About ...
John M. Agnew (CMC)
Introduction
Mr. Agnew is the President of ACGL.
He attended the University of Toronto, first as an undergraduate obtaining a B.A.Sc. (Honours) in Electronics Engineering and then as a part time graduate student to get his Master of Business Administration Degree.
His graduate studies were oriented primarily towards organization analysis and development. This, in combination with his business background and consulting experience. is used to assist organizations set their strategic business directions, re-engineer and align operations with expectations, acquire and implement systems and technologies appropriate to their needs and capabilities.
He began his consulting career (by joining Stevenson & Kellogg) in 1975 after holding increasingly senior positions with firms such as IBM, Clarkson Gordon (now Ernst & Young) and The Toronto Dominion Bank. His consulting responsibilities included positions as a Board Member and National Partner in Charge of Information Technology Consulting for KPMG (Peat Marwick Stevenson & Kellogg).
Before returning to Canada to establish ACGL, he was a member of the Management Committee of AGS, (a NYNEX subsidiary) and Senior Vice President in charge of their multi-million $US Management Consulting and Systems Implementation practices. While with AGS, he was based in Mountainside, New Jersey.
Mr. Agnew is a member of the Association of Professional Engineers of Ontario, the Canadian Information Processing Society and the Institute of Management Consultants of Ontario.
Some Relevant Consulting Accomplishments
This section deals with some of Mr. Agnew's experience in consulting to many large, complex organizations. It provides examples of ACGL's experience in helping organizations to:
Directional Planning
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Mr. Agnew served on the Directional Planning committees of KPMG's predecessor firms in both Canada and the United States. He dealt with the most senior of these management groups, assisting in charting the future course and developmenmt direction of Canada's largest Audit, Tax and Consulting organizations.
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He led a technical team of client staff in setting the future strategic direction for systems, hardware, communications and terminals for a new company formed to provide travel reservation systems services worldwide.
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The Government of Saskatchewan, engaged him to direct a study to chart the directions and define the policies the Province should follow in rationalizing and developing its information services. We assessed the needs and operations of over 50 organizations in the Province. We recommended the structures that Government should use to deliver processing and systems services, as well as control and accountability mechanisms.
Strategic Planning
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A major pharmaceutical company, was in the process of dramatically changing its business operations.
At the same time, its systems were being challenged relative to their costs and capabilities. He was asked to evaluate the suitability of present systems and plans and to develop a strategic direction for systems within the company. To do so, he met with about 40 management and staff to identify needs and opportunities. He then worked through options and alternatives with senior management to obtain consensus on the most appropriate strategy.
Additionally, we provided start-up assistance in organizing, planning and managing implementation of the agreed-upon strategy.
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An International shoe manufacturer and retailer relies on information systems to support its businesses around the world. He was asked to review the current manufacturing, marketing, retail and accounting systems and assess their existing hardware strategies. New systems directions were identified. The organizational and operational impacts of the viable strategic alternatives were evaluated. We then developed an appropriate systems strategy that allowed the development of common approaches, while preserving the nature of autonomous, decentralized operations around the world.
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The Canadian Red Cross Society asked him to conduct a major operational review of its programs and operations. The study covered Head Office, Branch and Blood Transfusion Service operations. It reported to and was partially funded by the Canadian Blood Committee (a Government body).
The study provided a blueprint for the future development of systems. Its results were presented to and approved by both management and the National Governing Council.
Operational Reviews
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A major cable TV company was concerned about the cost and effectiveness of the organization and management of its internal computer-based information systems. We interviewed the key management of this complex corporate communications network. We studied available documentation and visited the major North American Divisions of the corporation to get the views of system users. Our recommendations included a new organization structure for managing, developing and controlling the systems. We also developed an action plan to improve the present situation and increase future corporate benefits from the systems.
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A Canadian Public Utility asked him to review all aspects of the materials management processes that supported its distribution, maintenance, repair and retail operations. The review started with a Senior Management "business visioning" exercise to define the goals and the essential elements of each business activity. Client staff then participated in the development of new processes and procedures to support essential business activities. The impact and potential benefits of each of the planned business processes were examined to determine the tangible savings that could be realistically achieved. Development of the new systems is proceeding.
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Stratford General Hospital asked us to review clerical functions and identify opportunities for reallocating clerical staff without adding additional staff. Using 6-7 working groups (of clerical staff) as well as hospital staffing data, we identified:
- the distribution/type of clerical staff by department
- gaps in service and:
- barriers to productivity
We also documented opportunities to
- realign major tasks
- centralize certain functions
- implement newer technologies and
- reallocate staff without additional new hires.
Business Re-Engineering
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Mr. Agnew has documented his approach to business process re-engineering as a methodology for productivity improvement. This methodology has been adopted as a standard for a major utility's multi-million dollar systems redevelopment initiative.
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The Victoria Hospital, London, Regina General Hospital, Regina, and University Hospital, Saskatoon, were all interested in how costs would be affected by re-engineered processes and procedures. Our assignments in these hospitals involved looking at all hospital departments. Departmental staff activities were assessed to the degree they could be streamlined, reorganized or eliminated. Departmental management were heavily involved in the analysis in order to ensure that enhanced effectiveness and substantial cost reduction could be achieved in practice. Their in-depth involvement allowed them to "sign off" on the study results and commit to achieving the target improvements.
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The Province of Manitoba, Land Titles Office asked ACGL staff to study its land registration systems. An initial feasibility study identified the many improvements that should be part of a new system. We then worked with the Province over a number of years to help them develop their new systems, procedures, organization and staffing.
Our most recent work involved the review of its approach to maintaining and providing land ownership information. The review examined all aspects of how this very sensitive and critical information should be processed, stored and retrieved using their new technology. Our work focused on the non-automated improvements required to support the new methods of operation (ie. work flow, policy, legislation, resources, records management and other administrative changes). We prepared a detailed implementation and staffing plan. We also developed an automated staffing model which allowed a more flexible staffing and budgeting procedure.
Systems Selection
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His team defined, selected and helped implement the accounting and administrative systems needed to get a new reservation systems services company into operation within an extremely tight timeframe.
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The Regional Municipality of Ottawa-Carleton, asked him to assist them in the selection and procurement of new computer hardware. We took inventory of their present applications, defined the workloads to be processed on the new equipment and the environment required to satisfy future needs. Part of the selection process was to "Benchmark Test" the proposed hardware. The selected vendor was then contractually bound to successful implementation of the new systems.
He also worked with the Region regarding their land related information systems. He directed a major feasibility study to determine user needs and system components. With their staff, he constructed an extremely comprehensive Request for Proposal document, used to select the current system.
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The Credit Valley Hospital, prior to its construction, engaged him to design and select the systems necessary to fully automate its administrative and patient care systems. It opened with all of these systems in place, as a state of the art operation. Over the years we have continued to work with this and many other Hospitals to improve their operations.
Change Management
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A major manufacturer and distributor of consumer and agricultural pesticides and herbicides was concerned with the quality and timeliness of information required to operate its business. ACGL staff were asked to review their systems, operations and staffing, and suggest ways in which the effectiveness of their systems could be improved. We identified and set priorities for systems improvements. We also provided recommendations for systems organization, staffing and budgets necessary to achieve the needed improvements.
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A major publisher and direct mail distributor, was concerned about the variety and costs of its systems. We were asked to review the cost-effectiveness of the current situation. The study identified a series of major weaknesses in the level of support to their business operations. We then worked with their management and systems staff to define an overall systems environment, and the plan for its implementation.
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The Ontario Management Board of Cabinet asked ACGL staff to direct a study of the need for introducing co-ordinating mechanisms for land related systems in Ontario. Senior personnel from a number of Ontario Ministries worked with us in agreeing concepts, alternatives and recommendations regarding Provincial and Municipal government needs.
Some Relevant Management Accomplishments
This section deals with some of Mr. Agnew's experience in managing within large, complex organizations.
At AGS Information Systems
- Senior member of management, operations and strategic planning committees
- Responsibility for Business Units producing $45,000,000 USD annually
- Responsible for all system development projects in US
- Turned consulting units with major losses around and profitable in less than one year
- Closed $1,500,000 USD development deal with one visit and two phone calls
- Developed a successful management consulting practice in less than one year
- Developed guidelines for business process re-engineering adopted as their standard by a major Canadian utility
At KPMG (Peat Marwick Stevenson & Kellogg)
- Sat on the firm's Board of Directors, Management and Strategic Planning Committees
- Led the national systems practice to profitability in each of seven offices across Canada
- Drove the Toronto systems practice to the largest size and profitability in firm history
- Developed successful, recognized industry and functional consulting expertise and staff
- Maintained practice integrity through three major mergers
- Developed Board and Senior Management focused consulting skills for my personal practice areas
At The Toronto Dominion Bank
- Implemented on-line banking systems on time and on budget
- Established systems design, development and operations standards
- Established systems software support group
At Clarkson Gordon (now Ernst & Young)
- Established computer department
- Developed and implemented their first computerized systems (for internal accounting and tax returns)
At IBM
- Sold the "COLT" on-line banking system to the Canadian Imperial Bank of Commerce (a "first" in Canada)
- Supported major banking and brokerage accounts
