Entity Dossier
entity

Great-West

Strategic Concepts & Mechanics

Strategic PatternFlanking Around Entrenched Giants
Identity & CultureLoyalty Bought with Friday Paychecks
Relationship LeverageBoard Seats as Reconnaissance Posts
Cornerstone MoveSell the Company to Itself — Internal Reverse Takeovers
Competitive AdvantageClassified Stock as Control Multiplier
Cornerstone MoveFind the Key Man and Close Before Combat
Operating PrincipleCash Business Preference from Bus Roots
Strategic PatternConcentrated Diversity Over Grab-Bag Portfolios
Signature MoveWin Small, Consolidate, Then Leap Geometrically
Signature MoveWallpaper-Roll Planning Then Relentless Pressure
Cornerstone MoveBuy Cheap Shells, Strip and Reload the Portfolio
Operating PrinciplePool-of-Light Negotiation Theater
Relationship LeveragePolitical Access Without Political Office
Signature MoveDebt as Temporary Tool, Never Permanent Foundation
Capital StrategyDividends as Upward Cash Escalator
Signature MoveChief of Staff Handles Architecture, Boss Handles Vision
Decision FrameworkAcquire Capacity, Never Build in Inflation
Signature MovePocket the Stake, Play with Winnings Only

Primary Evidence

"When David Kilgour resigned at the end of 1970, he was replaced by James Bums, who had been Great-West’s u.s. director of Mar¬ keting. A man who enjoyed Desmarais’s support and confidence, Bums orchestrated one of Desmarais’s prime intentions for Great- West — penetration and expansion into the huge, lucrative u.s. mar¬ ket. Desmarais’s other intention, amalgamation of Great-West Life and Imperial Life, never occurred as it was blocked by the federal insurance regulatory agency. It may seem that acquiring and integrating Great-West into Power would be enough to occupy one man’s attention and satisfy his am¬ bitions, especially considering that this was all occurring during the fundamental restructuring of Power. Such is not the case. Desmarais had Jean Parisien, trusty chief of staff, to depend upon to deal with the details of corporate architecture. Parisien, in turn, had inherited the staff of Power and had conducted his shuffling, bringing in some people from his support staff at Trans-Canada, moving out some of the Power staff that didn’t fit in to the new regime, and generally"

Source:Rising to Power - Paul Desmarais & Power Corporation

"could be had by whomever could break the stalemate. Desmarais found out from Saddlery that they would sell their Great-West holdings for $140 per share. He took this information to The Investors Group board of directors, over which Power wielded no small influence (33.1 percent or effective control). The potential investment was analyzed according to Investors’s normal procedures, and methods of financing an offer were examined."

Source:Rising to Power - Paul Desmarais & Power Corporation

"Also working against Campeau’s hopes for financing from within Power were the legal limits on the extent to which an insurance company could participate in an affiliated company (Great-West and Imperial Life were in the Power fold). As well, Power policies on inter-corporate dealings wouldn’t allow major internal financing or cross-guaranteeing of loans to other divisions or subsidiaries. In sum, Campeau found himself in a worse, rather than better, situation to acquire financing. Further, he had lost control of his company and couldn’t direct its destiny."

Source:Rising to Power - Paul Desmarais & Power Corporation

Appears In Volumes