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Our Vision: Thought Leadership

Thinking

If you think you are beaten, you are
If you think you dare not, you don't,
If you like to win, but you think you can't
It is almost certain you won't.

If you think you'll lose, you're lost
For out of the world we find,
Success begins with a fellow's will
It's all in the state of mind.

If you think you are outclassed, you are
You've got to think high to rise,
You've got to be sure of yourself before
You can ever win a prize.

Life's battles don't always go
To the stronger or faster man,
But soon or late the man who wins
Is the man WHO THINKS HE CAN!

by Walter D. Wintle

 

Leadership and Organisation Transformation

Full article from the OPPEUS Oracle Edition VII page 8

A common approach to exercising corporate leadership is to develop a strategic plan. However, many strategic initiatives to drive improved organisational outcomes start and end with the "strategy getaway"!

Leveraged Leaders are those with vision who can also execute high performance outcomes. The key at the strategy development phase lies in:

• Involvement - who is invited
• Development - how the plan is framed and facilitated
• Engagement – establishing accountabilities for the timing and scope of outcomes

The outcome is shared ownership of an agreed roadmap to deliver the strategy.

During the implementation phase the leader’s role is to:

• own the guiding vision
• deliver key communications
• enable the development or acquisition of capability
• drive the management team to achieve the results,
• continually review the status and refine the implementation plan based on feedback from multiple sources

Leaders are, after all, accountable for delivering outcomes, not simply ideas or actions. If there is a gap between expected and actual performance, the leader needs to assess if it is as a result of "doing the thing wrong" or "doing the wrong thing" and therefore what remedy is needed (see Figure 2). Leverage lies in early intervention, feedback and correction. Such involvement has a range of benefits including recognition and reinforcement of success to the team, opportunities for mentoring and coaching, and broader opportunities for communication.

At the closure phase of a particular initiative, leveraged leaders remember to celebrate achievements with the team and to support the distillation of learning. These two activities not only support the close-out process but provide impetus for the next organisational challenge.

Key questions for Leveraged Leaders: Have I enabled a strong strategic plan, through appropriate engagement and execution steps? Do I sufficiently understand the capability gap in my organisation and how to address it? Am I cognisant of the complex interplay between the existing strategy, business as usual, and the new strategic imperatives? (this is critical in crafting a viable transition plan) Are our people and culture aligned with the new plan? Do I have sound processes to capture the learnings to build our corporate memory? Am I comfortable that I have a good dashboard to monitor implementation? (e.g., checkpoints, bailout conditions and strategic reviews) Am I constantly reviewing our position - by looking in both the rear-view mirror and out the windscreen – and providing feedback to my team? How can I utilise the accumulated organisational knowledge to drive the next strategy early – before the decline in the current strategic lifecycle?

For further information contact:
Robert Nankervis, Principal Consultant
rnankervis@oppeus.com
Please click here to download this article as a PDF (41.6KB).

 

OPPEUS Governance work with Boards on performance assessment and development invited recent recognition in BRW magazine, in an article on Board Performance Reviews. OPPEUS was identified as one of the leading contributors and advisors in the field. Executive Chairman Peter Kronborg stated that, “improving Board performance is always a work in progress.”  Our continued and growing work is this field is reflected in the exciting growth of OPPEUS.

Board Reviews are now an integral part of Board functioning. At OPPEUS Governance, we focus on not just assessing but also enhancing Board performance. Our experience indicates that while Strategy and Structure of the Board are very important, the key attributes for Board performance focus around four principal elements.

Another tool for improving Board performance is the effective use of Committees. Peter Kronborg states, “We are going to see more committees that focus on the performance of the business, and also the transformation of current committees.”

Five key learnings from OPPEUS Governance for Board performance enhancement:

1. Strategic Stewardship – There is a shift in the focus of Boards towards corporate performance and strategic issues, while not neglecting the compliance and risk management issues.
2. Performance Development – With a move away from compliance driven, tick-in-the-box Board assessments to performance focused reviews and development programs.
3. Directors in the Spotlight – A greater focus is on skills, capabilities, behaviours and contribution of individual directors on a Board.
4. Committee aided Performance – The workload and contribution of Committees is increasing significantly.
5. Remuneration linked to Performance – The greater Board focus on remuneration issues for both executives and Directors is leading to new quantums and paradigms of remuneration. Defensibility is critical.

OPPEUS Talent work on CFO appointments led to a major review in the July edition of CFO magazine. Executive Chairman Peter Kronborg stated that, “CFO’s remuneration packages, at the highest levels of corporate Australia, are moving into the international ball park.” He further remarked that there is a global shortage of CFO’s with Sarbanes Oxley experience, and that these skills are quite mobile.

The key Talent Strategy questions business leaders of today are asking in these times of talent shortage:

• How to attract, motivate and retain the best talent?
• How to leverage individual, group and organisational strengths?

Recent ‘C’ level appointments of CEO’s, CFO’s and CIO’s, as well as our work in OPPEUS Organisation and OPPEUS Governance areas have provided additional valuable insights about the application of the:

OPPEUS Talent Strategy Plan

5 key learnings for our clients in Talent Acquisition:

1. Clarity: Define what you need through a clearly articulated job specification – the document against which the assessment process is measured and the key selection criteria specified.
2. The “Need for speed”: The consultant can help define market realities quickly and clearly in the selection process – the marketplace is hot. Clients must move quickly or lose candidates.
3. “Go for Gold”: Remuneration flexibility – Be prepared to pay above salary survey averages for high performers. The market place is the true test. Particularly in a tight labour market at the ‘C’ level.
4. “Best Behaviours”: Behavioural dynamics are incredibly important – professional assessments can provide defining insights into the executive, the current team & organisational fit.
5. “Trust”: Engage a trusted search advisor to focus on the significant activities of assessment, advocating & negotiation to secure outstanding candidates.

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