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Introduce Yourself – Orientation Discussion
Now that we're more familiar with the course, tell us about yourself:
- Who are you and what brought you to this course?
- What is your connection to co-operatives?
- What do you hope to get out of this course?
- 6 months, 4 weeks ago
Module 1 Discussion – What is Governance?
Use this forum to share your thoughts on this module. Consider the following questions:
- What does governance look like in your organization?
- Does the 'Model for Good Governance' accurately capture governance in most organizations?
- What did you think about the governance structure of the Diefenbaker Clinic? What challenges might an organization like this encounter?
- 1 year ago
Module 2 Discussion – Corporate Governance
Use this forum to share your thoughts on Module 2. Consider answering the following questions about our case study of Arthur Andersen:
- What was the fundamental problem that led to the failure of Arthur Andersen? Who was responsible for this problem?
- What governance decisions could have been made differently to change the outcome of this case?
- What does the the Arthur Andersen case highlight about broader challenges in corporate governance?
After you have posted your own response, please briefly respond to at least one other post. Your comments should be meaningful (more than just “great point!” or “me too!”) and constructive (not critical or attacking but building on or combining ideas).
- 1 year ago
Module 3 Discussion – Governance in Co-operatives
Use this forum to share your thoughts on Module 3. Consider using the following scenario posed in our MEC case study to help frame your discussion. After a summer of member turmoil and media attention on a national level, the board is concerned about the issues around its governance. A board meeting has been called and the directors have asked you to provide them with expert recommendations on how to address the concerns raised by members. The board provided the following questions to help guide your recommendations.
- Should the MEC board continue to require board candidates to have high-level governance experience? Why or why not?
- Does operating a large retail business in a highly competitive market justify restricting who can run for the board?
- Should co-op elections always be as open as possible?
- Would you consider implementing election procedure like those used by MEC?
- How does your co-operative recruit new directors?
- How do you ensure your directors have the skills needed to be successful?
- 1 year ago
Module 4 Discussion – Strategic Interdependencies
Use this forum to share your thoughts on Module 4. Consider using the scenario posed in our case study of FCL to help frame your discussion. As FCL and its member co-ops contemplate how to overcome these challenges, they have turned to you to provide a new vision for co-operative retailing in western Canada. They have given you the following questions to consider as you plan your recommendations on how they should proceed.
- Should member co-ops be granted more autonomy over decision-making to help them navigate their own path through the economic downturn?
- If so, what decision-making powers should be given to individual co-operatives? Should they be able to control their own marketing and wholesale purchasing? How would this affect FCL and the other member co-ops?
- If not, what decisions should be transferred to FCL? Should FCL be able to control the marketing and wholesale purchasing for the system? How would this affect FCL and the other member co-ops?
- What message would you deliver to the other board members and local co-op boards?
- How would you sell your vision for saving co-operative retailing in western Canada?
- How does your co-operative get people on the same page? How do you coordinate members? The board? Staff?
- What systems of authority or communication do you use manage strategic interdependencies?
- 5 months, 4 weeks ago
Module 5 Discussion – Choosing the Right View of the Future
Use this forum to share your thoughts on Module 5. Consider using the scenario posed in our case study of the Saskatchewan Wheat Pool to help frame your discussion. The organizers of the conference where you are speaking have asked you to address the following questions.
- What was the most significant cause of the failure of the Saskatchewan Wheat Pool as a co-operative business?
- Who should be considered responsible for the failure of the Pool as a co-operative business?
- Management for making poor investments and borrowing too much money?
- The board of directors for failing to hold the CEO accountable for poor financial management?
- The membership for not supporting the business and choosing to sell their grain to competitors?
- What governance changes (in structure and practice) could the Pool have made to help create a more successful view of the future?
- Was the failure of SWP as a co-operative unavoidable? Could it have succeeded as a co-operative business, given the challenges it faced in the 1990s and early 2000s?
- How does your co-operative approach choosing the right view of the future?
- What processes has your co-op put in place to minimize issues like bias, groupthink, or overconfidence?
- 11 months, 2 weeks ago
Module 6 Discussion – Legitimacy
Use this forum to share your thoughts on Module 6. Consider using the questions posed in our case study of Co-op Atlantic to help frame your discussion.
- If you were a board member representing a member co-op that was not part of CCC, would you see the decision to take on the debt of the CCC co-ops as legitimate? Why or why not?
- If you were a member of a co-op that was combined into part of CCC, would you see CCC’s governance structure as legitimate? Why or why not?
- Did cognition and strategic interdependencies also play a role in the failure of Co-op Atlantic? If so, how?
- Is your co-operative’s governance viewed as legitimate? How do you know?
- What practices do you use to build, measure, or maintain legitimacy?
- 1 year ago
- Introduce Yourself – Orientation Discussion