Lessons in Business Strategy Planning Aboriginal Entrepreneurs Conference O ttawa, 2011

1. Lessons in Business Strategy PlanningAboriginal Entrepreneurs ConferenceOttawa, 2011 Rodney Nelson M.A. C.Dir. CEO and Principal of Governance The Global Governance Group 613-422-1295 nelson@globalgovernancegroup.com Department of Canadian Studies Carleton University Anishinabe

2. Outline Strategic overview for business Planning and models Successes Aboriginal business and traditions

3. "More of our youth are taking an interest in business, which is good to see. It is important for them to approach business from an understanding of the teachings and a good knowledge of who they are as Aboriginal people." Elder Jim Albert Algonquin

5. Corporate Strategy The overall scope and direction of a corporation and the way in which its various business operations work together to achieve particular goals. (Business Dictionary, 2011) • Strategy is that which top management does that is of great importance to the organization. • Strategy refers to basic directional decisions, that is, to purposes and missions. • Strategy consists of the important actions necessary to realize these directions. • Strategy answers the question: What should the organization be doing? • Strategy answers the question: What are the ends we seek and how should we achieve them? • George Steiner, a professor of management, The California Management Review

6. Who needs strategy and why? • Any business large or small should have a strategic plan • Provides reassurance to investors • Clarifies operations to employees • Monitors performance • Reduces risks • Maintains vision Dr. Chris Bart, Degroot School of Business

8. Strategy/ Planning • Responsibility to the business and its investors • Align other strategies with the corporate strategy • Articulate activities • Measure the outcomes • Responsibility to the employees/ community

9. Strategy and The Board of Directors Canadian Securities Commission’s National Policy 58-201 — Corporate Governance Guidelines Board Mandate: “The Board should adopt a written mandate in which it explicitly acknowledges responsibility for the stewardship of the issuer, including responsibility for… (b) adopting a strategic planning process and approving, on at least an annual basis, a strategic plan which takes into account, among other things, the opportunities and risks of the business”

10. Questions a Board Should Ask • Is the strategy of the organization shared by all? • Does the strategy have or support the vision and mission? • Does the strategy contain the corporate values? • Has the organization been realigned to support the strategy? • Has there been a risk assessment of the plan? • Are there any monitoring mechanisms to evaluate the strategy in place?

11. Internal Factors • SWOT (strengths, weakness, opportunities and threats) in attaining the strategy • Customer satisfaction • Employee satisfaction • Recruitment, retention and release • Measurement for employee performance in relation to the strategy • Succession planning • Resistance to change

12. External Factors • Fiscal analysis and reality • Political, economic, technological and social factors that may impede the business • Customer market research • Benchmarking against the industry • Differentiation of product/ service analysis • Supplier chain and dependency • Growth/ demand analysis • Competitive analysis

13. Traditional Knowledge and Governance

14. Traditional guidance to strategy • Seven generations philosophy • Tipi teachings • Medicine wheel • Sacred fires teachings • Turtle Island legend • Legend of Sky Woman • Totem poles • Long house teachings Wilfred Peltier, Odawa Wikwemikong, Manitoulin Island In everything we do we must consider the impact on the next seven generations

15. Creator The People Land Plants Animals Children Family Community Elders Oral History Ancestors Traditions Spirituality Mother Earth

19. Corporate secret • Strategy is key to all these organizations • Vision, Mission and Values all play a role • Inclusive strategic session Secret

20. Hire new Market test resonator International Business Recognition Increase employee Satisfaction and retention Partnership with DMG Increase sales! Create conflict of interest policy Buy out competition 1) Red Works Ltd. 2) F.R.M. 3) Objex Buy new office space Visions to Actions Hire help! New people Expand to Toronto and Montreal markets reduce our overhead Get a point of sale system Reduce bad press! Find a new Supplier For ADMT fixer

21. Values Exercise

22. Strategic Planning Exercise

27. 20 Questions Directors Should Ask about... 20 Questions Directors Should Ask about Building a Board 20 Questions Directors Should Ask about Codes of Conduct 20 Questions Directors Should Ask about Crisis Management 20 Questions Directors Should Ask about Crown Corporation Governance 20 Questions Directors Should Ask about Director Compensation 20 Questions Directors Should Ask about Directors’ and Officers’ Liability Indemnification and Insurance 20 Questions Directors Should Ask about Executive Compensation 20 Questions Directors Should Ask about Governance Assessments 20 Questions Directors Should Ask about Internal Audit (2nd Edition) 20 Questions Directors Should Ask about IT 20 Questions Directors Should Ask about Management’s Discussion and Analysis 20 Questions Directors Should Ask about Risk (2nd Edition) 20 Questions Directors Should Ask about their Role in Pension Governance 20 Questions Directors Should Ask about Special Committees 20 Questions Directors Should Ask about Strategy (2nd Edition) 20 Questions Directors and Audit Committees Should Ask about IFRS Conversions

28. Chi-MiigwetchThank You Rodney Nelson M.A. C.Dir. CEO and Principal of Governance The Global Governance Group 613-422-1295 nelson@globalgovernancegroup.com Department of Canadian Studies Carleton University Anishinabe