Want to Pitch Your Company?

Here’s a great opportunity for early stage companies to raise awareness within the Angel and financial community. The Business News Network has a weekly show called “The Pitch”, hosted by the much-loved Andrew Bell.
I was on today at 11:30am, along with Rick Nathan from Kensington Capital. Rick is a great supporter of innovation and ran CVCA.
Quick question: what's the best way to win over BNN's esteemed panel of established venture capitalists and investors? Patriotic messages in Canadian themed greeting cards or the sweet taste of a warm, made to order cookie. Find out on The Pitch.
See Jacoline Loewen on BNN, The Pitch - click here to see the show: 


BNN The Pitch

Cloud Compliance is not that Obvious

We have a guest blogger, Vipool Desai, who is talking about Cloud Compliance. Loewen & Partners has to be compliant to the Ontario Securities Commission and this is a whole new take on the topic:

In the mid 80’s at a time when many small mom and pop businesses were just starting to apply computers in their operations, Apple came out with an endearing commercial:
Two older gentlemen who owned a fish and tackle shop were struggling over set up instructions for a new PC they had just purchased. They had difficulty understanding words like “port” and understanding instructions for installing the software. Finally, in the last scene, their administrative assistant popped her head in the office while the two fellows were still struggling. It was obviously night time by then, as seen through the window of the office. She told them she needed to go home and then pointed out, “at this stage, your computer is going to put us all out of business”. The men look up, dumbfounded.
Thirty years, later technology has advanced to such a stage that most businesses no longer require expensive in-house hardware or software. They just need a fast internet connection to plug into computing power available on the web. Physical servers with installed software are now kept in giant football size mega data centres throughout the world and operated by companies such as Amazon, Google and Microsoft.
Their computing power is available for rent by the month, week, day or even the minute depending on need. This trend, referred to as cloud computing, is now being applied by many global companies. Cloud computing allows operating companies to avoid the three greatest technology costs and challenges;

1. costs of regularly administering internal hardware and software
2. costs of running a business with obsolete internal hardware and software; and
3. cost of regularly updating obsolete internal hardware and software.

If one replaces the words “internal hardware and software” in the above, sentence with “Compliance Policies, Procedures, Forms, Logs and Operating Protocol”, it perfectly encapsulates the cost of compliance for independent firms. The biggest compliance costs are:

1. costs of regularly administering Compliance Policies, Procedures, Forms, Logs and
2. Operating Protocol
3. costs of running a business with obsolete Compliance Policies, Procedures, Forms,
4. Logs and Operating Protocol; and
5. cost of regularly updating obsolete Compliance Policies, Procedures, Forms, Logs
6. Operating Protocol.

Registered firms often mistakenly assume there is a point in time when “compliance is under control”. This could be when their registration is complete, compliance manual updated or when they pass their most recent regulatory review. However, this assumption is as true as expecting that windows 97 is the last application program you will ever need. The effectiveness of a firm’s Compliance Structure will naturally drift due to changes in, regulation, the business, staffing, regulator focus, and industry changes.
For more information, please contact:
Vipol Desai, Ara Compliance info@aracompliance.com.

The challenge for owners to choose between power or money

An owner of a business who gives up more equity to attract co-partners, professional management, new hires, and investors builds a more valuable company than one who parts with little equity. More often than not, however, those superior returns come from replacing the founder with a professional CEO more experienced with the needs of a growing company. This fundamental tension requires founders to make “rich” versus “king” trade-offs to maximize either their wealth or their control over the company.

Owners seeking to remain in control would do well to restrict themselves to businesses where large amounts of capital aren’t required and where they already have the skills and contacts they need. They may also want to wait until late in their careers, after they have developed broader management skills, before setting up shop. Entrepreneurs who focus on wealth can make the leap sooner because they won’t mind taking money from investors or depending on executives to manage their ventures. Such founders will often bring in new CEOs themselves and be more likely to work with their boards to develop new, post-succession roles for themselves. They understand that they can be owners of the business, not managers.

Choosing between money and power allows entrepreneurs to come to grips with what success means to them. Owners who want to manage empires will not believe they are successes if they lose control, even if they end up rich. Conversely, owners who understand that their goal is to amass wealth will not view themselves as failures when they step down from the top job.

This is a profound shift for many family businesses that become trapped believing that only full ownership is acceptable.  These family owners are convinced that having financial partners is a sign of failure. In comparison, the family businesses who do decide to maximize wealth often end up preserving more money for their next generations. Smuckers Jam, Wrigleys, Coke, Thomson all morphed and brought in external partners with great success and longevity for the company but also for family wealth.

Can Goliath Work Like David?

In describing their biggest hiring frustrations, Owners/CEOs often mention hiring someone out of a big company who was not able to adapt to the challenges of a mid-sized company. One Owner recently told me about one of his hiring mistakes – a VP-level hire who had worked at IBM – as follows: “He didn’t know how to create something from nothing. It’s like if you already have a crank, he can crank, but he can’t actually build the crank.”
A big challenge with hiring someone out of a big company is what one Owner called “the resource issue” – i.e., that the person is used to operating with a lot of resources. (“Big company” Goliath was used to having a full complement of armor and weapons, while little David had only a slingshot and the ability to improvise.) Another Owner said, “They have to realize that in a company with $30M revenues, they are the resource. They have to make everything happen themselves.”

QUESTION SUMMARY: In your experience, is it hard for people to transition from big companies to new ventures, or is this issue overblown? If it is hard, what are the biggest challenges, and what are the best ways to address those challenges?

Some big-company people can work well in mid-sized firms. What indicates which big-company hires will work out? The following characteristics were proposed:

• Within the big company, the person has succeeded at a variety of very different jobs across many positions and units, which suggests an ability to adapt.
• The person has had some international assignments, which often demand more entrepreneurial skills than do domestic ones.
• The person has enough self-knowledge to know if she fits better in big companies or in new ventures, and what stage of a new venture’s life cycle would be the best fit. Relatedly, the person is aware that the situation is "radically different" in a new venture, regarding resources, financing, and the need to wear many hats.
• The person is comfortable with the fact that the probability of success is a lot lower in the smaller company.

It may be an overlysimplistic opinion about private equity...

When you give, it comes back - or so the saying goes. I had one of those magical moments when an Ivey MBA student contacted me in regards to the book I wrote to make the Private Equity industry understandable to the layman. Yan Truong took the time to let me know what he got from Money Magnet and I was dazzled:

I have read your book, Money Magnet, and have to say that it was a great read. The book really opened my eyes to another side of PE that I never really understood. I always thought that PE was simply another form of financing for specific start-up companies with the occasional leveraged buyout of non "start-up" firms. However, after reading this book, I realize that financing is really just the tip of the iceberg. I now see PE more as a means to infuse life into a company at every crossroad, whether it is through financing, management expertise or simply giving the firm a new direction or vision. It may be an overlysimplistic opinion, but I see PE as capital markets meets management consulting with a touch of entrepreneurial vigor.

 Yan Truong, B.Eng.
MBA Candidate 2011
Richard Ivey School of Business 

Seems that the EMD has a great deal of value

What is the use of the registration Exempt Market Dealer EMD? After a lengthy discussion, I learnt that there is a long list of reasons the EMD brings value to both business owners and investors, such as reporting in to a regulatory body bringing protection to business owners. Then there are a slew of the hidden benefits for the Canadian economy.

In Halifax, the EMDA held a meeting at Cox and Palmer's beautiful law offices, situated right on the shoreline where military ships sat in the harbor and massive cargo ships slowly pulled into sight, arriving from distant lands. Patrick Fitzgerald, the expert in financially oriented law, was gracious enough to show me around the offices and to view their fine art collection. 
The EMDA event was well worth the trip to Halifax.  It reminded me how fortunate we are to live in this peaceful, safe and secure land. It seems fitting that our business opportunities and transactions offer the same protections to our business stakeholders. 
Canada is attractive as a place to do business because of its high ethics and legal protection. We are moving up in the globe because of registrations such as the EMD.

 The Securities Commission people also presented an interesting presentation, posing questions for the industry. It turned into a fantastically useful debate - still  being resolved over the next few years, mind you. 

I was particularly taken with the thoughtfulness and respect for business owners by the regulators - not the image one often gets from the media. Thank you for that, Nova Scotia!

3 Websites to Ruin Your Day

With American companies and consumers as Canada's prime market base, here are three websites to ruin your day completely: 

http://www.usdebtclock.org/ 

http://www.usgovernmentspending.com/  

http://www.mygovcost.org/ 

Now go and do something you enjoy - you deserve it!

Do Not Confuse Cyclical with Structural

The creator of the Buttonwood column in The Economist flew into Toronto from London to give a wide-ranging speech on the state of the world and how the economics, and investing, would play out over the next few years. Richard Cookson, now with the impressive Citi bank, treated us and scared us by explaining that in the developed world, we have too few assets for all the investment dollars to get the returns that they want. Citi is investing very carefully into the emerging markets but with the Middle East unrest, the risk costs are rising rapidly. 
As Richard says, "Egypt matters as now investors have to add higher risk to emerging markets."
My favourite nugget was Richard's elegant statement, 
"It is a cardinal error to confuse cyclical change with structural change." 
Citi's breakfast speaker series run by  Peter Charrington, CEO, North America, certainly highlighted the details of why we are in a time of great structural shifts. I'm sure Peter would welcome a call for more information. 
Contact: Leslie Bains +1 (212) 559-2216

Now Here's How to Push up Innovation

I am blown away every time I appear on BNN The Pitch by the business owners looking to raise capital. I am impressed with the sheer guts of these entrepreneurs to go on TV, pitch their business and then take a hammering from the private equity people. Their willingness to give it a go is the ability that truly sets apart the wheat from the chaff.
In this show, Matthew Thompson of Protranscript, absolutely nails his presentation and should be able to raise more money than he is seeking with his entrepreneurial drive.
 Andrew Bell introduces the panel: Rick Nathan, Managing Director, Kensington Capital Partners, Stewart Thornhill, Executive Director, Pierre L. Morrissette Institute for Entrepreneurship, Richard Ivey School of Business, Jacoline Loewen, Director of Loewen & Partners.
I apologize for the link below. I wish I could embed the video but I guess BNN wants you to go to their website. So here it is:
http://watch.bnn.ca/the-pitch/february-2011/the-pitch-february-16-2011/

Universities slow to understand private equity's importance

Slowly the universities are beginning to see that private equity is here to stay and is morphing into ever more useful formations. Useful to developing an economy chock block full of entrepreneurial businesses flourishing because they are being fed enough capital by high risk takers, not bankers.
I thought that you may be interested in a source of private equity materials. Wharton's has a new section on its website with PE articles:  Read Here.
The link was sent to me by Leah Noble, CA, JD/MBA and UWO Faculty of Law/Richard Ivey School of Business. Yes, Leah has a a CA and nearly and MBA/law degree combined and a great personality too.

Chinese treat Private Equity like Rock Stars

Watch for China to become the world's center of private equity within five to 10 years, according to David Rubenstein, co-founder of The Carlyle Group. 
Paving the way for this top ranking are strong economic growth, myriad opportunities, little competition and a mostly laissez-faire attitude towards business. The Chinese respect capitalism's power to create a good economy.
David says, "When I'm in Washington, D.C., people are barraging me, saying that I'm not paying enough taxes.... In China, people want my autograph ... private-equity professionals are like rock stars."

How to Explain Your Business Value

Stories or metaphors are easier to understand than fact laden PowerPoints. Here is an example from Mathguy on how to explain something complex to your customer.

http://www.youtube.com/watch?v=_Rl1xgT3REE

Is it Dawn or Dusk for Private Equity?

Private equity investors saw record yearly earnings in the boom years of 2005 to 2008 as easy access to financing led to ever-larger leveraged deals. 
Then it all came to a halt with the global financial meltdown. 
In 2009, PE firms with reasonable liquidity weathered a tough year as many put their portfolio companies through rigorous restructurings. 
This year, talk is slowly turning from retrenchment to opportunity, at least in the U.S. and Asia, however, private equity managers remain concerned about the broader economic environment, particularly in Europe, where the PE market faced further contraction even before the most recent sovereign debt crisis hit.

Advertising companies say demographics are harder to track online

As social media outgrows traditional media, and women users outnumber men, Blakley explains what changes are in store for the future of media.

Business Sales Ramp Up in 2011

Many owners are not ready to sell their business, either emotionally or business-wise. Then a health problem or a bad year forces their hand. Well, the past few years have been a time to cut unnecessary expenses, make ends meet and to patiently wait for the market to rebound.

But 2010 saw a slight improvement in the business-for-sale market and many experts expect that 2011 will be a turning point. Financing options are improving for buyers and banks are putting a new focus on lending.

So, if you're thinking of selling your business this year, here are four tips to maximize your profit

Plan Today for the End 
Steven Covey said "Keep the End in Mind" when planning today, even if it is 10 years away. Like they do for any big purchase, business buyers will do their research before signing on the dotted line. That means it's important for sellers to be ready to demonstrate their business is worth the asking price. Make sure your financial records are kept in order. 

Keep a minimum of three years of documents, including expense records. These are essential to establish buyer trust in the economic history of the business. Over-reliance on one or a few key customers and any outstanding legal issues are actually a target for some private equity firms.

Don't forget the physical elements of the business as well. Tidy up and get done those building improvements such as painting the storefront, cleaning up the distribution facility or re-decorating the interior. The physical appearance is often the first impression a buyer gets, so make sure it's a positive one.

Understand Your Fair Price
To set your asking price accurately, you need to know where you are in the market compared to other businesses for sale. Overestimating your value can lead to a long and difficult sale process, while underestimating will leave money on the table. Expect an improved selling environment in 2011, but don't make the mistake of asking for pre-recessionary prices.

Take a look at your own financials as well. If your business' revenue and cash flow have declined, take that into consideration. Buyers will. 

The downturn is here to stay and looking back at past year's revenues will not make buyers agree that those days will return. The goal is to set a price that will attract the greatest number of serious buyers and enable you to close a deal at the highest possible price.

Market Professionally
One way to get a leg up on the competition and ensure the best possible outcome is to hire an accomplished business advisor. Check references carefully and see if you can find additional references they don't provide themselves. 

Be Prepared To Offer Financing
In today's market, seller financing is essential. That means you may be required to take a minimum of 20 percent of the sale price in the form of a buyer note that the buyer will pay back over time, with interest. This also means that you'll have an investment in the business even after the sale. The buyer and lender will expect you to participate in a successful transition with the new owner and to help get them off to a strong start.

The Sizzle or the Steak?

Putting the building blocks of the business into a plan for investors is one of the top teaching methods for an MBA student. I would heartily recommend the gruelling process to any person trying to be top in their field. It is a realistic teaching method that replicates the stress of presenting your business model and future revenue streams to Bay Street financiers, as well as bringing the defeats which build up business resilience. As John Rothschild, Founder of Prime Restaurants said in the evening during his fireside chat to the room of entrepreneurs, "We all get beaten down and scarred, but we all get back up again."

The Ivey Business Plan Competition is the best in the country at attracting top students from the USA and across Canada. Perhaps it could be the $30,000 prize money, or the added benefit of spending a few days with the best and brightest students as they put in the foundation stone of potential new businesses.  

This year, I had my team at Loewen & Partners look at the four business plans and executive summaries to weigh up which plan they thought was the most fundable idea. I like to read the plans beforehand and compare my team's views with my own. Usually the business plan reflects the best idea and it is pretty obvious which plan and team deserves to go to the finals. 

This year was different. 

The most financially exciting business idea had a well written executive summary, but not much information for the investor. If they were trying to attract an Angel investor for seed capital, they were not building a compelling case for me. Yet, the problem was that their IP technology came out of the hugely reputable Waterloo University, and it was immediately fundable. The judges would all know the government would add in grants or loans.

At Ivey, during the judge’s briefing, we went over how to judge who goes to the finals. Was it based on effort and excellence of the plan or was it based on who I would see getting financing. I was told the winner would be the company most likely to attract investment dollars for their concept today in VC world. In other words, the steak over the sizzle must win.

It was heartbreaking to see my top ranked team get bumped by the weakest presentation, despite the relevant PowerPoint and the carefully crafted speeches. If the weak plan had been presented by a team demonstrating true entrepreneurial vigour, I could forgive the lack of financials.  

That was sadly not the case. 

In the end, the weaker team won because their plan was green tech, which we all knew is immediately fundable by VCs. Anyone see a bubble here?

In comparison, the team who’s work I admired, would not attract funding from a Canadian based VC as it was a start up in China. In my book, Money Magnet, I lay out the reasons VCs and Angels say yes to a business investment, and the first rule is it has to be within 3 hours driving time. China clearly does not fit that rule. If only this excellent team had read the chapter on Angel and seed investing in my book. Barring that, if only they were seeking seed money at a MBA competition in China.

There you have it: the steak had to win. 

The sizzle, although it got my mouth watering, was not enough for seed investors. It is not often that I have judge’s remorse, but the competition left me reflecting on how business success is about being in the right industry at the right time.  I have no doubt, that hard working team will benefit from their effort in the real world. Perhaps, in five years time, maybe we will be reflecting on how a business plan competition spawned a Chinese business success story.

Can Canada ever have one market regulator?

I sit on the Board of the Exempt Market Dealers Association which works with the Ontario Securities Commission to develop regulation of the private placement market. The Board has 21 Directors, most of whom are lawyers. Before you groan, I must rush to say that it is a pleasure working with smart, articulate and often wryly amusing worsmiths, because lawyers are wordy.
The Exempt Market Dealers Association is a national body, even though Canada actually has 13 regulators. Apparantly we are the only country in the world with more than one securities commission, and who is our companion country?
Bosnia! Not great company, one could say.
So What is the purpose of the Exempt Market Dealers' Association?

1. To protect investors from unfair, improper, or fraudulent practices; 
2. To foster fair and efficient capital markets and confidence in those markets.

What do you think of these guiding principals?

• facilitating the reduction of systemic risk, including through monitoring of systemic events or developments and cooperation and coordination with other financial authorities; 
• recognizing that the business and regulatory costs and other restrictions on the business and investment activities of market participants should be proportionate to the benefits sought to be realized;
• maintaining the competitive position of Canada’s capital markets, which is desirable as capital markets are international in character; facilitating innovation in Canada’s capital markets; 
• promoting the informed participation of investors in the capital markets to support effective and responsive securities regulation; 
• recognizing regional markets and sectors.

Value Creation is Changing

The capitalist system is under siege, says Michael Porter, Harvard Business School and the originator of the term Competitive Advantage. Porter talks about how business is a popular choice to play the role of the bad guy in Hollywood and how there is a deluge of opinions about it causing societal problems. Business has tried to take on “Social Responsibility” but this openness and good will seems to have opened up more criticism. Private equity, which has saved thousands of jobs and protected the longevity of companies, is also under fire and being questioned.

This declining trust has caused politicians and market regulators to add more rules and policies to cripple the capitalist system. 

As always, business needs to be the first to step forward in a new direction and look for solutions. Already there are signs that business has been the first to recognize, the business model that worked well ten years ago may now be growing swiftly stale.

One such framework to review is the way business views value creation. It is the short time financial focus in a bubble, while missing customer needs and broader societal influences that determine long term success.

Obviously, those companies who are large enough to have the luxury of participating in round tables and what not, and can take the time to influence and brainstorm the issues. 

Yet in Canada, 80% of company owners run smaller businesses and from the ones I see on a daily basis, they are running on whiffs of fumes. For example, plastic bag manufacturers are having to deal with plastic bags manufactured with logo and all in China and shipped at a tiny cost. How can a small Canadian based company making slim profit margins compete? How can the Canadian government demand more from their taxes, paperwork and health and safety regulations while opening up the door to competitive products not burdened with labour law or higher capital costs?

Secret: Build better products

I valued Ben Horowitz talking about Cloud Technology and how to build a good company. He is so truthful about the 3:00am in the morning fearful meltdowns.
Ben says there is no way to build a new company without a transformational product. What is really important is the product, not the business model, the business plan or hiring MBAs. Innovating and coming up with something way better is key. The big firms have a hard time doing innovation.
Here is Andreeson's other half, Ben Horowitz, taking about how to build a good company. A brief list of Ben's points:

1. When a bankrupt Apple got Steve Jobs back as leader, his new strategy was "build a better product" and it worked. 
2. Skills to win the market are then important. Do you take the market and sell your excellent product?
3. Be a good person as CEO. No one wants to work for a CEO who is a jerk.
4. The key ingredient really is leadership, not management. Leadership is the ability to get people to follow you, if only out of curiosity.

Ben Horowitz was a co-founder of Opsware (formerly Loudcloud), which was acquired by HP in 2007. Earlier, he was vice president and general manager of America Onlines E-commerce Platform division, where he oversaw development of the companys flagship business.

Is Govt Backing of PE Funds Unique to China?

Xie Ping, head of China's Private Equity fund, must be unfamiliar with one of Canada's largest and most influential funds such as OTPP, which was involved in some of the biggest deals in the world. Xie said, 

"China’s private equity industry is unique because it’s dominated by the State and will follow a different path from overseas peers." 

Entities that manage private equity in China and those that invest in such funds are primarily State-owned institutions, China Investment Corp’s Xie said in Beijing.

By having government backing, China’s private equity funds can increase the value of Chinese companies in which they invest, the report cited Xie as saying. This is an aspect of the Chinese market that is different from other countries, he added.The ability to invest directly in private equity is currently limited to a few large State-owned institutions such as China’s national pension fund, the report said.

Bloomberg News reported Tuesday, citing Xie Ping, vice-president at the nation’s $300 billion sovereign wealth fund.

How to Boost Sales

US executives are turning to reality television to repair the battered image of corporate America, turning a show, in which bosses work incognito alongside their most poorly-paid employees into the most successful tool for restoring brand images.

Undercover Boss was responsible for seven of the year’s 10 most effective product placements according to Nielsen, the measurement company, which looked at how well audiences recalled the brand and how much the show improved their opinion of it. Nielsen’s data show a trend towards such extended features on a single company rather than the traditional highlighting of brands in programmes such as American Idol.

"In difficult times, people are interested in watching TV programmes where there is some recognition of the difficulties they face,” says Stephen Lambert, the executive producer behind Undercover Boss and Fairy Jobmother, a UK import about getting the unemployed back to work. “At a time of great insecurity people like watching shows where people end up in a better place.”

Undercover Boss typically ends with the executive setting up a health scheme or taskforce, and rewarding employees with scholarships, holidays or, in one case, a 7-Eleven franchise.

Read more at Financial Times 

Sir James Goldsmith talks about outsourcing to China

Twenty years ago, Sir James Goldsmith talks about how America will kill its own economy. It is quite horrifying hearing Goldsmith accurately predict today's situation as Clinton's trade agreement GATT gets implemented and the long term consequences unfold. Goldsmith talks about how jobs will get obliterated as they are exported from America and the number of jobs reduced sharply.
Goldsmith asks,"What is the purpose of an economy?" He says it is there to serve the needs of society - prosperity and stability. He adds, "Material wealth would solve our problems and we achieved that. We have destabilized society because the economy is no longer serving us."
"Who benefits from these trade treaties? Major corporations benefit. What is good for GM is good for the USA is no longer true. They are no longer linked to the USA. They farm out their production wherever they can get the cheapest capital and labour."
Charlie Rose is stunned at the suggestion that automobile manufacturing or technology industries would move out of America. I would enjoy Charlie Rose doing a "Stupid Things I Said in the Past 20 Years on my Show." This show is almost painful to watch as a wise entrepreneur who can see the patterns of industry tries to get across his correct vision of the outsourcing of American jobs. Clinton's spokesperson does not listen and just shouts him down. She ran the London School of Economics and boy, if this is the type of "thought leader" leading our universities, the type that refuses to listen but shouts down the opponent, it is not a good trend.
Clinton's aid says. "When American jobs are moved abroad, they add jobs here too."
Goldsmith points out that new jobs are part time and lower skilled. This was back in 1992. We have seen that real income has not risen since 1992. Goldsmith saw the future, here is the interview:

Enjoy your holidays and Happy New Year

Needed Words for Your Strategy

I make every effort to read new business strategy books and articles. In 90 percent of cases, I can dismiss neither the author's thought process nor his or her evidence—but I am always taken aback by the abundance of "clever" and the absence of any discussion or consideration of the ability to implement the suggestions made or implied. There is total silence around the subject. For example, I did a quick analysis of the Index of one "famous" strategy tome circa 2007—words like "people" and "customer" and "leadership" and "implementation" and "execution" were literally missing.

How Deming would have loved Private Equity

Private equity fulfills one of Deming's key ideas - that profound knowledge generally comes from outside the system, or the business, and is only useful if it is invited and received with an eagerness to learn and improve. 
When private equity is invited into a business, the owner-operators are ready to hear suggestions on how to improve. New comments by the Private Equity team will be anticipated and absorbed. This power to influence is one of PE's main differentiators from the public market financing where faceless investors have little impact on strategy or operational priorities.
Deming believed that a system (business) cannot understand itself without help from outside the system, because prior experiences will bias objectivity, preventing critical analysis of the organization. Critical self-examination is difficult without impartial analysis from outside the organization. Also, insiders can rarely serve as hostile critics who speak frankly without fear of reprisals.
According to Deming, the journey from the prevailing management style to quality requires the understanding of systems. A system is composed of interrelated components. Quality is the optimization of performance of the components relative to the goal or aim of the system. Individual components of the system will reinforce, not compete with each of the other components of the system to accomplish the aim of the system.
Surprisingly, a lack of clearly defined purpose is common in U.S. organizations, particularly long-range purpose. Short-term thinking, quarterly and annual performance evaluations, and bottom line thinking forces attention to quick-fix solutions. Even if long-range plans exist, prevailing short-term thinking distracts from long-term behavior toward real solutions.
Quality is a systematic process: 

1. First, establish the aim: vision, mission, goals or constancy of purpose of the
2. system. According to Deming, without aim, there is no system (Identity).
3. Identify the components
4. Map the processes 
5. Examine the interrelationships of the components within the system (relationships).
6. Constantly improve on the processes of the system (Information/Learning/Knowledge.)

Why every private equity firm should read Deming

The best private equity partners strongly support that management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved products and services.
It is recognized that Private Equity is about the deal and, although they do leave the people side to the owners running the business, the best PE guys know operations and long term success do not flow from the numbers but from the passion of the people.
Talking about Deming in my past blog, and how much he impacted on my approach to strategy for growth, made me stop by Wikipedia and read about this extraordinary man who was honoured by the Japanese with the Deming Prize.
It took me back to my MBA days to review Deming's extraordinary impact that he made in the late 1980's. His focus on the people, despite being a statistics and measurement boffin, did inspire me to write my first book: "Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."
Deming had such an impact on humanizing business as his 14 points focus on how to motivate the brains in your business. Too many managers ask their team to check their brain at the door. Ford took over the world leader in cars - GM - after consulting help from Deming. 

Ford Motor Company was one of the first American corporations to seek help from Deming. In 1981, Ford's sales were falling. Between 1979 and 1982, Ford had incurred $3 billion in losses. Ford's newly appointed Division Quality Manager John A. Manoogian was charged with recruiting Dr. Deming to help jump-start a quality movement at Ford.^[17] Deming questioned the company's culture and the way its managers operated. To Ford's surprise, Deming talked not about quality but about management. He told Ford that management actions were responsible for 85% of all problems in developing better cars. In 1986 Ford came out with a profitable line of cars, the Taurus-Sable line. In a letter to Autoweek Magazine, Donald Petersen, then Ford Chairman, said, "We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Dr. Deming's teachings."^[18] By 1986, Ford had become the most profitable American auto company. For the first time since the 1920s, its earnings had exceeded those of arch rival General Motors (GM). Ford had come to lead the American automobile industry in improvements. Ford's following years' earnings confirmed that its success was not a fluke, for its earnings continued to exceed GM and Chrysler's.

In 1990 Marshall Industries (NYSE:MI, 1984-1999) CEO, Robert Rodin, trained with the then 90 year old Deming and his colleague Nida Backaitus. Marshall Industries' dramatic transformation and growth from $400 Million to $1.8 Billion was chronicled in Deming's last book "The New Economics", a Harvard Case Study, and "Free Perfect and Now".

In 1982, Dr. Deming, as author, had his book published by the MIT Center for Advanced Engineering as Quality, Productivity, and Competitive Position, which was renamed Out of the Crisis in 1986. Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future brings about loss of market, which brings about loss of jobs. 

Why "Hey, I'm in a community" makes people work

In baseball, a guy hits a home run, goes around the bases, and all his teammates come out and they give him a high five, and that’s awesome. And then every time somebody hits a home run, they do that.

In private equity, people tend not to do that enough, so when Loewen & Partners achieves a goal, we have to go celebrate. When I did my MBA, we had a third of our mark based on a proper Masters' thesis, which was the best part of the MBA for most of us. I wrote my Masters' thesis on Total Quality Management, TQM, which the Japanese had embraced to leap frog themselves ahead of the Americans. I discovered the writing of Deming and his 14 points to achieve TQM. The last point stunned me - celebrate!

And there are two reasons why we need to do just that - throw a party. As human beings, we’re not emotionally and anthropologically different from who we were on the plains of Africa 100,000 years ago. We need to feel that "hey, I’m in a community."

The second reason is that out of everything that I could be focused on during a year, the thing that gets rewarded with a party will be the thing that I really focus on. So I’ll tell everyone, if we hit this mark or we hit that mark, we’re having a party. Then it’s been concretely expressed to the employees that that must be the important thing. So it’s a way to double and triple underline the really important goal.

Morley Salmon passes leadership of EMDA to Brian Koscak

How to get more from your people

I came out of Business School having used the case study method, where the professor speaks 10 percent of the time, and the students do the rest. It’s tremendously valuable in private equity to ask questions rather than do all the "telling". When you need the company to grow, you’ll get better answers than if you, the C.E.O., try to come up with most of the ideas and impose them. You actually get better work out of folks as a result of asking them to bring more to the strategy of the business.
Let me say something that’s going to sound surprising. As C.E.O. today, you actually can’t get anything done without your people. 
Fact. 
We can all understand this as we have all been at the bottom of the ladder, with bosses who inspire and some who do not. As a leader, if I have a really good idea and I go tell people, “Hey, you have to go do this,” or I impose it on them, people wonder, what does she really mean? It’s open to so much misinterpretation and confusion that actually you’re doing more harm for the organization than you are good.
So the job of the C.E.O. becomes, “Hey everybody, what are everybody’s good ideas? O.K., and what’s yours? That’s awesome. What do you think of that? Hmm,.."
Now, anybody can have a different view and it strengthens decision making.
I was reminded of this by a book recommended to me by one of Canada's leading coaches, Sharon Ranson who runs The Ranson Group, coaching executives in the financial industry. The Leadership Challenge is written by Kouzes and Posner and I assumed it would be a quick flip book but slowed down to appreciate the detailed examples. The Leadership Challenge is well worth a read over this holiday season, perhaps with a glass of eggnog?
You can reach Sharon Ranson at sranson At theransongroup.com 

Want to improve, get a coach

Getting a coach is the best thing that you can do. I’ve done four years with two different coaches, and it is just fantastic. There’s what you say and there’s what people hear, and the gap between those two is sometimes enormous. What really matters is what people hear, not what you say.

Being a manager also isn’t about trying to become perfect. You’re not going to stop making errors. But it’s about having a mature appreciation for the fact that you’re a flawed human being. Probably everyone around you is a flawed human being. What are your flaws and how are you going to manage around them? What are your strengths? How are you going to optimize those?

I also learned a good trick, which is to ask somebody, “How are you doing?” They’ll usually say, “Good.” And I’ll say, “No, no, really. How are you doing?” And they’ll answer, “Good.” But then I’ll say, “Tell me what would you say if you weren’t doing good? How would you express that to me?” And then they tell you things. It’s partly little tactics, but the more important part is making it clear that you want to hear what they have to say.

2 Job Interview questions asked by Private Equity

Q. What’s an effective question that you use in most interviews?

A. What’s the best and worst career advice you’ve been given in your career? That gets to the underlying point about what people think is important. The best career advice part gets to what they think is important; worst career advice kind of tells you whether the person is trying to snow you. I want to know if you’re trying to snow me under the stress of the interview and try to tell me things that you know aren’t true — that you don’t make bad decisions, that you haven’t gotten any bad career advice, that type of stuff.

The point is that the interview is uncomfortable, but so are budget review meetings and so are a lot of meetings in day-to-day life. We’re not a bunch of perfect people who work together. We’re all people with flaws. I want to know if you’re somebody who feels comfortable enough to talk about dumb things that you’ve done or dumb advice that you’ve taken. Phrasing it in the form of, “Hey, what’s the worst advice you got?” at least gives you a half-step of distance to it. It tells you something about the character of the person.

Q. What’s the best question people should ask in an interview?

A. When they ask you, “Hey, do you have any more questions?” ask them, “How do I help you get a gold star in your review next year?” The person who’s interviewing you had to go through a lot of effort to get this opening, particularly in this economy. Be empathetic and realize that they are hoping that this position is going to make their life better. Ask them how you can be a part of that.

The "how are you doing" job interview

The “How are you doing?” interview for private equity partnered firms has about a 50 percent chance of success. That kind of interview is just a social call, right? You’re not actually seeking to find out anything about somebody’s performance. All you’re talking about is vague generalities, some task ability and whether there is cultural "fit".

In the Loewen & Partners' Talent method, the structure is more, “What have you done in the past relative to what this job needs?” So if I’m hiring a CFO, we’ll have the CEO and the family business owner and two more in the interview committee, usually Board members. We’ll sit down first and say, there are 51 different areas that could be important that we’re looking for in somebody — a good coach, analyst, public speaker, all these different areas that could be important. 

We have to pick six, and it’s really interesting to have these discussions with your colleagues. In some cases it turns out that everybody’s got a different six, and that’s a problem.

Once you decide on the six characteristics that are most important for the particular job you’re trying to fill, then there’s a series of questions for each one, always focused on past performance. It’s no guarantee of future performance, but it’s the best predictor. What are the tasks to get done and has the person exposure to that work before.

Private equity management style is all about the deal

“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”

Private equity is about the deal and the numbers, so interest in human side of managing is not as visible. I enjoy the people side of growing a business. So the management style that I have is first, share your passion. Explain to people why it’s an exciting idea and how they can be involved in it. In an entrepreneurial business, the most important thing, the thing that creates the most excitement and value and interest in the business is the big picture — where are we going. You can destroy little bits of it by all these little errors that you make. But if you fix all of them and you don’t have the big picture, then you’re never going to get there. Really engaging people in that big picture is way more important, I think, to success.

So I’ve learned to do the big-picture stuff, and I can be really great at the analytics — sitting down and running the numbers. What I’ve had to learn over time is the middle part about, O.K., how do you build a team? How do you assign a team to do something? How do you give them enough rope to be successful, and when do you take it back? The middle part has been trial and error for me.

5 Leadership commitments to make today

This list reminds me of Deming, the father of TQM, and his 14 point plan for top quality companies. The 5 Practices of Leadership come from a highly recommended book written by Kouzes and Posner. They identify what they call "five leadership practices common to successful leaders".
Kouzes and Posner go on to suggest ten practical "behavioral commitments" among those leaders studied. I liked the reminder and I know this will inspire you once you see that you are probably trying to do them already.
Here they are:

1 Practice: Challenge the process 
Commitments: 
(1) Search for opportunities and 
(2) Experiment and take risks

Practice: Inspire a shared vision
Commitments: 
(3) Envision the future and 
(4) Enlist others

Practice: Enable others to act
Commitments: 
(5) Foster collaboration and 
(6) Strengthen others

Practice: Model the way to the desired objectives
Commitments: 
(7) Set the example and 
(8) Plan small wins

Practice: Encourage the heart of everyone involved
Commitments: 
(9) Recognize individual contribution and 
(10) Celebrate accomplishments 

Where did the 40% rise in M&A happen?

The number of Canadian M& A transactions remained relatively unchanged from the previous quarter at 268 transactions.  Cross-border activity, mega-deals and financial sponsors all played a significant role in driving up the value of Canadian M&A as each category saw significant improvements over the second quarter. 

Overall, it is exciting to see that Canadian M&A activity demonstrated a strong recovery in Q3 with a 40% increase in deal value to approximately $48 billion.  

Four interesting points for the Q3 results:

1. Canadian buyers continued to be acquisitive abroad, outnumbering foreign acquisitions of Canadian businesses by a ratio of 2.2-to-1
2. Bucking the trend, the value of Canadian-led acquisitions abroad exceeded that of foreign-led takeovers by a ratio of 4.1-to-1
3. Activity in the mega-deal segment of the market (deals valued in excess of $1 billion) rebounded to ten transactions valued at $32.2 billion
4. The Real Estate, Oil & Gas and Industrial Products sectors were the key drivers of M&A activity in Q3 representing 53% of announced transaction volume 

Mad rush to China for Private Equity

In a rush to tap China's booming private equity market, Morgan Stanley will be partnering with the eastern city of Hangzhou to launch yuan-denominated funds.

Morgan Stanley has signed a partnership agreement with the local government and has decided to establish its China headquarters for private equity investment in the city, the Hangzhou government said on its website.

Morgan Stanley and its partner aim to raise 1.5 billion yuan ($225 million) in the initial phase, a source with direct knowledge of the plan told Reuters. It will invest in non-public companies.

Earlier this week, Chinese media reported that U.S. private equity giants Warburg Pincus WP.UL and Kohlberg Kravis Roberts & Co (KKR.N) planned to set up units in Shanghai to launch yuan funds, following in the footsteps of rivals Blackstone, Carlyle and Bain Capital.

China is encouraging the development of the private equity industry, hoping to channel more liquidity into the private sector to aid economic growth. Beijing also expects to use foreign expertise to improve corporate governance.

"We hope that the partnership with Morgan Stanley would help boost private sector investment, accelerate economic restructuring and boost the local private equity industry," the Hangzhou city government said in a statement.

Groupon - Who Knew?

"I don’t know the third act of the transformation of media," says Michael Eisner of Disney fame. "I don’t even think we know the second act. We’re probably still in the first act or the prologue."
With the surprising offer for Groupon at $6B (yes, BILLION) from Google, there are reasons that it is hard to see where the next venture capital hit will emerge.
As Michael Eisner puts it: 
"I’ve gone to conferences where some people are getting carried around on top of shoulders like they just won the Super Bowl, and two years later it’s “whatever happened to that guy?” I sat at the Allen & Co. conference a couple of years ago and this guy Mark Pincus [CEO of Zynga, the company behind Farmville] was sitting at the table. Who knew that two years later he would have the best room at the lodge?"
Well done to pushing through the hard times, Groupon and Zynga. Let's keep at it.
Footnote: 
Here is BNN show, The Pitch, from a week ago, where business owners talk about their companies and are seeking investment capital. The private equity people have not heard of Groupon. I am sure they know the name now. 

http://watch.bnn.ca/#clip379746