The real estate sector has faced some of the most significant challenges in the industry’s history – from the global drive to reduce carbon emissions to the acute housing shortage crisis in Canada. These challenges have tested our resilience, but they’ve also provided opportunities for innovation, growth and leadership.
At Minto Group, these challenges have prompted us to look closely at what we’ve done and how we’ve worked as a business over the past 70 years, and how we want to advance into the future. Since the Greenberg family founded Minto in 1955, the company has grown from a small home-building business in Ottawa to a major real estate developer and property manager in Canada and in parts of the United States. Last year, we hit a milestone with the delivery of our 100,000th home. About 10 years ago, Minto began the transition from a family-led business to one with an outsider CEO and largely independent board of directors. While this move was critical to the longevity of the company, we knew we needed to do more to future-proof our business. Future-proofing is no longer an option for any organization looking to achieve and maintain high-performance in the face of continuous business and market disruptions. A 2019 report by the management consulting firm Deloitte describes these disruptions as “no longer an interruption to the pattern, but the pattern itself – a consistent, ongoing reality.” Given this new reality, the ability of organizations to future-proof isn’t reliant on their ability to plan and manage change. Instead, according to the Deloitte report, “it is rooted in the ability to achieve performance goals in a state of constant change.” One way we’re boosting this ability at Minto is by building a culture of innovation. I’m well aware of how often business leaders and people managers mouth these buzzwords, to the point where they’re almost meaningless. That’s why we backed our commitment to innovation with a clear framework and an actionable pla
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