By Chris Hare >>

AS ADVANCEMENTS in technology plough ahead and the business world becomes increasingly interconnected, leadership is now more complex than ever. With this rapid and constant change, it can be challenging to get executives on the same page when it comes to navigating business strategy.  

In fact, almost all businesses have strategy struggles. Of course there are some who are unable to think about next quarter, much less next year, but even companies with an enunciated strategy often lack alignment.

The problem is that the executives either do not agree with the strategy or have contrary views of what it means.  That is because most strategies focus on broad financial outcomes and product or project milestones, leaving the interpretation of what each function needs to do to each executive.

Leadership must move beyond vision statements and financial forecasting into modelling scenarios that bring together the two key elements of business: the activities that underpin success and the people required to make it happen. 

SCENARIO PLANNING

The key vehicle responsible for executive strategy is the workforce, so leaders must become better at intelligent uses of technology for scenario planning.  This means using Strategic Workforce Planning (SWP) to achieve clarity and align the leadership team to execute strategy effectively.

According to a recent study by Accenture, only 55 percent of executives say their organisation does scenario planning at best annually. The same study also shows that 61 percent of executives say they are not well prepared to change the workforce skill and job mix to transition into a digital business.

Also, according to a CFO study by Deloitte, for many companies, the top three risk areas in strategy execution are:

Failure to adequately translate the strategy from high-level ambition to specific actions the organisation must take to make that ambition a reality;

Failure to appropriately adapt the strategy when conditions change; and

Failure to put in place the organisational capabilities required to sustain the strategy after it is enacted.

These findings are no surprise, as many large listed companies are faced with major misalignment in business strategy execution between the CEO, COO and CFO.

UNCOVERING MISALIGNMENT

A common theme uncovered by SWP is the misalignment across the leadership team on what capability and capacity change is required to effectively execute the business strategy. 

This is a huge risk for investors and boards when trying to assess management’s ability to deliver its own plan.

Dynamic scenario modelling of SWP is a powerful tool in bringing executives around the table and driving invaluable conversation.  This is because it takes executives through a joint conversation on critical activities that are required for plan delivery. 

They are comfortable debating BAU (business as usual) volumes and potential business disruption if a model is in front of them.  Even better when it then denominates the outcome in something they all understand, people. 

Knowing the degree of change in people required helps the business determine how realistic the strategy is and what is going to be required to make it happen.

As in Synchronicity by Joseph Jaworski, “a managers’ inner model never mirrors reality . . .  it is always a construct. The scenario process displayed through modelling is aimed at these perceptions inside the mind of a decision maker. By presenting other ways of seeing the world, decision scenarios give managers something very precious: the ability to re-perceive reality, leading to strategic insights beyond the mind’s reach”.

This dynamic really aligns the workforce with the business and with finance. It provides a quantitative basis for intricately understanding the workforce, facilitates great discussions and most importantly creates a call to cohesive action to ensure successful strategy execution.

QUANTITATIVE STRATEGY

Unlike other methods, SWP is particularly useful as a foundation for driving clear conversations.  It articulates workforce demand and enables the businesses to see the necessary workforce to align with strategy.

With the workforce being not only the largest cost for most organisations, and arguably the biggest asset, the need for the C-suite to intricately understand and proactively plan for the future is critical.

Executives who fail to employ SWP will lag behind, as SWP provides a clear mandate for businesses building a future view of the workforce. This is even more critical in the face of the future of work, technology and automation, where understanding the capability and retraining opportunities will be needed to ensure organisations remain competitive.

However, the roadmap laid out by the external lens provided by future of work is useless if companies do not consider their own context.  They must integrate the external view with their own business planning and labour composition to understand how to achieve. 

Only SWP brings these elements together.

IMPROVED DECISION MAKING

The value of being able to quantitatively understand workforce needs cannot be underestimated.

If you were to ask executives if they knew what workforce their organisation needs today, it is likely the answer would be no. The majority of companies are flying blind, rolling out business initiatives that they often don’t even know they can execute.

Being able to identify the value of different initiatives in the context of critical business drivers gives executives the insight to prioritise and plan. By integrating financial principles, SWP ensures every decision is commercially grounded.  This enables executives to make decisions that align workforce initiatives and optimise their success.

SWP enables executives to nuance the dynamics of workforce supply and demand to proactively determine the best initiatives across not only the traditional build, buy, borrow suite, but also which segments they need to focus on for retention, what they should eliminate in a coherent context and which productivity and efficiency initiatives will have the most impact and where.

ROADMAP FOR THE FUTURE

Executives who employ SWP have an informed view of business strategy versus the workforce, integrating all elements in a dynamic and predictive construct to centre the conversation on strategy, planning and action.

It is with these insights, executives are able to align their focus in delivering imperatives in the constantly changing contexts their company operate within.

The power of decision scenarios as a critical strategic business tool is the greatest advantage of SWP.

Take the case of Royal Dutch Shell Group of companies. Their system of scenario planning is acknowledged to be one of the best strategic planning systems used today and has been credited for turning around its business performance.

At Shell, planning for the future is done through scenarios, which not only enables superior decision making, but also facilitates alignment between management teams who are all perceiving things through their own lens.

SWP crystallises the strategy and actions needed to achieve the desired outcome. Through dynamic scenario workshops, SWP forces a shared view of the more detailed activity projections and creates an understanding of the resourcing and capability change required to achieve.

With technology already changing the way we work, which will only keep changing exponentially, it is essential for executives to plan for the future of their workforce now.

By building this understanding with SWP, executives are better equipped to align business strategy and execution.

www.qhr.com.au

 

About the author and QHR

Chris Hare is the co-founder and director of Quantitative HR (QHR), a business leading the market in applying the latest strategic workforce planning and HR analytics approaches to enable clients to unlock the value of their human capital. QHR translates client business strategies into workforce implications to form commercially-grounded, targeted action plans. QHR has worked with clients such as Telstra, Optus, Transport for NSW, ING and Ausgrid. www.qhr.com.au

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By Balder Tol >>

AS LEADERSHIP guru Simon Sinek once said, “When people are financially invested, they want a return – when people are emotionally invested, they want to contribute”.

This statement has never rung truer for modern-day employees who want to do the type of work that contributes to their companies in a meaningful way. A salary and stability are not enough to make workers feel engaged in the 2019 workplace.

In a study by Deloitte last year, a sample of millennial employees were asked what would make them happier in the workplace. About 81 percent cited having meaning in their work, 72 percent said feeling valued, and 64 percent wanted a good company culture.

Provision of these needs is crucial now, more than ever, for the Australian modern workforce.

Community is one of the best ways to meet these desires. If strong social bonds are formed, workers are often happier and get more value from their day to day. Aspects such as building design, social events and community spaces can have a profound effect on this. 

At WeWork, our primary focus is to provide a community to all of our members. While we’re known for creating dynamic places for people to work, our true success comes from combining multiple factors that encourage interaction, incorporating community areas, social events and networking.

We believe that companies of all sizes can transform their culture and gain the best results by taking a similar, multi-faceted approach.

HOME AWAY FROM HOME

Effective workplace design is central to community creation. Given we spend as much time at the office as we do at home, physical environments need to inspire to bring out the best in people.

The modern worker has come to define themselves by their work, and the aesthetic feel of their workspace needs to match their aspirations.

WeWork addresses this with modern furniture and artwork that give members a space where they actively choose to collaborate and socialise.

That said, community does not come from design alone. At a time when people are easily engrossed in devices, additional social encouragement is needed.

Weekly gatherings such as thought-provoking talks and networking events can allow employees to look beyond their daily networks to form new connections.

According to the Australian Psychological Society, 62 percent of young adults lack companionship, meaning workplaces have an opportunity to expand social circles to encourage overall happiness.

Staff that feel part of a community are more likely to be happier and more engaged in their work overall.

Socialising aside, more interaction can also lead to new business opportunities.

More than free food, WeWork’s weekly ‘Thank God It’s Monday’ breakfasts have enabled 70 percent of members to collaborate in some way, with more than 50 percent doing business together directly.

While emphasis on collaboration is key, spaces for privacy are also needed for productivity. 

Open plan offices encourage interaction but are not the best option for work that requires focus. Soundproofed alcoves provide comfortable sanctuaries for conducting private calls and video chats, while wellness rooms allow workers to pray, meditate, or just gain some privacy.

ONE COMMUNITY FITS ALL

Despite the size and type of a business, younger workers have the same desire for community.

While freelance individuals or new start-ups are actively trying to expand their immediate network, large organisations are realising the importance of making their workforce more socially driven. Some 84 percent of those surveyed believe access to WeWork makes them more productive, too.  

All kinds of companies are creating technology hubs to inspire their developers to offer innovative new solutions.

Headquartered in North Ryde, NSW, Microsoft has a large private office at WeWork in Sydney, offering their teams a central location for meetings and improving collaboration across the business and with the wider community.

As WeWork has grown, enterprise customers now make up almost 30 percent of its customer base. Large companies are discovering the value offered by modern, city-based workplaces.

Practically speaking, creating a new community and aesthetic is tough, which is why so many businesses are yet to change.

Collaborative workplaces are taking care of time-consuming basics like high quality wi-fi, cycling facilities, social staff and drinks, making a better employee experience accessible to all. 

WORK AS AN EXPERIENCE

Today’s workforce needs positive reasons to stay loyal, ranging from financial benefits to having exciting work and individual growth opportunities.

While companies will always have to lay the concrete aspects of the work itself, WeWork’s swift expansion comes from its ability to enhance the daily work experience.

By leaning on WeWork, organisations of all sizes have seen employee engagement improve through new friendships, business partnerships and an increased sense of belonging.     

www.wework.com

Balder Tol is the general manager of WeWork Australia. WeWork was founded in SoHo New York city in 2010 and today provides shared workspaces for technology startup subculture communities, and services for entrepreneurs, freelancers, startups, small businesses and large enterprises. WeWork has workspace office locations in 554 cities in 97 countries.

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By Leon Gettler >>

Everyone has a courier horror story. Misplaced parcels, drivers running late, deliveries on the wrong day and bad drivers.

Zoom2U aims to change that. It’s a user friendly delivery platform that connects businesses and individuals to a fast and reliable community of couriers.

With Zoom2U, people can track where the parcel is in real time via GPS technology. It also provides the client with the driver’s contact details. 

A fast growing start-up, Zoom2U operates in all the Australian major cities with plans to expand to the big regional cities.

Founder and CEO Steve Orenstein said it was created to give the customers a much better delivery experience.

“So being able to see the live location of the driver, being able to communicate with the driver as well, so being able to call them,” Mr Orenstein told this week’s edition of Talking Business.

“It’s moving away from the traditional problems people have with courier companies arriving and you never knowing when they turn up.”

He said all people have to do is go to the website and register their delivery request. The request would then go to the network of drivers. The GPS technology would allow the customer to see when the driver would be arriving.

Zoom has had massive growth, registering 600,000 deliveries, all ordered online and delivered within a three hour period.

He said over 50,000 customers have registered with Zoom2U.

Mr Orenstein said Zoom2U is particularly popular with e-commerce businesses. It works particularly well with fashion and electronics.

“There are simple traditional businesses, like the printing company and the legal firm that always have a need to move something around quickly and then there’s the general need for individuals who have forgotten something or need to get a passport delivered,” Orenstein said.

He said Zoom2U has 1300 drivers using the platform and there are 12,000 on the wait list, all of them drawn to it by the flexibility of being able to choose what jobs to take and when they can work.

www.leongettler.com

Hear the complete interview and catch up with other topical business news on Leon Gettler’s Talking Business podcast, released every Friday at www.acast.com/talkingbusiness.

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By Leon Gettler >>

IMAGINE PEOPLE in a community engaging in peer-to-peer trading of energy. Or high schools that have 50 kilowatt systems on their roofs that sell their energy to parents during the school holidays.

All of this is the work of Enosi, a not-for-profit foundation set up to disrupt big power companies with community energy programs. 

The system is designed for people to trade energy between them before the retailer comes in. This is done through an online service with everyone in the community agreeing to trade energy at a price they choose.

Steve Hoy, the CEO of Enosi, told this week’s Talking Business podcast that Enosi is all about decentralising the energy market, and giving it back to the community.

Mr Hoy said the price is determined by the community.

“You might be trying to arbitrage the fee you normally get from your retailer and the normal price people pay, or you might try for something different like making a donation to the community,” Mr Hoy said.

“Or you might pay for someone else’s energy as some sort of commercial proposition.”

He said a number of retailers, like Melbourne-based Energy Local and Enova Energy out at Byron Bay, which focuses on community energy, had signed up to the platform.

He said while the sector had been deregulated, with generation separated from retailing and distribution of electricity, it had in effect been re-regulated and there had been a re-aggregation producing oligopolies.

“We need to lower the barriers for the small guys,” he said.

Enosi also promotes renewable energy.

“Frankly the big retailers are not really welcoming solar. It’s not in their interests as large oligopolies. They lose something like 40 percent of their revenues for every household,” Mr Hoy said.

”But for small retailers, this is a way to encourage innovation and to get some mind-share.”

He said the platform works anywhere worldwide where there is a deregulated model. Enosi has now been talking to retailers in Japan and the US.

The company uses blockchain technology to make trades transparent and ensure the accounting stacks up.

www.leongettler.com

Hear the complete interview and catch up with other topical business news on Leon Gettler’s Talking Business podcast, released every Friday at www.acast.com/talkingbusiness.

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By Monica Jain >>

A TASMANIAN company has invented acoustics technology that feeds farmed shrimp and fish through sound.

Other Australian ventures are working on turning abalone waste into bioactive pharmaceuticals, developing low-cost processes that clean fish-farming waters while nourishing commercial algae production, and more original solutions to seafood challenges.

When people talk about seafood industry powerhouses, no one brings up Australia.

But after learning about these innovators and researching the island continent’s potential, I really wonder, why not?

That Tasmanian company is already the world’s leading supplier of sensor-based feeding control technology for aquaculture. Australian universities are full of exciting seafood technology advances the rest of the world (and often even the rest of the country) has never heard of. And Australia’s advantages as a seafood producer — a comparatively pristine environment, premium wild and aquaculture species, and trusted quality — line up perfectly with what global consumer markets want right now. 

FLOATING ON THE HIGH END

Australia’s proximity to fast-growing Asian markets and favourable trade agreements with them position the country well for growth.

In China especially, an expanding, seafood-loving middle-class values the safety, quality, and sustainability of Australian seafood, and perceives it as a higher-status choice. Plus, Chinese import tariffs on Australian seafood will drop to zero by 2019.

The value of Western Australia’s Marine Stewardship Council–certified Rock Lobster fishery rose 131 percent in real terms from 2006 to 2016 — entirely through price increases at its main markets in Japan, Hong Kong, and mainland China, rather than through increased catches.

And Tasmanian Atlantic-farmed salmon — worth A$718 million in 2016 — fetches a higher price in Asian markets than Norwegian farmed salmon, trading on Tasmania’s clean and green reputation and great year-round conditions.

In fact, Australia is an aquaculture pioneer: the country invented tuna ranching and is now working to improve the method’s sustainability, as well as to successfully and sustainably farm other high-value species, such as Cobia (rich in omega-3), Queensland Giant Grouper, and Yellowtail Kingfish.

SOLVING THE MASS LUXURY CONUNDRUM

The Australian seafood sector is poised at a delicate point. The country’s Fisheries Research and Development Corporation (FRDC) would like to see “innovation so audacious that it helps double the value and volume of sustainable seafood in Australia in the coming decade”.

To do that while maintaining the assets that support Australian seafood’s price premium — high quality, clean conditions, and sustainable production — is going to require technological and marketing leaps forward, along with stronger connections between innovative seafood ventures and investors. 

I believe that the country’s seafood sector is well-positioned to master the challenges of responsible growth. A lot of innovation is happening here — in aquaculture disease control, waste management, feeds, production systems, and other areas.

Australia also has abundant opportunities for value growth in underused species that could be sustainably harvested, like Australian salmon, sardines, and mackerel. Many of these species are in demand, but the industry needs to develop supply chains and creative marketing strategies for both domestic and Asian markets.

The missing piece is connections for Australian seafood entrepreneurs with investors and international partners that can help them expand their reach to premium markets.

FRDC is sponsoring an Australia track in the 2018–2019 Fish 2.0 competition for sustainable seafood businesses in a bid to give up-and-coming ventures the opportunity to form those essential relationships.

BUILDING THE RIGHT CONNECTIONS

The other good news is that there’s plenty of capital in Australia to support a breakout sustainable seafood sector.

The impact investment movement is growing fast here: Australian impact investment products more than quadrupled from $1.2 billion in June 2015 to $5.8 billion by December 2017, according to Australia’s Impact Investment Group.

We just have to connect these investors with the exciting ventures and ideas currently siloed in university departments and narrow supply chains. The Fish 2.0 Australia track is all about bringing these people together and introducing them to a global community. 

Australia is primed to take a huge role in driving the global sustainable seafood sector forward, and the opportunities are clear.

When investors, entrepreneurs and industry leaders connect to support supply chain, technology and market innovations, the nation will burst onto the world seafood stage.  

www.fish20.org

Monica Jain is the founder and executive director of Fish 2.0, a global network, competition platform and event series that builds connections to spur growth, investment and innovation in the sustainable seafood sector.

By Leon Gettler >>  

EXPECT TO SEE lots of infrastructure spending in areas like power plants, renewables, roads, new rural hospitals and aged facilities in the next Budget, according to economist professor Sinclair Davidson.

Professor Davidson told this week’s Talking Business podcast that the Federal Budget, to be delivered on April 2, will be aimed at winning votes for the poll in May. It will be an election budget.

He said the government’s budget strategy would be determined by its interpretation of the hammering delivered to the Liberals in the Victorian state election.

“If we take the view that the Victorian election was just a state government technocrat being re-elected, then it will be what they were planning to do anyway,” Prof. Davidson said.

“If, however, they take the view that there has been a fundamental shift in the Australian psyche around economics, then it is definitely going to be a big spending, big infrastructure splash money around Budget, and I kind of suspect that’s where we’re going to be.

“I think they’re going to take the view that Daniel Andrews went to the electorate with big infrastructure spending and I think the Commonwealth may take the view that big spending is back on the agenda, that there may have been a change of attitude towards public debt.”

Prof. Davidson forecasts the government will try to wedge the Labor Party around their campaign promises

“I think we will see a government that will be targeting aged care and older Australians, people who the Labor Party will be targeting for tax increases so it will be a very clear choice.”

He said this would see the government increase its borrowings at a time when debt levels in other economies were either stabilising or decreasing. This was a problem, with many economists forecasting a global economic downturn.

“We are in a situation where we are going heavily into debt,” Prof. Davidson said. “Now this does become problematic if you take the view of where the international economy is going.

“If we have an international downturn when we are borrowing more, this will be problematic,” he said.

www.leongettler.com

Hear the complete interview and catch up with other topical business news on Leon Gettler’s Talking Business podcast, released every Friday at www.acast.com/talkingbusiness.

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By Ian Macfarlane, Queensland Resources Council chief executive >>

ON BEHALF of the 282,000 men and women working in the Queensland resources industry, can I say how proud we are of the industry’s contribution to the State Budget.

Within the pages of the Budget, the Palaszczuk Government has confirmed royalties from coal, minerals, petroleum and gas will be $4.327 billion this financial year and it projects royalties paid to the Government will be more than $20 billion between now and July 1, 2023. 

For every man and woman working in the resources sector - from Weipa to Wynnum, from the Cooper Basin to Coorparoo - they will each generate more than $72,000 over the next five years for the Government to reinvest in vital services and infrastructure across our State.

These royalty payments are in addition to more than $1 billion per week the industry generates in exports. Indeed, we deliver almost 80 percent of Queensland’s total overseas trade in goods.

As well, Queensland’s export growth -- in resources, in agriculture, in tourism -- has always been based on investing in infrastructure. Economic infrastructure drives regional growth. The Queensland Resources Council applauds Deputy Premier Jackie Trad for investing the dividends of today’s growth in the infrastructure to drive tomorrow’s growth.

The opportunity for Queensland with increased overseas demand, particularly for increased spending on infrastructure, renewable energy projects and electric vehicles, is for our resources industry to grow – to increase jobs to more than 300,000, to increase exports to more than $60 billion and, of course, to maintain the increased revenue flow from royalties into the State Government to the benefit for all Queenslanders.

The risk is dramatic changes in policies, including changes to the rates of royalties and applying additional layers of regulation.

In terms of royalties, only now is the 2012 move to increase the rates by the Newman Government taking effect with the high and stable prices for metallurgical coal required for steel-making. It would be a grave mistake – and a risk to its own projections of $20 billion in royalties – for the Palaszczuk Government to revisit these rates.

There is strong international competition for investment in resource projects and market share for resource commodities. Higher prices for prized commodities, such as metallurgical coal, only opens the door to less attractive deposits overseas being developed and less competitive suppliers being more aggressive in our traditional markets.

Queensland cannot afford to be complacent about recent reports that US suppliers are seeking to make in-roads into our well-established Japanese markets due to supply concerns as a result of actions by Aurizon.

Similarly, the Queensland resources industry works within very strict environmental and workplace health and safety regulations -- and necessarily so.

Successive governments have set these regulations in place, and we should be proud of and promote internationally the high benchmark set, particularly when we look at more lax regimes elsewhere around the world. Our industry, like all industries, needs to ensure it manages its impacts and provides a safe working environment.

That said, additional regulatory burden, particularly implemented with little or no consultation, adds further costs and deters international investment looking for stable, safe and secure projects to develop the resources the world needs.

Already the Fraser Institute Annual Survey of Mining Companies, released in February 2018, reports that while Queensland was third of 92 international jurisdictions for “mineral potential” and fifth for “availability of labour and skills”, Queensland is falling to 12th for “investment attractiveness” impacted by its 68th position for “uncertainty about environment regulations”.

Ahead of the State Budget, the resources sector’s contribution of extra royalties was likened to the actions of “a white knight on a trusty steed”.

The industry will continue to deliver if policies, particularly on royalties, are stable and we can work with the Government on a shared commitment to growth. We want a partnership and ahead of the next Budget and the next election, the industry certainly does not want to be like the Kerrigan family reading the classifieds to see how much it costs to buy a pair of jousting sticks.

Instead, we can help make Queenslanders’ dreams a reality.

www.qrc.org.au

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MANSFIELD QLD 4122