News
A Jungle Gym Not A Ladder
Michelle Gardiner • August 22, 2019
Yesterday morning, Derwent held our Pathway to the Boardroom Forum in Brisbane.
To describe the journey to a Non Executive career, Jane Andrews referred to Sheryl Sandberg’s saying 'see your career as more of a Jungle Gym than a Ladder' - the path is not a straight line and your portfolio of board roles may reflect different board settings and sectors. Jane encourages aspiring Directors to remember the importance of authenticity when exploring board opportunities. Her own experience was heavily shaped by her passion for the start-up space as a founder and investor of numerous innovative early-stage companies.
Dawson Petie is a seasoned Chairman and Non Executive Director with over 30 years of success at the boardroom table. Dawson shared his wealth of experience across different board settings, discussing the variety of opportunities outside of the ASX space. It was clear from the candid manner in which Dawson shared his insights that he has valued the variety of different boards he has been involved with throughout his career, and he indicated that you may be surprised where the next opportunity may appear from. This reiterates the importance of keeping an open mind to the variety of board opportunities out there and to ensure it aligns with your passion and values.
Some key takeaways from our two speakers
- There is a high level of persistence and patience that is required to ensure you are meeting with the right people and keeping your networks up to date. Dawson commented that it is an extensive 'branding and marketing' exercise of your own personal brand.
- The importance of understanding the challenges that exist in different board settings and ensuring your style and skill set suits the board. Dawson said it often comes down to personal relationships on a board of family owned companies. When it comes to government boards, it is important to remember this is a completely different landscape altogether as the board reports to the Minister and hence it is not for everyone. Finally, don't be led to believe that the for purpose sector is less complex than the commercial space. These are often multifaceted businesses that have other layers of accountability that you don't see every day in the commercial world, for example, overlaying religious beliefs. They also face their own unique challenges around capital raising.
- Ensure you have done your due diligence not only around the financials of the company but the reputation of the directors you will be sitting on the board with and the culture they are driving through the organisation.
- Understanding the style of the Chair is essential and ensuring you are going to be able to have a good working relationship.
Share this article
Recent Articles
We are delighted to announce the launch of our Interim Solutions business, led by John O’Leary. Demand for interim talent is evolving rapidly given changing market conditions and the way employers are structuring the capability and flexibility of their workforces. Interim talent delivers immediate impact, bringing capacity and capability to deliver outcomes across a range of initiatives and settings. This offering provides flexibility and scalability during peak talent needs, with an available bench of specialist capability and expertise.
In our 28th year of connecting high impact talent with Australia’s leading organisations, Derwent is proud to be one of Australia’s largest Executive and Board Search firms. Our leading team of 90+ drives our growth, success and scale in delivering to the clients who entrust us to advise on critical hiring needs. As a challenger brand, we seek out the new and different. We continue to welcome new consultants, and are pleased to announce the following appointments. Jack Evison – Managing Partner, Consumer & Retail, Melbourne Bel Hissey – Partner, Consumer & Retail, Sydney Simon Faircloth – Partner, Industrial, Melbourne Luke Marshall – Partner, Consumer & Retail, Melbourne John O’Leary – Partner, Interim Solutions, Sydney
Derwent recently rounded out its National executive forum series “Digital Growth – It’s a People Thing” in Perth with guest speakers Jenny Bryant and Colin Nexhip , following the success of the series in Melbourne and Sydney earlier this year. Organisations that succeed in driving growth and transformation are the ones that get the people strategies right. There are critical people elements to consider when leading growth and a more sustainable digital future – these include developing the right operating model, organisational structure, aligning the right capability to the structure, and establishing optimal ways of working. Facilitated by Lindsay Every , Derwent’s Group Managing Partner and Digital Practice Lead, Jenny and Colin shared their perspectives and insights on the strategic imperatives for digital growth and transformation, and the role that talent plays in driving this change. Key takeaways from the discussion included: The technology landscape is characterised by constant change, with no periods of stability. This ongoing evolution demands that organisations remain adaptable and proactive in their technology strategies. Across industries, digital transformation has emerged as a recurring top priority. Companies recognise that leveraging digital technologies is essential for maintaining competitive advantage and driving innovation. Organisations are increasingly looking to technology as a catalyst to turbocharge their transformation efforts. This means not only adopting new tools, but also rethinking processes and strategies to maximise the benefits of digital advancements. It is crucial to view technology in the context of the workforce and organisational culture. Successful digital initiatives require alignment between the tools and the people who use them, fostering an environment that supports innovation and collaboration. Companies are focused on utilising technology to improve productivity levels across their operations. This includes streamlining processes, enhancing communication, and fostering collaboration among teams. Balancing technology investments Organisations face a turbulent landscape when balancing short-term and long-term investments in technology. The need to respond quickly to market demands can conflict with the need for sustainable, long-term planning. Companies are learning how to bridge the gap between “digital natives” – employees who have grown up with technology – and those who may find it more challenging. This integration is crucial for fostering a cohesive work environment that maximises the strengths of all employees. Security versus speed One of the key challenges for companies is establishing robust security, governance, and risk management frameworks without hindering the speed of technological advancement. Striking this balance is essential to protect sensitive data while promoting innovation. The urgency to bring new technologies to market poses significant challenges for organisations. Companies must develop strategies to expedite deployment while ensuring that the solutions are effective and secure. Agility can be a game changer. Adopting agile working practices has proven to be transformative for many organisations, allowing them to embed new thinking and innovative approaches throughout the company. This agility fosters responsiveness to change and enhances problem-solving capabilities. Talent and value exchange The technology function is facing challenges in attracting and retaining top talent, given the competitive nature of the market. Companies must develop compelling value propositions to draw skilled professionals who can drive digital initiatives forward. Companies need to strike the balance of “give versus get” to create a mutually beneficial environment where both the company and individual employees feel they are gaining value. This could involve offering professional development opportunities, flexible work arrangements, and a supportive culture that promotes growth and innovation. Sustainability concerns: As technology continues to advance, the sustainability of energy resources required to support these innovations becomes increasingly important. Companies must consider the environmental impact of their digital strategies and seek ways to minimise energy consumption while meeting growing demands.
