About Robert Paterson

I am the Principal of Renewal Consulting Group. I live in Knowlton Quebec, in the Eastern Townships

My practice is helping people "see" where they are in a complex world.

In addition to my work as a consultant, I taught 5 Web-Based courses on the New Economy and how it affects the Environment at the School of Business at the University of Prince Edward Island.

I am an active Social Entrepreneur. I have learned how to create influential organizations that work on important issues such as the environment and childhood. As an Overseer of the Marion Foundation, I was instrumental in bringing the Natural Step to the US and subsequently to Canada and is a founding member of the PEI Chapter. As a founder of the Child Alliance, I have raised over $5.0 million in the last 3 years to fund programs to support Early Childhood for PEI.

I am a co-founder of the Queen Street Commons, a co working space on PEI that is focused on supporting artisanal business and in offering artisans a network.

I learned how to manage large scale organizational change when as SVP HR at CIBC, I redesigned and rebuilt the $2.2 billion dollar compensation and benefits system to align to a performance culture.

I learned about solving cultural conflict and business integration when, as SVP Marketing CIBC, I was responsible for the integration of Wood Gundy and CIBCs business lines after CIBC purchased Wood Gundy.

I learned how to create new businesses in tough global settings when, as ED New Issues CIBC Limited, I set up CIBCs global fixed income business in London and when, as AD Institutional sales Wood Gundy, I helped make Wood Gundy the dominant Canadian investment Bank in the Middle East

I discovered the power and wonder of the natural world when I worked as a diamond prospector for De Beers in the Kalahari desert.

I have lived and worked in many cultures. They include Canada (Montreal, Toronto, Vancouver and Charlottetown) the UK, Spain, Saudi Arabia, Ghana and Botswana. I have traveled extensively in the US and the former USSR

A graduate of Harrow School and Christ Church, Oxford, I remain a student of history and the workings of the natural world. I am married with two adult children.

Public Notes


Recent Activity

  • Robert shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    Teal operating principles run deeply against the grain of accepted management thinking, and so a critical role of the founder/CEO is to hold the space for Teal structures and practices. Whenever a problem comes up, someone, somewhere, will call for tried-and-proven solutions:
  • Robert shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    Let’s dig deeper into the first of the two necessary conditions. The general rule seems to be that the level of consciousness of an organization cannot exceed the level of consciousness of its leader. The CEO must look at the world through an Evolutionary-Teal lens for Teal practices to flourish. There are several examples of organizations that have operated with Teal practices and then quickly reverted to traditional management approaches when a new CEO came in who saw the world from an Orange perspective.
  • Robert shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    Can a middle manager put Teal practices in place for the department he is responsible for? When I am asked this question, as much as I would like to believe the opposite, I tell people not to waste their energy trying. Experience shows that efforts to bring Teal practices into subsets of organizations bear fruit, at best, only for a short while. If the CEO and the top leadership see the world through Amber or Orange lenses (Green’s tolerance allows for more hope), they will consider the Teal experiment frivolous, if not outright dangerous. They might allow it for a while until they understand...
  • Robert shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    Self-organization is not a startling new feature of the world. It is the way the world has created itself for billions of years. In all of human activity, self-organization is how we begin. It is what we do until we interfere with the process and try to control one another. Margaret J. Wheatley and Myron Kellner-Rogers
  • Robert shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    No one can be made to evolve in consciousness, even with the best of intentions—a hard truth for coaches and consultants, who wish they could help organizational leaders adopt a more complex worldview by the power of conviction. What can be done is to create environments that are conducive to growing into later stages. When someone is surrounded by peers who already see the world from a more complex perspective, in a context safe enough to explore inner conflicts, chances are higher that the person will make the leap19.
(Knowlton Quebec)
Robert Paterson