The Extraordinary Leader Workshop – The Clemmer Group

In today’s rapidly changing, highly competitive environment, the organizations that excel in their respective markets will be those whose people are most competent, passionate, and focused on delivering results.

Toronto — June 1

SPECIAL DISCOUNT for muniSERV Members

SAVE: $150 (1 DAY) OR $250 (2 DAY)

Extraordinary Leader Workshop is a one-day interactive, skills-building experience, led by Jim Clemmer. It utilizes behavior modeling with interactive videos and real-time demonstrations.  This workshop presents a proven framework for helping individuals make a profound difference in their organization’s results, and in their own performance and development.

The Extraordinary Leader Process and Participant Outcomes

This is a uniquely powerful leadership development system using strengths-based leadership development, on a foundation of evidence-based approaches, producing a highly personalized development plan, that’s built around a best of class 360 multi-rater tool.

Workshop Audience

The Extraordinary Leader process is being used extensively for individual leaders at all levels of an organization from senior executives to first-line supervisors. Customized in-house sessions are delivered to executive or management teams, other intact or cross-functional work teams, or to individuals gathered from different parts of an organization.

To Learn More & Register – Extraordinary Leader Workshop – Please note Registration closes May 18, 2017

Here too is a free whitepaper related to this workshop you might find interesting:  11 Components of a Best in Class 360 Assessment

See muniSERV Events for more information on Day 2 of this Leadership Development & Coaching Skills series –  Extraordinary Coach Workshop 

For over three decades, Jim Clemmer’s keynote presentations, workshops, management team retreats, seven bestselling books, articles, and blog have helped hundreds of thousands of people worldwide. The Clemmer Group is the Canadian strategic partner of Zenger Folkman, an award-winning firm best known for its unique evidence-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on organizations.

 

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Public-Sector Entities Sharing Bid Information, and When Does Contract A End? NECI

FREQUENTLY ASKED QUESTIONS

Public-Sector Entities Sharing Bid Information, and When Does Contract A End?

Through our Signature Seminars, eSeminars, Public Sector Procurement Program (PSPP) and other courses, our NECI instructors regularly answer questions about procurement-related issues. Here are two recent questions.

What is the current thinking about public-sector entities sharing bid information? We are in the MASH sector (municipalities, academic institutions, school boards, and health and social service providers) and taking advantage of more and more provincial government tender contracts that are now available to us. We are conscious about bid-shopping, and always advise our users that once we go to RFx, we can’t go back to the government agreements. As the MASH and government collaborations increase, and we handle our own RFx’s, some government parties are curious about our experience in going to market, for when they go back out. We are cautious about the free flow of information, particularly from MASH to government, given that the current direction is the other way around. RFx strategies and the like don’t raise much concern, but sharing results makes us hesitate.

Generally speaking, bid-shopping has to do with using already submitted bid pricing as a negotiating tool with other suppliers. Typically, this relates to cancelling a tender process after closing, and then either going back out to market with the same scope, or using the pricing submitted in negotiations for a direct award of the work. Having said that, we know that the public sector is a lightning rod for challenges, and that the legal definitions of such terms are shaped, over time, by the various allegations that come before the courts.

Obtaining information on the lump-sum price of similar contracts with other public organizations is common practice, and indeed, it is public record, so probably couldn’t be considered improper. Going beyond that, however, and obtaining other pricing that perhaps did not result in an award, might be riskier territory. Using the lump-sum award pricing when shaping internal budgets is common, but if, for example, you were to use that information as justification for cancelling a tender process already underway, we could see some potential issues.

It would be prudent for you to raise this issue and get some legal advice on the implications. As always, this is not legal advice, just our take on the question, as educators. We have not heard this issue from any other organization, but as you say, the practice of sharing information among public-sector entities is becoming more common. While that is a good thing, you are entirely correct to be a little uncomfortable with the practice until you receive a legal opinion on how far you should go. The last thing you want, of course, is for the courts to make that determination for you.

At what point in the competitive bidding process does Contract A end? 

Great question! From a legal perspective, Contract A expires when Contract B (the Performance Contract) is signed with the successful respondent. If there is unfairness, of course there can be a challenge after Contract B is signed, but the alleged unfairness must have taken place during the competition before Contract B was signed.

Do you have procurement-related questions that might be of broad interest (or additions to/rebuttals of our answers)? We invite you to send them to our Legal Editor and Publisher, Maureen Sullivan ([email protected]). We will publish questions of a general nature that we think are relevant and timely. We cannot address specific legal questions, provide legal advice, or guarantee that your question will be published.

Reprinted from The Legal Edge Issue 111, July – September 2015

 

 

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Being a Strong Leader Despite a Bad Boss

“…At one point, I had an extraordinarily difficult boss, who could literally drive you into tears. And it was easy to convince yourself to allow the fear that naturally arose to, if not paralyze you, certainly greatly restrict what you did, and the risks you were willing to take. And I think coming to grips with that was not an easy one…I decided life was too short to hide in the corner and worry about this guy. And I also decided that I was right, and he wasn’t.” — John Kotter, leadership author and Harvard Business School professor

Strong leaders don’t allow themselves to be victims of a bad boss. Choosing to do that is like choosing to hang wallpaper with one arm tied behind our back. Many managers lose the “boss lottery” and, through no fault of their own, end up reporting to an ineffective executive. We may not be able to choose our boss, but we can choose how to respond to him or her. Good leaders refuse to be a victim of their boss’s weaknesses. They don’t let a dumb boss make them act dumb. They know that the worst thing they can do is to sabotage their careers just to spite the boss.

Unless the boss is so bad that a bigger career decision (i.e. looking for a new job) is called for, a strong leader tries to make the best of a difficult situation. What can I learn from this boss? Sometimes a bad example – of what not to do and how not to behave – is very instructive! Keep in mind, too, that your boss may not be as entirely bad as you might think. Ask yourself: What are the boss’s strengths that I could learn from? Am I allowing my own style or preferences to cloud my opinion and damage our relationship? For example, is he or she cold and analytical while I am more emotional and focused on people – or vice versa? (Typically the people we have the most problems with are those at the opposite end of our own behavioral style.)

Ask yourself, too, whether there are ways you can play to your boss’s strengths and preferences. Are there other people reporting to your boss who have a good relationship with him or her? If so, and assuming that these people aren’t simply sucking up to the boss, can I emulate some of what they are doing to build a better relationship with the boss? Do I know what work issues are keeping my boss awake at night? Can I link the changes I am trying to lead to those “hot button” issues? Could I more effectively partner with my boss to use his or her higher organizational position to leverage the larger change or leadership agenda I am trying to drive forward? Do I understand the bigger political picture of which my boss is a part? Am I “stage managing” my boss to help him or her look good and bring the additional weight of his or her office to our situations?

Many bad bosses do a poor job of planning, setting priorities, and following through. Sometimes that’s because he or she is being pulled in many directions by forces beyond his or her control. Do I know what those are? Other times bosses are just disorganized and undisciplined. But before I throw a Pity Party and complain about that, I need to take a look in the mirror. How’s my leadership example? Strong leaders take the initiative to regularly plan, set priorities, and follow through with his or her boss. Does my boss share the same sense of urgency I have about the changes that need to be made in our organization? Have I done enough to increase his or her understanding of the need for change?

Research indicates that effective middle leaders make valuable contributions to change in successful organizations. INSEAD professor Quy Nguyen Huy found that strong middle leaders have good entrepreneurial ideas. They are often better than executives at leveraging informal networks. The best ones stayed attuned to and meet the emotional needs of people throughout the organization during major change. Effective middle leaders also manage the ongoing tension between continuity and change.

There is a difference between middle managers and middle leaders. Both are needed. However, most organizations need stronger leadership to counter-balance years of focus on management systems, processes, and technology. The best middle leaders provide strong leadership up, down, and across the organization. They use influence, persuasion, “tempered radicalism” (change-leaders use their anger or energy to alternatively heat and cool their approaches as they become tougher and stronger), networking, and other skills to lead at the speed of change.

Reprinted with the permission of Jim Clemmer. For over three decades Jim Clemmer’s keynote presentations, workshops, and management team retreats, and seven best-selling books translated into many languages, articles, blog, and newsletters have helped hundreds of thousands of people worldwide. The CLEMMER Group is Zenger Folkman’s Canadian Strategic Partner, an award-winning firm best known for its unique evidence-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on organizations. http://www.clemmergroup.com

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7 Hints for Finding Work in Smaller Municipalities

It is a known fact that all municipalities, particularly small municipalities, share success and horror stories about experiences they have had with a particular consultant or professional they used. They quite literally pick up the phone and ask other municipalities “who they used”. They do this because municipalities differ from the private sector in that they are not in competition with each other so they freely share their success stories/best practices, etc.

While this works very well for municipalities, this reliance on the word- of- mouth exchange of information can often make it difficult for consultants and professionals to find that first opportunity to work with a municipality to become part of one of those “who did you use” conversations.

Here are a few hints that may help.

Don’t limit yourself to trying to just get contracts with larger municipalities – Smaller municipalities need and use consultants and professionals too because they do not always have the in-house staff with the specialized expertise required to complete all projects. And, it’s often easier to secure some work with smaller municipalities and it’s a great stepping stone for finding larger projects with larger municipalities.

Procurement By-laws – Search the websites of municipalities you would like to work with and familiarize yourself with their procurement by-law or policies to learn their rules for engaging outside experts. While municipalities all must by law, have a procurement policy, their actual purchasing processes may differ slightly (i.e. they may have established different notice periods for those not otherwise mandated, or different advertising methods, etc.) Once you know their methods you can check those sources for work postings.

Search the Minutes of the Committee of the Whole (COW) or Council Meetings – Look for any council resolutions that indicate they will be engaging an outside consultant or professional for assistance. This will give you clues as to what work they will be posting soon and possibly how it will be posted. (i.e RFP, Tender, RFQ, etc) In smaller municipalities look for wording like, “be it resolved that staff is hereby authorized to call for quotes (or advertise by public tender, etc.) for the services of a consultant to undertake ……..”

Review Staff Reports Attached to Meeting Agendas or Minutes – It will most often be the department heads or staff members who have identified a need to bring in a third party professional to assist with a particular project and they will usually write the reasons why they need an outside expert in a report to council. Of course you’ll narrow your search to only the reports from the departments you want to offer your expertise to.

Search the Municipality’s Website to find the Member of Staff responsible for Purchasing – Small municipalities typically do not have Purchasing Officers or Procurement departments and quite often this responsibility lies with the CAO, Treasurer or with Accounts Payable .  

Set up an Appointment – Once you’ve determined who is responsible for purchasing, set up an appointment to meet the individual face to face to introduce your services and tell them how you can help. Do keep your meeting brief though – these folks are busy and taking too much of their time may actually work against you and leave a negative impression.

If you can’t get an appointment to introduce yourself, consider personally dropping off information at the municipality. This may help separate you and your information from the other material they receive in the mail and if they’re looking for someone with your expertise, they are more apt to remember to include you in any calls for quotes, etc. In my years as a municipal CAO, I don’t ever recall having a consultant or professional come to my office to meet me or drop off information for me. If they had of they would have stood out in my mind for sure.

Some municipalities make it a practice to include anything addressed to Mayor and Councillors, in their Council agenda packages. So, if you have a brochure or newsletter about your services this may also be a way to broaden your reach to more of the decision-makers in the municipality.

Set up your profile on muniSERV.ca – The hints above will work but as you can see, they are very time-consuming and you will only be able to concentrate on just a few municipalities at a time due the amount of research and follow up that will be necessary. However, setting up a profile on muniSERV.ca and making it as robust and professional as possible, is the quickest and most cost-effective way for you to have the opportunity for direct visibility and exposure to municipal decision-makers.

By selecting the service categories of the services you provide, you’ll be part of the searchable database – and the more municipalities search, the more opportunity there is for you to get found and build your consultancy. You can also check the RFP section of the site to see if there are any RFPs looking for the services you provide.

Finally, once you’ve been successful getting work in a municipality you need to be acutely aware of the fact that if you do a poor job, you may have just ruined your opportunity of finding work elsewhere with a municipality, because the “word- of- mouth” about your performance will have already been spread through municipal networks by then!

Susan is the Principal of muniSERV.ca – Helping Municipalities & Professionals Connect!

She can be reached at [email protected] or 855.477.5095

** Note – This information is drawn from my own experience as a former municipal CAO in Ontario and processes may be somewhat different in other provinces in Canada

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Did Prequalification Include Subcontractors? – You be the Judge NECI

In February 2010, the Regional Municipality of Niagara created a shortlist of general contractors through a formal Request for Prequalification (RFQ) process, in accordance with its Purchasing Policies and Procedures Bylaw. The shortlisting process was for work related to two renovation projects at the Niagara District Airport: the “Groundside” project and the “Airside” project. 

Weinmann Electric Ltd. acted as the electrical subcontractor for Dufferin Construction Company, the successful bidder on the Groundside project, which commenced in June 2010.         

By way of letter dated April 21, 2010, the Region informed each of the five prequalified general contractors, including Dufferin, that they were eligible to submit written tender bids for the Airside project. On the advice of its consultant, the Region decided to specify minimum qualifications for the electrical subcontractors on the Airside project, due to the nature and complexity of the airfield lighting requirements.             

In the April 21, 2010 letter, the Region advised the general contractors bidding on the Airside project that “… electrical subcontractors must have successfully completed at least two airfield lighting projects in Canada with a value of at least $750,000 each.” In the same letter, the Region set out the names of the four electrical contractors that its consultant had said would meet the minimum qualifications, with a stipulation that other subcontractors would be considered, provided they met the minimum qualifications. The requirement for minimum qualifications was subsequently incorporated into the tender document for the Airside project by addendum, without mention of the four named companies.             

Although Weinmann was clearly a well-established electrical contractor, it was not one of the named companies, and did not meet the minimum qualification requirements, as its experience with airfield lighting work was limited. Weinmann contacted representatives of the Region and, through discussions, it became clear that Weinmann might have been able to meet the minimum requirements by partnering with another electrical contractor with suitable experience. On August 3, 2010, before such partnering arrangements could be formalized, and shortly before tender bids for the Airside project were due, the Region informed the bidders that they “may carry Weinmann as the airfield lighting/electric subcontractor for [their tender bids] pending receipt of the requested backup information.”      

Dufferin’s bid for the Airside project named Weinmann as the electrical subcontractor, incorporating Weinmann’s pricing for that aspect of the work. By letter dated August 11, 2010, the Region requested, among other things, the documentation with respect to Weinmann’s qualification as the proposed subcontractor. Although Weinmann did provide the backup documentation to Dufferin on August 13, Dufferin by that point had decided to use another electrical subcontractor on the project, in part due to its concerns about whether Weinmann could meet the requirements, and in part due to concerns about the possibility that Weinmann would be overextended by taking on the Airside project. 

Weinmann initiated litigation and sought damages from the Region, alleging that it lost the Airside electrical subcontracting job because of the unlawful actions of the Region. The Region’s bylaws prescribe the procedure for conducting prequalification processes, including prequalification of any subcontractors. Weinmann alleged that the Region had failed to follow the bylaw by not preparing and advertising a prequalification process for the electrical subcontractors on the Airside project – despite naming four “prequalified” companies in the letter of April 21. The Region denied that any prequalification was done for the electrical subcontractors, so there could have been no breach of the bylaw in question.             

The matter was complicated by the fact that an email from the Region’s consultant referred to the “prequalified list of electrical subcontractors,” although the issue was clarified by a subsequent letter confirming that other subcontractors could qualify by meeting the stipulated minimum requirements.             

What would you decide in this case?

Answer 

In Weinmann Electric Ltd. v. The Regional Municipality of Niagara, 2016 ONSC 13, the Ontario Supreme Court of Justice concluded that the conduct of the Region was not intended to produce, and did not produce, an exclusive shortlist of electrical subcontractors. The April 21 letter was clear that other subcontractors would be considered if they could meet the requirements. The letter simply included a non-exclusive list of suggested electrical subcontractors, which the Court found to be entirely reasonable, given the non-routine nature of the project. This conclusion was supported by the fact that the tender document for the Airside project did not list these suggested subcontractors; rather, it specified the minimum requirements that had to be met by any electrical subcontractor to be used.             

In concluding that the Region did not conduct a prequalification process for electrical subcontractors, the Court found that there could have been no breach of the cited bylaw. The Court also dismissed general allegations of breach of the duty of fairness. In the words of the Court, “If there has been no breach of the By-Law, and no other unlawful act, there can be no breach of a duty of fairness.”             

In the alternative, the Court found that, even if the Region had conducted a prequalification process and had breached the bylaw in doing so, Weinmann failed to prove that it had suffered any damages as a result. A plaintiff must prove more than an unlawful act in order to recover damages: it must also prove, on the balance of probabilities, that it has suffered a loss as a consequence of the unlawful act. In this case, if the Region had conducted a prequalification process, Weinmann would not have met the requirements, and therefore would not have made the shortlist, rendering it ineligible for the subcontract work in any event.       

Coupled with the vague calculation of the damages alleged by Weinmann – including the fact that the impact on profit margins of having to partner with another company for the electrical work was not reflected – the Court had no hesitation in dismissing Weinmann’s claim, leaving the parties to agree on the amount of costs payable by Weinmann.

Issue 113 | JAN – MAR 2016

Readers are cautioned not to rely upon this article as legal advice nor as an exhaustive discussion of the topic or case. For any particular legal problem, seek advice directly from your lawyer or in-house counsel. All dates, contact information and website addresses were current at the time of original publication.

 

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Scope Changes in Tendering – NECI

How much freedom does a company or a municipality have to change the scope of a tender? What if you suddenly realize that there is a cheaper or quicker way to do the work? What are the perils of major scope changes – especially after tender closing? A recent case from Alberta – Thompson Bros. (Construction) Ltd. v. Wetaskiwin, [1997] A.J. No. 822 – provides the answers.      

The City of Wetaskiwin was developing a park project with a lake. On October 1, 1996, the City called for tenders for the Urban Park lake excavation project. Tender bids were opened in public. The three lowest were Thompson Brothers ($481,913.23), Central Oilfield Services ($512,970.71), and El San Industries ($525,616.00).

On October 16, the Urban Park committee met and passed an internal motion that City Council approve the tender submitted by Thompson Brothers. The next City Council meeting was scheduled for October 26.

Prior to the October 26 meeting of City Council, City staff had a major brainwave. The staff reviewed internal reports that dealt with City requirements for approximately 40,000 cubic metres of clay at another project (the landfill site). The reports recommended that the clay excavated from the Urban Park lake project be used for the landfill site project.

As a result, two events took place at the City Council meeting on October 26. First, the motion to award the Urban Park lake contract to Thompson Brothers was deferred for two weeks. Then, senior staff recommended that the City seek separate tender bids for the excavation of the landfill site materials, and that the two contracts (lake excavation and landfill site) be awarded to the lowest cumulative bidder.

On October 30, City staff contacted the plaintiff (Thompson Brothers), and told them about the potential work hauling clay from the Urban Park lake project to the landfill site project. On November 2, the plaintiff was asked to provide a unit price per metre to excavate, haul, load and stockpile the clay at the landfill site. The plaintiff was not told that the City had decided to award the two contracts to the lowest cumulative bidder.

On November 4, prices for the landfill site work were received. Thompson Brothers quoted a price of $98,400.00 (unit price of $2.46 per metre), and Central gave a price of $64,800 (unit price of $1.62 per metre). As a result, Central was the lowest cumulative bidder on both tenders, by $2,542.50. On November 24, City Council approved the awarding of both contracts to Central. Thompson Brothers sued the City. The company argued that the City’s actions were unfair and compromised the integrity of the tendering process to such an extent as to breach Contract A. In its August 1997 judgment, the Alberta Court of Queen’s Bench agreed with the plaintiff and awarded damages in Thompson Bros. (Construction) Ltd. v.

Wetaskiwin, [1997] A.J. No. 822. First, Mr. Justice Murray commented that this “ … is another in the long line of cases involving an owner putting a construction job out to tender, tenders being submitted, and at the end of the day the low tender not being accepted.”

More importantly, the Court criticized the changes made by the City. Murray, J. said that “The contract awarded was not responsive to the tender process. Rather, it was for work of a different scope than that contemplated by the tender documentation. What the City did also amounted to a change or modification of the scope of the work after the close of tenders … By using the Plaintiff’s tender in this manner, the City gave Central a second chance to bid on the Lake project which was akin to a form of bid shopping and was unfair to the Plaintiff.”

The plaintiff received damages of $88,323.90 plus court costs. The damage award was based on the profits that the plaintiff lost by not being awarded the contract for the Urban Park lake project.

Reprinted from The Legal Edge Issue 19, May – June 1998

www.neci-legaledge.com

 

 

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How Precise Does Language Need to be in Software Licences? – You be the Judge NECI

Does your organization hold software licences? This recent case from Quebec is a cautionary tale about ensuring that you include accurate wording about the scope of any licence, and consider and address the issue of revocability. Can the licence be revoked? If so, under what circumstances?     

In 1984, then-student Elizabeth Posada developed a DOS computer program called Ceres to allow users, such as university students or business executives, to vary certain inputs to produce reports and learn business concepts. In December 1984, Posada incorporated a company called Planification-organisation-publications Systèmes (POPS) Ltée, of which she is the sole officer and shareholder.           

In 2007, Posada joined long-standing friends Philippe Chapuis and Benoît Bazoge as a shareholder and employee of their company, 9054-8181 Québec Inc. (IDP). The three had been doctoral students together and all had used Ceres while they were professors or lecturers at the Université du Québec à Montréal (UQAM). (In 1989, for $2,000, Benoît Bazoge had purchased a user’s licence for Ceres on behalf of UQAM. Philippe Chapuis had done the same on behalf of the École Supérieure de Commerce in Tours in 1990.)           

When Posada joined IDP in 2007, she effectively ceased POPS’ commercial operations, and even gave IDP the right to use the POPS trade name. Posada was hired to develop the adaptations of and enhancements to Ceres that IDP wanted. She was responsible for completing work on the software called Omega – the Windows version of Ceres – on which she, Chapuis and Bazoge had collaborated since 1998, and for developing the software that would become known as Epsilon and Comex. These two were scaled-down versions of Omega.           

In October 2008, Posada resigned as a shareholder of IDP because of a dispute over compensation, and left the company. She demanded that IDP stop using Ceres, Epsilon and Comex. IDP refused, and POPS sued IDP. The case went to the Federal Court in April 2009.           

In its April 2013 judgment, the Federal Court found that copyright subsisted in the Ceres software products and subsequent versions, POPS was at least one of the rightful owners of that copyright, IDP had at least an implied licence to use the products (including access to the source code and future adaptations that IDP might develop), POPS was not entitled to revoke that licence, and IDP had not infringed POPS’ copyright, so was not liable for any damages.           

POPS appealed the judgment, arguing, among other things, that Chief Justice Crampton had erred in his decision about the revocability of IDP’s licence, as well as about the scope of it, claiming that, following Posada’s departure, IDP did not have rights to the software, all future adaptations, and the source code – including the right to modify the code.           

See below to discover how the Federal Court of Appeal untangled this case.

Answer

The Federal Court of Appeal decision in Planification-organisation-publications Systèmes (POPS) Ltée v. 9054-8181 Québec Inc., 2014 FCA 185, which ultimately found for IDP, reminds us again that litigation is a poor substitute for clear and unequivocal language in contracts and agreements. Perhaps a more subtle lesson is to maintain a firm focus on legal rights and responsibilities, even – and some would argue, especially – when entering into business arrangements with ‘friends’. Expect the unexpected and plan for the end of the relationship, as you would for any contract.           

Posada made several claims. Among them, she claimed that the trial Court had failed to apply the correct principles of law in determining the scope of the software licence, and that, with respect to IDP’s access to the source code, the trial Court had acted ultra petita, meaning that the Court granted more than IDP had asked for (it had not in fact asked for access to the source code, or the right to modify it). With respect to the revocability of the licence, Posada argued that the trial Court had made several errors in law – including not taking a systematic approach from English case law – and that it was not reasonable or fair for IDP to hold a non-revocable licence after Posada and IDP went their separate ways, since (Posada claimed) the licence had been conditional on IDP and Posada working together.           

The Court found that IDP had indeed never asked for access to the source code or for the right to modify it in the future, so it limited IDP’s software licence to all versions of Ceres, Omega, Epsilon and Comex that existed at the end of the IDP/Posada collaboration, without IDP access to the source code.           

With respect to the revocability of the licence, the Court rejected Posada’s argument that the trial Court should have followed English case law. The appeal Court instead used the ‘intention of the parties’ test that is the standard of review under Canadian law. The appeal Court found that the trial Judge had not erred in this, so reaffirmed the trial decision that the licence was non-revocable. Further, the Court found that a non-revocable licence was reasonable and fair, given Bazoge’s and Chapuis’ early purchase of licences to use Ceres, and their later investments of money and staff resources to develop the software. In the Court’s opinion, and in the absence of explicit language to the contrary in the agreement, the licence was not therefore conditional on IDP and Posada working together.           

Although the Court held that IDP was the primarily successful party, each party was responsible for its own costs. The appeal was dismissed, except for a revision to the wording of the trial Court’s decision with respect to the scope of the licence, and specifically to the source code. 

Reprinted from The Legal Edge Issue 109, January – March 2015

 

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Free Webinar – Executive Team Building and Culture Development

The Clemmer Group Presents:

Learn vital executive team and culture development strategies

Drawing from decades of work with hundreds of executive teams, Jim Clemmer will deliver an energizing and information-packed webinar on the critical and intertwined need for leadership/culture development and executive team building. This fast-paced 60-minute session will focus on proven frameworks and best practices that empower executive teams – and their organizations – to develop a peak performance culture.

Many organizations are struggling with rapid change, economic uncertainty, attracting and retaining top people, employee engagement, improving health and safety, and improving customer service.

These pressures are pulling executive teams in all directions. Many teams are crazy busy and overwhelmed by a barrage of urgent operational issues and frantic activity. Sometimes executive teams are conflicted and need help getting back on track. More often, executive teams slip into ineffective “wheel spinning” patterns like priority overload with too many crisis and pressing urgencies, eroding trust and cooperation, communication breakdowns, a daily e-mail deluge, ineffective meetings, or departmental silos.

Common failure factors

Decades of research shows that up to 70% of efforts to improve customer service, quality, safety, productivity, innovation, employee engagement, retain top talent, or introduce new technologies fail.

Like a gnarled root system, common causes of failure are intertwined with personal, team, and organizational behaviors and conditions. A major factor is how the organization’s culture ripples out from the management team leading it. The executive team models behavior patterns that set the tone and examples for the entire organization.

Executive team effectiveness and organizational factors are often rooted in these underlying causes:

  • Speed Traps and Tyranny of the Urgent – flooded by e-mails, endless meetings, and crisis management many leaders become reactive micromanagers and lose sight of the big picture.
  • Partial and Piecemeal Programs – leadership training, succession planning, customer service, six sigma, safety, talent/performance management, IT systems, and such are disconnected and disjointed.
  • Leadership Lip Service – organizational leaders send contradictory messages about core values or embracing change by their inconsistent actions and behaviors.
  • Not Building Change Capacity – many change and development efforts fail to engage the hearts and heads of key leaders and frontline staff and don’t energize and equip them to make it happen.
  • Teams Not Pulling Together – strong leaders drive change in their “silo” and work at cross-purposes. This undermines both the team and the change/development effort.
  • Communication Breakdowns – leadership teams aren’t united in strategic priorities, key messages, behaviors that model the vision and values, and rigorous implementation planning.
  • Failing to Follow Through – strategies and development plans can quickly lose focus when they don’t have a robust implementation process engaging key teams with a disciplined follow through process.

Leadership and organization culture are THE critical X factors. “Soft” leadership and culture boosts or BLOCKS strategy, structure, and change initiatives.

 

More About What You Will Learn and to Register

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As Cities Get Smarter, Security Concerns Get Bigger, Trend Micro Research Finds

By: Jessie Bur January 19, 2017 | 11:02 am

More and more cities are employing “smart” technologies to improve communication with the public and reduce the burden on government services, but these technologies also open those cities to security and privacy dangers, according to a Trend Micro article released on Tuesday.

Smart cities are redefining the way we live and work. Blending cutting edge IoT (Internet of Things) technologies with virtualization, big data, cloud and more, they represent an urgent and ongoing attempt to overcome the challenges associated with rapid urbanization,” Ed Cabrera, chief cyber security officer at Trend Micro, wrote in a blog post. “There’s just one problem. These vast, interconnected technology systems also raise serious privacy and security concerns.”

According to Martin Roesler, director of threat research for Trend Micro’s Forward Looking Threat Research team, cities are particularly threatened by future IoT attacks because they pose an attractively visible target for hackers looking for maximum impact.

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