely on loyalty programs that take full account of a customer’s shopping history and established preferences to deliver rewards that matter.

Tomorrow’s consumers will be increasingly conscious of the social and environmental impact of their purchases. Retailers who use eco-friendly materials, commit to reducing waste, and deal with ethical suppliers will be more likely to develop loyal customers.

The growth in mobile shopping will continue into the foreseeable future as more consumers use their smartphones to find alternative products and services, compare prices, and get reviews. The popularity of subscription and membership models is expected to increase.

For the thousands of smaller retailers that lack the financial muscle of their large competitors, success will be found in building strong customer relationships, hosting workshops and other in-store events, partnering with other like-minded businesses and community organizations, and ensuring that the products and services on offer are exactly what shoppers in their catchment area value.

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Professional Services

Current Position:

The professional services industry in Canada and the United States has changed significantly over the last two decades. New technologies, more demanding clients, greater interest in work-life balance and other factors have impacted law, consulting, accounting, engineering and other segments. In each area, firms, in an effort to remain competitive, have had to reevaluate the ways in which they service clients, manage their workforce, and deliver services.

The professional services industry is more agile, tech-driven, and client-centric than it was 20 years ago. While this presented challenges for firms that had traditionally relied on legacy business, it has opened up numerous opportunities for non-traditional service providers and often for smaller, more aggressive firms that proved themselves willing and able to innovate to meet the changing needs of both clients and employees.

A shift to remote work, brought on by the pandemic, has significantly altered what employees value and expect from their employers. Many want more control over where and when they work. This has resulted in a strong preference for a hybrid solution that blends in-office and remote work. Some professionals have expressed a strong interest in flexible hours, allowing them to strike a balance between personal responsibilities and work obligations

New technologies have affected every sector by automating routine tasks and reducing the number of staff required to service clients. Increasingly sophisticated digital platforms and artificial intelligence have made it possible to identify opportunities and ways to provide clients with value-added services. Legal and accounting firms, for example, are integrating sophisticated software into their operations to handle routine tasks such as document review, tax preparation, and financial audits. This has reduced the need for junior-level staff to perform repetitive, manual work, allowing professionals to move into higher-level advisory roles.

Clients expect far more from their professional relationships than they did 20 or 30 years ago. In all sectors, they are looking for more value-added services, solutions tailored to their specific needs, and greater transparency. Firms unwilling to satisfy these needs can quickly find themselves on the outside looking in.

Despite economic ups and downs, or perhaps because of them, the professional services industry in both the U.S. and Canada has experienced steady growth over the last 20 years. Strategic planning has played an essential role in helping firms understand and develop thoughtful ‘ responses to advances in technology, demanding clients, evolving workforces, and competitive pressures. Many large firms have instituted a rigorous planning process designed to keep them on top of shifting markets and ahead of their competition. At the same time, many smaller firms, anxious to take full advantage of their greater agility and high-touch client relationships, have relied on strategic planning experts to guide them through a process designed to identify opportunities to grow and differentiate their practices from the competition.

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Future Outlook:

In the coming decades, professionals in sectors like consulting, engineering, law, and financial services will see transformative changes that produce new opportunities and challenges. The cumulative impact of advances in technology, shifting client relationships, and workforces intent on reshaping organizational cultures will result in an industry that’s more agile, strategic, and attuned to the needs of both clients and their own people.

Businesses will have unequalled access to real-time data on markets, company operations, and consumer behaviour. Working with this information, consultants will be able to deliver highly personalized, evidence-based recommendations that truly align with each client’s unique needs.

The integration of smart technologies and the Internet of Things (IoT) in project planning will enable engineers to design and manage complex infrastructure projects with precision. Future engineers might utilize real-time monitoring systems to adjust construction projects on the fly. For example, a civil engineering firm working on urban infrastructure might employ sensors that track a structure’s environmental impact and structural integrity, allowing them to make adjustments before problems arise.

In financial services, advisors will use AI-driven tools to analyze a client’s financial history, spending habits, personal goals, and risk tolerance. They will be able to craft investment strategies that evolve with the client’s life stage and market fluctuations. A wealth management advisor, for instance, could employ predictive analytics to recommend changes to a client’s portfolio based on an economic forecast and the client’s stage of life.

While the opportunities within each profession will be significant, being able to take advantage of these will not come automatically. Professional service firms will require a strategy that considers changing client expectations, new technologies, and employees whose priorities differ dramatically from those of older generations. Employee expectations will play a major role in reshaping workplace culture. Professionals will expect flexibility not only in their work arrangements but also in opportunities to progress in the firm, as the traditional “ladder” gives way to more flexible, skills-based growth paths. Attracting and retaining top talent will be a top priority for many firms, requiring them to rethink how they manage their teams, measure performance, and maintain productivity in a hybrid working model.

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One Big Unknown:

Efforts by the U.S. government to bring manufacturing jobs home are likely to affect the market for professional services in both countries. In the U.S., substantial increased investments in manufacturing operations are likely to increase demand for professional services across the board. The services of engineering firms, management consultants, legal advisors, IT providers, and logistics specialists will all be in demand as manufacturers modernize plants, ramp up marketing efforts, navigate regulations, manage supply chains, and adopt new technologies like automation and AI. In particularly high demand will be strategic planning and workforce upskilling as companies rebuild or expand their domestic operations.

For Canadian-based professional services firms, the future is anything but clear as U.S. manufacturers shift work to U.S.-based providers to align with “Buy American” policies or access federal incentives. Some will undoubtedly shift their focus to other countries or higher-value services that are more difficult to replace or source domestically. Others will look to form partnerships with U.S. providers to maintain access to U.S. markets and clients. All will be concerned with the need to stay competitive and viable in a world increasingly focused on U.S.-centered industrial strategy.

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Education

Current Position:

The North American market for education is comprised of a number of major segments including Early Childhood Education, K-12 Education, Higher Education, Supplementary Education, and Corporate Training and Professional Development. Each of these segments can have numerous subsegments. For example, Early Childhood Education includes daycare centres and Montessori schools among others. K-12 covers public and private education, both of which contain several subsegments. Higher Education includes traditional universities and colleges which, in turn, include public universities, private universities, community colleges and others.

Over the decades, leaders in the education market have moved from basic operational planning to more sophisticated strategic planning. In the 1980s and 1990s, there was a growing emphasis on accountability and results as competition for students and revenue heated up. In recent years, strategic planning has become a standard practice in a majority of public and private organizations. The growth in online learning, driven in part by the COVID-19 pandemic, required educational institutions to be more agile and responsive. By the early 2020s, the focus shifted from merely surviving challenges to proactively looking for and taking advantage of opportunities to ensure their survival and grow.

Globally, the corporate training market was estimated to be worth more than $300 billion in 2023, growing at a rate of 8½ % annually. This market is comprised of several distinct segments, including corporate training and development, professional certifications, technical skills training, and leadership development. While corporate training has been in demand for many years, in 2024 and beyond, it is being driven by several factors, including rapid advances in technology requiring upskilling, efforts to retain employees in highly competitive markets, and people working remotely. And while the market is large and the growth is brisk, there are thousands of firms and individuals competing for business. For any organization looking to carve out a defensible market position, careful consideration must be given to how to differentiate their offering from others, what market segments to tackle, how to charge for their services, and what to do if the demand for their services doesn’t live up to expectations.

Throughout North America, universities have been dealing with problems associated with the rising cost of education and the perception that an undergraduate university education might no longer make economic sense or provide graduates with marketable skills. In the United States, between 2010 and 2021, undergraduate enrollment in degree-granting post-secondary institutions decreased by 15%, from 18.1 million to 15.4 million students. However, there was a small increase in 2023 and a 2021 projection suggests that enrolment could increase by 9% between 2021 and 2031. This would be due to a stabilization in the number of high school graduates, upskilling in the adult market, and federal and state policies (such as loan forgiveness) designed to address the cost of higher education. In both countries, international students have accounted for a sizable portion of total enrolment – about 17% of the total post-secondary population in Canada and somewhat less in the United States. However, increased competition by other jurisdictions, notably Australia and the UK, could make it more difficult to recruit students. At the same time, the Canadian government is mandating that colleges and universities guarantee housing for international students. For 2024, Canada has capped the number of international students at 360,000, a 35% reduction from the previous year in an effort to address the housing shortage in major urban centers.

The fact is there are few if any segments of the education market that are not feeling the pinch of increased competition. This goes for private schools operating in the K-12 space, and organizations providing tutoring and test preparation, adult education and early childhood education as well.

The challenge for leadership teams is clear. To get and remain competitive requires a thoughtful, innovative and agile strategy. It also requires sound financial management, a laser-like focus on creating an exceptional customer (read, student) experience, and an untiring commitment to delivering the highest quality education possible.

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Future Outlook:

The corporate training market is set to become even more competitive in the years ahead. Among the factors responsible for this are the growth in online learning platforms, a proliferation in the number of specialized and skills-based training programs, and the ability of competitors from virtually anywhere in the world to set up an online shop and compete with domestic providers. To effectively compete with each other and offshore competitors, domestic firms will have to dramatically strengthen their branding and marketing efforts, increase their focus on niche or specialized programs, include lifelong learning in their offerings, and invest heavily in technology and innovation.

Over the next 20 years, change will be the watchword for universities and colleges throughout Canada and the United States. Increasing competition and rising costs will force institutions to find new and innovative ways to differentiate their offerings and remain relevant.

Virtually every organization in the higher education space will be forced to offer online, in-person and hybrid learning. Increasingly, students will be looking for their education to provide the skills they will need to earn a living. While there will continue to be a sizable cohort interested in a three or four-year or graduate degree program, there will be an increasingly important segment looking for certification and shorter, more flexible programs. Educational organizations will use AI-driven tools to develop personalized education that takes into account not only course content but also the pace at which it is delivered and the support each student requires. Those institutions that recognize and cater to specific segments stand to do well in the years ahead.

Organizations in the K-12 space will adopt new and more innovative ways of teaching and pay more attention to student well-being. As with all areas of education, technology and specifically tools like artificial intelligence and adaptive learning platforms will enable schools to offer individualized learning experiences. More attention will be paid to “whole child” education, which focuses on all aspects of a child’s development, including their academic, social, emotional, physical, and mental health. This will be extremely important in an increasingly complex world and a major differentiator for schools that become early adopters.

For leaders throughout the education industry, the ability to anticipate and plan effective responses to industry developments will be a key success factor in the years ahead and a major differentiator for “businesses” in this space. With change virtually guaranteed and increasing competition, sound strategic planning and execution processes will be necessary to address the challenges and opportunities posed by new entrants, projected changes in enrolment, advancing technology, and the evolving needs and interests of students, employers, partners, funders, governments, and other stakeholders.

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Membership Organizations

Current Position:

The number of membership organizations – including trade and professional associations, alumni networks, advocacy groups, recreational clubs, religious fellowships, and cultural or social purpose groups – has grown dramatically over the years. Among the better know are the Canadian Federation of Independent Business, National Association of Realtors, Harvard Alumni Association, University of Toronto Alumni Association, AARP, YMCA, Toastmasters International, Knights of Columbus, and Sierra Club.

Estimates vary widely depending on the source, but in 2022 more than 60,500 associations and 75,000 advocacy and social welfare groups were operating in the United States. While historical data is limited, the numbers of membership organizations of all types in both Canada and the United States have been steadily increasing over the last 50 years. Several factors have been responsible for this growth, including industry specialization, expanding interest in shared identity and causes, member interest in networking and career advancement, the need for each sector to respond to an increasingly complex regulatory environment and advocate with one unified voice, and a growing demand for certification, professional development, community-building, and purpose-driven engagement.

The way membership organizations have approached strategic planning has changed dramatically over the years. From the end of WW2 through the ‘70s and ‘80s, many were led by volunteers and/or part-time staff, and major decisions were often made by Boards. With smaller budgets and relatively stable external environments, few were concerned with long-term, mission- and vision-driven planning. These organizations tended to be more reactive, prioritizing immediate needs such as networking, professional development, operational matters, and the collection and dissemination of community-specific information. While this was especially true for trade and professional associations, it was also the case for cause-based organizations like environmental nonprofits, which often focused their energy on local activism and public education rather than longer-term strategic development. By the ‘90s and early 2000s, decision-making had evolved as organizations added professional staff and planning processes began to incorporate member surveys and market analyses to inform decisions on engagement, retention, and emerging needs.

Today, membership organizations exist in a complex and ever-changing environment. This is true across the board—from national professional bodies (like the American Medical Association and Canadian Bar Association) to local mutual aid organizations working to strengthen underserved communities (for example, Chicago Mutual Aid Network and Halifax Mutual Aid), faith-based communities (Salvation Army and Sikh Heritage Foundation), and arts councils (National Endowment for the Arts and Toronto Arts Council). For many, particularly those in more traditional sectors, recruiting and retaining members have become major challenges. Previously, members looked to their organizations for information, networking opportunities, and education. However, a proliferation of free online resources, an increasing number of networking platforms, and many providers of quality training programs have forced membership organizations to reconsider their value proposition. In many cases, the new value proposition includes professional development, advocacy, community enrichment, and, increasingly, a sense of shared purpose and belonging.

The rate of technological change has left many organizations struggling to keep up. Among the challenges is the need to leverage data to better understand what members value and to respond with new, targeted services.

Whereas the membership organizations of the ‘70s, ‘80s, and ‘90s often served a narrow demographic, success in the 2020s depends on understanding and catering to the needs of multiple generations—from Baby Boomers to Gen Z. This means not only being aware of the generational differences but being able to capture and leverage data to uncover more personalized and tailored experiences.

Faced with escalating costs, including the high cost of new technologies, financial stability has become a primary objective for organizational leadership. To lessen their reliance on membership dues, many organizations are exploring new revenue streams. These include offering educational programs and certifications, building strategic partnerships with companies and community organizations, and gathering and monetizing industry or cause-related data – challenges shared by membership organizations of all types and sizes.

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Future Outlook:

As pointed out earlier, the number of membership organizations operating in Canada and the United States has grown dramatically over the last 50 years. Their contributions to both countries are many and varied. In addition to employing tens of thousands of people and having an economic impact at the local, regional, and national levels, they play a major role in facilitating collaboration, promoting the use of new technologies and best practices, and training and upskilling individuals across professions and interests. For instance, fitness cooperatives and hobbyist groups like makerspaces or climbing clubs not only provide community but have also emerged as platforms for knowledge sharing and informal peer-to-peer training.

In less volatile times, many membership organizations were comfortable crafting five- and 10-year plans. Today, the time horizon is more likely to be one to three years. Instead of reviewing the plan annually, many are building monthly or “as necessary” reviews into their execution plans. The top-down approach has given way to more inclusive processes that engage members, staff, and partners through research and facilitated decision-making.

These changes reflect a quantum shift in what members value. No longer is it enough to offer a few networking events, newsletters, and an annual general meeting. Today’s membership organizations must deliver on a value proposition that encompasses professional development, advocacy, community impact, and initiatives to improve the lives or causes their members care about. What’s more, while Mission and Vision remain important, many organizations are being asked to articulate a deeper Purpose – one that explains not just why they exist, but how members and society are better off because they do. The most successful have embraced agile strategic planning processes, leveraging data and member feedback to continuously refine their goals and initiatives. They’ve also positioned themselves as thought leaders in their domains, often leading efforts in sustainability, equity, and social responsibility. A cultural heritage group, for example, might not only preserve tradition but also act as a champion of inclusion and identity for marginalized communities.

Over the next two decades, the pace of change is likely to accelerate, and membership organizations will need to navigate transformative shifts in how people work, connect, and organize.

A move to member-centred personalization is on the horizon. Organizations will move beyond a one-size-fits-all approach, leveraging advanced analytics to create tailored experiences in areas like professional development, content delivery, events, and communications. Even smaller organizations will be able to offer highly personalized experiences thanks to increasingly sophisticated and easy-to-use data tools. This applies equally to large industry associations and smaller groups like local dog training clubs or regional arts societies. With better data on member preferences, all organizations can deliver more meaningful content, interactions, and services.

Immersive technologies that create highly engaging and interactive experiences will redefine how organizations deliver value. From a virtual synagogue service to an interactive environmental education workshop run by a grassroots nonprofit, immersive tools like VR and AR are opening new frontiers for engagement. As these technologies become more accessible and affordable, everything from annual gatherings to member onboarding will be affected. Expect to see more collaboration as organizations form strategic alliances to tackle complex issues and enhance member value.

In traditional governance models, major decisions were typically made by a board of directors and senior leaders. In the future, advanced communication platforms that support rapid, two-way interaction could enable members to play a more active role in governance – sharing opinions, voting on major issues, and offering feedback on a wide range of matters.

Strategically, plans will have to account for many dynamic factors, including sustainability, diversity, equity and inclusion, digital transformation, and mental well-being. The willingness to adopt new technologies could become a defining trait of organizational success. Resilience and agility will be key. Future leaders of membership organizations will need to wear many hats – as strategists, innovators, connectors, and stewards of both vision and culture.

The world that lies ahead will be challenging, but membership organizations – across causes, industries, communities, and interests – are well-positioned to take advantage of the opportunities that emerge. The most successful will be those that remain true to their purpose, embrace change, and focus on building genuine, meaningful relationships where members feel truly valued, heard, and connected to both the organization and one another.

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Locations

This service is primarily available within the following locations:

Dallas, TX

With a population of approximately 8.1 million and a Gross Metropolitan Product of USD $744.7 billion (2023), the Dallas-Fort Worth-Arlington Metroplex ranks in the top five metro areas in the United States on both counts. The population of Dallas proper is about 1.3 million, followed by Fort Worth at about 1.0 million and Arlington at .4 million.

A business-friendly city, Dallas is home to 11 Fortune 500 companies, including AT&T, Kimberly-Clark, Energy Transfer, Texas Instrument, and Southwest Airlines. With its almost 229 million square feet of office space (2023), the City is the largest office real estate market in the Texas.

Dallas’s central location in the United States, coupled with a well-developed transportation network, have made it an attractive location for businesses of all types and sizes. The Dallas-Fort Worth International Airport serves over 80 million passengers a year and connects the region to over 200 destinations around the world. Love Field Airport, headquarters for Southwest Airlines, connects Dallas with cities throughout the United States. At 93 miles, the Dallas Area Rapid Transit (DART) system is the longest light rail network in the United States and connects downtown Dallas with surrounding communities and business centers.

With significant numbers of Hispanic, African American, and Asian residents, Dallas is a culturally diverse city. Neighborhoods such as Oak Cliff, Deep Ellum, and the Bishop Arts District feature everything from converted warehouses to historic homes and colorful, quirky storefronts. The eclectic nature of these areas makes them popular with locals and visitors alike. The cosmopolitan nature of Dallas and the entire DFW Metroplex serves as welcome mat for newcomers from countries around the world.

Culturally, Dallas has many attractions including the Dallas Museum of Art, the Nasher Sculpture Center, and the Perot Museum of Nature and Science. The Arts District, spanning 118 acres and 39 contiguous blocks, treats visitors to a mix of performance and visual arts, including the Dallas Symphony Orchestra, the Dallas Opera, the Dallas Museum of Art, and the Nasher Sculpture Center. With venues like the Granada Theater and House of Blues, Dallas also has a thriving live music scene.

With six major league teams, sports are a big deal in Dallas. The Cowboys (football), Mavericks (basketball), Texas Rangers (baseball), Stars (hockey), FC Dallas (soccer), and Wings (women’s basketball) attract more than 5 million spectators each year. Often referred to as “America’s Team,” the Cowboys at $10.1 billion (2024) is the most valuable sports franchise in the world.

Dallas is a retail mecca, offering something for every type of shopper. From luxury shopping destinations like NorthPark Center and Highland Park Village, which feature high-end brands such as Louis Vuitton and Cartier, to eclectic local boutiques in areas like Knox-Henderson and the Dallas Design District, the city’s retail scene reflects its affluence and cultural diversity.

Dallas is home to notable educational institutions such as Southern Methodist University, the University of Texas at Dallas, and Dallas College. All attract students from other parts of the U.S. as well as other countries. These institutions not only contribute to the city’s need for trained and educated workers, but they also support its growing technology and research sectors.

Dallas plays an increasingly significant role in the country’s financial sector, hosting major banking institutions and investment firms. The city is also a growing centre of fintech, with startups and established companies alike making the most of the area’s strong talent pool and business-friendly climate.

In addition to finance, Dallas is strong in technology and telecommunications, healthcare and life sciences, energy, transportation and logistics, and manufacturing. In manufacturing, Dallas accounts for 31.2% of all Texans employed in the sector (compared to Houston’s 23.5%). Along with Fort Worth and Plano, Dallas is a growing hub for technology and telecommunications, employing over 270,000 high-tech workers in more than 5,000 companies.

One of the fastest growing cities in the United States, the population of the DFW Metroplex is projected to exceed 10 million by 2040. The city’s affordability and business-friendly environment, compared to many other US cities, will continue to attract businesses. However, challenges like the need to update and expand infrastructure and solve the increasing problem of traffic congestion will determine the City’s attractiveness and ability to maintain its growth trajectory into the foreseeable future.

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London, UK

With a population of about 9.6 million (2025) and a gross domestic product of roughly £617.9 billion (2023), London is one of the world’s most important business hubs. Home to more than 250 foreign banks, it has nearly 240 million square feet of commercial space, significantly more than the square footage found in Paris or Frankfurt. While the shift to hybrid work has pushed vacancy rates in greater London to almost 10% and older buildings are struggling to keep tenants, demand for premium, energy-efficient office space continues to grow.

London’s economy is anchored in financial services, professional services, and a fast-growing tech sector. The City and Canary Wharf are alive with activity, but the business mix is shifting. Major banks and law firms are now sharing space – sometimes literally – with AI startups, ESG consultancies, and businesses specializing in digital platforms. In addition to providing conventional financial and consulting services, many professional services firms are helping clients adjust to a world that’s faster, riskier, and less predictable than it used to be.

Brexit has unquestionably altered the landscape. Some financial activity and investment capital has migrated to other European centers. Asset relocations to cities in the European Union have been significant, and new barriers to trade and talent movement have introduced new costs and uncertainties. Yet London has held its ground. It continues to lead in global banking, insurance, and asset management, and it remains a magnet for highly skilled international talent despite the greater complexities associated with immigration.

Professional services remain one of the most visible expressions of London’s global relevance. Law firms, management consultancies, accountancies, and marketing agencies all operate at scale here, often with a regional or global footprint. What’s different now is how these firms are responding to uncertainty. Long-established approaches are being re-examined as clients seek advice that spans not only operational improvement or regulatory compliance but also how to adapt to systemic change – climate, AI, social expectations, or geopolitical risk.

Retail, too, is changing in real time. London’s shopping streets – Oxford, Regent, and Bond – are as busy as ever, but today’s growth often comes from smaller, more agile brands with strong digital footprints and clear points of view. The most successful retailers serve customers online and in their stores, offering not just products but captivating experiences. The city’s cultural diversity – displayed in neighborhoods like Shoreditch, Notting Hill, and Brixton – has created fertile ground for new experiences in food, fashion, and lifestyle retail, where a strong sense of identity matters as much as price point.

While traditional bricks and mortar facilities are lacking in London, manufacturing is far from absent. In pharmaceuticals, aerospace, and clean tech, London firms are known for high-value production. Much of this activity is closely associated with the city’s academic community and its support of innovation.

London is renowned for the extent and quality of its education sector. Each year, institutions like Imperial College, the London School of Economics, King’s College London, and University College London attract thousands of students from the UK and countries around the world. These schools don’t just educate. They play a major role in London’s research output and in supporting the tech and life sciences ecosystems. The city has also seen strong growth in edtech companies and professional learning platforms, as working adults look for more flexible, on-demand ways to stay competitive.

London is served by six international airports – including Heathrow, one of the world’s busiest – and a rail network that connects not only Greater London but the entire UK and continental Europe. The Eurostar transports passengers from London to Paris and Brussels in just over two hours, while major commuter lines bring millions into the city every day. Transport for London (TfL) manages the underground, bus, and overground systems, and the recent launch of the Elizabeth Line has transformed east–west travel, dramatically reducing commuting time and expanding access to business districts. This kind of connectivity has introduced a new level of convenience as well as enabling increased productivity, with talent, goods, and ideas moving with greater ease across the metro area and far beyond. For companies choosing where to locate or expand, London’s infrastructure still provides a critical competitive advantage.

Even London’s many professional associations and membership organizations – some of them centuries old – are reimagining their roles. Where once they were largely gatekeepers of standards and credentials, today they are increasingly seen as connectors, advocates, and learning communities. Many have changed the way in which they engage members and use technology. For example, the Chartered Institute of Personnel and Development (CIPD) now offers webinars and online learning opportunities to support HR professionals in a rapidly changing work environment. Similarly, the Chartered Institute of Library and Information Professionals (CILIP) has rebranded and modernized its approach to better serve members.

Looking ahead, London’s population is projected to reach nearly 10.5 million by the mid-2030s. In addition to new opportunities this growth will put pressure on housing, infrastructure, and public services. The industries that have long defined London – finance, law, education, healthcare, and professional services – aren’t going away, but they will continue to adapt and share tools, talent, and ideas to tackle common challenges and open up new opportunities. Emerging industries – from clean tech to AI and digital health – are doing well in London, supported as they are by world-class research institutions and a diverse talent pool. In a world where uncertainty is the only constant, London’s future depends not just on its scale, but on its ability to stay flexible, inventive, and open to change. If history is any guide, it is very likely to be up to the task.

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Toronto

The land occupied by Toronto was originally inhabited by Indigenous peoples, including the Wendat, Haudenosaunee, and Anishinaabe. In 1793, the British established the settlement of York. The name was changed to Toronto in 1834 in recognition of its Indigenous roots and the importance of the location as a place for meetings and trade.

Today, with a Gross Metropolitan Product of CAD $473.7 billion (2021), Toronto is the largest city in Canada. As of 2024, the City’s population was estimated at 2.8 million. When the surrounding municipalities are included, the population swells to 6.4 million, making it the 5th largest metropolitan area in North America.

Due to a low crime rate and strict gun control, laws, Toronto is one of the safest and most livable cities in North America. Almost half of Toronto’s residents were born outside Canada making the city one of the most multi-cultural cities in North America. Neighbourhoods like Chinatown, Little Italy, and Greektown attract both locals and tourists with restaurants, shops, and events that showcase the country of origin. This mingling of many cultures serves as a welcome mat for immigrants looking to lay down roots in a place that prizes diversity.

Toronto’s retail scene reflects its cultural diversity, economic strength, and urban sophistication. The city offers something for every shopper, from the luxury boutiques of Yorkville, where high-end brands like Chanel and Gucci attract affluent customers, to the indie shops and vintage stores of Queen Street West and Kensington Market, which appeal to creatives and trendsetters. Large shopping centers like the Toronto Eaton Centre and Yorkdale Shopping Centre serve as major retail hubs, hosting the flagship stores of global brands alongside Canadian retailers.

Toronto is home to world-class universities like the University of Toronto, York University, and Toronto Metropolitan University. These institutions along with a number of highly regarded colleges and technical schools attract students from across Canada and many other countries and have established Toronto as an educational powerhouse.

Considered the financial capital of Canada, Toronto serves as headquarters for Canada’s “big five” banks – Royal Bank of Canada (RBC), Toronto-Dominion Bank (TD), Bank of Nova Scotia (Scotiabank), Bank of Montreal (BMO), and Canadian Imperial Bank of Commerce (CIBC). It is also home to the Toronto Stock Exchange. With a market capitalization of CAD $4.82 trillion as of January 2024, the TSX is one of the 10 largest stock exchanges in the world, and the third largest in North America. It is a critical source of funding for resource-based industries, particularly mining and oil and natural gas.

An important transportation hub, Toronto is connected by road, rail and air to New York, Chicago, Detroit and other major commercial centers. Toronto’s Pearson International Airport processes over 50 million passengers annually and connects Toronto with over 180 destinations worldwide. Direct flights to major cities in the United States, Europe and Asia enable business travellers to come and go with ease.

With over 250 million square feet of office space, the GTA is home hundreds of head offices including those of large Canadian companies like Thomson Reuters, Manulife Financial and Constellation Software. It is a major center for professional services such as legal, accounting, and consulting. A number of insurance companies and investment firms are headquartered in the city attesting to Toronto’s position as a major financial centre.

Beyond finance and professional services, Toronto is a key player in member-based organizations, technology, manufacturing, and healthcare. It is home to a substantial number of trade and professional associations, cultural groups, and non-profit entities. Toronto’s manufacturing sector is highly diversified and includes automotive, pharmaceuticals and life sciences, aerospace and electronics. Almost half of Ontario’s food processors are located in the GTA, making it one of North America’s major food manufacturing centres.

The Art Gallery of Ontario and Royal Ontario Museum, along with a vibrant theatre offering and world class facilities for opera and ballet cement Toronto’s reputation as a cultural hub. The city is home to such renowned venues as the Royal Alexandra Theatre and the Princess of Wales Theatre, where Broadway hits and international productions take center stage. Toronto’s Distillery District and neighborhoods like Queen Street West host theatre productions in intimate settings, fostering a thriving independent theatre culture. Annual events like the Toronto Fringe Festival showcase new voices and experimental works.

Toronto is a major centre for film and television production, handling about 1,500 productions annually, and contributing about $2.6 billion in direct spending to the city’s economy. Along with Vancouver, Toronto is known as Hollywood North. Many diverse and attractive filming locations, skilled technicians, financial incentives, and over 2.8 million square feet of studio space have contributed to the city’s success.

At least one projection calls for the GTA’s population to exceed 10 million by 2046. Toronto has become a magnet for immigrants who feel more comfortable in a culturally diverse environment. The City’s diverse business community provides newcomers with numerous employment opportunities. Despite, or perhaps because of, the traffic congestion for which Toronto has become known, the GTA is continuing to invest in transit and affordable housing which signals to newcomers that the welcome mat is out. Based on the way things are trending, there is every reason to believe that Toronto will become an even more important global center over the next 20 years, the result of its economic strength, cultural diversity, and livability.

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New York City

The first European settlement in present day New York City came in 1624 when the Dutch West India Company established a trading post on Governors Island. In 1626, the Dutch colonial administrator, Peter Minuit, famously “purchased” Manhattan from its indigenous owners for trade goods worth about $24. In 1624, Dutch settlers established a trading post on the southern tip of Manhattan Island, naming it New Amsterdam. The English seized control in 1664 renaming it New York after the Duke of York, the future King James II of England.

Today, with a Gross Metropolitan Product of approximately USD $1.9 trillion (2023), New York City is one of the world’s most significant economic centers. As of 2024, the city’s population was estimated at 8.8 million. When its metropolitan area (which includes parts of New Jersey, Connecticut, and Pennsylvania) is included, the population swells to over 20 million people, making it the largest metropolitan area in the United States.

Just about 4 in 10 New Yorkers were born in another country. That’s millions of people who’ve come from all over the world to make NYC their home. You can see this diversity everywhere you go in the city. Walk through Queens and you’ll hear conversations in Spanish, Mandarin, Bengali, Korean – you name it. The food scene tells the same story. You can start your day with Colombian arepas, grab a Dominican lunch, and finish with Tibetan momos for dinner.

Each borough has its own immigrant communities. Queens is probably the most striking example as almost half the people living there were born outside the US. But you’ll find vibrant immigrant communities in every part of the city, from Washington Heights to Brighton Beach to Jackson Heights.

The city’s retail landscape is as diverse as its people. Fifth Avenue is synonymous with luxury shopping, boasting flagship stores for brands like Louis Vuitton and Tiffany & Co., while neighborhoods like SoHo and Williamsburg offer trendy and unique boutiques and vintage stores. Large retail centers such as Hudson Yards and the Shops at Columbus Circle offer high-end shopping along with excellent dining and entertainment, drawing millions of visitors annually.

New York City is a global leader in education and innovation. Prestigious institutions like Columbia University, New York University (NYU), and The City University of New York (CUNY) attract students from around the world.

New York has a dynamic manufacturing sector. Once dominated by traditional industries like printing and textiles, New York has evolved into a major producer of food, fashion, and technology products. More than 1,000 food processors employing over 15,000 people produce everything from baked goods and beverages to ethnic and speciality products. New York’s fashion industry has benefited from a variety of programs designed to support smaller producers and modernize facilities. Silicon Alley, a nickname for the City’s high-tech industry, benefits from access to a large and diverse talent pool, access to venture capital, and a large affluent market. High-tech manufactures are involved in everything from 3D printing and robotics to IoT (Internet of Things) products, and medical equipment. As of 2021, employment in the tech sector exceeded 172,000.

Considered the financial capital of the United States, Wall Street has long symbolized financial power and influence. Home to the New York Stock Exchange and NASDAQ, many of the world’s largest financial institutions are headquartered in the City including JPMorgan Chase, Goldman Sachs, and Citigroup. The City has a large professional services sector and hosts the US head offices of many prominent legal, consulting, and accounting firms. More than 47 Fortune 500 companies have their head offices in New York.

New York City isn’t just an economic powerhouse; it’s also a huge player in the arts and culture. Broadway, the Met, and Lincoln Center are just three of numerous attractions that the city has to offer. It’s also a major factor in film and TV production, with many famous locations and an industry that pumps billions into the local economy every year.

New York is connected to the rest of the United States and the world by three major airports: John F. Kennedy International, LaGuardia, and Newark Liberty International. Together, these facilities process over 140 million passengers each year and connect travellers to more than 350 destinations worldwide.

In the recent past, cities in the northeastern part of the United States were losing residents to more affordable and warmer centers in the south and southwest. However, as far as New York City is concerned, this trend seems to have been halted and even reversed due to a large influx of migrants. While the city faces challenges related to the cost of housing, aging infrastructure, and climate change, its sheer size, diverse economy, appeal to the upwardly mobile, and the many opportunities that diversity generates are likely to fuel growth for many years to come.

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Chicago, IL

The name “Chicago” comes from the Algonquin word “shikaakwa,” which refers to the wild onion-like plants that flourished in the wetlands near the Chicago River. In 1779, Jean Baptiste Point du Sable, often recognized as the founder of Chicago, established a permanent settlement near the north bank of the Chicago River where it meets Lake Michigan.

By 1900, Chicago’s population had grown from 4,000 at the time of its incorporation in 1837 to about 1.7 million, making it the country’s second largest city. While the City’s population declined from its peak of 3.6 million in 1950 to about 2.6 million in 2024, the Chicago metropolitan area (Chicagoland) which includes the surrounding suburbs continued to grow, reaching 9.6 million by 2020. Today, with a Gross Metropolitan Product (GMP) of over $764 billion (2023), Chicago stands as the third-largest city in the United States.

Chicago’s cultural diversity is one of its defining features. Neighborhoods like Chinatown and Little Italy feature authentic foods and festivals that are true to their heritage. Pilsen, a colorful neighborhood on Chicago’s Lower West Side that is known for its Mexican heritage, has been recognized by Forbes as one of the world’s 12 Coolest Neighborhoods. The city features over 200 theaters including The Second City, birthplace of improvisational comedy. It is home to such well-regarded institutions as the Art Institute of Chicago, the Chicago Symphony Orchestra, as well as innovative theater companies like Steppenwolf and the Goodman Theatre. Recognized as a major center for blues and jazz, annual festivals such as the Chicago Blues Festival and Chicago Jazz Festival attract visitors from around the country and the world.

Chicago is a major mid-west shopping destination. The 13-block Magnificent Mile boasts over 450 retailers. Beyond the downtown core, the independent boutiques and thriving arts communities of areas like Wicker Park and Bucktown are major attractions. Large-scale retail malls like Water Tower Place and Oakbrook Center feature a wide assortment of retailers and appeal to shoppers of all types. Markets and seasonal shopping events like Christkindlmarket, a traditional German-style market, and the Sauced Night Market, a moving event featuring emerging artists and chefs and markets, attract both residents and visitors alike.

From a business standpoint, Chicago is a major player. The city is home to the Chicago Mercantile Exchange (CME) and the Chicago Board of Trade, as well as smaller exchanges like NADEX and Cboe Global Market. About 35 Fortune 500 companies are headquartered in Chicagoland including McDonald’s, Kraft Heinz, Hyatt Hotels, and United Airlines.

Chicago’s manufacturing sector is robust and diverse, encompassing industries such as aerospace, automotive, food processing, and pharmaceuticals. The city’s strategic location and infrastructure have made it a critical distribution center and important link in many supply chains. It is particularly strong in food manufacturing, serving as a distribution center for companies like Kraft Heinz and Mondelez International (Ritz, Oreo and many other brands).

Transportation has played a major role in Chicago’s growth and success. Its central location has made it an important hub for air, rail, and road travel. O’Hare International Airport handled about 73 million passengers in 2023, making it one of the busiest airports in the world. Midway International Airport, on the City’s southwest side, handled more than 22 million passengers. Movement around the city is facilitated by the extensive network of buses and trains operated by the Chicago Transit Authority. Chicago’s Union Station serves as a major hub for both freight and passenger traffic, and its extensive highway system connects it to other major cities like New York, Los Angeles, and Toronto.

Chicago has several highly regarded universities and colleges that are recognized for their contributions to education and research. For example, Northwestern’s Feinberg School of Medicine and Kellogg School of Management consistently rank among the best in their fields, attracting students and academics from across the country and the world.

While at least one projection suggests that the Chicago metropolitan area could surpass 10 million residents by 2050, other projections are less optimistic. Ranging from a small population decrease to a modest increase, Chicago’s future will be dependent, in large part, on the City’s ability to reduce crime and enhance perceptions of public safety, contain the cost of living, hold on to key industries and companies, and continue to provide quality public education, transit and other services. Regardless, based on its sheer size and diversified economy, Chicago will be a major financial and commercial center for years to come.

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Program Benefits

Testimonials

Global Sepsis Alliance

“If you are looking for a skilled facilitator and seasoned strategist, I recommend Mr. Ward without hesitation. The Global Sepsis Alliance is an international organization charged with providing global leadership to reduce the worldwide burden of sepsis. Mr. Ward mapped out an approach to developing a long-term strategy for our organization that engaged our Board of Directors and senior staff in reaching specific conclusions about our best path forward. He led our team with efficiency and thoughtfulness always keeping in mind the diversity of our members and the different needs of people from different cultures. The meetings in which we met to share opinions and make decisions were all held online. Despite this challenge, Mr. Ward was able to create an environment in which everyone felt comfortable contributing. Most importantly, as a result of his effective leadership, we were able to reach a consensus on the major initiatives to be implemented in the following three years. We are extremely pleased with the work he has done for us. If your experience is anything like ours, you will find that the value Mr. Ward adds to a strategic planning project far exceeds the cost of his services.”

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Niagara Escarpment Commission

“We engaged Mr. Ward to help us resolve some significant differences between two important stakeholder groups. To ensure each group understood the position of the other, he conducted key informant interviews and an online survey. In the summary provided to all involved, he clarified each group’s position and highlighted points of alignment as well as key differences that were getting in the way of a harmonious relationship. Mr. Ward facilitated an all-day meeting of 40 participants from the two groups. Many came to the meeting somewhat skeptical of finding common ground. Fortunately, Mr. Ward’s ability to communicate clearly, read the room, pivot when necessary, and make everyone feel comfortable and valued resulted in a consensus on the priority issues and how to handle them. Based on feedback from many participants I can state unequivocally that the meeting was extremely successful in bridging the issues that had divided the two groups. In fact, one participant who had participated in many facilitated meetings said that Mr. Ward put on a masterclass in facilitation.”

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Waterloo Regional Tourism Marketing Board

“Mr. Ward provided invaluable leadership in the development and completion of the master strategic plan for our corporation. This undertaking provided a challenging environment as it was the inaugural strategic plan for a collaborative partnership of eight municipal government partners. He exhibited a high degree of knowledge and understanding of strategic planning and consensus building with diverse participants. His patience, skills and abilities allowed all parties to feel that they had been accurately heard and that their participation was noted and valued. The outcomes were logical, supported and created a strong base for the organization to move ahead with. I would recommend the services of Mr. Ward to any organization, whether in their infancy or a mature organization looking for an expert to guide the development of their long-term strategy.”

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Tatham Engineering

“We have worked with Mr. Ward over two strategic planning cycles and have found his advice, professionalism and positive attitude to be exemplary. For both cycles, he carried out both key informant interviews and an online survey. The information we received was extremely well organized and allowed us to make well-informed decisions. Over two cycles, Mr. Ward has facilitated five strategic planning sessions. These have demonstrated his understanding of group dynamics and how decisions are made. Each was well organized and resulted in a consensus on our path forward. He provided expert communication throughout the planning cycles to keep our teams well informed. Mr. Ward has an excellent understanding of strategic planning and a unique ability to effectively engage a diverse group of professionals and senior staff members.”

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Niagara Casinos

“Mr. Ward facilitated a strategic planning process for our Leadership Team and the Directors who head up various departments and functions. His ability to uncover essential information through interviews and surveys enabled our executive team to base important decisions on a thorough understanding of the issues as seen by their colleagues. Once Mr. Ward was able to get our leadership team to reach consensus on a strategic direction, he engaged our Directors and senior staff in an all-day session to review decisions made by the leadership team and suggest adjustments. Mr. Ward did a superb job of making everyone feel comfortable and in getting valuable contributions from all present. The result of his efforts was a strategic plan that was endorsed by both our senior leaders and the directors who would ultimately be charged with its implementation. We felt Mr. Ward’s knowledge of strategic planning and ability to get people with diverse perspectives to agree on outcomes were exceptional.”

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Association of Condominium Managers of Ontario

“If you are looking for a strategic planning facilitator and strategist with a knack for getting the best out of a disparate group of people, look no further. Not only did Mr. Ward do a terrific job of thoughtfully facilitating our two-day strategic planning sessions, but his pre-session preparation was thorough and insightful, and his summary reports accurately captured the outputs of our sessions. You know you’ve got the right strategic planning facilitator when board members pull you aside at the break and tell you what a great job the facilitator is doing! In short, Mr. Ward delivers!”

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More detailed achievements, references and testimonials are confidentially available to clients upon request.

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