Tom’s points-of-view

Long-term value growth and preservation demands a competitively differentiated talent driven board and C-suite.

My website contains my points-of-view about key issues and questions regarding long-term value growth and preservation in a for-profit business.  I do not address not-for-profits, government, or other non-profit oriented organizations.

Each point-of-view is a brief article (supported by a one-page slide available for download) designed to enable discussion among owners/shareholders, board of directors, advisory boards, and C-Suite.  I have no magic “one size fits all” solution.

The following is an overall framework, into which my points-of-view fit. Points-of-view will be added and revised over time.   Recognize my thinking evolves over time, thus all the points-of-view may not seamlessly fit together.

The points-of-view flow from beginning to end, based on 7 themes:

  • Avoiding business failure.
  • Strategy and strategic planning.
  • Understanding customers.
  • Corporate governance – who make the decisions?
  • Transformation – what is it, do you need to do it, it and how to do you do it?
  • Creating business value e.g. Mergers and Acquisitions.
  • Buying or selling your company, or raising capital.

As I create new points-of-view or revise old ones, I am:

  • Including fact-based research and stating the sources for the facts.
  • Adding a section “What do you do if you are a Small Medium Enterprise”.
  • Defining some of the terms I use. Definitions are critical. Feel free to use your own definitions.
  • Adding a section suggesting your next steps.
  • Including references to publications for further reading.

Do you need a Strategic Advisor?

Long-term value growth and preservation demands a competitively differentiated talent driven board and C-suite.  A Strategic Advisor can challenge your thinking, guide you through a decision-making process and help you resolve issues.

  • You have a critical decision or issue that significantly impacts your company’s long-term value growth or value preservation. You may be unclear as to the core problem, which questions to ask, and what the solution could be.
  • You are a leader (CEO, owner, board director, etc.).
  • You are accountable for the results and require deep understanding, because you are the one who must present and explain your proposed actions.
  • You will personally devote significant time to your issue.
  • The decision or issue is new to you and your company or you have unsuccessfully addressed this in the past.
  • You need someone to help you and your team think through what to do. You will meet with your advisor frequently, sometimes daily.
  • You may need help selecting traditional consultants and in co-ordinating their actions.
  • You may need coaching and mentoring.

Tom Koor is a Strategic Advisor, helping leaders think through and implement the company-wide changes needed to address critical issues with long term-value growth and preservation.  Click here to contact Tom.

You need a traditional consultant if:

  • You are clear on what the problem is.
  • You can delegate to others the preparation of recommendations for your review.
  • You need an industry expert to tell you what others in the industry are doing or have been doing.
  • You need a functional expert due to gaps with internal functional knowledge e.g. cybersecurity
  • You need someone who has done the same thing many times before e.g. install financial systems.
  • You need outside people to help with large amounts of data collection and analysis.
  • You will personally devote limited time to the issue.
  • You do not need coaching and mentoring.

Chair, Advisory Board

I was appointed Chair of the Business Advisory Board at a financial services firm in June 2018.

An internal announcement has been made to management.

I will update this blog in August with both the name of the company and further information on the company.

I have added two published articles to my LinkedIn profile

I have added two published articles to my LinkedIn profile (www.linkedin.com/in/tomkoor)

“Why most businesses fail and how to buck the trend”, published in the Spring 2018 issue of Consult Magazine, put out by the Canadian Association of Management Consultants

http://www.cmc-canada.ca/consult/articles/all-topics/why-most-businesses-fail-and-how-to-buck-the-trend

“Managing the people aspects of supervisory change” published by The Toronto Centre in December 2016

http://res.torontocentre.org/guidedocs/Change%20Management%20FINAL.pdf

The Toronto Centre trains more than 1,000 government financial services regulators around the world each year. “Managing the people aspects of supervisory changes” is designed to help regulators understand how to use change management techniques.

Update to my points-of-view framework

This section contains my points-of-view about key issues and questions regarding long-term value growth and preservation in a for-profit business.  I do not address not-for-profits, government, or other non-profit oriented organizations.

Each point-of-view is a brief article (supported by a one-page slide available for download) designed to enable discussion among owners/shareholders, board of directors, advisory boards, and C-Suite.  I have no magic “one size fits all” solution.

The following is an overall framework, into which my points-of-view fit. Points-of-view will be added and revised over time.   Recognize my thinking evolves over time, thus all the points-of-view may not seamlessly fit together.

The points-of-view flow from beginning to end, based on 7 themes:

  • Avoiding business failure.
  • Strategy and strategic planning.
  • Understanding customers.
  • Corporate governance – who make the decisions?
  • Transformation – what is it, do you need to do it, it and how to do you do it?
  • Creating business value e.g. Mergers and Acquisitions.
  • Buying or selling your company, or raising capital.

As I create new points-of-view or revise old ones, I am:

  • Including fact-based research and stating the sources for the facts.
  • Adding a section “What do you do if you are a Small Medium Enterprise”.
  • Defining some of the terms I use. Definitions are critical. Feel free to use your own definitions.
  • Adding a section suggesting your next steps.
  • Including references to publications for further reading.

Website launched

My website has launched, with 11 one page points of view regarding long term value growth and preservation.  This includes topics such as: business transformation, mergers and acquisitions, and the role of governance in value growth.