Business Transformation and Leadership

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Keynote presentation at the annual ACT Knowledge Management Conference on business transformation

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Business Transformation and Leadership

  1. 1. 12th Annual actKM Conference, Melbourne Australia 11th October 2011 Royal Melbourne Institute of TechnologyKEYNOTE SPEECH: PREPARING OUR ORGANIZATIONS FOR THE FUTURE Matthew Tukaki, CEO The Sustain Group
  2. 2. Themes… - What impacts CEO’s at night - Changing business and enterprise dynamics - Case study: Employment Business - Network example: UNGC- What does this all mean in the context of KM www.sustaingroup.net www.sustaingroup.net
  3. 3. Social Media Payroll tax Executive loss Demographics Political Environment Invoicing Cash flow YouTube Market share Climate change Gillard’s polling Coalition policies performance CompetitorsCarbon Pricing Suppliers Productivity Global Economy Death Cost controls The Chinese Economy Revenue diversity The Board Skills demand The Banks Buyer behaviour US Job Numbers Interest rates Japans High wage demand Increased compliance recovery Greece Leadership The Price of Iron Ore Sales US Unemployment Early election Tax Branding Inflation Public Relations Budget To grow or not to grow Blow outs Staff well being Governance Court Partners Rulings Twitter Corruption Trade Barriers Security IT Systems Customer Attrition and Gain www.sustaingroup.net www.sustaingroup.net
  4. 4. The interconnectivity of our economies meansThe world is changing when one or other falters, so do the others The rise of social media is challenging our business models  Large global scale challenges becoming domesticated  The rise and fall of the dollar  Changes in commodity pricesso much faster  Less or more Government regulation And it doesn’t matter if you run a corporation, a small business or are in the public sector...what impacts one impacts us all... www.sustaingroup.net www.sustaingroup.net
  5. 5. Brand one Additional • Extensive workforce country brand • Every State / Capital City Brand two • Regional Australia Additional • Longest serving staff: 33 years country brand • Large general management team • Multiple layers of middle management Additional Training service line services • Operations management • Subsidiary executive management and middle Consulting management teams services Brand one • Major Interactions with: Solution services • Europe Governing Brand two • USA Board / • Africa Committee • Asia Brand three • Other solution and service line companiesBefore either directly or partially owned by the Finance Brand four Multiple outlets company IT Brand five Multiple outlets Marketing Brand six Multiple outlets Operations Brand seven Multiple outlets www.sustaingroup.net www.sustaingroup.net
  6. 6. Before you can sort out the problem you need toknow, on a scale this size, how to swallow anelephant… The brand was old tired … but still relevant…the CRM was now running the oldest version of its type in the world…in fact, the Software Development company ...disparate revenue base... had us as the largest support client….running the oldest and only version of the software! Loss of client and customer knowledge Loss of market share Lack of decision making Focus on administration and not growth Tired brand …Staff turnover in the lower Loss of core focus ranks was high…Staff Old systems morale in the middle ranks  Increasing competition was low but indifference  Lower margins had crept in  Tighter markets www.sustaingroup.net www.sustaingroup.net
  7. 7. As the business focussed on everything it wasn’t the Core business become less foundation began to give of what the business did way…one of those foundations was our people and clients…the right people We tried to turn our core business into the things we didn’t doWhen the foundation of your business iscompromised the roof collapses…. www.sustaingroup.net www.sustaingroup.net
  8. 8. The external factors The GFC began to bite and unemployment was expected to trend up to 7-8% in some economists forecasting People and organizations simply stopped buying In New Zealand the economy had already begin to stagnate The United States was a basket case Chinese growth began to moderate at its growth rate There was a simple truth: if your market is dwindling, you are facing increasing competition and economic pressures are adding complexity…your business is in trouble. www.sustaingroup.net www.sustaingroup.net
  9. 9. Integrated Additional country brand services and • One single leader at the top solutions business • Retrenched 90% of the senior management team Additional country • Integrated the brands and site network into a brand seamless reporting system • Formation of national teams that would meet virtually every Monday morning and then on a Additional service 4 Primary line locations Friday afternoon • Took more administration away from the sites in order to free up time Integrated • Promoted mid level branch and area managers CEO / Executive solutions business into executive roles Chairman • Began the replacement of the IT and CRM Brand one systems Integrated services business • Introduced a new social media strategy Nationalised key accounts, with National Brand two Account Managers in different geographic Finance & locations operationsAfter Brand three IT Integrated site Brand four network Marketing www.sustaingroup.net www.sustaingroup.net
  10. 10. The profit imperatives…Diversification 1. The formation of dedicated account management teams within the Public Sector to increase the % share of revenue from 80% reliance on the corporate sector to achieving a balance of 70 / 30 in year one and 60 / 40 in year two. As the corporate sector recovered, you could then manage the 40% of sector revenue from Government and continue to increase the volume of corporate receipts which in turn increases overall profitability. www.sustaingroup.net www.sustaingroup.net
  11. 11. Social Media Payroll tax Executive loss Demographics Political Environment Invoicing Cash flow YouTube Market share Climate change Gillard’s polling Coalition policies performance CompetitorsCarbon Pricing Suppliers Productivity Global Economy Death Cost controls The Chinese Economy Revenue diversity The Board Skills demand The Banks Buyer behaviour US Job Numbers Interest rates Japans High wage demand Increased compliance recovery Greece Leadership The Price of Iron Ore Sales US Unemployment Early election Tax Branding Inflation Public Relations Budget To grow or not to grow Blow outs Staff well being Governance Court Partners Rulings Twitter Corruption Trade Barriers Security IT Systems Customer Attrition and Gain www.sustaingroup.net www.sustaingroup.net
  12. 12. Finally at the corporate level… 1. Business and industry are finding places to cohabitate and share best practice and knowledge: 2. The United Nations Global Compact: the worlds largest corporate citizenship initiative  The Environment  Anti-Corruption  Human Rights  Labour 3. Matthew Tukaki, Australian Representative to the UNGC: Rio Tinto, Nestle, ANZ, Westpac, Woolworths, KPMG, CPA Australia, Plan International, NAB, BHP, xStrata 4. Establishment of three cross sector Leadership Groups 5. Outreach programs to each, educate and share best practice www.sustaingroup.net www.sustaingroup.net
  13. 13. www.sustaingroup.netwww.sustaingroup.net
  14. 14. Cohabitation in new knowledge networks... It is essential that those who understand the importance of responsible behaviour have the necessary strength and capacity to deliver real change. Building this expertise requires the establishment of networks and the building of trust between different companies. I know that many of you are members of the Global Compact Network Australia, which has now grown to become Australia’s strongest voluntary corporate citizenship initiative. I have always believed that bringing together business leaders from different sectors into environments where they can share best practice and learn from each others’ mistakes is the key to raising the bar. Understanding that responsible business is as much about cooperation as competition is crucial if we are to move forward. H.R.H The Prince of Wales www.sustaingroup.net www.sustaingroup.net
  15. 15. Still about what you have and where it resides which informshow to best use it which informs how to best build platformsand repositories for storage, capture and communication…today….I would add taking it to the next level in now using newmedia and platforms to build extended networks of bothcapturing and sharing knowledge… www.sustaingroup.net www.sustaingroup.net
  16. 16. Matthew Tukaki matthew.tukaki@sustaingroup.net www.sustaingroup.net www.unglobalcompact.org.au Thank you www.sustaingroup.netwww.sustaingroup.net

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