CMC-Canada Value Proposition Research Survey Report – March 2019

1. CMC-Canada Value Proposition ResearchSurvey Report – March 2019

2. 3 4 49 86 114

3. Quantitative Research Methodology The quantitative research was conducted between February 20 and March 12, 2019 with three audiences: existing members, lapsed members, and prospects. • Members – A total of 497 online surveys were completed (plus an additional 63 partially useable completes) with existing members of CMC-Canada. The response rate was 24%. • Lapsed – A total of 105 online surveys were completed (plus an additional 13 partially useable completes) with people who had been members in the previous three years but had since lapsed their membership. The response rate was 12%. • Prospects – A total of 160 online surveys were conducted (plus an additional 55 partially useable completes) with people who attended a CMC-Canada event or requested information from CMC-Canada. The response rate was 6%. • Note: Quebec members were not included.

4. CMC-Canada Member Results

5. Key Insights • Perceptions – Just over one in three (35%) members are positive (mean=6.7), which should be considered a moderate level of satisfaction with the organization. Women and younger members are less positive. • Main benefits – Members think that the CMC membership provides them with help in establishing credibility with clients and a designation/ credential they can use. They also think there are benefits in terms of networking • Areas for improvement – Almost 4 in 10 mention the need for more awareness and marketing of CMC-Canada and the designation. Better education programs and knowledge resources followed by more networking are the top other mentioned areas for improvement. • CMC-Canada Attributes • Importance – Members think promotion of the designation (68% say very important) is the most important activity for CMC-Canada followed by advocacy (55%) and providing leadership (40%) for the profession. • Effectiveness – The areas that members think the CMC-Canada is being the most effective are keeping the designation up to date and on protection of the public interest. The area CMC-Canada is considered least effective is in the area considered most important, promoting the designation. • Qualifying information – The desire for more promotion and for a designation that carries more weight is a key goal for many members but CMC-Canada should recognize that it is not the primary driver of current levels of satisfaction. Other levers that drive perceptions of the organization right now include: providing leadership for the profession and providing thought leadership in management consulting. Promotion of the designation is a shared goal that if addressed can increase member engagement but it is not the only lever available.

6. Key Insights • Member Benefits • Importance – Members place a high level of importance on having a high-quality designation (82% somewhat or very important). After the designation, continuing education, access to tools and relevant information, and help with marketing their services are important. • Effectiveness – Members do believe that CMC-Canada is doing an effective job at providing a high-quality designation (50% at least somewhat effective) second only behind providing them with opportunities to give back. • Insight – CMC-Canada is in position to improve its perceptions by better offering value on some things that members are looking for (e.g. continuing education) and may even benefit from offering more business and personal benefits as 36% think offering business savings is at least somewhat important. • Certification Process – Overall, members have a generally positive view of the certification process though many are not sure about it. • Value to one’s career – Members have a fairly high level of belief in the membership and the designation as about 8 in 10 agree they would recommend the membership and the designation. Almost all members agree that adherence to CMC-Canada’s Code of Professional Conduct, competence framework, common body of knowledge, and continuous learning requirement would benefit all consultants. • Members are not as sure the membership has benefitted their career and few think there is a positive relationship between the designation and salary in their place of work. • There is widespread agreement that the membership enhances their credibility but many do not feel strongly. Members are less likely to feel it has given them more opportunity to practice their profession.

7. Key Insights • Member engagement – More than 4 in 10 members did not participate in a single activity related to CMC-Canada in the previous 12 months. Professional networking is the most frequented activity followed by thought leadership presentations. • Reasons for not attending – A common theme for all is that the events were not personally relevant but a lack of offerings is also of importance for thought leadership, mentoring, and both personal and skills development programs. • Interest – Interest is high for thought leadership (82% at least somewhat interested), professional networking (73%) and skills development (71%). Mentoring and personal development and academic courses are of much more interest among newer members. • Insight – younger/newer members are more likely to attend events and a lack of opportunities may take away from the value for these members. Certainly newer members point to the fact that the activities were not offered as a reason for not attending. • Online activities – Overall there is considerable appetite for online offerings from CMC-Canada. More than half (53%) think online or in-person are equally appealing and only 22% would prefer in-person. • Member communications – There is a preference for email and website channels but smartphone apps and text messaging are a preferred method for more than 3 in 10 members.

8. Sample versus Membership | CMC Members The data from the survey lines up very closely with the member database on key indicators, which suggests that the survey reached a representative sample of the membership.

9. Overall Impression of CMC-Canada On average rate CMC-Canada a 6.7 on a 10-point scale. As such 35% could be considered positive and 15% are the real advocates. Notably those with 3 to 5 years experience as a member are the most positive. Regionally, the Manitoba, Saskatchewan and the Atlantic Institute have the most positive members. Tenure with CMC-Canada 35% Institute Extremely negative Extremely positive Q.Based on your own experience, or anything you may have read or heard, do you have a positive or negative impression of the Canadian Association of Management Consultants (CMC-Canada)? Base: Members, n=560

10. Overall Impression of CMC-Canada | Demographics While 35% of members are positive overall, there are some notable differences. Women and younger members are less positive as are people who pay their own membership. It should also be noted that those who did not participate in any activities (e.g. conference, networking) were less positive than those who were engaged. Age Most recent practice and setting Gender Sectors Active in Who Pays Membership Q.Based on your own experience, or anything you may have read or heard, do you have a positive or negative impression of the Canadian Association of Management Consultants (CMC-Canada)? Base: Members, n=560

11. Main Benefits Members are most likely to think that the membership provides them with help in establishing credibility with clients and a designation/ credential they can use. They also think there are benefits in terms of networking. Note that one in ten current members indicate there is no or little value or benefit in being a member. Q. As you see them, what are the main benefits, if any, of a CMC-Canada membership? Base: Members, n=524

12. Benefits | Verbatim Code of conduct/ ethical standards Help with clients/ CMC helps/ credibility “Professional certification, governed by a code of ethics.” “Evidence of minimum professional education and ethical standards for client confidence.” “Credibility (?) This is my first year as an independent so I am taking advantage of the PROLINK services. When I was with a firm, I did not really get much benefit from membership.” “CMC Membership enhances my brand and lets the market know we adhere to a level of standards of service, delivery etc., established by CMC.” “I use it to show my clients that I follow a professional standard.“ “Being a CMC has given my work some added credibility.” “Sets you apart from other consultants especially in meeting criteria during competitive bid process with federal government procurement.” Professional development/ courses “Continuing professional education.” “Professional development, both formal (e.g., classes) and informal (working with other consultants).” No value/ benefits “Currently, not many. The fees collected are not reflective of what I envision to have gained from being a member.” “Not a lot, frankly, for someone like me with an established practice and frankly too busy to participate in CMC events. For a younger practitioner, I think the networking and knowledge-sharing is valuable.” “Not many benefits at all. I get far better value from the Canadian Institute of Planners ay a lower annual fee.” “Not that many. There is no discernible competitive advantage to the CMC, unlike a law or accounting or human resources or even an ICD designation.” Advantage of designation/credential “Designation recognized by government for procurement.” “Limited to being able to use the FCMC designation. Otherwise no benefits.” “Internationally recognized designation.” “A reputable, well-known designation that demonstrates a commitment to the profession of consulting.” Networking/ link to other consultants “Professional networking opportunities.” “Networking with other management consultants .” Base: Members

13. To Improve the Value of the Membership Almost four in ten members want to see more awareness and a higher profile for CMC-Canada. Next most mentioned are better education programs and knowledge resources as long with more networking/local events. Q.What could CMC-Canada do to improve the value of the membership? Base: Members, n=502

14. Improvements | Verbatim Awareness/ profile of CMC/ advertising Better education programs/ knowledge resources “Perhaps more research and articles on best practices in the consulting industry would be helpful.” “Provide more learning opportunities, build out new knowledge areas for consultants, training events (one day workshop), webinars, white papers, networking events.” “More consistent professional development.” “Market insights and reports for CMC members only.” “More webinars, blogs, and events north of Downtown. I firmly believe if you host along 407 your attendance will increase.” “Coordinate more training with other professional organizations or institutions.” “Improve the 'prestige' of the designation. If my clients don't know or care about the designation - then I don't either.” “I work primarily with municipalities and I'm not sure they even know what the designation is. maybe some communication at that level”.” “Awareness campaign so potential buyers of services are aware of the value of a CMC. Advocate / lobby for use of CMCs for major government or even large private sector organizations.” “The CPA designation is widely known and has become a mandate for those practicing professional accounting. The CMC is a nice to have, not a need to have, how does the industry shift to making a CMC a need to have?” “Better marketing / increase marketing spend and awareness.” “Increase public profile as PMI has done with the PMP.” “Drive an effective branding / advertising campaign to raise the CMC profile with prospective clients.” “Build a stronger brand externally - promote expertise of CMC's - the "highest standard.” “Ensure those who hire consultants (both directly and at firms) have an awareness of and value the CMC designation as a positive differentiator amongst candidates.” More networking “Provide services in the SWO chapter, instead of nothing as has been the case for the past three years.” “Be more active on the local scene, Inform members more. I get much more info from the P.Ag system than from the CMC on issues concerning professionals and their operations. “ “Improve programming and events of local chapter and events.” “Identify a calendar of upcoming events in an email for the next 6 months with details behind the calendar as to time, topic, audience / target market and cost as well as speakers background.” Base: Members

15. Improvements | Verbatim Reorganize/ change CMC Reduce cost/ fees “Lower the price for single practitioners.” “Charge less in dues, or provide more incentives/savings that that makes the dues feel worth it.” “Lower fees more free PD opportunities; a better CPD tracking system. Look no further than PMI.” “We may have trouble finding enough services in a diverse industry to justify the rates currently charged.” “The organization and local chapters are not active. Do what ever other organizations do.” “Association hasn't changed much in years... Keep up, be forward looking...” “More involvement of members and keeping them up to speed on key topics and issues.” “The association has been trying to make numerous improvements for over 10 years with little progress in any area. Unfortunately, when we cannot even make significant improvements to our own association, how can clients expect us to help them. This is not a positive representation for the consulting industry. Web presence remains the single biggest opportunity for the association, and this presence should be client-facing.” More advocacy “Advocacy for CMC as preferred supplier; provide CPD and business opportunities- on emerging areas or practices; strong provincial chapters with events/ etc.; better website- looks dated.” “Continue to advocate the value of a CMC- Solidify the CMC as a mandatory or rated requirement for management consulting procurement.” “Exert more influence on changing outdated government contracting policies.” Improve the importance of designation “Better market CMC as a "requirement" in procurement.” “Make the CMC Designation important to client procurement - look at what PMI with the PMP has done.” “Promote the fact that certified members have a legislated right to title - non certified consultants don't have this right.” “To be more on par with the CPA in terms of rigour and recognition by external stakeholders as a professional designation.” Base: Members

16. Familiarity Most members feel at least somewhat familiar but only 33% feel very familiar. Q.How familiar are you with the activities and offerings of CMC-Canada? Base: Members, n=

17. Effectiveness Members think CMC-Canada is doing the most effective job at keeping the designation up to date and on protection of the public interest. Promotion of the designation is an area where CMC is viewed the weakest; only 5% think it is being done very effectively. Q.Based on your own experience, or anything you may have read or heard, how effective is CMC-Canada with regards to each of the following? Base: Members, n= 528

18. Importance Consistent with the open-end discussions, members think promotion of the designation is the most important activity for CMC-Canada followed by advocacy and providing leadership for the profession. Q.How important is it to you personally that CMC-Canada does each of the following? Base: Members, n= 524

19. Mapping Importance versus Delivering on Attributes Relatively speaking, the effectiveness and self-rated importance shows that promotion of the designation is in the lower right quadrant with advocacy and providing thought leadership as the next lowest performing areas. Advocacy is, however, considered the second most important issue for members. Very important, high performance Not important, high performance Not important, low performance Very important, low performance Base: Members

20. Mapping Stated versus Derived Importance Sometimes what people say is important does not explain their overall perception of the organization. This is the case for CMC-Canada. Promotion of the designation is the highest stated importance but it does not explain why members feel positively or negatively about it. Here, providing leadership for the profession and providing thought leadership in management consulting, are more important drivers. Not important, high stated importance Very important, high stated importance Not important, low stated importance Very important, low stated importance Base: Members

21. Effectiveness | Providing Member Benefits The two areas where there is the highest levels of perceived effectiveness are in providing opportunities to give back and in providing a high-quality designation and oversight that protects the public interest. Over 4 in 10 think CMC Canada is at least somewhat effective. Many are not sure if CMC is effective in these areas and on many issues there are more on the negative than positive side. For example, when it comes to providing access to tools and relevant information 39% say “not effective” compared with 18% who take the effective position. Q.Based on your own experience, or anything you may have read or heard, how effective is CMC-Canada with regards to each of the following? Base: Members, n= 511

22. Importance | Providing Member Benefits The number one important priority in terms of member benefits is providing a high-quality professional designation. After that there is a class of 5 types of benefits that focus on professional development and business help, including such things as helping me market my services (50% at least somewhat important). Although savings are not important to anyone, business savings are important to a third of members. Q.How important is it to you personally that CMC-Canada does each of the following? Base: Members, n= 509

23. Mapping Importance of Benefits vs Delivering on Attributes CMC-Canada is delivering a higher level of effectiveness on the most aspect more important for members; a high quality designation and professional oversight. Not important, high performance Very important, high performance Not important, low performance Very important, low performance Base: Members

24. Mapping Stated vs. Derived Importance of Benefits There is considerable alignment when it comes to member benefits between what members say is important and what is important for explaining their assessment of CMC-Canada. Not important, high stated importance Very important, high stated importance Not important, low stated importance Very important, low stated importance

25. Effectiveness | Certification Process Although most members think the certification process is effective, there are many who are not sure (though mostly this view is express by those who do not currently have the designation). There is room for improvement as between 16% and 22% hold a middle position and between 7% and 15% do not think CMC is being effective. Q.As it relates to the CMC certification process itself, how effective is CMC-Canada with regards to each of the following? Base: Members, n= 527

26. Effectiveness | Fair Assessment of Knowledge/ Experience Just under half of members think the process is effective at providing a fair assessment of knowledge and experience. Those with a CMC designation and those who have been members between 3 and 5 years are most likely to feel this way. 48% Years tenure with CMC Q.As it relates to the CMC certification process itself, how effective is CMC-Canada with regards to each of the following? Base: Members, n= 527

27. Effectiveness | Administering the Process in a Timely Manner Just under half of members think CMC-Canada is effective at administering the certification process in a timely manner. Those with a CMC designation and those who have been members between 3 and 5 years are most likely to feel this way. 47% Years tenure with CMC Q.As it relates to the CMC certification process itself, how effective is CMC-Canada with regards to each of the following? Base: Members, n= 527

28. Effectiveness | Explaining Various Paths to Certification Half of members think CMC-Canada is effective at explaining the paths to certification. Those with a CMC designation and those who have been members between 3 and 5 years are most likely to feel this way. 50% Years tenure with CMC Q.As it relates to the CMC certification process itself, how effective is CMC-Canada with regards to each of the following? Base: Members, n= 527

29. Effectiveness | Ensuring Compliance Half of members think CMC-Canada is effective at ensuring compliance with the continuing professional development requirement. Those with a CMC designation and those who have been members between 3 and 5 years are most likely to feel this way. 42% Years tenure with CMC Q.As it relates to the CMC certification process itself, how effective is CMC-Canada with regards to each of the following? Base: Members, n= 527

30. Agree Summary There is a fairly strong consensus among members that the designation is something that would be recommended for anyone entering or practicing the profession. The career benefits are not as widely accepted. While 69% agree that the membership has benefitted their career, only 25% feel strongly. Even fewer 31% somewhat or strongly agree that there is a relationship between the designation and salary. Q.To what extent do you agree with each of the following? Base: Members, n= 529

31. Recommend the Designation When Entering Eighty per cent of members somewhat or strongly agree that the designation is something that would be recommended for anyone entering the profession. Those with the designation are more likely to agree as are those with more than 2 years of CMC experience. 80% Years tenure with CMC Q.To what extent do you agree with each of the following? Base: Members, n= 529

32. Recommend the Designation for those Practicing Almost 8 in 10 members agree that the designation is something that would be recommended for someone practicing the profession. Those with the designation are more likely to agree as are those with more than 2 years of CMC experience. 79% Years tenure with CMC Q.To what extent do you agree with each of the following? Base: Members, n= 529

33. Positive Relationship Between CMC Designation & Salary About three in ten members somewhat or strongly agree that there is a relationship between the designation and salary. Those with the designation are only slightly more likely to feel that way. Those with only a little or those with a lot of CMC experience are more likely to agree. 31% Years tenure with CMC Q.To what extent do you agree with each of the following? Base: Members, n= 529

34. Membership has Benefitted my Career While 69% agree that the membership has benefitted their career, only 25% feel strongly. The overall agreement is higher among those with the designation and those with more experience as a member of CMC-Canada. 69% Q.To what extent do you agree with each of the following? Base: Members, n=529

35. Priorities Members agree wholeheartedly that CMC-Canada should prioritize both building a preference for a regulated management consulting practice along with the designation in public tendering process and for building employers’ awareness and support more generally. Q.To what extent do you agree with each of the following? Base: Members, n=507

36. Agree Summary The value of the CMC for members is captured in their belief that adherence to the Code of Professional Conduct, competence framework, common body of knowledge, and continuous learning would benefit all consultants. Members are not as likely to agree that the membership enhances their professional credibility or helps build stronger networks. Just under half somewhat or strongly agree that it provides them with more opportunity to practice. Q.To what extent do you agree with each of the following? Base: Members, n=507

37. Would Benefit All Consultants The value of the CMC for members is captured in their belief that adherence to the Code of Professional Conduct, competence framework, common body of knowledge, and continuous learning would benefit all consultants. 95% Q.To what extent do you agree with each of the following? Base: Members, n=507

38. Membership Enhances my Professional Credibility  Eighty-five per cent of members agree that the membership enhances their professional credibility but only 36% strongly agree. 85% Years tenure with CMC Q.To what extent do you agree with each of the following? Base: Members, n=507

39. Membership Helps Build Strong Professional Networks Only two in three members agree that the membership helps them build strong professional networks and only 18% strongly agree. 68% Years tenure with CMC Q.To what extent do you agree with each of the following? Base: Members, n=507

40. Membership Provides me More Opportunity to Practice Just under half somewhat or strongly agree that it provided them with more opportunity to practice their profession. Those with the designation are slightly more likely to feel this way. 51% Years tenure with CMC Q.To what extent do you agree with each of the following? Base: Members, n=507

41. Engagement with CMC-Canada Activities More than four in ten members did not attend a single activity in the past 12 months. A networking activity is the most likely type of activity attended. On average each person attends 1.1 activities per year. Q.Select all the activities CMC-Canada, its Institutes and Chapters may have offered that you participated in the past 12 months? Only check the ones in which you have participated in.

42. Reasons for Not Engaging with CMC-Canada Activities A lack of interest is a key reason for not engaging but a lack of offerings is also of importance for thought leadership, mentoring, and both personal and skills development programs. Q.IF DOES NOT ATTEND AT LEAST ONCE A YEAR] For each activity you did not participate in, why didn’t you participate? Select all that apply. Base: Members, n varies by activity

43. Interest in Activities Members have the most interest in thought leadership followed by professional networking and skills development programs. Q.Assuming they were available, either in-person or online, how interested would you be in participating in each of the following? Base: Members, n=505

44. Interest in Activities | Tenure with CMC-Canada While the overall ranking by tenure with CMC-Canada is similar, there are a couple noteworthy differences. First, clearly new members (up to 5 years experience) have more interest in all of the activities. That said, the differences are the smallest on thought leadership and conferences. Academic courses appeal to only the 2 or less group. Q.Assuming they were available, either in-person or online, how interested would you be in participating in each of the following? Base: Members, n=505

45. Mode of Delivery Preference Overall, neither in-person nor online is a preferred option as more than half of members would participate if it was offered both equally. Those with less experience are more likely to prefer in-person, which may reflect their higher interest in networking and gaining the advantage of meeting members. Q.If available, are you more likely to participate in an event if it was offered in-person or online?

46. Communication Preference Email is the clear number one preference for communication followed by website. Smartphone apps and text messaging can also be used effectively given that more than one in three put these in their top 3 preferred methods. Q.As CMC-Canada rolls out its programs, services and other initiatives to deliver a compelling value proposition for membership it is important that we can communicate effectively with you. Please rank the following ways that CMC-Canada could communicate with you from your most to least preferred.

47. Competing/Complementary Designations Six in ten members have only a CMC designation (and nothing else) while 14% have both a CMC and another designation. There are, many (14%) who have a designation other than CMC. The top designations that members have are PMP (10%), CPA (9%) and P.Eng (8%) Q.What other professional designations do you currently have? Please type none if you have no designations. Base: Members, n=555

48. Competing/Complementary Designations Employers pay for 19% of all CMC-Member memberships. Q.Who pays your CMC-Canada membership fees?  Base: Members, n=560

49. Lapsed Member Results

50. Key Insights • About one quarter of lapsed members are retired and so did not leave because of fundamental issues with CMC-Canada. • Perceptions – Although 26% of Lapsed members are positive (mean=6.1), among those who are not retired only 21% are positive. This is much lower than the 35% among members who are positive. • Main benefits – networking was the main benefit of a membership followed by the advantage of the designation but one quarter do not see any benefits/value. • Areas for improvement – More awareness and marketing of CMC-Canada and the designation followed by more networking and lower costs are the top mentioned areas for improvement. • Reasons for leaving (mentions) – The top mentions for lapsing are the cost (50%) and the fact that it is not required by clients (48%). In addition, many did not see the value of the designation (42%) and felt it did not help their practice (42%). Those who have not retired are even more likely to express these reasons. • Reasons for leaving (rated) – When asked to indicate the impact of different reasons for not renewing, cost and a lack of competitive advantage stand out. One thing that emerges particularly among non-retired lapsed members is the lack of a sense of belonging and lack of connections with other members. • Rejoining – One in five lapsed members is very likely to return if CMC-Canada was to address the factors that led to their decision. • CMC-Canada Attributes • Importance – promoting the designation and advocating on behalf of the profession are the most important things lapsed members say are important followed by thought leadership and leading the management consulting profession.