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What We Have Been Working On:

  • Helping a large downtown hospital drive alignment, innovation and strategy through all of its programs, units and departments
  • Supporting a large acute care hospital to create a culture of service excellence
  • Helping leaders from a Canadian rehabilitation hospital export their knowledge and expertise to health centres in the Middle East
  • Working with leaders across the Death Investigation System in 5 provinces to bring the opportunity of organ and tissue donation to more families
  • Supporting a Nursing School to plan their future
  • Helping key players in the justice system to advance victims' rights
  • Continuing to advance stroke care in the Toronto area
  • Planning a National Education Forum for the future of Nursing Education
  • Leadership Development for Academic Leaders
  • Supporting a large academic medical department to create a comprehensive strategy to best utilize resources and achieve excellence in education, research and patient care across all of its specialties and multiple hospital sites
  • Helping ensure victims of crime in Ontario have a robust voice
  • Helping to build a program to help families navigate the mental health system
  • Building a strategy for community impact for an academic family health team
  • Helping nursing and allied health professionals in a large downtown hospital to enhance their contributions in research and education

Our Work

Examples of Our Work


Enhancing Staff Engagement

The Project:

When a large Canadian hospital was looking for ways to re-build morale and focus after a major SARS outbreak, they looked to The Potential Group for help. After years of budget cuts and months of high stress with the SARS outbreak, most staff in the hospital were at a breaking point. At best, they were surviving. We worked with the senior leadership over 18 months to re-build a thriving hospital with leading patient care and staff engagement. Our work involved helping each unit and department in the facility to appreciate the strengths that allowed them to be resilient through these challenges and identify their hopes and dreams for the future. Out of this work, each unit and department created their own vision and plan for the future that would support them to thrive.

The Results:

In the first 3 years following our initial interventions, units and departments have been living their visions for the future. They have set and revised goals, shared learning and created concrete positive improvements in patient care, employee satisfaction, and fiscal responsibility.

Creating a Shared Vision, Strategy & Plan for the Future

The Project:

When a large international pharmaceutical company was facing a severe threat for one of its key brands they looked to The Potential Group to help create an approach to bring all key players together to create a powerful, coordinated response. Working in collaboration with the President and Vice President of Marketing we designed and facilitated multi-stakeholder planning sessions to craft a strategy for the future of the organization. Rather than conducting a problem solving approach we spent our time and energy learning from best practices in responding to market challenges. We used key learning from this inquiry to identify an approach that left all stakeholders inspired and excited about what was possible for the future.

The Results:

All teams in the organization did their part to move forward with a coordinated strategy to manage the threat facing the key brand. The company made a strong commitment to the product and therapeutic area and employees took a strong stand for the patients they served. In the end, bottom line sales results moved well beyond expectations and the brand held its market share longer than anyone had though possible.

Retaining High Performers in a Consulting Firm

The Project:

When the job market gets tight, the war for top talent can be a significant challenge. Consulting firms succeed or fail based upon the quality and engagement of their people. When one of the offices in these firms received feedback from staff about a low level of engagement and significant challenges, they looked to The Potential Group for help. Rather than exploring the causes of low engagement we embarked on a campaign in the organization to uncover times and causal factors of high engagement. Senior partners and directors in the firm interviewed almost every staff member to uncover stories of the times when they were most engaged and most satisfied with their work. Through these interviews and a planning meeting with the entire staff, we create a vision of the kind of workplace that “no one in their right mind would want to leave”.

The Result:

Over the 12 months of working with the office we helped the organization move from significant skepticism to stronger optimism that has allowed significant changes to occur. In the 3 years since our intervention, the office has implemented initiatives in recognition, work-life balance and leadership that have made a profound difference for the culture in the office and their ability to recruit and retain key people.

Improving Patient Care and Safety and Renewing Professional Staff in General Internal Medicine

The Project:

When leaders of nursing and other health practitioners began a transformation project for key programs in their hospital network they looking to The Potential Group to provide an approach to engage staff at all levels of the organization in renewal. This project currently in progress has brought together front line staff from multiple disciplines to talk about how to enhance performance in the program. Through the conversations we have built new relationships between professions and created new possibilities for inter-professional collaboration and development. Leaders in the units have been trained in tools and skills around leading change and have been supported in monthly leadership development sessions.

Initial Results:

The interventions in this renewal project have created a high level of engagement among leaders from across the hospital network. These leaders have grown the sense of optimism in the units as they have implemented simple initiatives to help improve collaboration and teamwork on the units. Staff have reported improvements in working relationships and patient care and are looking forward to upcoming co-created learning programs designed to meet needs that staff themselves identified. Stay tuned for further results – August 2007

Enhancing Leadership Effectiveness and a United Nations Agency

When a UN agency was looking to build its leadership capability at the senior level in their European headquarters, they engaged The Potential Group to design and implement a leadership development program. Working in conjunction with leaders of learning, development and change in the organization, we conducted a session with key leaders to identify a vision for leadership needed to meet the changing demands on the agency. This vision was used to develop a 3 month leadership development program for key senior leaders. As part of the program, individual leaders received tools, perspectives and one-on-one coaching to support their work in their bureaus and divisions. Results: The leadership program pulled together leaders from across headquarters and built a community of leadership that was better prepared to meet the change mandate of the organization. Many of the leaders in the program have been called to participate in leading major change mandates in the organization based upon the skills in leadership they demonstrated and grew in the workshops. This pilot program was endorsed by the senior management committee for a second year in 2007.

Building a High Performing Team Post Merger

The Project:

When a department in a large financial services organization was faced with the challenge of integrating new operations across 2 cities that looked to The Potential Group for assistance. We supported the department vice-president to bring a new team together across sites to set common goals and priorities. The team came together a series of retreats and monthly meetings over the course of 18 months where they set vision, priorities and navigated measures to enhance performance in the group. The Results: The department we worked with led the way in the integration in the organization. They surpassed all targets for the merger and were awarded the highest recognition bonuses possible paid out by the organization.

A List Of Clients We Have Worked With Over The Years:


  • BMW
  • Napa Autoparts
  • Toyota

Consumer Products

  • Campbell Soup Company
  • Hewlett Packard
  • Hostess Frito Lay
  • Kellogg
  • Kraft
  • Lipton
  • McNeil Consumer Products
  • Molson Breweries
  • Neilson Cadbury
  • Pita Break
  • Purolator Courier
  • Proctor & Gamble
  • Second Cup
  • The Body Shop

Financial Services

  • American Express
  • Farm Credit Corporation
  • Manulife Financial
  • Regal Capital Planners
  • Royal Trust
  • Wood Gundy

Government / NGOs

  • Academic Health Council – Champlain Region
  • AIDS Committee of Toronto
  • Boys and Girls Clubs
  • CESO Aboriginal Services
  • East Scarborough Boys and Girls Club
  • East Scarborough Storefront
  • Fife House
  • Municipal Health and Safety Association
  • Public Health Agency of Canada
  • Transport Canada
  • Toronto People With AIDS Foundation
  • United Nations High Commission for Refugees (UNHCR)
  • Workers Safety and Insurance Board (WSIB)


  • AIDS Committee of Toronto
  • Academic Health Council – Champlain Region
  • Alcon
  • AstraZeneca
  • Baycrest Hospital
  • Bloorview Rehabilitation Hospital
  • Boehringer Ingelheim Pharmaceuticals Inc.
  • Centre for Addiction and Mental Health
  • DuPont
  • Eli Lilly
  • Hoffmann La Roche Canada
  • Hospitals of Ontario Pension Plans
  • Mount Sinai Hospital
  • Janssen Pharmaceutica
  • Leo Laboratories
  • North York General Hospital
  • Ontario Ministry of Health – Quality Improvement and Innovation Project
  • Ontario Ministry of Health and Long Term Care – Healthforce Ontario
  • Public Health Agency of Canada
  • Roche
  • Sanofi Synthelabo
  • St. Joseph Health Centre
  • St Michaels Hospital
  • Solvay
  • Sunnybrook Health Sciences Centre
  • Syntex
  • Toronto East General Hospital
  • Toronto General Hospital
  • Toronto Rehabilitation Institute
  • Toronto Western Hospital
  • University Health Network
  • University of Toronto
  • Women’s College Hospital

Transportation / Manufacturing / Oil and Gas

  • Cinram
  • CP Rail
  • Petro Canada
  • Sunoco
  • Textron
  • Viskase

Professional Services

  • BDO Dunwoody
  • Coldwell Banker
  • Deloitte
  • Intra Travel Corporation
  • Price Waterhouse Coopers
  • Marathon Realty

Technology / Systems

  • BDO Dunwoody
  • Altus Canada
  • AT&T Canada
  • Bowne Internet Solutions
  • DCCI
  • Ericsson
  • Ontario Centres of Excellence
  • Sun Microsystems
  • Lotus

Sectors We Support:


Social Enterprise

There are countless organizations striving to promote innovation and make a positive difference in the world. Over the past 18 years,The Potential Group has made a commitment to supporting community agencies, charitable organizations, associations, arts organizations and international organizations
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Community is about more than geography. A community is a group united by a common passion, a collective need, or a desire to improve their practice. These individuals could be connected by close physical proximity, or they could be geographically dispersed, maintaining virtual connections
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