Planning and investing to the end – and beyond (Guest Commentary)

An inside look at how the Canadian Wheat Board prepared staff, and the organization, for the end of its nearly 80-year monopoly on the selling of Prairie wheat
By Diane Wiesenthal
|Canadian HR Reporter|Last Updated: 10/09/2012

Over the course of the Canadian Wheat Board’s (CWB) iconic history, there were two things you could always count on: Accolades and criticism.

Love it or hate it, the CWB — established by Parliament in 1935 — had deep roots of support and equally deep roots of controversy. The federal government stripped the board of its monopoly over Prairie wheat and barley sales in December 2011 when Bill C-18 received royal assent.

As with any company or organization, there is no certainty to the board’s future or clarity on what the future will bring. Therefore, planning for flexibility is critical in every business scenario that might befall any organization — from birth and growth to mergers and acquisitions to company closure which, unfortunately, is a harsh reality in the global economy.