Preparing
for Conversations with Hubert Saint-Onge
Conflicting
Views on Training and CoPs
 Introduction
Hubert Saint-Onge,
senior vice president, strategic capabilities, Clarica, has spent
twenty years focusing on developing the full potential of human
assets at major corporations such as The Mutual Group, Shell
Canada and Clarica.
In his keynote session
at the AOK/Delphi Enterprise Learning and Knowledge Exchange
Summit, March 13-15, Palm Springs, he discussed how corporations
will survive and grow in the new economy. He shared with attendees
his success at Clarica where he is maximizing the corporate culture
to leverage the convergence of knowledge and enterprise learning.
The dialogue continues
here at AOK May 20-31 where Hubert will be our second Summit
keynoter providing voluntary service as AOK STAR SERIES guest
moderator.
Hubert holds an
Honours BA in Political Science from York University and an MA
in Political Science with specialization in international economic
integration. He was previously vice president, learning organization
and leadership development for the Canadian Imperial Bank of
Commerce (CIBC). In his role at CIBC, he headed up the CIBC Leadership
Centre. His work over the past 20 years in large organizations
has focused on developing the full potential of human assets.
At Shell Canada he worked in a variety of positions at both the
business unit and corporate level.
In his current role
at Clarica, Hubert is responsible for the strategic integration
for business plans in people management systems, including the
technology architecture and infrastructure. One of the key elements
of his mandate is to facilitate the leveraging of the firms'
business through the systematic application of knowledge management
and learning organization principles.
Hubert has given
presentations across North America and Europe on organizational
learning, leadership development and knowledge value creation.
He has published a number of articles on these subjects and was
a member of the Board of the Canadian Centre for Management Development
from 1995 to 1999.
Links
The
Evolutionary Organization: Avoiding a Titanic Fate
By Peter A.C. Smith
and Hubert Saint-Onge
Abstract
"States That
Change" is a topic of crucial concern to all organizations
in these turbulent business times. Its impact increasingly leads
to business demise, in spite of the wealth of information purporting
to help managers solve change-related problems. This article
contends that, in dealing with change, and ultimately in ensuring
business survival, the mindsets of the organization's managers
are the most critical factor.
Approaches influencing
management thinking positively based on two simple notions: first,
that the best way to deal with mindsets is to keep them from
hardening; second, that by changing activities and tools we can
change habits of thinking and learning. The authors call an organization
operating according to these principles an evolutionary organization
(EVO). Illustrates that the EVO flourishes in the region of disequilibrium
between an organization's formative and normative operating modes.
The key to maintaining this balance in the EVO is the judicious
exercise of leadership and strategy. Explores literature relevant
to the EVO and describes systemic initiatives designed to renew
mindsets and confer high potential for business competitiveness.
Illustrates the approach by detailing the case of a major financial
service organization.
Avoiding
the Sudden-Death Syndrome
Abstract
As Vice President
of people, knowledge, and strategies at Clarica, Hubert Saint-Onge
is one of a new breed of chief knowledge officers charged with
assessing and managing corporate knowledge capital. He spoke
with Exec about the role of intellectual capital at the Waterloo,
Ontario-based company, and the need for understanding and exploiting
intangible assets.
Republished
from the April 1997 issue of Exec. Copyright 1997 Unisys Corporation.
Used by permission.
A Conversation
with Hubert Saint-Onge
By Jay Chatzkel, North American Editor, Journal of Intellectual
Capital
This interaction
is part of a series of conversations with key practitioners and
thought leaders in the field of intellectual capital. This full
series will be offered as a book in the near future. An expanded
version is available in the May 2000 edition of the Journal of
Intellectual Capital. It has been said that conversation is the
real work of the knowledge organization. These conversations
delve into the perspectives, experience policies and practices
of these shapers of emerging knowledge-based enterprises.
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