Author Archives: Meegan Scott

A Day in The Life of an International Development Consultant

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Churning Out a Complex Development Solution                                                          from an Off the Beaten Path Business Model

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Today is Day 2 designing a complex social solution.

It is 3:45 am and I’ve just torn myself away from the bathroom mirror.   It is the end of another quick check in on the cute things about my face; and that intense― get-ready-to- work hunt for invisible whiteheads.

You won’t find me reading the news, and checking Emails this morning.

Questions, outcomes, statistics, theories of change, assumptions, metrics, strategies, tactics, and partnerships for ensuring the intervention delivers the intended and desired change are running around in my head.

There goes the reason the bed cannot hold, even after a short visit.

Costing the solution, identifying traditional and creative funding sources are dragging, spinning, loading, rumbling, and pausing in my head like the computer left running last night and the night before.  A kind of abuse that happens to the computer once in a blue moon; but just another super bootcamp for my brain.

I’d set the clock for two, but can’t remember hearing it alarm.  Strange! I checked the alarm button― ahem, someone had turned if off.  And that someone is me!

None of my associates are engaged on this project, it is just my partnering-client and I.  Our last WhatsApp meeting ended after 11:00 last night.  Earlier that day we had a      2-hour marathon interrogating the results chain, and theory of change for the program that will be supported by eight complex projects. That session broke the new idea dam, leaving a rush of idea flow to follow me to bed.  The play for connecting all the dots, spotting the risks, and opportunities are flowing in both our heads. He can now see― how his idea could work.  It has exploded from three themes to eight, each with a supporting project, a multi-sector approach, desired partners, real-time change & benefits, gender lens, wealth generation, and environmental interventions―Whoa!

That is the beauty, reward, and tax for planning such interventions with the end in mind; with the intended beneficiaries at the center; with what success looks like and how it will be measured.  Day 2 is― Day 3 in reality. A group of us had done a virtual brainstorm and backcasting at the second genesis of it all.

It seems never-ending, planning-in opportunities for learning, curating lessons learnt, and plugging them back into strategy and execution for driving success and innovation. Finding creative ways to ensure rights, duties, and responsibilities can be upheld and are affordable in terms of cost related to behavior change and actions.

woman-2994536_research thinkIt’s clear―planning like this makes no bones about disrupting regular sleep and office time. Passion, and deep connections serve to wake you up, and keep you chained to the computer, library, or phone; and web meetings occur long past regular work hours. Research into similar interventions, stakeholder needs, national plans and strategy documents, newspaper articles, dialogue, questions, calls for additional organizational information, re-reading and checking for risks, ambitions, and opportunities― feels endless.

But I’ll complete the results chain by 5:45 am.  Well that’s what I thought!  I am still integrating the financial viability component, I developed after a meeting of minds with my fellow consultant in the Fintech Sector.  This is when the imagination can get wild dreaming up the glimmer and glam of gamified interventions plus real self-sufficiency, financing, stakeholders, and owners that can be brought to the intervention.

My mind pulls up a scene from FAME ( the American TV Show I love), Solid Gold, a Jamaican Festival Performance, an NDTC Production, then a Chorale by The University Singers (UWI, Mona), the Jamaican Folk Singers, and of course a Production at the Julliard School (New York) ―I can see the hook and entertainment unfold in the solution for a complex social problem.  It is now six thirty-seven, and I am still on the results chain. I am also watching the clock; I need to pounce on an opportunity in Stuttgart (6 hours ahead of Toronto).

This is gung-ho backed by strategic thinking and intimate knowledge of the problem. Ever heard of gung-ho backed by strategic thinking? Like multi-tasking we are on top of this one. Trick is― you have to know when and what you can take on together, in both cases.

Energy is high and I could grow the intervention even bigger, but I know that beast must be contained― before complex kills both productivity and the goose that will lay the golden eggs.

Big vision, big dream, big picture, BIG is how we think.  But there goes that voice with the cold splash of wisdom, whispering― SMART, doable, less pain Meegan!  “Too complex―what do you mean?” “It is very doable”.  Ah, no problem, as my client-partner and I go through the crucial questions, reflect, share feedback, and negotiate the programme scope I’ll be reined in somewhat―yes, only somewhat.  That is the trouble with partnering this way, versus a regular client-service provider partnership.

Goodness gracious me, it is minutes to eight, “Looks like exercise isn’t going to happen today”.  I have a sales pipeline to check in on, publication coordination to act on, other solutions to deliver. I make a somewhat shaky resolve to exercise if it is even midnight tonight―we’ll see. Results chain finally done, hurray.  But I’m getting a vibe to get deeper into the costing― “hold your horses, Mam, that is not on your agenda for today”.

It is almost 10:00 am. My eyes take their on-the-hour dart to the clock; first the one on the computer; then the one strategically positioned across the room from my desk. That is the one I trust, maybe because the numbers are bigger it seems to be more accurate in my mind―lol.  The excitement, and extra work on the brain leaves me peckish more often. I am very hungry at ten instead of at one or two in the afternoon.   I still have the executive summary for the project to write, so I am still chained to that deliverable.

Crunchy Chicken piece

Brain rebellion sets in―I want to do something fun, to eat my lunch, crunchy chicken at the top of mind and taste buds. Haven’t had that in a long time. The crave is the price I pay for not exercising, eating, or sleeping on time.  A cup of hot chocolate rescues me from the hauntings for a while.

I yield to hunger and a power nap at 11:00 am.   At 1:00 pm, I have a face-to-face work meeting.  Two hours later I settle down to check Emails, send a reminder about an overdue account, produce creatives for marketing, double check my sales pipeline, and things to do list― I want to make sure nothing important is being left behind.

6:00 pm: half-an-hour executive to executive give back.

7:00 pm:  supper and family chit chat.

8:00 pm:  quick meeting, followed by work on the proposal, and plan for tomorrow.

10:00 pm: Modified exercise, household chores, get ready for bed and tomorrow.

Some days, the flow is not orderly textbook style in this kind of operation, things can get productively messy, and healthy goes on pause―that is reality!

Thanks for having read.. Share your experience of the all but typical day.

Copyright © 2019 Meegan Scott, Magate Wildhorse.  All rights reserved

Pseudo-Evaluations: Have You Experienced One of These?

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Pseudo-evaluations

Have you survived one of those?

  • Designed for PR Purposes
  • Fake News about Programme or Organizational Results
  • Intent to deceive
  • Misrepresentations
  • Lies
  • Stakeholders denied their right to know
  • Organization, and or programme miss out on learning and growth opportunity
  • Integrity at risk
  • Reputation lost

How did you feel?

How did it affect the organization or Programme?

How did it impact the information sharing or communication campaign?

Thanks for sharing your experiences below.

What if you really want to know ― what changes have occurred in relation to the state, condition, or wellbeing of the clients or customers you serve.

You do your best with funder driven evaluations, but they focus on  accountability and transparency.

You can’t find the right answers the question, “how well is your organization doing when it comes to delivering the vision, mission, and corporate strategy”.

You are innovative but never innovates.

What if?

You knew what―

  • success should look like
  • planned it
  • executed
  • gathered the right information
  • and corrected the work along the way
  • from the very beginning?

For the campaign:

What if

  • you used an outcome focused framework that mapped inputs to outputs, outputs to outtakes, outtakes to outcomes, and outcomes to organizational impact from the beginning?

For the programme or organization

What if you used a results-based or outcome focused framework that mapped inputs to outputs, outputs to outcomes and outcomes organizational impact from the start?

What if you had a critical friend evaluator to help them?

  • Got questions?
  • Need help with saying no to pseudo-evaluations, and yes to organizational learning and improvement?
  • Need help with asking the right questions, gathering the right information, the right feedback, reflection, adjustment, and improvement?
  • Need to get back on the funding or financiers top ten?
  • Need to advance progress in delivering the corporate strategy, vision, or mission of your organization?

Email us at: magatewildhorse@gmail.com

Thank you for tagging a friend.

Have a wonderful Saturday; and Happy Easter to those celebrating it.

 

Call for Reviewers & Editors — Magazine/Journal 2019

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The Noësis: MWildhorse Strategy and Performance Magazine (two issues per year) is committed to publishing non-technical as well as technical information in the fields of Business and International Development. With a focus on strategy, marketing, trade, performance management and measurement, intellectual property and the creative industries—the publication aims to provide a complete and reliable source of information, how-to and in field applications on the aforementioned topics.  It will facilitate the growth of grey literature in strategy, marketing and performance management unique to Caribbean-Canadian and Caribbean organizations. By Caribbean we refer to the Caribbean and its diaspora markets.  We are devoted to publishing high quality articles and stories that are easily accessible and sold at an inclusive price.

springcover2018sampleThe magazine will also feature Canadian business stories and approaches.

Canadian researchers, practitioners and graduates are provided with an opportunity to publish whether or not their pieces contain a Caribbean focus.

The Noësis publishes articles, case studies, anecdotes, jokes, cartoons, interviews, literature reviews, stories, opinions, commentaries, news stories, and research works that are original and of high standards.

Join Us as a Reviewer/an Editorial Member

Magate Wildhorse Ltd and Meegan Scott are the independent publishers of The Noësis. We are committed to ensuring peer-reviewed, edited and proof-read content is shared with our readership.

As a new publisher, we have opened the call for reviewers and editors.

Reviewers and editor/reviewers sought will review scholarly or academic like pieces or pieces intended for the general public, as such different skills and experience sets are required.

A reviewer (Academic or scholarly pieces) is expected to exercise his/her expertise and knowledge to critically analyze the content of submissions as well as drafts and proposed pieces. Contributors and the magazine look forward to impartial, fair and constructive suggestions which can help improve the quality of the publication. A reviewer must be an expert in his/her field, should have in depth knowledge of his field and should have been actively involved in reviewing submissions for other journals or magazine or have experience in reviewing academic papers. Successful and dedicated reviewers will be invited to join our editorial board. Reviewers should hold a PhD or DBA in the area or field for which a piece is being reviewed.

Editor/reviewers for pieces aimed at the general public, may be industry experts, generalists and/or journalists with experience in reviewing submissions for business magazines and newspapers. Editors/reviewers are expected to exercise their expertise in reviewing and editing submissions for content, accuracy, clarity, style, voice, language and Consistency.  For Caribbean rooted pieces a knowledge of phrases, sayings, folklore and creole from the different countries would be an asset. You are also expected to provide feedback for helping the editor with design layout, editing and proof-reading (spelling, grammar, punctuation, insertions an amendment, labels and attribution). Editor/Reviewers should hold a PhD, DBA, MBA, MSc., LLM or Communications or Journalism Degree as appropriate to their role or the topic(s) they will edit or review.

A double-blind peer review process will be used.

Editorial Board members are responsible for helping with peer reviewing and editing of the content submitted for the publication. Soliciting papers for the magazine, recommending suitable reviewers, and advising on the development of the magazine are among the duties of editorial board members. Promoting the publication at conferences, events, institutions, special and academic libraries as well as providing feedback, views and comments for improving the magazine are key responsibilities of editorial board members. Editorial Board members should hold a PhD, DBA, MBA, MSc., LLM or Communications or Journalisms Degree as appropriate to their role or the topic(s) they will edit or review.

Board members must also be experienced in reviewing business magazines, newspapers, professional, academic or trade journals.

All applicants must possess strong business and academic competence in English.

Reviewers, editor/reviewers and editorial board members will all be listed in The Noësis and on the publications’ web site at: https: www.theNoësis.com (Soon to be launched).

Editors and reviewers will receive three (3) complimentary copies of the publication as well as free online subscription.

Submit Your Application

To apply please submit a copy of your CV, your full name, email and skype contact along with a brief note indicating your interest in and the strengths you bring to the publication.  Thanks also for including the country in which you are located, required turnaround time for review and editing of pieces nd your experience serving in a related role.

Application deadline: April 5, 2019  (Now extended and ongoing).

Submit your application to: magatewildhorse@gmail.com

All available roles are pro bono or volunteer positions.

Please indicate your price range for pro bono compensation (both hourly and total fees).

Note: Please indicate your interest in the subject line of your Email by including one or two of the following:

Join Reviewer Team” or “Join Editorial Board” or “Join Editor-in-chief or Join Editor/Reviewer General

Thank you in advance for your interest.

Magate Wildhorse Ltd.

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The Noësis: MWildhorse Strategy and Performance Magazine — Call for Papers

Deadline: April 15, 2019  | Final deadline for all: April 26, 2019

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The Noësis: Double-Blind Peer Review Guidelines 2019

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We’ll be using a double-blind review process for articles submitted to The Noësis.

This means the author will not know who reviews his or her work and the reviewer will not know the identity of the author of the piece he or she is assigned to review.

As an author or contributor, we ask that you prepare your submissions in a manner that conceals your identity.  Here’s how, submit your name and the title of your piece in a separate file. You should repeat the title on the file that contains the work intended for publication. Submit both files with one Email and two attachments.

  • If you refer to yourself please use [Anonymous].
  • To cite previous works, you must blind that reference in your reference list. For blinding in the reference list, please use the phrase: ‘[Anonymous 2019] Details have been omitted for double-blind reviewing.’.
  • Besides self-references please include details of other references
  • For figures and illustrations that you have created or adapted please use “[Anonymous] Details have been omitted for the double-blind reviewing.
  • Ensure any author identification such as name, institution, phone number or email address are not contained in the document with the work for review.
  • All submissions must be made in an MS Word document.

Should your submission be accepted you will be provided with the necessary feedback and comments for updating your article or submission. During that process you will replace [Anonymous] or ‘[Anonymous 2019] Details have been omitted for double-blind reviewing.’ with references to you or your affiliate as appropriate.

For questions and comments please click the contact us link.

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Contributor Guidelines

News stories and features should be between 800 to 2000 words; while articles and research works should be between 2000 to 2500 words (Review articles may be a maximum of 3000 words) and must be submitted by April 26, 2019.

Synopsis, proposals or draft submissions must be submitted by April 15, 2019.

Contributors are invited to submit a headshot photo and a one sentence biographical note. While company name and contact may also be included below the article, mention of company, client name, services and product offered are not permitted in the body of your submission.

Authority

Submissions should include references and attribution. Arguments must be substantiated by research, cases, examples, quotes and statistics.

Clarity, Brevity and Simply

Keep it brief, clear and simple.  Saving time, accelerating learning and simplicity are important to our readers. Pieces written for the general public should be in language that anyone can understand. Pieces with a more academic or professional target should strive towards using simple language but may include jargons and industry language, though constructed so all our readers can understand.

What to Include in Your Draft or Proposal

Submissions must be in MS Word documents. Illustrations and images should be clear and impactful in communicating your ideas. They may include maps, photos, illustration, tables, infographics and other images that are properly labelled.

Deadline for final submissions: April 26, 2019
Deadline for submission of drafts or proposals: April 15, 2019.

To submit your proposal, article or query, please contact Meegan Scott by Email at: magatewildhorse@gmail.com

Back to call

Call for Papers —The Noësis: MWildhorse Strategy and Performance Magazine (2019)

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Call for Papers The Noësis: MWildhorse Strategy and Performance Magazine 2019

Deadline: April 26, 2019

Visibility and simplicity―do you know an entrepreneur, a consultant, or business that could do without one or the other?

We didn’t think so.  So, we strive to give organizations and entrepreneurs the best of both.

In today’s world where the language of business expands almost daily and growth-related concepts can be tough to understand, The Noësis aims to bring understanding and simplicity —disambiguation.

Its content will facilitate understanding of tough business and development concepts― while accelerating the learning of industry language and how-to.

And by so doing help organizations and entrepreneurs get more out of their investment in consulting solutions. Practitioners and consultants can expect content that will help them to improve their craft.

The power of visibility as that first step towards building trust is one the worst kept secrets of today.

Still not all visibility carries the same weight. For that reason, this magazine is designed to provide opportunities for accelerating solid trust in your expertise and business.

It does this by highlighting successful Caribbean and Canadian entrepreneurs, business related educational content, research findings, issues, trends, companies, stories, commentaries, book reviews and entertainment pieces.  In the mix will be articles and stories focused on growth related topics such as strategy, marketing, trade, performance management and measurement, intellectual property, and the creative industries.

While the focus is on Canada and the Caribbean we embrace and look forward to sharing with the global community.  This publication welcomes guest contributors from all continents, cultures, and ethnicities.  We look forward to presenting a rich blend of content by and about ambitious startups, gazelles in the making, the ordinary, the extra-ordinary and mainstream businesses, business ecosystems, consultants, and professional service providers.

The publication is a hybrid Magazine/Professional Journal geared towards C-level executives, entrepreneurs, researchers, practitioners, and consultants with an interest in strategy, marketing, evaluation, organizational assessments, international trade, FDI, entrepreneurship and international development.  It will be circulated to senior executives, business owners, and libraries.

The new Canadian-Caribbean Magazine is the only business magazine designed to promote the culture of Caribbean entrepreneurship; and entrepreneurship as a desirable, feasible and viable economic activity for Caribbean immigrants in Canada and other diasporic markets of the Region.

We want to see the growth of high performing Caribbean businesses in all major diaspora markets. We want to see the Caribbean culture of entrepreneurship and its entrepreneurial DNA deliver significant impact to entrepreneurs and the markets in which the businesses call home— as well as those they serve.  But we also want to hear the voice of others with no Caribbean roots who would love to meet and collaborate with Caribbeans through this publication.

To ensure simplicity and visibility we provide information, stimulate debate, share research, cases, and stories for ensuring organizational leaders and team have the necessary information for strategy success in starting and growing their businesses.  We want to see greater impact from international development initiatives especially in ACP Countries; therefore, we will address those issues and explore solutions.

Learn more about The Noësis or subscribe, click here.

Publishing Opportunities

Consultants and practitioners are invited to submit articles, case studies, anecdotes, and stories.

Academic researchers, consultants, and experts are invited to serve in editorial roles as well as to contribute articles, stories, and cases.

Recent Graduates, final year PhD and Master’s Degree students are invited to submit articles based on their final research papers. Submissions should have a focus on the Caribbean, Caribbean Diaspora Markets or Canada.

Business writers and/journalists are invited to submit articles (feature, news stories, historical and opinion pieces, commentaries, and tips).

Editorial Policy and Practice

Academic submissions will be peer-reviewed. Subject matter experts, academia or magazine editors will review other pieces. However, all published pieces would have met the editorial standards and the objectives of the magazine.

Contributor Guidelines

What to Include in Your Draft or Proposal

Submissions must be in MS Word documents. Illustrations and images should be clear and impactful in communicating your ideas. They may include maps, photos, illustration, tables, infographics, and other images that are properly labelled.

Double-blind Peer Review

Please click the link above to ensure your submissions are compliant with the double-blind peer review process applicable to all submissions.

Deadline for final submissions: April 26, 2019                                                            Deadline for submission of drafts or proposals: April 15, 2019.

To submit your proposal, article, or query, please contact Meegan Scott by Email at: magatewildhorse@gmail.com

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Loving it in the Dark!

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love and respect cash cash accountability scaling up

Loving cash— sounds like loving dirt?

Do you feel the need to love cash secretly― in the dark?

If you are uncomfortable owning the message on the picture below as a part of your business philosophy something is not quite right.

Whether you lead a for-profit or a social enterprise difficulty with owing a love and respect for cash means its time to rethink?

It is time to focus on the following questions:

  • Am I really an entrepreneur?
  • Am I still in the early stage of my journey as an entrepreneur and still a little shy about embracing the need to respect and love cash? Doing so outwardly, that is.
  • Am I dropping the ball on one of my areas of accountability?
  • Am I being authentic?

Cash is the lifeblood of a business.

  • You need it to secure loans
  • You need it invest in the growth of your business
  • You need it to purchase risk and threat protection
  • You need it to protect your health, wealth, leisure, retirement, and peace of mind
  • You need it to ensure your family is taken care of today and tomorrow
  • You need it to invest in your growth and development as entrepreneur
  • You need it to bring your purpose to life
  • You need it PAY the BILLs
  • You need it to PAY the TAXES
  • You need it for networking as well as for building networks
  • You need it to demonstrate caring for family, community, environment, and more
  • You need it to inspire confidence in your business

Bring your authentic self and your entrepreneur’s accountability and responsible hat to business every time. Don’t be shy to let your customers know that you are in business to make a profit.

Decide how you can help; and how much help you will give in pro bono, volunteer, and corporate social responsibility initiatives. Decide how much you will give to say thank you for being my customer.

Decide how much you can and will give to acquire new customers.

Let customers, potential customers, and partners know how you can work together in cooperation or collaboration for your individual and mutual success on a cash free or preferential price agreement.

We are talking about pride, profit, and gain ―no free lunches, I received, and I gave!

We are talking about, I respect your business―thank you for respecting mine.

We are talking about, being responsible and not driving artificially created poverty.

Solve problems for clients, customers, and your community in a responsible and authentic way.

Do good and solve problems without digging your business into a hole.

Whether your profit is for greater good or a greater good―you read that correctly.

If you are earning and spending, you are contributing to the greater good!

If you are in business you must be solving a problem, so whether you profit for good at market rate or for less or give more back to a cause you are still or should be in the business of making a profit for good!

Put training wheels on your business. Many of the businesses that fail post incubation do so because they had on no training wheels for sustaining themselves.

So, if you’re serving up the mix of martyrdom and growing a business don’t expect many customers or investors at your party.  Don’t even expect many friends or family at your party.

We love and respect cash in the open!

Meegan Scott
From: The Marathoner

magatelogogreen

“Helping organizations transcend expected levels of success,
despite the constraint of size.”

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The Big Question of the Week ― What is a Corporate Strategy Plan?

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On Thursday, February 28th we’ll be hosting a free Corporate Strategy Planning  webinar at Magate Wildhorse.

Many curious about the event had the following questions.

What is a corporate strategy plan?
Is it the same as a business plan?

Here are the differences between them.

While both plans are used for guiding organizations, they differ in scope, who, when, and how they are used.

Let’s start with the business plan.

The business plan is typically what a small or micro-business uses during its start-up phase. A large organization might also use a business plan for getting a new line of business or initiative off the ground. It supports the period of executing, testing and adjusting for viability at the start.

In a small nutshell, start-ups use their Business Plans to articulate, help them organize, and guide them in relation to why, how, who, and what they will do to produce their solution, market it, sell it, and make a profit.

 How they put the business plan to use:
  • To say what business, they are in;                                                                              The business you are in does not necessarily wear the same name as the products or services that you produce and sell.
  • To articulate how they will bring their solution from concept to a profit-making product or service, as well as the resources and actions that are needed to make that happen;
  • To define their customers, and say how they’ll reach them;
  • To say how they differ from the competition;
  • To highlight barriers, challenges, constraints and how they will work around them or remove them;
  • To help convince funders to invest in their businesses;
  • To tie a budget to delivering the planned solutions to the market and customers identified in that plan;
  • To highlight their strengths, weaknesses, opportunities, and threats;
  • To say what success should like including― the amount of money they intend to earn that year; and projections for another year or two; and
  • To say how they will wrap up the business in the most painless and beneficial if not profitable manner should there be the need to do so.

Now, let’s look at the corporate strategy plan.

The Corporate Strategy Plan is used by larger organizations with multiply programs and business units, or both. It is also used by entrepreneurs who have exited or is preparing to exit the start-up stage. Typical examples of such organizations are government departments, non-profit organizations, development programs, and larger private sector entities.

Big difference 1: The corporate strategy plan is used by organizations who are already in existence and who are looking to grow and improve.

How they use the Corporate Strategy Plan:     

  • To articulate the organizational strategy, the strategic direction, and for allocating resources in order to deliver the strategy.
  • To focus on agility, gaining the competitive edge over time, and incrementally, or completely within the plan period depending on how that edge is to be achieved.    It focuses on new capabilities and positioning to seize future opportunities.
  • To answer the question “where are we today?”                                                          The answer to which includes a focus on the organization’s results (including the financials), position in the market, etc.
  • To answer the question “where do we want to be?”                                             Here the answer focuses on the ambitions of the organization, the big problem(s) to be solved and for whom, objectives, and goals etc. It is in answer to this question that organizations arrive at what Jim Collins call BHAGs (Big Hairy Audacious Goals —pronounced Bee Hags). 
  • To answer the question, “What could prevent us from getting there?”
  • To answer the question, “How will we get there?”,                                              here is where priorities must be made and guide for tactics comes into play.
  • To answer the questions, “What should success look like?”, and “Are we on the same page?”, “Who is responsible for what?”
  • To guide execution.
  • To schedule time to step back analyze and reflect on the results, gather, and share learning (monitor, evaluate, assess), adjust the strategy, and improve.
  • It is also used is securing funding by government departments, development programs, and negotiating deals.

The Corporate Strategy Plan is usually elaborated into a 1-year Strategic Operational Plan asl known as the SOP or Operations Plan. The SOP contains details of what and how the first, second, third, fourth, or fifth year of the Corporate Strategy Plan is to be executed (Some entities use a 3-yr, 5-yr, and less frequently a 10-yr Corporate Strategy Plan)..

Corporate Strategy Planning, also known as long range planning should not start at the Board Retreat or the Strategic planning workshop.

Register here: https://www.facebook.com/events/2162653983818368/

To learn more you are invited to join us this Thursday, February 28, 2019 for a webinar on Corporate Strategy Planning.   Please visit the following link for details as well as to complete the registration form in order to receive a link to the webinar.

top question of the week strategy feb 26 smart

 

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Marketing Change: Climate Resilience & Green Fund Programs

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Marketing Change Climate Resilience

Be with us

for the webinar

“Marketing Change: Climate Resilience & Climate Fund Programs”

Join us on Wednesday, April 17, 2019 at 10:00 AM

Presenter: Meegan Scott

Duration: 45 mins. (Including Q & A).

You are welcome to submit challenges and concerns you have regarding the topic prior to the event.

Get on the early birds list. 

Request your invitation to the webinar now, click here.

Looking forward to sharing with you!

The event is brought to you by Magate Wildhorse Ltd.

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Don Your CEO’s Hat ― Keynotes

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Don Your CEO's Hat Keynotes speaker session

 

You’re running a business and you are an entrepreneur.

So, what if you’re not the CEO of the business you lead?

Why should you care about being the CEO, when you are already the entrepreneur behind the business?

Join us on Thursday, March 14, 2019 at 7:00 PM

For the speaker session: Don Your CEO’s Hat―Keynotes

Presenter: Meegan Scott

Duration: 45 mins. (Including post session networking).

You are welcome to submit challenges you have faced with owning both roles ahead of the session.

To book your seat, please complete and submit the registration form at the “Book my seat”  link below.

Book my seat, please!

Registration deadline: Sunday, March 10, 2019
Looking forward to sharing with you!

The event is brought to you by Magate Wildhorse Ltd.

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