Context Consulting

Services

Strategic Change | Leadership Development | Executive Coaching | Management Team Effectiveness

Strategic Change |

Client Engagements

Back Services

Culture Change
We worked with the leadership team of Canadian Tire Corporation’s 500-member IT organization to design and execute a culture change strategy. The result was that managers turned into change leaders and capabilities were aligned with business strategy. In a documentary film made about the initative, the CIO stated “I’ve seen significant culture change within the organization. When the managers started working differently—when they started working with each other, looking for mutual solutions instead of responding, ‘I’m going to do it my way’—it spread through the rest of the organization.”

International Strategy Development
A consortium of the Canadian, German, and Japanese Space Agencies engaged us to design and facilitate the International On-Orbit Workshop for 75 participants from 11 countries. We used innovative methods to cut across cultural boundaries, build collaboration, and create a set of roadmaps for the future. In his closing address Japanese Aerospace Exploration Agency (JAXA) Astronaut, Dr. K. Wakata, stated that the event had been “like no conference I’ve attended—no one was sleeping!”

Building Stakeholder Alignment
We partnered with senior executives at Van City Credit Union to build consensus during the initiation phase of a national strategy. Our methods increased stakeholder alignment, clarified accountabilities, and set direction for future action.

Most of us are seeking to make productive and meaningful contribution in our work. Intuitively, we’re letting go of the worldview that has us leave significant parts of ourselves outside our organizations. We’re attracted to something new, and it’s emerging in our individual and collective endeavors. Since we’re not quite sure we can trust these new ways, we sometimes block our own path. We hand off leadership to others so we can hold them responsible. We use structures—such as roundtable reports at meetings—to keep us from having conversations. We develop a scarcity mindset so that we never have enough time or money to do what we want to do. We resist the vulnerability that might take us across the bridge to a new kind of leadership.
—Mary Stacey, Context