INSIGHTS June 2010
The Caribbean Institute of Certified Management Consultants Volume 2, Issue 3
In this issue
Message from the out-going President
CICMC awarded Full Passing the Torch
MC Task Force in After more than three and a half years, I am writing my last message as President of CICMC.
Dominican Republic In that time, we have made significant progress. We have:
New CICMC Brand Obtained membership in the International Council of Management Consulting Institutes
identity (ICMCI) as the region’s exclusive provider of the world highest management consulting
Membership Update designation - Certified Management Consultant (CMC) - recognized in 48 countries.
CICMC’s new office Hosted a hemispheric conference that brought together our regional consultants with CMCs
Membership types from the US, Canada, the UK, Denmark and the Caribbean that opened new collaborative
and criteria dialogues and introduced the competency framework to make our management consultants
Tips of the Month more competitive.
IMC - India Mobilized more than fifty members, drawn from 14 countries, to work toward developing a
The Book Nook dynamic industry and profession that can export high-end services and help to develop the
capabilities of the region’s other economic sectors.
On the lighter side
Represented our members and the region at international and regional arenas for dealing
with standards, accreditation and recognition for trade access. We now have full reciprocity
Individual for our CMCs with all the ICMCI institutes around the world.
Highlights: … Continued on page 4
Introducing the new
CICMC achieves Full Member Status milestone
On June 29, 2010, on the opening day of the 2 annual symposium in St. Kitts, CICMC was
presented with its Full Member Certificate by Brian Ing, the ICMCI immediate Past Chair.
Contact Us CICMC now joins the ranks of the other forty-eight (48) National Institutes which administer, in
Caribbean Institute of accordance with world class standards, the international "CMC" certification Certified
Certified Management Management Consultant.
Consultants … Continued on page 4
CMC-Canada has a new CEO: Glenn Yonemitsu. Join me in congratulating him and wishing him
P.O. Box 1330
well. He can be reached at firstname.lastname@example.org.
c/o Goddards Shipping and Tours
Goddard’s Complex, Fontabelle, CICMC has a new brand identity … Continued on page 8
St. Michael, Barbados The new logo and design (seen at the top of the newsletter), is intended to communicate
West Indies Professionalism, Know-how, Growth and Stability, and combines the elements of a lily pad,
email: email@example.com puzzle piece and the icon of a personage. The lily represents growth and stability, the puzzle
phone: 246-228-2640 piece (universally recognised as the symbol for consultancy or the practice of consultation)
www.caribbeancmc.com communicates competence and know-how, and the icon of the person communicates the fact
that all that CICMC does is for the improvement of individuals.
... Continued on page 2
CICMC welcomes its incoming president – Brenda Pope
CICMC welcomes its new president Brenda Pope who took office at the AGM held on June
29, 2010 in St. Kitts. Brenda Pope is partner in charge of the Advisory practice in KPMG
Barbados. She is responsible for the firm’s practice in the area of ICT and Information Risk
Management (IRM), as well as Business Performance services including Human Resource
Management, Performance Improvement and Business Process Engineering.
… Continued on page 2
… Continued on page 10
Foundation Partner 1
CICMC’s New President … cont’d
In Barbados, Brenda is specifically responsible for the delivery of all
business performance and ICT related services including strategic
planning, human resource management, computer resource
management, security reviews and hardware/software evaluation
and selection. She also holds responsibility for KPMG Caricom
service delivery in the area of Business Performance Services.
She has over thirty-one (31) years experience as an ICT and
business performance consultant including twenty-five (25) years
consulting at the senior and executive levels in project management,
change management, business performance and strategy,
information risk management, requirements analysis, software
analysis and design, software selection or development, implementation and deployment.
Assignments have been undertaken for a wide range of regional and Barbadian private and
public sector clients in sectors such as banking, general insurance, commerce, hospitality,
finance, social security, manufacturing and transport.
A Barbados Scholar, she holds a first class honours degree in Computer Science and Applied
Mathematics from McMaster University and an MBA (Distinction) in International Business from
Henley Management College, Brunel University. She also holds the professional designation
Certified Information System Auditor (CISA), is a member of the Chartered Management
Institute and is herself a certified management consultant (CMC).
possibiliitarian. No She was the Chairman of the Information Technology Advisory Committee to the Barbados
matter how dark Ministry of Education on computer technology in education (EDUTECH2000) and was a member
things seem to be or of the National Advisory Committee on e-commerce legislation for Barbados. She was also one of
actually are raise three private sector representatives on the Barbados National Advisory Committee on Year 2000
your sights and see compliance. She is currently a member of the Technical and Vocational Education and Training
possibilities … subcommittee on Information Technology and the editorial board of Business Barbados. She has
always see them for also been a board member of the Caribbean Institute of Certified Management Consultants
they are always (CICMC) for the last two years.
Brenda has made numerous ICT and Business performance presentations throughout the
Norman Vincent Peale Caribbean and Latin America including papers on Year 2000 issues at the International
Conference of Social Security in Mexico, Security in e-Business at a Nortel sponsored Senior
Executive Forum in Miami, Florida, the e-business value chain at a Central Bank sponsored
electronic commerce in Barbados and on ICT, e-business and security at conferences in Belize,
St. Lucia and Antigua, as well as on HR performance reviews and appraisals at a CANTO
A Rotarian, she is President-Elect and a current Director of the Rotary Club of Barbados.
CICMC gets new office located near Bridgetown
CICMC has recently signed a lease for office space from Goddards Shipping and Tours in the
Goddard’s Complex in Fontabelle, Bridgetown. The P.O. Box, telephone number and email
will however remain unchanged. This welcome development means that the secretariat will
now have a permanent location from which to operate and where association files and papers
can be securely maintained. In addition to the two desks and chairs and filing cabinet, CICMC
has access to common areas including a kitchen and board room for meetings. CICMC is
seeking donations of additional filing cabinets and other office furniture.
CICMC has a new brand identity ... cont’d
The brand identity will be consistently used across the web-site which is being upgraded and
expanded to provide new valuable sections, practical assistance, a members’ only area and
enhanced e-commerce facilities. In addition all future corporate materials including letterhead,
business cards, etc will reflect the new branding.
CICMC Membership has continued to increase steadily.
Membership now stands at fifty (50) of which seven (7) are CMCs.
This reflects a steady growth since December 2007 (approximately 650%)
CICMC now has members in fourteen (14) countries, up from three (3) in 2007.
There are also six (6) members enrolled as CMC candidates and another 19 who have
expressed an interest in enrolling and starting the CMC journey.
“The best time to
plant a tree is
twenty years ago.
The second best
time is today.”
CICMC achieves Full Member Status milestone ... cont’d
When Brian Ing presented the official ICMCI certificate of Full member Status
to Dennis Strong, out-going CICMC president, he congratulated CICMC on
having made completed the journey and reiterated that ICMCI was there to
support and assist CICMC in its mission to “... mobilize its members and
enhance their ability to serve clients according to global standards of
excellence and ethics”
In her emailed congratulatory message to CICMC, current ICMCI president
Aneeta Madhok also congratulated Dennis Strong, outgoing CICMC president
on the “... path you have led the CICMC through and the absolutely wonderful
team you have to support you in the endeavour to establish the institute in the
first place, and then to take it to
meeting the criteria of full
membership too. I do know how
much passion and commitment it
takes of volunteer effort, and
know that it is not an easy task
for you to have engaged with.”
Right: Brian Ing presents the ICMCI
Full Membership certificate to Dennis
Strong (outgoing president) and Brenda
Pope (incoming president)
Left: the ICMCI certificate
President’s Message … cont’d
Space constraints demand a close to my comments. Let me end by thanking a few, among
many, without whom this would not have been possible.
It is only through God’s grace that I was able to absorb the gruelling start-up requirements.
For that I am eternally grateful.
Don Wood, CMC and his wife, Dr. Betty Jane Punnett brought to CICMC several critical
resources, especially Heather Osler, former CEO of CMC-Canada.
All CICMC directors past and present.
Peter Sorensen and Brian Ing, the two ICMCI Chairmen who presided over our historic
entry into ICMCI.
Caribbean Export Development Agency; especially Anthony Bradshaw, who had both the
foresight and the perseverance to obtain funding and other crucial support for our efforts.
I now hand the torch to Brenda Pope, CMC; Partner at KPMG, as the new President of
CICMC. I will continue as a CICMC director and a member of the executive committee.
Dennis Strong, CMC
Special edition for 2nd MC Symposium & Workshop & AGM
Look out for the upcoming special edition of the Insights newsletter which will be coming out in
Alert July to provide a rundown of the presentations and activities of the recent Management
Consulting Symposium & Workshop and CICMC AGM held in St. Kitts June 29 and 30, 2010.
Dominican Republic – Management Consulting Task Force Meeting
The first Regional Management promotion of the relative to the CARIFORUM
Consulting Task Force Meeting management consultancy grouping and the role of
was held in the Dominican industry; globally-recognised
Republic from May 17-19 2010. use of tertiary institutions standards and certification
which have experience in required to compete
During this meeting issues accreditation. effectively in the global
considered included: market
certification of Management During the intensive 2 day
Consultants; sessions the Task Force This strategic direction will
Samaveda (sacred sustainability of the defined specific results within was disseminated to a wider
Caribbean Institute of each key result area, as well set of stakeholders at the
Certified Management as the activities essential in Second Management
Consultants (CICMC); delivering those results. They Consulting Business
support of the development also examined the issue of Symposium held in St Kitts
and implementation strategy regulation and the legal from June 29-30, 2010.
for the marketing and framework that supports it
Some of the participants at the Task Force meeting at work in some of the many break out-sessions
DR Management Consulting Task Force Meeting ... cont’d
The task force comprised the following organisations and countries:
Caribbean Export - Anthony Bradshaw, Quentin Baldwin, Tonika Sealy
CICMC – Dennis Strong (President)
“All lasting Dominican Republic - Taiana Mora-Ramis
business is built Jamaica – Andrea Livingston-Prince
on friendship.” Martinique - Marcel Clodion
OECS – Yvonne Agard, St. Lucia Coalition of Service Industries
Alfred A. Trinidad and Tobago – Nirad Tewarie (invited – unable to attend)
Those with observer status included:
CARICOM Secretariat - Timothy Odle
Dominican Republic - Darwin C. Munoz, Dean, Science, Technology and Innovation,
Universidad Iberoamericana (UNIBE)
Jamaica - Noel Watson, Canute Thompson
CICMC/Barbados – Gregory Hinkson
Some of the participants at the Task Force meeting at work and in discussions
Member Profile – O’Donovan Yarde
Company: Business Support Network, Inc.
Position: Director, Management Consultant
Address: P.O. Box CP5763
Castries, St Lucia
Tel: (758) 458-0325 Fax: (758) 451-7131
Cel: (758) 584-4801 SKYPE: donavanyar
Key areas of expertise:
Foreign Direct Investment & International Trade
Business & Strategic Plan Development
Training & Development
Member Profile – Dr. Robert M. Brohim
New Member Profile- Mrs Katia Café-Fébrissy and Advisors (HECORA Inc
Company: Health Care Organizers
Position: Chief Executive Officer
about products Address: 10 Bredelaan Nord,
from hundreds of Paramaribo, Suriname
sources, but Email: firstname.lastname@example.org / email@example.com
when they believe Tel: +597-8755139 or +597-533680
a company is a Fax: +597-533680 SKYPE: Robert Brohim
good citizen, they URL: www.hecora.com
feel more positive
about a brand.” Key areas of expertise:
Shelley Lazarus Hospital management
Prevention programmes and primary health care
Health financing and health insurance
Strengthening Member Skills and Capacities in Barbados
In May, the Barbados members took another step forward in starting a series of membership
development activities which will showcase products and services offered by members. The
first in the series was led by one of the members; Jacqui Archer, Director of Saville
Consulting Caribbean Ltd. Jacqui presented the Saville Consulting Wave suite of products
as tools which could be used by internal and external consultants in various stages of client
interventions and talent management across the employee life cycle.
The Wave® is one of the most modern and comprehensive psychometric tools increasingly
used by top companies in the Caribbean and internationally. It is an integrated suite of
assessments which provides sophisticated, easy to use individual and organisational
diagnostics. Through one dynamic online questionnaire the Wave® provides an assessment
of individual competencies, motivation and potential, and forms the basis for several types of
reports including the popular Professional Work Styles, Entrepreneurial Potential, Team and
Leadership Type and an insightful Development Report.
… Continued on page 11
CICMC Types of Membership and Membership Criteria
You can become a member of the CICMC if you meet the membership requirements listed
under any of the following, although only Certified and Professional members can hold
A Certified Member is a practising management consultant in good standing who has been
awarded the Certified Management Consultant (CMC) designation after successfully going
through an assessment process. This process requires you to present evidence of your
competence in management consulting processes and your area of technical specialization
against the Institute’s Competency framework. CMC members are also tested against their
understanding of the CICMC Code OF Ethics. CMC candidate must meet the following criteria:
A minimum of three years’ experience in full time management consulting with major
responsibility for client engagements during at least one of those years.
Possess the requisite qualification for the area of practice.
Provide written summaries of client engagements.
Pass a qualifying interview by a CMC panel.
Pass the qualifying on-line examination.
Certified members are voting members and receive full benefits of the Institute.
“About the time A Professional Member is a practising management consultant, who agrees to subscribe to
we can make the the CICMC Code of Ethics and who may choose to work towards the Institute’s professional
ends meet, qualification of CMC. The applicant must provide evidence of at least one of the following:
somebody moves At least one year’s experience as a management consultant;
the ends.” At least five years’ experience in management;
At least five years’ experience in a technical or professional speciality;
Herbert Hoover Masters Degree in business or related field (e.g. MBA);
Currently working as a consultant.
Professional members in good standing are voting members with full benefits.
An Associate Member is a professional who either has an interest in management consulting
or engages in providing services to the management consulting profession and supports the
mission of the Institute. Associates may include
Academics in the field of management;
Professional service providers;
Practising managers in the public and private sectors.
Associates must abide by the CICMC Code of Ethics but are not eligible to vote and may not
receive the full benefits of the Institute.
A Student Member is a full time tertiary student who has an interest in management consulting
and supports the objectives of the Institute. The special rate is for those actively studying at an
accredited tertiary institution, who are desirous of becoming management consultants and who
agree to abide by the Institute Code of Ethics. Student members may continue at the student
rate as long as they continue to be students in good standing or 12 months immediately
subsequent to graduation, and are not actively pursuing consulting clients. Student members do
not have voting rights, and may not receive the full benefits of the Institute.
Corporate Membership is open to consultants working in management consulting firms with
five or more practising management consultants. An initial relationship is established with
each consulting firm applying for corporate membership and then members of that firm
individually complete their applications for assessment.
Spotlight on a Sister Institute (source IMC India)
In this issue we focus on the Institute of Management Consultants of India (IMCI). The
Institute of Management Consultants of India (IMCI) is the premier body of management
consulting professionals and the only registered institute of established management
consultancy firms and practising individuals in India.
IMCI's mission is to promote excellence in the profession of Management Consulting by
providing learning opportunities; generating and disseminating knowledge through research;
certifying competencies; building corporate awareness and emphasizing ethical behaviour, so
as to ensure that the profession is accepted, recognised, and respected as providing a
valuable service to all categories of organizations in the private, public or NGO sectors.
IMCI was constituted in 1991 and was formerly known as Management Consultants'
Association of India (MCAI). The MCAI was founded in 1963. In 1989, IMCI became the first
Asian organisation to be accepted for membership of the International Council of
Management Consulting Institutes (ICMCI), the global apex body of Management Consulting
“Power is knowing Institutes.
what you want and
acting on it.” The Executive Secretariat of IMCI is located in Mumbai. The Institute has Regional Chapters
in Ahmedabad, Bangalore, Calcutta, Chennai, Delhi, Hyderabad, Mumbai and Pune. Since its
Geoffrey M Bellman inception in 1963, IMCI has grown with leading consulting firms as well as experienced
individual consultants as members. As of 2001, the membership stood at 484, with 386
individual consultants and 48 consulting firms.
Phone: +91 22 2300 5376
Fax: +91 22 2300 5375
Visiting address: Navjivan Commercial Premises Co-Op Society Ltd,
Lamington Road No. 305, Third Floor, Mumbai - 400 008, India
Tip of the Month #1 (source IMC USA)
I belong to several parts: the "What" and the vice versa) will find it
professional associations, "How." You should belong to increasingly hard to keep up in
ranging from technical to associations that can help you the management consulting
marketing to industry improve in both areas. profession.
groups. How do I know
which ones are really The "What" is your technical Tip: If you are a practising
working for me? discipline and industry management consultant and
perspective, and associations already belong to a technical
We join professional like SHRM, IEEE, ASTD and association, IMC USA invites
associations to increase our other technical associations you to explore membership in
skills and knowledge, increase are "musts" to belong to. The the premier professional
our exposure to others in our "How" complements technical association and sole certifying
profession and, ultimately, to with consulting skills and body for management
increase our ability to practise behaviours, ethics, consultants in the US. With the
our chosen discipline. IMC interpersonal and coming ISO registration for
USA describes this as Get organizational capabilities, management consultants
Smart, Get Known and Get and the opportunity to meet (which will be based on the
Business. If your association and learn from people in many CMC designation awarded by
is helping you with all three, different technical disciplines. IMCs around the world),
then it is probably a good one greater commitment to your
for you. As cross-disciplinary skills and profession through
“Transcendent experience become more associations and professional
values like trust and Another issue is the nature of important, professionals need certification in both technical
integrity literally the professional support you places to meet and work with as well as consulting
translate into get. One example is others in different fields. disciplines become of equal
revenue, profits and management consulting, Someone with technical skills importance.
prosperity” which consists of two distinct without consulting skills (and
Tip of the Month #2 (source IMC USA)
Even though I am an need to get back to work as (you can knock out 30-40
experienced consultant, soon as we can to "make up short emails that will be
conferences are a key part for the lost time." appreciated and may result
of my practice in a response waiting for you
regeneration and There is a better way to look by the time you arrive home).
networking strategy. at this. First, you are taking Go through conference
However, although I do time to work on your material and note the items
meet interesting people, business so you are best you think can best help your
get great ideas and learn served by leveraging the business - and toss the rest.
about what is going on in information you gained and Go over your preconference
my area of practice, I think people you met. You don't plan and see how you did,
the value does not last as visit a prospect or client making notes for the next
long as I'd like. without a well thought out conference to gain even
plan of how the event will go; greater value.
For many consultants, a do the same for a
conference is an important conference. Have a plan and Tip: Tip: Don't come home
strategy to develop new work it. and put your conference
skills and new business. binder on the shelf and toss
However, many of us think of Second, the time right after collected business cards in a
conferences as expenses the conference is potentially drawer. Schedule a half to
and not investment. We the most productive. On the whole day immediately after
conclude that we are plane ride home, send a you arrive home to
spending a few days "away follow up email to each consolidate all you learned
from our business" and we person of interest you met and connect with your new
The Book Nook …
Flawless Consulting: A Guide to Getting your Expertise Used
Published: 1999 Hardcover (400 pages)
Edition: 2th Edition Publisher: Jossey-Bass/Pfeiffer (A Wiley Imprint)
The second edition of Peter Block's Flawless Consulting gracefully updates what many
consider the best resource of its kind. New chapters on implementation, "whole-system"
strategies, and ethics are included, but in general it simply fine-tunes Block's proven advice to
match the transformations that business and society have undergone since initial publication
two decades ago. "The days of long studies and expert-driven answers are passing," the
author proclaims in his new preface. "The task of the consultant is increasingly to build the
capacity of clients to make their own assessments and answer their own questions." He then
subtly modifies his established recommendations accordingly for every step, from the initial
client meeting and problem diagnosis through data collection and the execution of solutions. In
the section on "Conducting a Group Feedback Meeting," for example, he advises: "Treat the
group as a collection of individuals.... Ask each person what he or she wants from the meeting.
This will surface differences and force the group to take responsibility for some of the difficulties
that may arise." --Howard Rothman
Dave Kinnear, author of The Rational Taoist
“Peter Block has updated his "consultant's bible" and made it better than ever. This is
becoming must reading for the consultants in our new firm. While the point of view of most of
the book is from that of an "inside" consultant, the principles and ideas are directly related to
external consultants as well. The layout of this book makes it an invaluable reference with easy
to find topics, checklists, and guides for consultants. A final checklist is provided in the
“An enterprise that
appendix that comprises all the information covered in the body of the book. The final list cross
is at war with itself
references back to the appropriate chapters so that as you go through the process of Flawless
[misaligned] will not
Consulting, you can easily review the material presented.”
have the strength or
focus to survive and
Barry Z. Possner, dean and professor of leadership, Leavey School of Business; co-
thrive in today’s
author of The Leadership Challenge and Encouraging the Heart
“The first question to ask any consultants: Have you read Peter Block’s Flawless Consulting?
If they say no, don’t hire them. Peter Block’s advice is flawless!”
Margaret J. Wheatley, author of Leadership and the New Science
John O. Whitney
“The original Flawless Consulting was my consultant’s bible ... Thank you Peter for going
back to this work and gifting us with what you learned along the way.”
Susan Gretchko, partner Deloitte Consulting
“In my fifteen years in the profession I have not read a more valuable book on effective
Barry Oshry, president, Power & Systems Inc; author of Seeing Systems , Leading Systems
“ Block has distilled years of experience into a wise, down-to-earth, and eminently practical
guide to excellence in consulting. If you are new to the practice, Flawless Consulting will chop
years off your learning cycle. And even if you're an old pro, Block's insights will elevate you to
new levels of effectiveness. Flawless Consulting is not simply about becoming a better
consultant; it is about using consulting as a path toward becoming a better person."
Dr Mildred Golden Pryor, Centre for Excellence, Texas A&M University; author of
Strategic Quality Management
“Every internal and external consultant who cares about getting his ideas implemented should
read Flawless Consulting ...”
On the lighter side …
50 Rules of Project Management
A badly planned project will take three times
longer than expected – a well planned project
only twice as long as expected.
The more you plan the luckier you get.
There is such a thing as an unrealistic
At the heart of every large project is a small
project trying to get out.
If you don’t plan, it doesn’t work. If you do plan,
it doesn’t work either. Why plan!
The nice thing about not planning is that failure
comes as a complete surprise rather than
being preceded by a period of worry and
Everyone asks for a strong project manager –
when they get them they don’t want them.
If you’re 6 months late on a milestone due next
week but really believe you can make it, you’re
“ a project manager.
There are no good project managers – only
There is something lucky ones.
that is much Managing IT people is like herding cats.
scarcer, something The person who says it will take the longest and
rarer than ability. It cost the most is the only one with a clue how to
is the ability to do the job.
recognise ability.” Project Stakeholders
A project is one small step for the project
sponsor, one giant leap for the project manager.
Nothing is impossible for the person who
doesn’t have to do it
The project would not have been started if the
truth had been told about the cost and
Good project management is not so much
knowing what to do and when, as knowing what
excuses to give and when.
Of several possible interpretations of a
communication, the least convenient is the
I know that you believe that you understand
what you think I said, but I am not sure you
realize that what you heard is not what I meant.
What is not on paper has not been said.
A user will tell you anything you ask about, but
What you don’t know hurts you.
Read the next 25 in the next issue!
We welcome your feedback and suggestions for future issues of CICMC INSIGHTS. Please send us:
short, relevant articles (up to 500 words)
news of your activities that you want to share (up to 100 words)
brief descriptions of management consulting opportunities of interest to members
announcements of upcoming workshops, seminars, conferences and so on
internet links of value to members
embership Update 13