Robert Renaud
Robert Renaud grew up in Muskoka, Ontario (where he hoped to fit in), and graduated with a B.A. in Political Science and Sociology during his impressionist years (where he didn't see anyone fit in). After working for a few years, he then graduated with an M.B.A. (where he finally felt like he fit into something because he now had an expensive degree to theorize why).
After moving to Ecuador (everyone thought he lost a screw to leave the comforts of home, especially after he sold everything he had) and working for a couple of years as an project manager in international development, he returned to Ottawa to work in government (as if working in a developing country wasn't challenging enough).
He spent 11 years (chained to a desk) learning the fundamentals of project management, business process re-engineering, and strategic planning, from economists, yet. Thus, he was indoctrinated to the importance of process and theories (and the excuse that there is a theory to explain that).
Opportunities over the next 10 years (too many job titles to name) saw him contribute to strategic planning, project management and business transformation in a number of government organizations (the more things change the more they stay the same).
He continues to live and work in Ottawa (it is a government town after all) immersing himself into business transformation and embracing ambiguity (change is the only thing constant, so he decided to embrace it).
Latest Articles
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Driving Value: Process Re-Engineering versus Process Engineering
To transform effectively organizations have to leverage the value inherent in their business processes through an engineering or re-engineering approach.
Mar 14, 2012
- Robert Renaud
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The Necessity of Constant Change in Business
The one constant facing organizations is change and in order to survive it is paramount that organizations adapt to and embrace the need for it.
Mar 10, 2012
- Robert Renaud
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Driving Business Transformation: HR Innovations
Innovation does not rest solely with the business functions; rather it rests with HR and a focus on this enabler will help drive business transformation.
Mar 6, 2012
- Robert Renaud
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Disjointed Strategies: Business Management Failures
Disjointed strategies form when there is a difference between what the organization wants to do, what they need to do and what they should do.
Mar 3, 2012
- Robert Renaud
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Redefining Business Enablers
Redefining business enablers as integrated planning and delivery arms focuses the organization toward effective client-centric service delivery.
Jan 21, 2012
- Robert Renaud
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