Jacoline Loewen

November 13, 2012

What forces a business to change for the better?

People just go to the office, grab a coffee, do the stuff they were trained to do 10 or 20 years ago, go to the meetings in their calendar and go home, its a wonder anything changes at all anywhere.
New companies do new things sometimes, but then stagnate.
The way of the world, with exceptions I'm sure, is sadly that external crises only stimulate change.
You all must have seen the same yourselves for the new ideas you've seen.
Once people are in the comfort zone that's it, they're staying there.
Buy Money Magnet, by Jacoline Loewen, learn new ways to find money for your business.

Jacoline Loewen See Jacoline on BNN, The Pitch Author of Money Magnet Director, Crosbie Co.
Crosbie & Co.
150 King Street West
Toronto, ON
M5H 1J9
416 362 7726

November 12, 2012

By definition, it is management's responsibility to maximize the value of the organization.

Yet growth is a confluence of issues (love that terminology). Yes, employees do get mixed messages but management (unless they are owners) are employees too. Complacency, ego and fear of failure happenign resulitng in the pink slip will all stop CFOs from changing the ways things get done.

There is no simple answer to helping a CFO look at risk and trade offs more but creating the right environment is a huge step in the right direction.

How do you do that?

Jacoline Loewen, Author of Money Magnet.

Jacoline Loewen See Jacoline on BNN, The Pitch Author of Money Magnet Director, Crosbie Co.
Crosbie & Co.
150 King Street West
Toronto, ON
M5H 1J9
416 362 7726

November 9, 2012

How can a CFO add value in a family business?

The role of the CFO, particularly in a family business, is to help gather up all the ideas flying around the company and work out the risk and reward for each potential project. Often, these ideas originqte with a comment from the business owner who then forgets. A CFO is needed to capture the ideas and try and get them onto one page in order to choose the priority. To explain it better, here is the CFO of a family business explaining his situation and how he added value.

Once whilst in a new role I inherited 50-projects, all of which had the opportunity to add revenue, save lots of dollars, or lose dollars.There was however no clarity over which projects would do which.

I think the simplest answer to "What should we do?", is PROVIDE CLARITY (in addition to having the right structure in place), to leaders who are completely inundated with hundreds of competing priorities.

To continue - I managed after some time and much investigation to get all of the 50-projects on 1-page with the 'Approximate $ annual return' and '$ return per hour invested' for each project. It brought amazing clarity to the situation. Some projects were canned instantly. Some had potentially staggering returns.

Projects were then pursued in detail and prioritised accordingly via a stage-gate process.

Another important enabler is DETAIL, proving to the boss that all angles have been considered. I cannot stress this enough. One criteria for allegedly great consultant ideas, for instance, could be 'Do I trust this consultant who is offering me this advice, and if so, why?'.

All of this should help in some part to help clear the fog and enable leaders to focus on the best opportunities in an environment where everyone is doing more with less.

Jacoline Loewen, author of Money Magnet, weekly TV Show, The Pitch, BNN

Jacoline Loewen See Jacoline on BNN, The Pitch Author of Money Magnet Director, Crosbie Co.
Crosbie & Co.
150 King Street West
Toronto, ON
M5H 1J9
416 362 7726

Is asking managers to innovate a waste of time?

Isn't the real problem is that you are looking for love in all the wrong places?
Even Peter Drucker, my favourite management guru, said that it is a mistake to ask managers to innovate.
This is not what they do.
Managers do their best to conserve the existing order. Asking them to engage in creative destruction is a recipe for failure.

Jacoline Loewen See Jacoline on BNN, The Pitch Author of Money Magnet Director, Crosbie Co.

Crosbie & Co.

150 King Street West

Toronto, ON

M5H 1J9

416 362 7726

What drives change - emotion or logic?

Is it emotion, rather than logic, that is the key driver to change?

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Invited as expert on BNN The Pitch, CBC, Dragons' Den and published by National Post, Globe & Mail, Leadership, Business Entrepreneurs, The Journal, Women's Post, as well as author of three books.

Money Magnet by J. Loewen - Book Review

The feedback we have had about using the steps in Money Magnet is that business owners are surprised by how simple it is to understand, how much more money they can invest and earn and how shockingly few of their lawyers and accountants were aware of the benefits.

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Other books by J B Loewen:
The Power of Strategy
Business e-Volution

See Jacoline Loewen on BNN TV Show The Pitch

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Rick Spence, National Post, review

"A lot of business people still have trouble with the concept of strategic planning. They wonder who should do it, and what it's for. I just encountered a great explanation of strategy. It comes from a book, The Power of Strategy by Jacoline Loewen.

"I think that strategy is very similar to the search for the Holy Grail. Renowned knights traveled great distances and overcame severe hardship in the struggle to find this sacred relic, the chalice used by Jesus at the Last Supper. Finally, Sir Galahad was the one who discovered that the Holy Grail is, in fact, within us. There is no right or wrong answer -- it is the journey that provides the learning, not the Holy Grail itself.

In strategy, it is the process of people going through the questioning and thinking that ingrains the strategy into their everyday actions, not the plan itself."

You can read a much longer excerpt from Loewen's book at

post by Rick Spence, Canadian Entrepreneur

Wealth Management