Margot Cameron
Associate
Margot has consulted in strategic human and organizational
issues for thirty years. Her clients have been principally
in the federal government and the technology industry.
Margot’s particular skills lie in working with
groups and individuals to help them effect changes
in their organizations, in their lives, and in their
roles as managers or individual contributors. Margot
specializes in employee-based change, targeting team-based
organizations and the creation of self-directed work
teams.
Combined with her expertise is a solid knowledge
of strategic planning processes to support high impact
strategic planning and the setting of new directions
and strategic goals. Margot has assisted management
with communications strategy and advice, coaching
on process and interpersonal issues, organization
design and organization development issues, identification
and integration of differing cultures, and employee
surveys.
Margot has at her disposal an extensive complement
of psychological exercises, instruments, and personality
assessment tools such as the Myers Briggs and the
Birkman Method, to help people achieve effective working
relations and personal stability.
Margot holds a Bachelor of Arts (Honours) from Trent
University and a Maîtrise-ès-Lettres
from the Université de Montpellier in studies
of contemporary French literature. She has also earned
a Certificate in Advanced Strategic Change Management
from the Rotman School of Management at the University
of Toronto.
A representative selection of Margot’s consulting
assignments includes:
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Developing employee resilience during
significant organizational change and ensuring
management alignment with strategic plans |
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Assisting managers adapt to new requirements
for facilitative change leadership and participative
management, through personal coaching, formal
training, and the implementation of participative
processes |
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Designing and conducting employee attitude surveys
for various federal government departments and
a global high tech company covering thousands
of employees |
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Working with the Chairman of a Crown Corporation
and the management team to establish strategic
goals and identify opportunities to achieve dramatic
savings required of the organization. The success
of this intervention depended equally on the clarity
of the strategic goals and the improved capacity
of the management team to work together |
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Assisting the Chief of Research and Development
of a large organization to re-align senior management
to a new strategic direction |
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Working with an Assistant Deputy Minister and
the entire staff to establish their Change Plan
and manage the transition from one style of operation
to another |
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Advising on a communications approach for an
organization embarking on team-based manufacturing
and facilitating large group communication sessions
for employees |
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Working with the managers and members of self-directed
work teams in a storage operation in Vancouver
and a purchasing function in Montreal to organize
the work teams and guide them through their first
months of operation |
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Working with management and union steering committees
and design teams at a number of sites in the private
and public sector to redesign infrastructure operations
and effect significant savings |
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Designing and conducting large and small scale
employee attitude and organizational climate surveys
in a number of private and public sector organizations |
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