Leadership Montréal = Leadership Montréal, 1 juin 1998, Anglais

90 .| I Leader vh ip Mm__- « " I *mtreal — Most of our activities are eligible under Bill 90.Look for this logo.Published by the Board of Trade of Metropolitan Montreal June 1998 Volume 1 number 5 EDITORIAL Montreal's ideal mayor - a portrait Editorial PARTNERS High technology: is there a lack of manpower?Montréal TechnoVi-sion elaborates * AGENDA Special detachable section t Index editorial partners .5 dossier+ forum .11 activity overview .13 agenda.15 ELECTRONIC COMMERCE BUSINESS-TO-BUSINESS PIPE DREAM OR REALITY?¦ \ 3" V', W v.¦ by Joëlle Ganguillet Hlectronic commerce: two words that are on every- days.According to some, this is the year electronic commerce will come into its own.But is this really the case?Are businesses adopting this new technology?Consulting firms offer differing opinions.With the emergence of new technologies and the popularity of the Internet, the intranet, and the most recent arrival - the extranet - the stage seems to be set for the rapid expansion of electronic commerce and, more specifically, inter-company commerce.But it’s always wise to look before you leap, and an effective electronic commerce strategy is based first and foremost on an effective business strategy.What exactly is electronic commerce?In simple terms, electronic commerce involves the exchange of business information by means of computers.Just a few years ago, electronic commerce meant electronic data interchange (EDI)-see EDI box on page 11.A new beginning “With the proliferation of new technologies and, in particular, the development of the Internet - a public, universally accessible tool - EDI is no longer the only game in town as far as electronic commerce is concerned,” notes Dominique Levesque, president and general manager of the Electronic Commerce Institute.Electronic commerce integrates many technologies including EDI, bar codes, imaging, smart cards, the Internet, intranets, and extranets.“Electronic commerce should be viewed as a lever for the economic development of businesses, and Quebec lags behind the rest of Canada and the United States in this regard.According to the Electronic Commerce Research Project, 70% of Manitoba and Ontario companies use at least one electronic commerce technology, compared to only 35% in Quebec.” The mission of the Electronic Commerce Institute, which was created in 1990 by the Board of Trade of Metropolitan Montreal, is to promote the use of electronic commerce by Quebec companies.“If they are to reap the benefits of the new electronic market - a market that is developing at an exponential rate -Quebec companies must climb aboard the electronic commerce bandwagon.According to a U.S.study carried out by the International Data Corporation in December 1997, Continued on page 3 MONTREAL SAVOIR-FAIRE TAKES THE WORLD MANAGEMENT CONSULTANTS HELP MAKE SENSE OF OUR GLOBAL, EVER-CHANGING WORLD OF BUSINESS by Eileen Murphy | he terms re-engineering, strategic planning and change management are music to the ears of management consultants.These white-shirted individuals behind their studies, plans, advice and guidance are grinning as they are part of a booming industry.In this global, technological world of change, we are most definitely playing their song.Though very little data is found concerning this sector, we do know that, according to Industry Canada, in 1995 more than 20,000 consultants were working in the field with estimated revenues of between $2.3 and $3 billion.And growth is expected to increase by 10% each year until the year 2001.At which point revenues could climb to $5 billion.This sector is being driven by an invisible hand of sorts.That of the push for companies to adapt to the changing ways of the multi-faceted marketplace.The ability to change individual’s behavior to maximize human performance is the ticket.Tomorrows leaders are those who can help maxi- mize the full potential of their employees’ talents in order to create value through a high-performance organization.Montreal, as compared to most other major world cities, has an extremely low cost of living.Half of consultants fees are based on salary and salary mlljijiis 30 }0 .•>$ «won#* is greatly effected by the cost of living.“In number terms, the average American MBA graduate with two years experience can pull in a salary of anywhere between US$160,000 to $200,000.In Canada that same person would earn US$80,000,” explains Raoul Elias, president of Isogroup.In other words, we are half price of American consultants.More MBA students have entered this field than any other industry.The principal areas of practice are information technology, human resources, operations and corporate strategy.Corporate strategy being the sector that collects the most consulting revenues on a per consultant basis.Continued on page 3 Leadership Montréal June 1998 MAJOR PARTNERS OF THE GREATER MONTREAL LEADERSHIP NETWORK Unite our forces for the growth of Greater Montreal! Leaders join Leaders! ADVERTISEMENT COURTESY OF LEVESQUE BEAUBIEN GEOFFRION INC.MAJOR PARTNER OF THE BOARD OF TRADE OF METROPOLITAN MONTREAL Chambre de commerce du Montréal métropolitain Board of Trade of Metropolitan Montreal rra&m-'- H JL*s •'SL.^ W \ T C MONTREAL ABB • Aéroports de Montréal • “*Agropur • Air Canada • Alcan • *APG Solution & technologie • Arthur Andersen & Cie - Andersen Conseil • Astra Pharma inc.• Autostock inc.• Avon Canada Inc.• AXA Assurances inc.• Banque CIBC • Banque de développement du Canada - Siège social • Banque de Montréal • Banque Laurentienne du Canada • Banque Nationale du Canada • Banque Royale du Canada • Banque Scotia • Banque Toronto-Dominion • Bayer inc.• Bell Canada • *Biochem Pharma inc.• Bombardier inc.• Brasseries Molson (Les) • Breuvage Pepsi-Cola Canada • “"Bristol-Myers Squibb Groupe Pharmaceutique • “"Byers Casgrain • “"Coopers & Lybrand Laliberté Lanctôt • Cabinet de relations publiques National inc.(Le) • “"GÂE Electronics Ltd «Caisse centrale Desjardins • Caisse de dépôt et placement du Québec • Camco inc.• Canadien National • Canadien Pacifique • Caron Bélanger Ernst & Young • Cascades inc.• Celanese Canada inc.• CGI • Ciment St-Laurent • Cogeco • Commission des écoles catholiques de Montréal « Compagnie d’assurances Standard Life (La) • Compagnie d’assurances Belair - Assurances générales • Culinar inc.• Dale-Parizeau L.M.• Deloitte & Touche groupe conseil • Desjardins Dueharme Stein Monast • Dessau inc.• Domtar inc.• Donohue inc.• École des Hautes Études Commerciales (HEC) • “"Ericsson Communications Inc.• Fédération des caisses populaires Desjardins de Montréal et de l’Ouest-du-Québec • Fednav ltée • Fiducie Desjardins • Gaz Métropolitain • “"Glaxo Wellcome inc.“"Groupe conseil AON inc.• Groupe conseil DMR inc.• Groupe de sociétés Westcliff - développement immobilier • Groupe SNC-Lavalin inc.• Hydro Québec • IBM Canada ltée • Imperial Tobacco ltée • Industrielle-Alliance Cie d’assurances sur la vie • Journal de Montréal • KPMG • Kruger ine.• La Great-West, compagnie d’assurance-vie • “"Le Groupe Coscient inc.• “"Le Groupe Jean Coutu (PJG) inc.• “"Le Groupe LGS • Le Groupe Mallette Maheu • “"Le Groupe Rona Dismat • Le Groupe Vidéotron ltée • “"Les Restaurants McDonald’s du Canada Ltée • Lévesque Beaubien Geoffrion inc.• London Life • Loto-Québec • Marchands en alimentation Agora • Martineau Walker • McCarthy Tétrault • McGill University • Médis Services pharmaceutiques et de santé inc.• Meloche Monnex inc.• Merck Frosst Canada inc.• Merrill Lynch • Métallurgie Noranda - Affinerie CCR • Métro Richelieu inc.• Montréal Trust • Nesbitt Bums • Newcourt Credit Group • Nortel • “"Novartis Pharma • Ouimet Cordon Bleu inc.• Petro-Canada • “"Pfizer Canada • Power Corporation du Canada •Price Waterhouse • Produits forestiers Alliance ine.• Provigo ine.• Quebecor inc.• Raymond, Chabot, Martin, Paré • RBC Dominion valeurs mobilières inc.• Régie des installations olympiques • Réno-Dépôt inc.• Samson Bélair/Deloitte & Touche • Scotia McLeod ine.• SIDBEC-DOSCO (ISPAT) inc.• *SHL Systemhouse • SITQ immobilier • Société canadienne des postes • Société conseil Mercer ltée • “"Société Cossette communications marketing • Société de développement industriel du Québec • Société de transport de la C.U.M.• Société des alcools du Québec • Société du Palais des congrès de Montréal • Société générale de financement du Québec • Sucre Lan-tic ltée • Sun Life du Canada, Compagnie d’assurance-vie • Télé-Métropole inc.• Téléglobe Canada inc.• The Gazette • UAP inc.• Université Concordia • Université de Montréal • Université du Québec à Montréal • Ville de Montréal - Serv ice du développement économique • Westbume inc."WELCOME TO THE MAJOR PARTNERS CIRCLE BECOME A MAJOR PARTNER CALL US AT 871-4000, EXT.4067 Published by: Chambre de commerce du Montréal métropolitain Board of Trade of Metropolitan Montreal 5 Place Ville Marie Plaza level, suite 12500 Montreal, Quebec, H3B 4Y2 Tel.: (514) 871-4000 Fax: (514) 871-1255 Web site: www.btmm.qc.ca President André D.Godbout Editor-in-chief Françoy Roberge Managing editor Manon Gravel Editorial assistant Eileen Murphy Production and advertising assistant Nicole Poisson Publicity Johanne Gagné Design and production Communication SRVA international inc.Printer Imprimeries Transcontinental inc./ Division Transmag Subscription fee $25 (10 issues) + tax ISSN 1480-4638 Legal deposit National Library of Quebec National Library of Canada Continued from page 1 Management consultants Does size matter?Consultants can be found in the big accounting firms like Deloitte & Touche, Price Waterhouse, KPMG, Coopers & Lybrand, Ernst & Young and Arthur Andersen as well as American-based consulting firms like McKinsey, the Boston Consulting Group, Bain & Company and Booz Allen and Hamilton.Then there are Montreal-based consulting firms like Isogroup and SECOR.The thirty larger firms in Canada, having fifty or more consultants, account for 61% of the industry' revenues amounting to over $15 million each.Medium-sized firms, with between 10 and 49 employees, see between $1 and $15 million in revenues.And finally, the less than nine consultants firm-size category, reaches average annual profits of $1 million.The smaller-sized firms, according to a 1995 survey by the Institute of Certified Management Consultants of Canada (ICMCC), are growing at a rapid pace.These smaller boutiques respond to niche markets.Contracts with smaller firms usually provide goods and services for $25,000 or less whereas in the larger firms, average contracts are for $100,000.I Raoul Elias President of Isogroup Continued from page 1 Electronic commerce business transactions on the Internet will total $227 billion by the year 2000.Busi-ness-to-business transactions will account for 80% of this amount, with only 20% related to consumer purchases,” explains Levesque.She adds that despite the popular misconception that people are lined up on the Internet to buy products, it is companies that are becoming more and more aware of the enormous benefits to be reaped by using the Internet to facilitate business transactions and improve business procedures.Partial implementation A recent study of how technologies are used in Canada’s service sector revealed that only 41% of sendee companies use one or more electronic commerce technologies, and the rate of use by companies is directly proportional to their size.When asked why they hesitate to adopt electronic commerce technologies, 65% of companies surveyed report that cost is the major dissuading factor.At the top of the list of reported benefits is a reduction in the number of data entry errors.Importance of High cost of technology Lock of knowledge regarding the ose of the technology offered Uncertainty about the advantages Insufficient number of trading partners which currently use electronic commerce Legal and safety concerns Insufficient number of competent workers to justify using electronic commerce Technology that is too complicated the factors which can delay the implementation of electronic commerce (%, Canadain companies) 0 10 20 30 40 50 60 70 A broad business-support network 65 18 Li 56 56 20 22 47 ?Source: Industry Conoda, 1997 Important, Very important Not important In Quebec, there are a host of suppliers serving the needs of businesses adopting electronic commerce technologies.These include computer experts that develop conversion and application software, network operators, financial institutions -partners in the electronic transfer of funds - and consulting firms.Larochelle Gratton is a Montreal consulting firm with 125 employees; it specializes in the development of computer systems and the integration of technologies.“Our clientele is composed largely of major corporations such as Gaz métropolitain, Lévesque Beaubien Geof-frion, and the Montreal Urban Community,” explains Pierre Miron, vice-president, finance.Miron adds that electronic commerce can be used at two levels - for consumer purchases or for inter-company transactions.For business-to-business transactions, he favours conventional EDI technology.“A good example is the securities industry.We set up the entire network for Lévesque Beaubien Geoffrion -a network that allows users to buy and sell shares with no intermediary.These transactions are processed according to a very strict protocol, and EDI technology is thus highly suitable,” he says.Conventional EDI using VAN networks has its advantages, according to Miron.The Internet is not completely reliable.It cannot always be accessed quickly and may not transmit documents as rapidly as desired.“VAN’s are extensive networks with larger band-widths making it possible to transmit a large volume of transactions simultaneously.The Internet may not be able to handle such large volumes.Companies continue to invest in EDI technology because it operates on a private network with a high level of security,” he adds.Continued on page 11 Isogroup of Montreal is one such specialized firm that has grown internationally.Since its 1975 roots, it has opened offices in New York, Paris, London and Heidelberg.Its niche is in the pharmaceutical industry with strategic planning accounting for 88% of its business.Strategy meaning knowing where you are going over the long term.“At Isogroup we take the whole team and bring up the level of strategic thinking,” explains Raoul Elias, president of the firm.How do companies know when they need help?According to Elias, there are two main triggers.“When a new CEO comes into a company, they need to build a team and structure information to make decisions.Consultants act as external catalysts by challenging and advising them.” Elias provides a formula of three-day sessions outside the office environment.These sessions deal with understanding the problems, developing strategies and creating an action plan.Then from that information gathering, a document, the strategic plan, is produced.The second most common reason for soliciting the services of a consultant is that a company realizes that it is not doing as well as its competition.“Companies ask themselves where they are going and how they are going to get there.If they do not know where they “When a new CEO comes into a company, they need to build a team and structure information to make decisions.Consultants act as external catalysts by challenging and advising them,” explains Raoul Elias, president of Isogroup.are going, they can easily be left behind,’’says Elias.But as companies are running on a far leaner corporate structure than before, they periodically need help in dealing with what downsizing has done to their Lili de Grandpré Vice-president of Mercer Management Consulting company.“Downsizing has a short-term focus.You cannot shrink yourself to greatness or mortgage your future,” stresses Lili de Grandpré, vice-president, Mercer Management Consulting.The Montreal office of Mercer was opened in 1995 and has grown from a staff of five to twelve.“When you are too close to a situation, it helps to get an outside, objective opinion,” says de Grandpré.Downsizing has a short term focus.You cannot shrink yourself to greatness or mortgage your future,” stresses Lili de Grandpré, vice-president, Mercer Management Consulting.Continued on page 7 «PHSgilljl • MONTREAL •LAVAL • TROIS-RIVIÈRES • QUEBEC CITY Office space for rent from 300 ft2 to 55,000 ft2 Contact us at (514) 662-1600 INDUSTRIAL ALLIANCE LIFE INSURANCE COMPANY Leadership Montréal 3 June 1998 editorial MONTREAL'S NEXT MAYOR Wanted: a strong, exacting manager who will improve the city's administration and finances - beware of costly projects and expensive "visions" Montreal’s municipal election will be held in November 1998.From all appearances, however, the political gambits that will determine the name of the person who will become the next mayor of Quebec’s largest city are being played out right now.Remember - this is the elected position requiring the largest direct democratic support, in terms of votes and voters, in Quebec.This election is critical to Quebec and the metropolitan area.For the sake of our city’s future and the quality of our democracy, it is hoped that the next mayor will enjoy strong public support and enough backing in city council to present strong positions to the provincial government.We know very well that Greater Montreal, with 47% of the province’s total population, accounts for almost 54% of its production (GDP) and more than 80% of its high-tech industries.Yet Montrealers, who produce 54% of Quebec’s gross domestic product, are represented by only 38% of seats in the national assembly (compared to 47% for Ottawa).Under-represented and under-equipped with regard to the provincial capital, the metropolis must be given more political clout.This will inevitably mean reinforcing the City of Montreal, which is home to one third of the region’s inhabitants and one out of every seven Quebecers.Montreal therefore needs a strong mayor who, once elected, will be able to generate broad consensus surrounding his government.Our priorities: a realistic vision, stringent management, a lighter tax burden The next mayor of Montreal must possess and skilfully communicate a realistic image of his or her role and a clear, stimulating vision of the metropolis as it will look in the year 2000 - in just two years! But vision does not mean revolution.In the current situation, costly changes would be inadvisable.Above all, the next mayor must ensure that public services are improved and delivered at the lowest cost possible.Of course, Montreal is a city on the move.In three years, projects such as the expansion of the Montréal convention centre, the development of the international city, the building of the new YMGA, the renovation of St.Catherine Street, the creation of the “super library,” and the restoration of the Lachine Canal will have changed the face of our downtown core.In addition, the new economy is flourishing here and dozens of high-tech companies are founded every year.The mayor of Montreal must highlight these positive changes, energize Montrealers, and foster renewed confidence in our city.For its part, the municipal government must promote economic development through an open attitude and a competitive tax system.We need a mayor who will generate domestic and international trade and thus reconstitute the city’s tax base, which has been seriously eroded in recent years.To lighten the tax burden and provide improved services at a lower cost, the next mayor of Montreal must support economic growth and, above all, manage the city with an iron hand.He must work ceaselessly and without granting political concessions to carry out the administrative reorganization that is incumbent upon the city’s top public official and his team, in close cooperation with the executive.He must also deal firmly with Quebec City, the city’s primary external fund provider, and conclude the fiscal pact that government after government has promised and then placed on hold for yet another year.He must study every possible opportunity to provide municipal services in conjunction with other cities in the MUG and the metropolitan area.In its on-going efforts to save money and improve efficiency, Montreal should also continue to explore and implement partnerships with private companies.Let us remember that such partnerships are possible and are not opposed by unions as long as they are consulted and included in the implementation process.Finally, our next mayor should be capable of promoting a truly metropolitan vision of Montreal - a vision that will be supported by all citizens and elected officials.To this end, he must first prove that he can effectively manage his own city, thereby demonstrating to other municipalities in the region and on the Island of Montreal that our city can be a solid, reliable partner with which to build a more integrated metropolitan region.What Montreal needs, in short, is not a charismatic, grandiloquent mayor but a serious, pragmatic, and determined leader who will manage the city with the concrete interests of its taxpayers in mind.On this foundation, we can work together to build not only a more dynamic city but also a vibrant metropolitan spirit.André D.Godbout President column AN ON-RAMP TO THE INFORMATION HIGHWAY Putting Info Entrepreneurs to work for you Information is power; time is money; and we’re moving from the industrial to the information age.Flow many of these expressions or “paradigms” form part of your daily life?How many of them truly apply to your business environment?In large and medium-sized companies, resources are often earmarked for information retrieval, enabling managers to make enlightened decisions quickly and effectively.Self-employed workers, micro-businesses, and small companies are in a very different position.And yet.• Thanks to the Internet and CD-ROM data storage, information about an incredibly wide range of subjects is now easily available.You can be sure that if information is not found on a given topic, it is either confidential or non-existent.• Access to information is almost universal.If, for some reason, you can’t use the information in your field, someone else will use it to their advantage.• The challenge is to find the information you need when you need it.The Info Entrepreneurs information centre was founded in 1994 to provide information to businesspeople about government programs and services.Its library has always been open to users.At first this library was of a traditional nature, but in the last year, we have added a more “virtual” component, with computerized work stations, Internet access, and CD-ROM data bases - all available free of charge.In addition, we are now offering the services of our most valuable resource - our employees - in a whole new way.You can now ask our researchers to cruise the information highway in your place and find the information you need - if it exists - on your behalf.While this service is not free, it gives you access to specialized business resources without taking time and energy away from your business.Do you want to learn more about recent developments in your field?Do you need to prepare an export plan or locate potential partners?These are all areas in which we can help you find important information that can be adapted to your specific needs.Under these conditions, it is perhaps true to say that information is power, time is money, and we are moving from the industrial to the information age.¦ You can reach the Info Entrepreneurs doeuinentation centre at (514) 496-4636 or at 1-800-322-INFO FORUM ON SOCIAL DEVELOPMENT The Board of Trade: ambassador for the business community By Martine Plaziac In early 1997, the Conseil de la santé et du bien-être invited every Quebec region to undertake an in-depth analysis of the following question: With regard to changing social values, social development, the political and economic context, and the evolving job market, what kind of society do we want to live in?This led to the launching of an exhaustive inquiry into social development in Quebec.On the Island of Montreal, this inquiry, organized by the Conseil régional de développement de l’île de Montréal, involved the participation of numerous players in various fields.The forum on social development took place in four stages: - a discussion of the themes proposed by the Conseil de la santé et du bien-être social: poverty, basic needs, integration, and social participation; - the holding of 17 local forums throughout the Island of Montreal; - the sharing of a communal vision of social development by more than 200 people representing various organizations on December 5, 1997; - Discussion and agreement on 8 major issues and 41 objectives by all of the above representatives on April 3 and 4, 1998.Finally, the Conseil de la santé et du bien-être organized a provincial forum on social development in Quebec City on April 26, 27, and 28.Delegates representing every sector and every region (including 104 representatives from the Island of Montreal) were invited to attend this forum and discuss overall issues and objectives with the other regions.The challenge now faced by Island representatives is to agree upon an action plan to implement the strategic plan for social development.Representatives of the public and private sectors (community, labour, and municipal), local forums, government departments, and other organizations belonging to the Conseil régional de développement de File de Montréal (CRDIM) have agreed on the importance of the following issues: • Promotion of synergy and democracy at the local level; • Acknowledgement of and support for the community sector; • The reaffirmation and fulfilment of the major role played by government in ensuring that the basic rights of the individual are respected; • Sustaining and developing employment in the region; • Coordination of social and economic development; • Promotion of accessible, high-quality education and training by means of appropriate administrative and teaching practices; • Taking into account the unique role of Montreal as central city that welcomes and integrates newcomers; • Improvement of the health and wellbeing of all Montrealers.¦ Leadership Montréal 4 June 1998 partners MONTRÉAL TECHNOVISION WILL WORK WITH THE INDUSTRY TO REDUCE THE SHORTAGE OF QUALIFIED WORKERS IN HIGH TECH SECTORS Many people in the industry, professional associations and various ministries responsible for the industry are sounding the alarm with respect to the shortage of specialized workers in high tech sectors.A recent study by the U.S.Department of Commerce on the information technology shortage made the front page of many newspapers.Comparable studies have been published in Europe.Recently, an ADRIQ symposium in Montreal, in which Montréal Techno-Vision took part, reported the same concerns and also highlighted the stagnation or a very weak number of registrations and graduates in the scientific fields of study, which does not augur well for the future.The governors of MTI in the biophar-maceutical and information technology sectors harbour the same fears.During recent meetings, many of them indicated that these shortage problems were more and more pressing and were beginning to have negative effects on their company’s development outlook in the Montreal area, such as extending and relocating investments.They asked MTI to come up with proposals which could lead to concrete solutions, starting with the biopharmaceutical sector, where mobilization around MTI is the most advanced.However, the task is far from easy.Seemingly simple to formulate, these worker shortage matters are, in fact, among the most difficult to define in an operational manner.In November 1996, a document published by Human Resources Canada, which should know a few things about the issue, concluded that “even if we complain often and forcefully about the shortage of qualified workers, we have little definite and dependable information on the current and future imbalance in various professional markets.At the present time, we simply do not know whether the shortage of qualified workers on the job market constitutes a serious problem in Canada.”-*- Shortages have a strong cyclical component; therefore, it is difficult to pinpoint the structural problems which, individually, require specific measures.Furthermore, only those companies where such difficulties might imply a slow-down or loss of production, an increase in overtime or an increase in the wage rate can be considered in a shortage situation, a situation which needs specific intervention.Surveys reveal that fewer than 10 % of companies which assert that they have experienced recruiting difficulties reported such situations.Finally, these shortages must be analyzed subtly, at the specialty level.The specialties which are in strongest demand change rapidly.Canada is not the only country having difficulty pinpointing the problem.The General Accounting Office has reviewed the above-mentioned Department of Commerce report and concluded that “In summary, Commerce’s report has serious analytical and methodological weaknesses that undermine the credibility of its conclusion that a shortage of IT workers exists.The report appears to appropriately establish that the demand for IT workers is expected to grow, but it does not adequately describe the likely supply of IT workers.As a result, rather than Montréal TechnoVision inc.supporting its conclusion that a shortage of IT workers exists, the data and analysis support the report’s observation that more needs to be known about the supply and demand for IT workers.” Taking the mandate given to it by the governors seriously, while avoiding the pitfalls, Montréal TechnoVision is ready to work closely with the governors and the industry, on the one hand, and with universities and individuals in charge of the strategic workers issue on the other hand, in order to pinpoint the dynamics of the supply and demand for specialized workers in these sectors and come up with new ideas which would allow all parties to work together to find concrete solutions.¦ d R-Roy, H.Hanson and C.Lavoie, Lack qf qualified manpower in Canada: elementary' notions, November 1996, p.60) THE BACK TO SCHOOL PROGRAM: SECOND YEAR SEES OVER 50% GROWTH by Martine Plaziac The Back to School program, which was held this year from March 31 to April 24, was enthusiastically received by businesspeople.By discussing their life experience and personal growth, businesspeople, some of them dropouts who went back to school, encourage young people to stay in school.Finally, the program allows these professionals to develop closer relationships with the school environment.For the second consecutive year, the Board of Trade has launched this program to motivate its members, and it has been a major success.The results speak for themselves: 298 business people met 334 classes, i.e., 11,000 grade nine, ten and eleven students in 50 French schools and 20 English schools in the metropolitan area.Among the participants, there were 98 women, a total of 33% compared to 31% with respect to the Board of Trade’s membership.The fact that over 400 business-people registered was one of the main reasons for the program’s success and shows their concrete implication in the community.The communications campaign In association with the Board of Trade, Gossette Communications put together a communications campaign based on the theme Gan you read between the lines?Published in La Presse, Le Devoir and The Gazette and broadcast on television on the TVA network, the campaign obtained significant visibility.Like last year, a telephone card was given to the students by the visiting businesspeople.This card, with two free calls, contains the telephone numbers of two organizations - the Centre de décrochage scolaire and Tel-jeunes, a hot-line for young people aged 5 to 20.This card was much appreciated by the young people.How students benefit This year, Mr.Sylvain Larose, national sales director, GCM-Sport Maska inc., took part in the Back to School program for the first time, after hearing about it through a friend.Following a visit of the Sésame school on the South shore, Mr.Larose decided to invite the students to visit his company’s hockey skate and roller-hockey skate plant in Saint-Jean-sur-Richelieu.In addition, CGM-Sport Maska will offer summer training sessions at its plant: two related to skate and protective equipment production and a third, to office work.“For these youngsters, this first job gives them self-confidence.Afterwards, they can say that they have some work experience.This is a welcome change from being turned down for jobs, and students see this training as a first chance”, declared Mr.Larose.Innovation in Program 98 comes from the businesspeople’s desire to go further, to get more involved with schools and young people.This is why the Board of Trade asked businesspeople to inform it of any concrete results following their presentations.If you are pursuing a relationship between the school and your company, or if you are currently developing a rapport with a particular class, please contact the Board of Trade, so that we may draw up a list of these partnerships that is as complete as possible.The Board of Trade wishes to thank Mr.Serge Tremblay, chairman of the event’s organizing committee, all the committee members for their dedication and all of the sponsors for their support: Bell Canada, Gossette Communication - Marketing, Human Resources Canada, École Calixa Lavallée (Montreal Catholic School Board), Fonds Ville-Marie, Health Canada and Xerox Canada Ltd.¦ BACK TO SCHOOL PROGRAM Quantitative results RESULTS 1997 1998 Number of registrations 320 403 Businesspeople who met at least one class 179 298 Number of groups of students 204 334 Number of students met 7,000 11,000 (I’m going to drop out.) (I’m worthless.) Read between the lines What if talking out could prevent dropping out ?>*(= fe Chambre de commerce w du Montréal métropolitain Board of Trade of Metropolitan Montreal Leadership Montréal 5 June 1998 partners A DAY OF EXCHANGE ON ELECTRONIC COMMERCE INSTITUT DU COMMERCE ÉLECTRONIQUE —OBI I COMMERCE INSTITUEE Some seventy participants, ranging from end users and suppliers as well as government and industry representatives attended the April 29 electronic commerce “study day”.This one-day affair focused on the main issues that surround this fast-growing industry.The ministère de la Culture et de Communications, the ministère de l’Industrie, du Commerce, de la Science et de la Technologie, in collaboration with the Electronic Commerce Institute of Quebec organized this study day whereby ideas were exchanged on how the industry can further facilitate the development of electronic commerce within companies.Lyne Bouchard, senior counsellor with the LGS Group Inc.started off the days events with a reality check.“I imagine that for many of you a study day on electronic commerce may seem strange.After all, we often have the impression that the entire world is utilizing electronic commerce.Internet here - Internet there.One would be embarrassed not to have E-mail.But reality tells another story.We are soon to be in the year 2000 and the number of companies using EDI has plateaued over the last several years,” explained Bouchard.Surveys tell us that about 30-35% of Quebecers have Internet access.And most people do not want to provide their credit card number via the Internet.Dominique Levesque, president and general manager of the Electronic Institute of Quebec, reinforced the importance of the implementation of this industry in her welcoming speech.“Electronic commerce is not merely a fashion or a luxury.It is a deep mutation in the way we exchange and do business.And for Quebec companies the stakes are high.Electronic commerce promises substantial growth”.Also, Levesque went on to say, “our government has reaffirmed its desire to develop electronic commerce by their positions taken as June 1998 Training program 2 (a.m.) Le CE : Une réalité du monde des affaires 2 (p.m.) Introduction x l’EDI 3 Implantation de l’EDI 9 Aspects techniques I : Norme X12 et réagencement 10 - 11 Aspects techniques II : Composantes et intégration aux systèmes d’information de gestion 16 (a.m.) Implantation de l’EDI financier 16 (p.m.) Implantation du préavis de livraison (856) 17 (a.m.) EDI, Internet et Extranet 17 (p.m.) Implantation de l’EDI sur Internet 18 (a.m.) Introduction à la norme EDIFACT For information: (514) 288-3736 June program offered only in French well as by being end users of electronic commerce.Where ideas grow Four workshops were held on the topics of: electronic interchange security; business practices and techno-watch; sensitizing, training and follow-up to ensure prompt implementation of electronic commerce; and marketing, internationalization and competition.During these workshops a series of questions were addressed.Questions that put to task the entire being of the industry.The how’s, the why’s, the what’s, the when’s and the who’s of each and every corner of the industry.Workshop discussions included: how to harmonize all initiatives, the evolution of standardization, how to promote the sector, how to target clientele, the role that organizations government and associations play, how to broaden the awareness of small- and medium-sized companies (SMBs) and so on.Stemming from these discussions came some concrete conclusions.The need to: form discussion groups, identify and develop commercial practices, place the focus on sensitization and providing ways in which to help SMBs.Adélard Guillemette, Assistant Deputy Minister, Communications and the Information Highway at the ministère de la Culture et des Communications, wrapped-up the days events with a speech focussing on the deployment of electronic commerce within Quebec companies and the role of the Quebec government.There are two conditions that must be met for electronic commerce to be used by a great many companies.First, we have to increase the computer environment knowhow of SMBs.And secondly, companies must have staff competent not only in techni- cal and computer operations but as well as other areas like marketing, sales and clients services.In order to meet the challenges of continuing to propel this industry, the role of the Electronic Commerce Institute was confirmed.The ministère de l’Industrie, du Commerce, de la Science et de la Technologie will take the appropriate steps in ensuring that the Electronic Commerce Institute becomes the core network in the promotion and deployment of electronic commerce within Quebec companies.Therefore, the Institute’s mission is to offer a variety of services that will lead to “better practices” and commercial success, continuing education as well as a directory of regulations and consulting services, providing help and training for business-people especially SMBs and economic agents.¦ ACNeilsen Canada’s vice-president, interactive services, Randy Carr spoke, during the luncheon, about electronic commerce in Quebec based on their fall 1997 Internet survey.In Quebec, 26% of the population uses the Internet of which 14% is used at home, 8% at work, 6% at school and 7% elsewhere.Regarding frequency, 40% are casual users (less often than weekly) , 31% are heavy (daily access) and 29% are frequent (at least weekly access).Ten percent of Quebec Internet users have made a purchase on the Internet as compared to 13% in Canada and 17% in the United States.And in Quebec, of that 10%, 82% would most probably make an electronic purchase again.Regarding credit card payment over the Internet, 60% of Canadian users are very concerned.For more information on the survey, consult their Web site at www.acnielsen.ca/survey.Trade missions with FINANCIAL INSTITUTIONS: COMBINATION! 7/' I C < MONTREAL By Marie Galibois What do the Centre hospitalier de l’Université de Montréal and SECOR have in common?They were 2 of the 19 participants to the trade mission organized by the World Trade Centre Montréal (WTCM) and Team Canada for the health sector.The trade mission was held at the World Bank (WB) and the Inter-American Development Bank (IADB) in Washington from April 1 to 3, 1998.The mission followed a recommendation in the Rapport sur l’industrie de la santé dans la région métropolitaine de Montréal, filed on August 19, 1997, by the Comité sur l’industrie de la santé.The committee, chaired by Hélène Desmarais, president of the Centre d’entreprises et d’innovation de Montréal, highlighted that the health sector’s development in the metropolitan Montreal area should place more emphasis on international development, particularly as regards International Financial Institutions (IFIs).The committee also recommended maximum collaboration between the health sector and the private sector in order to facilitate the export of our management expertise in this leading sector.This recommendation led to three major objectives for the WTCM and Team Canada in their organization of the mission: 1.To introduce participants to the workings of IFIs; 2.To explain to participants the potential and corporate culture of IFIs; 3.To make participants aware of the importance of vertical integration and information flow between various interveners in the health sector.In order to reach these objectives, the WTCM and Team Canada oriented their efforts to encourage the best possible synergy between the participants from the private, institutional and public sectors by opting for a flexible organization, which is attentive to participants’ needs.This three-day trade mission at the WB and IADB was, without question, a success, as related by two participants: “SECOR benefited greatly from the trade mission organized by the World Trade Centre Montréal at the World Bank and the Inter-American Development Bank.The mission helped SECOR expand its network of contacts and speed up certain matters at the World Bank.“From our point of view, the mission was a success, because of: the organization’s flexibility and the close collaboration between the World Trade Centre’s personnel and Industry Canada-which helped modulate the mission according to participants’ specific needs the com- position of the mission, along with the participation of representatives mostly from the greater metropolitan area-which stimulated discussions among participants and encouraged the emergence of constructive synergy between partners in the health sector.“In many respects, this is a winning combination, of which SECOR hopes to take advantage again in the future.” Michel Leblanc, economist SECOR, Montreal Health mission - April 1-3, 1998 “The Centre hospitalier de l’Université de Montréal (CHUM), aware of the importance of strategie positioning on the international scene, took part in the trade mission at the World Bank and Inter-American Development Bank in Washington, which was organized by the World Trade Centre Montréal and Team Canada.“First, through workshops with sector representatives, this exploratory mission helped the CHUM develop a better understanding of opportunities emerging in the health sector within international financial institutions and get a concrete idea of the possibilities for exporting Quebec expertise in the area of health.“In addition, the composition of the mission, which integrated influential decision-makers from the public and private sectors, encouraged very interesting business discussions and helped germinate the idea of future partnerships in order to promote Quebec expertise.“Although the effects will be felt only in the medium term, I can now attribute the mission’s success to the excellent organization marked with flexibility and understanding with respect to our needs.I strongly recommend that private and public organizations wishing to carve a place for themselves on the international financial institution market take part in these trade missions.” Cécile Cléroux, executive director Centre hospitalier de l’Université de Montréal Health mission - April 1-3, 1998 Those who attended were very satisfied with their participation in this mission because of the quality and the significance of the contacts they developed with official representatives working within IFIs, as well as the great synergy which emerged among the participants.In fact, several participants expressed a desire to form one or several consortiums to help the expansion of Quebec exports in the health sector, more specifically to IFIs.For more information concerning WTCM and Team Canada trade missions with IFIs, contact Marie-Claude Lemire, trade mission coordinator / International Financial Institutions at (514) 849-6647, by fax at (514) 849-3813 or by email at the following address: mclemire@wtc-mtl.com.¦ -it Leadership Montréal 6 June 1998 980140 42 do s sîer+ © Continued from page 3 Trends in demand 1995-2001 (impacting management consulting) MONTREAL SAVOIR-FAIRE TAKES THE WORLD Going global The continued demand for consulting services is directly correlated to the clients ability to pay consulting fees and to the economic growth of the industries.Also, as governments look into the private sector for strategic alliances, they will require the guidance of consultants in the development of partnerships.It was in 1992 that the Board of Trade of Metropolitan Montreal spearheaded the privatization of Montreal’s airports by promoting the creation of the company - Aéroports de Montréal.It was under the lead of Jacques Auger that this project took flight.Today, Mr.Auger is exporting his airport-privatization knowhow as a consultant, at SNC-Lavalin, to faraway lands like Uruguay, and Costa-Rica.With $60 million equity, management knowledge and operation competency one has the winning ingredients needed to privatize an airport.The potential need for Auger’s savvy is high as less than 15% of the worlds’ airports are private.SNC-Lavalin’s newly formed airport-privatization group aims at being the world leader in this sector.And Canadian companies sell well due to their positive reputation coupled with the low dollar.“Overall, in the industry, one out of ten projects that you bid on you will get.However, we are currently getting one in four projects that we bid on,” says Auger.Specialized expertise is what makes certain companies stand out.In the last five years Coopers & Lybrand Laliberté Lanctôt have taken on fifteen projects within the capital market sectors.Take William Cloutier, director with Coopers & Lybrand Laliberté Lanctôt.He and his team help setup stock exchanges with the help of the Montreal Exchange and the Quebec Securities Commission.The Canadian International Development Agency, the United Nations and the World Bank configure into their client list for assignments as far afield as Algers, Algeria as well as Abidjan, Lomé and Dakar, in Africa.For these mandates, Cloutier’s team would be responsible for tasks including job Two Mercer Management consultants, Adrian J.Slywotzky and David J.Morrison, recently published a book on superior businesses and the detail on the origin of their profits.The book.The Profit Zone: How Strategic Business Design Will Lead you to Tomorrow's Profits, says that the old model of, the biggest market share will give you the biggest revenues at the lowest cost per unit, no longer applies in today’s world.Asking yourself questions like, “what are we good at and how can we get better at it,” is not the first question to be asked.Rather, it is “what will we have to be good at tomorrow, or next year, in order to stay relevant to our customers and stay profitable.” Sector Likely trends in Canada Prognosis for 2001 Private sector, services Financial services M&As to continue, technology remains important, pricing pressures from new entrants Above average demand in Canada and abroad Distribution services Continued concentration of retailing Little or no change Telecommunication services Eventual merging of telecom and cable companies Industry restructuring continues Transport services Continued threat from U.S.carriers Little or no change New media services Significant growth, M&As Above average demand Private sector, manufacturing Manufacturing Continued restructuring for growth and cross-border migration Average activity declines toward end of decade Public sector Utilities Restructuring, cost containment, privatization Increasing activity on public-private partnerships (PPPs) Continuing demand Continuing pressure on fee containment and requirement for senior partners on assignments Education and health care Government departments and agencies Cost containment, need for productivity improvements Continued downsizing and outsourcing opportunities, human resources concerns for employees Public-private partnerships Energy Environment Recreational facilities Real estate Transport New partnerships likely as part of privatization drive Joint operation of water and sewage facililties Park management and maintenance Design, build, own and lease back arrangements Possible introduction of system amangement contracts Note: these examples are provided for illustrative purposes only.In each instance, management consultants are expected to be on teams led by private investors.descriptions, hiring staff, selecting software, helping to implement the computer system and staff training.“Our African and Algerian clients appreciate the fact that we can work in French and have American knowhow.But there is an international way of doing business whereby more and more business practices have become uniform,” explains Cloutier.Adapting to technology A lot of money is invested in computer replacement.Fernande Poulin, senior manager, change leadership service line with Deloitte & Touche, deals with all that is involved with information-technology (IT) adapting every day as 90% of the divisions dealings is in technology implementation.“When a company replaces its mainframe system, they are ultimately changing the nature of their employees jobs, the way in which functions are carried out, how information is obtained, the organizational chart and so on.And that is a lot to deal with at one time,” elaborates Poulin.And both the organizational and human aspects needs to be analyzed by the firms “project team”.Teams that are comprised of two thirds clients and one third consultants.In Canada, these teams bring together around twenty to fifty people.“One of our biggest challenges is to maintain executive interest and to keep then involved in the decision-making.Also, delivery never happens as planned.Therefore you have to be flexible and fast,” say Poulin.Most of Deloitte & Touche’s clients, stemming from the Montreal offices, are from companies whose head offices are in Montreal.Source: Industry Canada, with assistance from B.Helm Associates Ltd., Toronto, Ontario.Continued on page 8 © A PROFESSIONAL C O IM M I T M E N T TN BUSINESS SOLUTIONS THROUGH INFORMATION TECHNOLOGY CGI offers you a firm commitment.No compromises.That’s why our professionals and managers put all the strength of their experience into meeting your objectives.CGI partners with you in the implementation of electronic commerce, thus allowing you to achieve a strategic advantage in the marketplace.ISO 9001 CERTIFIED CGI Montreal: (514) 841-3210 Internet: www.cgi.ca The Strength Of Commitment Leadership Montréal 7 June 1998 dossier + Continued from page 7 Management consultants Their roster of clients include Hongkong & Shanghai Banking Corp., The World Bank, Southwest Airlines and Metropol-itano do Sao Paulo.Fernande Poulin Senior manager, change leadership service line, Deloitte & Touche “When a company replaces its mainframe system, they are ultimately changing the nature of their employees jobs, the way in which functions are carried out, how information is so on.And that is a lot to deal with at one time." elaborates Fernande Poulin, senior manager, change leadership service line with Deloitte & Touche.The human element When companies live through major changes, they have to take care of their employees.Companies like Richardson Management Associates Ltd.focus on the human element in managing through their specialized consulting and workshops.This Montreal company has clients around the globe and aims to “reduce the emotional and physical wear-and-tear on the decision-makers without any loss of professional potency or performance”.Workshop topics include facilitating the transition from one boss to another, helping the survivors of downsizing, mergers or restructuring, intervention in family-owned companies and the list goes on.These workshops are offered to clients in North America, South America, Europe, the Far East and Africa.Coaching is another source of support and has recently gained ground in Quebec.This year the Coaching de Gestion inc.school was founded by Jean-Pierre Fortin.“When a coach sees a runner, they look at their legs, arms and sprint method to determine what is missing so that they may provide tips in order to improve the athletes performance.Coaching within a company can be seen in the same way,” says Fortin.Managers spend some 60 to 90% of their time in meetings.Fortin and his team work with managers who want to change their style, improve their communication or modify the way in which they work.Via special exercises that focus on role playing, whereby participants are filmed, problem areas are identified and worked upon.Henry Mintzberg of McGill University, is our management guru.His ideas on management, that are meant to rile everyone, can be found in all major journals including the Harvard Business Review and The Economist.He gives us a reality check into management.Management problems, says Mintzberg, grow out of the disconnection between management and the managed.The trick is to connect the two.The disconnection occurs when management is treated as an end in itself instead of as a service to organizations and their customers.And to make changes, says Daniel Denis, president of the Groupe SEGOR, you have to know what you want.“You have to ask yourself what effort, in terms of time availability and capacity, you want to place into a project and secondly, you have to define what result you want to achieve.” SECOR, founded in 1976, has shown that it knows what it wants.Over the years, the firm has proved its strength in strategic planning, governance and service management to Management problems, says Henry Mintzberg, grow out of the disconnection between management and the managed.The trick is to connect the two.clients in Paris, Prague, Casablanca, Dakar and Moscow.Montreal-made management acumen has climbed its way to world markets.Through our brain power, multicultural-ism and our desire to conquer external markets, dozens of Montrealers have been planted around the world so as to be instrumental in helping others grow and succeed in their business endeavours.This is truly a case of exporting knowledge within today’s knowledge-based economy.¦ SjfSg , x tù.*'