News
Bravery Around Culture
Michelle Gardiner • September 19, 2019
As part of our Pathway to the Boardroom series, Derwent was joined by esteemed Directors Georgina Williams and Janette Kendall to speak with Melbourne based executives about the transition to a Non Executive career.
Culture is something we spend a great deal of time trying to comprehend and implement successfully, yet despite there being no ' one size fits all approach', there are key components that seem to be the grounding of any organisation that is deemed to have a great culture. Georgina shared ‘Culture is amorphous and difficult to quantify however it is important to continuously test and attempt to influence’. Janette believes it can be easier to influence culture as a Non Executive Director than it is when you are an executive sitting inside the organisation. Often an executives tenure is shorter than that of a NED, therefor may be more inclined to compromise and accommodate competing views. ‘As a Non Executive Director you need to be brave and call out bad behaviour’ stated Janette. ‘It is how you deal with bad behaviour that is really the question’.
Both Georgina and Janette gave some valuable examples on the contentious issue of managing, measuring and quantifying culture.
- There are the usual metrics such as conducting staff surveys however the real insights can sometimes been found in getting access to the free flow comments.
- Ensuring you regularly cycle various senior executives through the board meetings.
- Include a standing agenda item for board meetings that allows the board to ask any questions they wish to the senior management team.
- Attending town hall calls allows the directors to see how management delivers messages as well as how these messages are received by staff.
- Reviewing social media, to see how the corporate reputation of the organisation is being perceived by both customers and employees online.
- It is important to look beyond the domestic environment and seek comparable examples of culture overseas. This may include taking the time to actually visit organisations and see it for yourself first hand.
- Site visits are a very important part of managing and measuring culture. A combination of both formal and informal or unannounced visits can provide great insights. However, it is a fine line you walk in being too accessible and potentially muddying the message of the CEO.
- Remuneration plays a big part influencing culture, there should be more focus on the way remuneration is earned, for example, a certain amount of sales within a business should come from referrals, this double checks that growth is coming from good business practice eg quality of product and customer satisfaction. Again it may prove useful to look outside the Australian market for advice on remuneration.
“Corporate culture is the only sustainable competitive advantage that is completely within the control of the entrepreneur.” – David Cummings, Co-Founder, Pardot
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.
