Blue Monarch Management

Tag: People

  • A Calm or Lazy Leader?!

    A Calm or Lazy Leader?!

    Earlier in my career I was asked to lead a project for the launch of an innovative research tool, developed by a team of professors. It was a very important project to them and the world of academic research. I was honoured to be asked to lead the launch event for the research tool in collaboration with team members from their organizations.

    We began planning the event three months out, meeting weekly to discuss and action important items, including confirming the budget, creating the list of invitees, choosing and booking the venue location and catering, and outlining the logistical requirements for the event.

    The initial meetings held were with the team of professors and then two marketing staff members (referred to as the marketing duo hereinafter) joined all meetings going forward, and a finance manager attended whenever we discussed the budget. The marketing duo started to express their strong opinions on all aspects of the event. At first their high level of engagement and ideas for the event were welcomed and I appreciated having others who were onboard with the vision of creating a momentous event.

    Not far into the project planning, it became apparent that the marketing duo’s vision and ideas of the event weren’t aligned with the rest of the group. Their outlandish ideas about how the event should be, coupled with their forceful approach in delivering their ideas took up unnecessary time; however, it did not stop the progression and momentum in the event planning. Each meeting I simply reiterated the agreed upon plan and event strategy from the beginning and ensured that each team member was aware of their responsibilities and action items to be completed before each subsequent meeting. Very quickly all aspects of the event had been decided on and booked, all invites had gone out, and we were now planning the activities and flow of the actual event.

    Three weeks out from the event, the marketing duo came to a meeting and informed everyone that they had booked a different venue, changed the catering company and food choices, and had developed a new guest list. They had also been having side meetings with the professors to try to get them onboard with their new plans. At this point it was clear that they not only wanted to do things their way, but they wanted to sabotage the event. In my response to the marketing duo, I remained calm and informed them that the event venue and catering would be as previously decided, reminding them that the booking deposits had been made and changes were not possible at this stage in the planning and the invites containing the event details had also gone out and the RSVPs were rolling in.

     It seemed the marketing duo wanted to be in charge of the event, receive credit from the professors, and receive acknowledgement of their efforts from their employer – this obviously didn’t happen and were viewed as project challenges rather than positive contributors.

    From that point forward the marketing duo attended the meetings and when they spoke up, they were aligned with the event plans. The event rapidly arrived, and it was a huge success! The venue and catering were great, and the guests were impressed with the innovative research tool presented and were happy with the event.

    A week after the event I received a phone call from the finance manager, she wanted to meet me at a coffee shop for a chat off-site. I immediately thought I was in trouble…

    I went to the coffee shop early, full of curiosity. The finance manager sat down and immediately asked, “how did you do it?” Confused about what she was talking about, I asked “Do what?” She clarified, “Lead the event planning team so calmly?” I finally understood her question, but it had never occurred to me before that I was calm and had successfully led the team! Throughout the event planning process there were moments where I felt frustrated, however I tried to not let that impact how I communicated with the team. It was eye-opening to find out that I was able to maintain a calm and collected demeanor in the eyes of others on the team. The finance manager confessed that she asked me for coffee so she could learn from my leadership style as she wanted to employ the same style with her team. In this situation with the event, it wasn’t a strategy I was intentionally employing, but rather my natural response in the moment – the combination of my personality traits and my HR training and experience – remaining calm when faced with difficult, unexpected situations.

    After the coffee date I googled calm leadership to see what it formally means. By definition, calm leadership is not about suppressing emotions or avoiding difficult situations; it is about harnessing emotional intelligence, resilience, and self-awareness to lead with composure, clarity, and authenticity.

    Knowing about calm leadership and its value in difficult situations, since the event planning experience, I think about how I can act more intentionally to manage difficult conversations and situations, especially those charged with emotion. From experience in dealing with difficult conversations throughout my career, I believe a level of compassion and empathy needs to accompany the attributes of calm leadership to maintain and develop relationships. Exercising calm leadership both personally and professionally has served as a helpful way to diffuse a situation and be able to deal with it clear-headed and humanely.

    What is your take on calm leadership? Do you view it as a viable leadership style? In some instances, I’ve heard it referred to as lazy. Do you take a more aggressive approach when faced with difficult or frustrating situations?

    About

    Leanne Walper is a senior Management Consultant who excels in enhancing organizational culture. With an MBA in Human Resources and Leadership, she has led HR and Marketing teams across various industries, focusing on recruitment, employee experience, branding, and communications. Leanne’s diverse experience in HR and Marketing allows her to drive business growth and support clients effectively.

  • Lessons From a Local – Promotion Plans in a Tourist Town

    Lessons From a Local – Promotion Plans in a Tourist Town

    Living in a city that is best known as a tourist destination presents unique opportunities and challenges as anyone who hails from a similar locale will tell you. I’ve recently been reflecting on these lessons and what it means for businesses who are crafting a marketing strategy.  

    “I didn’t know people actually lived there.” The #1 reaction I get when folks learn I grew up in Niagara Falls. Contrary to popular belief, there is indeed a whole city beyond the majestic waterfall, and within it a whole community of people.  

    Whether it’s a wonder of the world, vast mountain range or a marvel of engineering, your tourist destination is full of local advocates for your business. These folks are often overlooked in marketing plans targeting tourist towns. Local advocates are not only there year-round to patronize your business, but many of them work in the tourism sector and have a unique opportunity to recommend your business to visitors. These folks present an opportunity to provide referral programs as well, incentivizing them to tell others about your business.  

    The most commonly thought of are one-time visitors. Those coming from far and wide will share their experiences with friends, family and co-workers. So, although they present a single opportunity for customer interaction, if they are happy, they can still be a good advocate. Engaging these folks to write reviews or fill out a satisfaction survey can also help spread the word, legitimise your claims, and provide opportunities to address issues you may not have heard about while they were visiting.  

    Repeat seasonal visitors can also be some of your most important customers.  When you provide exceptional experiences, it encourages visitors to make you part of their traditions which can lead to sustained long term patronage. Keeping in touch with these folks, tracking their key information in a CRM and making them feel like a VIP, even with small gestures can create raving fans for your brand.  

    The ultimate lesson is no matter what sector you operate in, the best marketing tool is an exceptional customer experience. But don’t worry, you don’t have to do it all alone. Reach out to Blue Monarch if you need support crafting your strategy, messaging and customer engagement plans.  

    About

    Natasha Rogers is a dynamic marketing expert specializing in strategy, brand development and promotional marketing. She has executed successful campaigns, blending creative storytelling with analytical thinking. Over the last 15 years Natasha has worked in the higher education, retail and technology sectors developing engaging content, events and building high performing teams.

  • ESG: Paving the Path to Net Zero in Canada 

    ESG: Paving the Path to Net Zero in Canada 

    With Canada’s transition to net-zero by 2050 firmly underway, Environmental, Social, and Governance (ESG) principles have quickly emerged as critical benchmarks for businesses. But what exactly does ESG entail, and why is it essential for companies navigating Canada’s sustainable future? 

    Defining ESG 

    Environmental (E): Measures a company’s impact on the planet, including its carbon footprint, waste management, and water usage, as well as proactive efforts to address climate change. 

    Social (S): Evaluates the company’s interactions with employees, customers, suppliers, and communities. Key components include workplace diversity, health and safety, and community engagement. 

    Governance (G): Examines the internal structures, ethical practices, and transparency that guide a company. This includes leadership quality, accountability, and shareholder rights. 

    Why ESG Matters in Canada’s Transition to Net Zero 

    With Canada’s goal of achieving net-zero emissions by 2050, ESG principles offer an essential framework for companies to support and advance this transition. 

    1. Aligning Business with Climate Objectives 
    • Reaching Canada’s net-zero goal requires emissions reductions across every sector. Businesses with strong ESG frameworks are equipped to make meaningful operational changes, from cleaner tech adoption to waste reduction, positioning themselves as leaders in climate-conscious innovation. 
    • Adopting ESG-led strategies also enables companies to tap into government incentives, cut energy costs, and appeal to consumers who prefer sustainable brands. 
    1. Enhancing Risk Management 
    • Climate risks, from regulatory shifts to extreme weather events, pose challenges for businesses. ESG-driven companies can proactively identify and mitigate these risks, for instance, by investing in sustainable supply chains and energy-efficient practices. 
    • Beyond environmental impact, robust social and governance structures help companies manage risks around reputation and compliance, protecting brand integrity and fostering long-term resilience. 
    1. Unlocking Access to Capital 
    • Investors are increasingly drawn to ESG-aligned companies, recognizing their potential for sustainable growth and reduced risks. Companies that commit to ESG are better positioned to attract funding as investors and financial institutions in Canada increasingly prioritize ESG in their portfolios. 
    • Those with solid ESG foundations demonstrate to investors their commitment to the future, making them attractive prospects for partnerships and capital. 
    1. Building Consumer and Stakeholder Trust 
    • Canadian consumers care more than ever about supporting brands that align with their values, particularly regarding environmental and social responsibility. ESG-focused businesses gain consumer trust and deepen stakeholder relationships, including with employees, communities, and regulatory bodies. 
    • A strong ESG commitment enhances a company’s reputation, creating goodwill and loyalty among consumers and stakeholders alike. 
    1. Driving Innovation for a Sustainable Future 
    • ESG encourages companies to explore innovative methods to reduce their environmental footprint, optimize social impacts, and fortify governance. This innovative drive can lead to breakthrough products, services, and business models that not only support Canada’s transition but also place companies at the leading edge of their industries. 
    • Businesses leveraging ESG-driven innovation can secure a competitive advantage as the market shifts toward sustainability. 

    Leading the Change: A Call to Action 

    Embracing ESG is no longer optional for Canadian businesses—it is essential. To stay competitive and lead in Canada’s net-zero transition, organizations must fully integrate ESG into their strategies. Begin by assessing your current practices, establishing clear ESG goals, and investing in solutions that reduce your environmental impact, improve social outcomes, and reinforce governance standards. 

    Now is the moment to act. By embracing ESG, Canadian companies can contribute meaningfully to a net-zero future and shape a cleaner, more resilient economy. 

    Need guidance on your ESG journey? Contact Blue Monarch to learn how we can help integrate ESG into your strategy and position your business for sustainable success. 

    About

    Sharleen Gatcha is a senior Management Consultant dedicated to creating meaningful change for clients that leads to long-term success and sustainability for companies and the communities in which they they operate. She brings 30 years of corporate leadership experience in the energy sector in Alberta, where she led business development, strategy, partnerships, policy development, and program management initiatives.

  • Starting Over In A New Country Is Like a Start-Up

    Starting Over In A New Country Is Like a Start-Up

    When I moved to a new country, I didn’t realize how closely the experience mirrored the process of starting a new venture in an unfamiliar market. The journey of navigating a new environment, building a network, and adapting to new rules and systems felt so much like launching a start-up. With a background in HR and leadership, I’ve always approached challenges methodically, but as a new immigrant, I had to apply the principles of effectuation, pivoting, iterative development, and lean strategies to thrive. Much like a start-up leader, I’ve learned to embrace uncertainty, seize opportunities, and manage resources efficiently. This article reflects on these principles and how they’ve shaped both my professional journey and personal integration.

    Effectuation: Navigating Uncertainty with Available Means

    In the start-up world, effectuation emphasizes working with the resources you have rather than planning for an ideal future. As a new immigrant, I had to apply this principle early on. I entered a new job market where my previous networks, credentials, and cultural know-how were no longer guarantees for success. Instead, I had to:

    • Leverage Existing Skills: My expertise in HR and leadership became my anchor. Rather than waiting for the perfect opportunity, I began by contributing to small projects and consulting assignments that utilized my transferable skills. I also actively contributed my expertise to non-profit organizations through my involvement as a Director on their Board.
    • Focus On Affordable Loss: Like a start-up balancing risk, I had to decide where to invest my time, energy, and money. The key was to calculate my “affordable loss” — what I could risk without jeopardizing my overall well-being. This mindset led me to take measured risks, such as networking in unfamiliar spaces or pursuing additional certifications.
    • Partnering and Collaboration: Much like an entrepreneur who builds alliances, I sought out fellow immigrants, local professionals, and even communities to partner with. These relationships not only expanded my network but also provided essential knowledge about the local job market and culture. My Haskayne EMBA network has been instrumental in opening doors for me.

    Effectuation has taught me the importance of flexibility and pragmatism. Success isn’t about following a predetermined plan but adapting to the circumstances with what you have at hand. This approach aligns perfectly with the realities of both start-up ventures and new immigrants.

    Pivoting: Adapting to Changing Realities

    In start-ups, pivoting refers to changing your business model or strategy when the original plan doesn’t yield the desired results. As an immigrant, pivoting became a necessity when faced with unexpected challenges. A perfect example of this is the initial assumptions I made about the job market.

    • Initial Assumptions: When I first arrived, I assumed my previous work experiences and educational background would quickly translate into new opportunities. However, local companies prioritized local experience, which made it harder to land roles that were commensurate with my previous positions.
    • Pivoting Strategy: To adapt, I shifted my focus from senior leadership roles to temporary contracts, consulting opportunities, and even volunteer roles. These positions gave me the local experience needed to build credibility in the market while allowing me to showcase my strategic HR, communication, collaboration and leadership skills.
    • Cultural Adaptation: In addition to professional pivots, I had to adapt culturally. Learning the nuances of communication styles, workplace culture, and even professional etiquette was critical. I had to continuously refine my approach until I found a balance between maintaining my identity and aligning with the local expectations.

    Pivoting allowed me to refocus my efforts and uncover new paths that weren’t initially visible. This adaptability is vital in both start-ups and immigration, where the environment often forces you to re-think your strategies on the fly.

    Iterative Development: Continuous Feedback Loops

    The principle of iteration in start-ups revolves around launching quickly, gathering feedback, and continuously improving. In my personal journey, I embraced iterative learning through:

    • Trial and Error: Moving to a new country meant there were no perfect guidelines on how to integrate into both the professional and social spheres. I took each interaction — whether it was an interview or a casual conversation — as a learning opportunity. Every rejection was an opportunity to refine my pitch, resume, or networking approach.
    • Feedback Incorporation: Like start-ups using customer feedback to improve products, I relied on mentors and peers to provide honest feedback about my approach. From learning about job application processes to understanding local workplace dynamics, the feedback loop was essential to help me refine my approach continuously.
    • Small Wins: I set small, achievable goals, like expanding my network by attending industry events or improving my qualifications through micro-learning. Each small win validated my efforts and propelled me forward.

    This iterative process mirrors the lean start-up model, where every iteration brings you closer to product-market fit — or in my case, to professional and social integration.

    Lean Strategy: Maximizing Impact with Minimal Resources

    Lean strategy in start-ups focuses on using the least amount of resources to create the most value, and as an immigrant, this approach became a survival tactic. Without the deep roots or extensive resources, I had in my home country, I had to think strategically about how to maximize my limited resources — time, energy, and finances.

    • Networking as a Lean Resource: One of the most valuable and cost-effective resources I had was networking. I treated every interaction as an opportunity to learn, gather insights, and build relationships. Attending local conferences, community meetups, and joining online professional forums provided exposure while helping me understand the business landscape in the new country.
    • Investing in Skills: I adopted a lean approach to upskilling, focusing on certifications and learning experiences that could yield maximum returns quickly. Certifications in key HR designations, emergent topics in talent management, entrepreneurship and emerging technologies helped me bridge the gap between my previous experience and the local market demands.
    • Money management: Just as cash flow is vital for start-up survival, careful financial planning became essential in my new life as an immigrant. Maintaining a healthy cash flow was crucial while job prospects were still uncertain. This meant setting strict budgets for living expenses, prioritizing spending on essential professional development, and ensuring that I had enough reserves to sustain myself during the transition. Much like a start-up must balance short-term liquidity with long-term investments, I had to allocate resources wisely between immediate needs and future growth opportunities.

    Conclusion: A Start-Up Mindset for Success

    In many ways, life as a new immigrant is akin to a start-up journey. Both require navigating uncharted territory, taking calculated risks, and continuously learning from feedback. Applying start-up principles like effectuation, pivoting, iterative learning, and lean strategy has not only helped me integrate into my new environment, but also equipped me with a resilient, entrepreneurial mindset. In many ways, my life has been a start-up — always evolving, always learning, and always striving for success.

    About Pooja Agarwal

    Pooja Agarwal is a Strategic Human Capital and Entrepreneurship Consultant with Blue Monarch Management. She brings functional HR and Leadership expertise with 20+ years of international experience in various industry sectors, including experience working with scale-up stage ventures. Pooja holds a Master’s degree in HR and Organizational Development, is pursuing her Executive MBA (2025), and holds SHRM-SCP and CPHR designations. She is passionate about building Teams and Cultures that enable teams to thrive, perform and prosper. Reach out to her at pooja.agarwal@bluemonarch.ca to co-craft personalized Team Coaching, Leadership Coaching, and Strategic HR Processes, Policies and Systems solutions for your team/ organization.

  • Why Hiring a Management Consultant is the Smartest Move You’ll Make

    Why Hiring a Management Consultant is the Smartest Move You’ll Make

    In today’s fast-paced, ever-evolving business landscape, staying ahead of the curve is no small feat. The pressure to innovate, grow, and outmaneuver competitors can feel like a constant uphill battle. That’s where the value of a management consultant comes into play—a value that astute businesses can’t afford to ignore. 

    I recently joined Blue Monarch Management, bringing over 30 years of expertise in Alberta’s energy sector. Throughout my career, I’ve been involved in a wide range of projects, but my early experience with our management consulting firm has given me a deeper appreciation for the value management consultants bring. Reflecting on past projects, I’m confident that many could have been more successful or impactful with the strategic insights and expertise of a management consultant, for reasons such as those I’ve outlined below. 

    A Fresh Perspective—Without the Bias 

    Let’s face it, when you’re deep in the trenches of your own company, it’s hard to see the forest for the trees. You’re entrenched in the day-to-day, your judgment might be clouded by internal politics, and you might be too close to a problem to find a clear solution. A management consultant comes in with fresh eyes, offering an unbiased perspective that can uncover opportunities or identify problems that might have been overlooked. They’re not bound by your company’s history, which means they can provide objective, innovative solutions that might not have been considered before. 

    Expertise That’s Both Deep and Wide 

    Management consultants are like Swiss Army knives for your business—they come equipped with a diverse skill set and a wealth of experience across industries. They’ve seen it all, from startups to Fortune 500 companies, and they bring this wealth of knowledge to your organization. Whether it’s streamlining operations, navigating a merger, or revamping your marketing strategy, a consultant has the expertise to guide you through the complexities of change. 

    Saving Time and Money (Yes, Really) 

    Hiring a management consultant might seem like an expensive move but think of it as an investment rather than a cost. Consultants are laser-focused on results. They don’t waste time because they know that time is money. They bring tried-and-true methodologies and frameworks that have been refined over years of practice. This efficiency can help you avoid costly missteps and accelerate your company’s growth trajectory. Plus, they can often identify areas that could be improved by identifying areas where you’re losing money—money that can be reinvested into more profitable areas of the business. 

    Driving Change Without Rocking the Boat 

    Change is hard, and implementing it successfully is even harder. Employees are often resistant, and even the best-laid plans can go awry if not executed carefully. A management consultant can serve as a neutral third-party to help drive change in a way that minimizes disruption. They’re skilled in change management, ensuring that transitions are smooth and that everyone in the organization is on board. Their ability to communicate effectively and mediate between different stakeholders can be the difference between a failed initiative and a successful transformation. 

    Access to a Wealth of Resources 

    When you hire a management consultant, you’re not just getting one person’s expertise—you’re gaining access to a whole network of resources. Consultants often have connections to industry experts, access to proprietary tools and data, and insights into best practices that they can leverage to benefit your business. This can be particularly valuable when you’re entering new markets or industries, where having the right information at your fingertips can be a game-changer. 

    Accountability and Focus on Results 

    A management consultant’s reputation depends on delivering results. Unlike internal teams that may get bogged down by competing priorities, a consultant’s sole focus is on achieving the objectives laid out in their engagement. They bring a level of accountability that’s hard to match within your own organization. By setting clear, measurable goals, they ensure that everyone is aligned and moving in the right direction. 

    Flexibility to Scale as Needed 

    One of the most significant advantages of hiring a management consultant is the flexibility they offer. Need help with a specific project? A consultant can come in, work with your team, and then move on once the job is done. This scalability means you can tap into top-tier expertise without the long-term commitment or overhead costs associated with hiring full-time staff. 

    In Conclusion: The ROI of a Management Consultant 

    Hiring a management consultant isn’t just a smart move—it’s a strategic one. They bring expertise, objectivity, and a results-driven mindset that can propel your business forward. In a world where agility and innovation are key to staying competitive, a management consultant is the secret weapon that can help you not just survive but thrive. 

    So, before you dive headfirst into your next big business challenge, consider bringing a management consultant on board. It might just be the best decision you make. 

    About 

    Sharleen Gatcha is a senior Management Consultant specializing in organizational effectiveness and sustainability. With 30 years of corporate leadership in Alberta’s energy sector, she has expertise in business development, strategy, and policy. Sharleen, a passionate social impact driver, founded Women+Power to support women in the industry and served as CEO until 2023. She is a dynamic changemaker committed to promoting diversity and inclusion across sectors. 

  • Sustainability in Mining and Natural Resources: An Interview with Giuliana Fonseca

    Sustainability in Mining and Natural Resources: An Interview with Giuliana Fonseca

    Governance is the foundation of sustainability, as it determines how the company defines its purpose, sets its strategy, and implements its actions. Governance also reflects the company’s values and principles, which guide its decisions and behaviors. We were fortunate to have met Giuliana Fonseca, a young, international mining professional,  who recently completed her MBA at the Ivey School of Business at Western University. As Giuliana is evaluating her next career opportunities, she agreed to participate in an interview with us to explore an interesting sustainability topic related to her past work experience in international mining and the transportation of high-value commodities. The discussion builds awareness around the topics of anticorruption and antibribery illustrating how well-designed operating procedures and technologies can enhance trust across a global supply chain. Giuliana witnessed first hand how successfully executing the strategy  leads to real economic benefits and long-term viability for a company. We have included her LinkedIn profile here.

    The interview has been edited, paraphrasing for flow without compromising content.

    Blue Monarch: Can you describe your educational background and work experience  in the context of sustainability?

    Giuliana: I hold a Bachelor’s degree in Business Management from the Pontifical Catholic University of Peru and I just finished my MBA at Ivey Business School, Western University. My professional experience has been heavily oriented towards governance, risk management, and compliance, particularly in industries where sustainability is a critical concern. For example, at one of the last companies I worked for, I developed and implemented AML/CFT processes and standardized mineral traceability processes, directly addressing environmental and ethical sustainability in the mining sector. My roles have consistently involved creating systems and strategies that promote sustainable practices and compliance with regulatory standards.

    Blue Monarch: What have you studied and why?

    I chose to study Business Management to gain a comprehensive understanding of organizational dynamics and strategic decision-making. One key elective I selected was Development and Social Responsibility, taught by Dr. Gerardo Castillo. He demonstrated that sustainability is not just about avoiding harm to the environment, but about actively taking care of it and considering all stakeholders. This foundation has been crucial in my roles that require balancing business objectives with ethical considerations. My recent MBA studies at Ivey Business School are focused on enhancing my leadership and strategic management skills, with a particular interest in sustainability and its integration into business practices. I believe that combining business acumen with sustainability principles is essential for driving long-term organizational success and societal impact.

    Blue Monarch: Can you describe your international work experience?

    I have gained international work experience through various roles that required collaboration with global teams and adherence to international standards. For instance, in my previous job, I worked on the registration process of a processing plant with Swiss refineries, ensuring compliance with global standards. Additionally, my time at EY in Lima, Peru allowed me to become familiar with good corporate governance practices. These experiences have equipped me with a global perspective and the ability to navigate diverse regulatory environments.

    Blue Monarch: How do corruption and bribery happen in the mining industry?

    Giuliana: Corruption and bribery in the mining industry can occur at various stages, from obtaining permits and licenses to operational activities and export processes. It often involves illicit payments to government officials or manipulation of regulatory requirements to gain favorable treatment or expedite processes. Such practices undermine legal and ethical standards, leading to environmental degradation, loss of revenue, and social injustices. Corruption can also happen inside different levels in a company. There is a lot of risk and so preventative measures can be taken, including training, security procedures aligned with specific levels of employees in the organization, and background checks that might identify high risk individuals with personal circumstances that might make them susceptible to corruption and bribery. When evaluating potential suppliers, sustainable companies follow due diligence processes, evaluate available blacklists, and conduct web searches. I have observed instances that would warrant not continuing with a particular supplier relationship.

    Blue Monarch: Can you provide me with an overview of what anti-corruption and anti-bribery initiatives are and how they add value to the global mining industry?

    Giuliana: Anti-corruption and anti-bribery initiatives include stringent regulatory frameworks, transparency requirements, third-party audits, and the implementation of compliance programs. These initiatives add value to the global mining industry by promoting fair competition, attracting ethical investments, and ensuring sustainable resource management. By reducing corruption, these initiatives enhance the industry’s reputation, increase investor confidence, and contribute to social and economic development.

    Blue Monarch: Why might these initiatives be considered sustainable business practices and who do they benefit?

    Giuliana: These initiatives are considered sustainable business practices because they promote long-term economic stability, social equity, and environmental protection. They benefit a wide range of stakeholders, including companies, investors, governments, local communities, and the environment. By fostering a culture of integrity and accountability, these practices ensure that the benefits of mining activities are distributed fairly and sustainably. A sustainable company might build up its focus on community relations by developing an understanding of what the community needs and what it expects. It is very interesting how companies from different parts of the world handle this role. Mines might enhance social equity by working with local communities to help build infrastructure, provide jobs, and improve local and regional conditions.

    Blue Monarch: How have technologies and standard operating procedures been applied to these initiatives?

    Giuliana: Technologies such as blockchain for traceability, automated compliance monitoring systems, and data analytics for risk assessment have been applied to anti-corruption and anti-bribery initiatives. Standard operating procedures (SOPs) included regular audits, employee training programs, and clear reporting mechanisms. These technologies and SOPs enhance transparency, streamline processes, and reduce the risk of unethical practices. We have used advanced data analytics to flag changes in patterns for stakeholder behaviors.

    Blue Monarch: Did you see an impact?

    Giuliana: Yes, I observed a significant impact from these initiatives. For example, at one company, the implementation of AML/CFT processes and mineral traceability standards not only reduced associated risks by 35% but also, once the traceability process is fully accredited, it would allow the company to charge a premium price per ounce of semi-processed gold. These outcomes demonstrate that rigorous compliance and ethical practices can lead to both improved operational efficiency and financial performance.

    Blue Monarch: What were your top learnings from your work on these initiatives?

    Giuliana: My top learnings include the importance of integrating compliance and sustainability into core business strategies, the effectiveness of technology in enhancing transparency and accountability, and the value of fostering a culture of integrity within organizations. Additionally, I learned that stakeholder engagement and collaboration are crucial for the successful implementation of anti-corruption and anti-bribery initiatives.

    Blue Monarch: What do you think needs to happen next? Where should companies explore further investment in these kinds of initiatives?

    Giuliana: Next, companies should focus on enhancing their technological capabilities to improve transparency and compliance monitoring. Investment in advanced data analytics, blockchain for supply chain traceability, and continuous employee training programs are essential. Companies should also strengthen their partnerships with governments, NGOs, and other stakeholders to create a unified approach to combating corruption and promoting sustainability in the mining industry.’

    Our engagement with Giuliana was rich and very rewarding. This interview introduces some of the complexities of designing systems and procedures in natural resource industries with an eye to ethics, technologies and data, standards, and value in the end-to-end global supply chain. Next week, we will share part two of the article, which unpacks some of the analysis and governance related to the interview.

    About

    Jeff Peterson is the Founder and CEO of Blue Monarch Management and is a professional Management Consultant specializing in Strategy, Governance, and Organizational Development for companies designing and driving transformational investments.

  • Sustainable Companies: Retention & Productivity

    Sustainable Companies: Retention & Productivity

    Building a sustainable business in 2024 is challenging. Late in 2021, we started a pivot towards becoming a more responsible company which I shared in a recent article, Our Direction in Sustainability – Blue Monarch Management. Our company is cycling through its fourth iteration and is about to engage in a period of sustainable high growth – a fifth iteration.  Despite being a knowledge company staffed with uber-bright, ambitious, and creative management consultants, building an operating model that could meet the needs of today’s modern professional consultant has been one of the more complex challenges we have faced to date. This complexity to meet the needs of our professional staff (and more broadly, workers in general across most industries) has shifted significantly over the last decade, particularly in response to disruptive global events. Well-researched trends and trajectories have emerged, and businesses have invested heavily in trying to understand them – one foot in the past pining for a return to the ‘good ole’ days we understand’ and one foot in the future that we don’t yet understand while simultaneously trying to anticipate where to go next to create some advantage. It is hard to criticize the modern executive, inundated by the exponential volatility and uncertainty of managing not one but several ambiguous and highly complex shifts in the competitive landscape. Go ahead, pick a few favourites:

    1. The War for Talent.
    2. Hybrid work environment.
    3. The ‘Gig Economy’.
    4. The ‘Sharing Economy’.
    5. The Great Resignation.
    6. Generative AI.
    7. Robotization.
    8. Increasing awareness of mental health issues and the need for better supports.
    9. Diversity, Equity, and Inclusiveness.

    I have worked for many years with the professional bodies representing Canadian (and now global) Certified Management Consultants. I review industry reports. I shape policy and professional development initiatives, and I am watching the industry shift rapidly with the disruptive introduction of many new forms of consultants – some take on the flavour of traditional management consulting, but many others are displacing traditional management consulting through technology, automation, changes to how information is sourced or accessed. There has also been an infusion of new consultants drawn from a many different career backgrounds (science, health, engineering, the arts, etc.) because businesses demand specialized knowledge outside of the realm of traditional business, strategy, and leadership. At an industry level, this is cause for great celebration as consulting, particularly management consulting, is an excellent career path for people seeking challenge, empowerment, income, and insulation to the whims of company business cycles. The industry changes also afford modern businesses greater access to portable knowledge, the ability to grow and shrink their workforce with more flexibility, and an increased level of disruption that can improve the resiliency of a company. Management consulting, as a global industry, is valued into the hundreds of billions of dollars with strong growth projections and fundamentals, so I feel secure in the knowledge our company will remain relevant, albeit awash in competition requiring focus on adaptability and agility as a permanent state to remain relevant.

    What do these trends have to do with building and operating a sustainable business and why is management consulting important here?

    It’s still about the People.

    People inspire, operate, and sustain businesses. And businesses don’t always understand the needs of their people or how to unlock the full potential from their workforce. Josh Bersin’s recent  HR Predictions for 2024: The Global Search For Productivity – JOSH BERSIN article is very insightful, and his annual trends and predictions are always an excellent read. He cites a stark rise in employee burnout from 2019 to 2023 and highlights key trends such as (younger) employees taking back their power to ‘act as they wish’ and quietly leave for another company. His key message in this report was that companies are hunting for productivity gains – and this is critically important – the speed to reinvent faster than the competition.

    Bersin’s team recommends that  companies focus on building a high-retention model (playfully named ‘labour-hoarding’) to allow for career growth. They emphasize that it is essential for top leadership to better understand the ‘needs, desires, and demands’ of their workers with better focus on listening and delegation (read: empowerment). Some compelling supporting evidence identifies that the top needs of the workers are the desire for career advancement, personal empowerment, and to have a societal impact.

    To a professional advisory firm like Blue Monarch, the implications are twofold. First, we need to be in tune with who we hire and what our team members need. Our organizational structure, career development, culture, learning and mentorship practices, operating model, values, and leadership must absolutely acknowledge these needs and trends. Our organizational culture needs to be tailored whenever possible to the unique requirements of each person in our firm. The task is exhausting and complex and is absolutely essential to get right.  The imperative is critical when you consider that as professional management consultants operating as trusted advisors and working on strategy and tactics with business leaders, our people can have tremendous impact on a great many companies and communities. Long-term relationships built on trust and knowledge transfer matter – so retention and productivity matter. Quality matters. Additionally, we work with clients to help them better understand and develop their own people. This implies that businesses we work with also need to pay attention to the needs of their people and make smart, well-timed investments that address the evolving needs of today’s modern workforce. That is sustainability.

    About

    Jeff Peterson is the Founder and CEO of Blue Monarch Management and is a professional Management Consultant specializing in Strategy, Governance, and Organizational Development for companies designing and driving transformational investments.

  • Our Direction in Sustainability

    Our Direction in Sustainability

    July 27, 2024 marked the sixth anniversary of Blue Monarch Management. When I first launched Blue Monarch Management in 2018, my inspiration came initially from wanting to surround myself with smarter, principled management consultants who were driven by something larger than power and profit, with purpose that could grow beyond themselves and frankly, who could help me to step up my own game into a larger world of building companies and communities. I also saw the opportunity to move beyond simple project delivery with clients – many of whom did not want to work with consultants – to one where the work would be pulled to us by clients aspiring to change, thrive, and be different – to lead. Over the last couple of years, we started to shed the textbook management consulting practices in favour of introducing new language and values around building sustainable companies and communities while we walk alongside our clients, helping them to navigate their own development journeys.  In a world where 20% of new businesses fail in their first year and a mere 50% survive to celebrate their fifth birthday, I am incredibly proud  to arrive at this milestone anniversary with a team who possesses the courage to  be different.

    Sustainability is a complex concept that has implications and applications for businesses and society. Sustainability can be understood as the ability to meet the needs of the present without compromising the ability of future generations to meet their own needs, and as a balance and integration of the environmental, social, and economic dimensions of human activities and outcomes. As a former colleague rightly described it, we are future-proofing ourselves and developing the experience to guide our clients towards long-term viability through sustainable business practices that start today.

    I believe sustainability can also be seen as a strategic advantage and a moral obligation for businesses that want to create value and impact for themselves and their stakeholders, and who want to contribute to the global goals and challenges. We often work with our clients early in our engagements to help them connect their purpose to more globally-recognized needs and priorities, such as “solving world hunger”. Sustainability has both costs and benefits, which can be direct or indirect, tangible or intangible, short-term or long-term, and which require a holistic and long-term perspective and assessment.

    The research is certainly mixed around whether “sustainable companies” are more profitable – though that is only one dimension of long-term viability, and in my opinion, no longer the most important way to measure the impact companies have on the world around them.

    We have begun to shift our recruitment practices to bring on management consultants with high acumen, training, and experience around the dimensions of governance, social impact, and the environment – while still knowing how to interpret the construct, health, and performance of a company. I am pleased to see a selfless culture building in our organization centered around how to do right in the world, and demonstrated repeatedly by small acts of kindness, a sense of fun and play, and a natural curiosity around the work of our clients and partners. We are intentionally upgrading our language to align with the needs of our community, clients, and network stakeholders, and  we are learning from each other.

    Sustainability for Blue Monarch Management will intentionally encompass the dimensions of ESG (environment, social, governance), corporate social responsibility, and long-term viability for us, and importantly also as part of our core playbook working with clients who are trying to grow and compete in world markets. We have embarked on a journey to create awesome career pathways for those who work closely with us. Careers of significance, learning, empowerment, autonomy, wealth, and impact. With all the ego I can muster, we must be leaders in authentically applying high moral and ethical standards to the growth and transformation of competitive businesses and communities. We will advance our development around tightening our ecological footprint; improving our human development and our happiness indices; and building our social capital – all core measures of sustainability. Continuing to shape Blue Monarch Management around these dimensions will award us the street credit to advise in today’s increasingly disruptive and competitive world.

    The first six years introduced powerful learnings about the growth and development of Blue Monarch Management. We have learned some important lessons from our own successes and failures, and as a firm staffed with assertive, quiet, thoughtful leaders who read, engage, ask tough questions, and work closely to understand our clients, we have learned much that will help to shape the growth and navigate complex change with inspiring companies and communities in the next leg of our journey.

    About

    Jeff Peterson is the Founder and CEO of Blue Monarch Management and is a professional Management Consultant specializing in Strategy, Governance, and Organizational Development for companies designing and driving transformational investments.