concurrent workshops (fringe)
F3 The Power of the Strategically Balanced Organisation:
turning laggards into leaders
Dave McMillan, Director,
Simply Strategic Limited
Traditionally HR professionals have been the champions of
resourcing organisations to succeed through their people.
While important, it appears this goal is no longer sufficient
to prime an organisation for success. The adoption of a hybrid
approach, where HR professionals take a broader perspective
of the company with a view to developing a strategically
balanced organisation, is a logical but challenging extension
function of HR.
Despite increasing pressure to compete
successfully overseas and the continued world trend towards
New Zealand organisations struggle to compete in their own
domestic market, let alone contest successfully overseas.
Some industry commentators consider that difficulties in
cementing successful outcomes has more to do with a lack
of ambition than a deficiency of knowledge or skills. However,
international benchmarking surveys such as Baldridge, provide
empirical evidence that the average New Zealand company falls
well short of the mark required to compete to a world class
standard. Indeed many of New Zealand’s successful export
industries are successful to a large extent through the comparative
advantage they gain through our unique climatic and geographic
aspects rather than any internally developed competitive
advantage. Industries such as agriculture, wine and forestry
provide testament to this position.
Does this mean that New Zealand organisations are destined
to become local offices for global companies? Or can we
improve our level of competitiveness to such an extent that
competitive internationally? The answer is that surely we
can succeed in our quest to become internationally competitive.
But in order to improve our competitiveness we first must
understand what we need to improve.
Presentation 35%; Q&A 10%; group work 30%; reporting
The workshop aims to:
- Equip participants with a contemporary knowledge and
understanding of the dynamics of strategically balanced
organisations using New Zealand based empirical data.
- Stimulate lively discussion using
representative New Zealand medium to large organisations
across multiple industries
to identify common barriers to developing a strategically
- Collaboratively develop strategies
to effectively diagnose their own organisation’s
strategic balance and tailor an influence programme to
enhance this balance.
The workshop will involve four phases.
The first phase comprises a brief presentation regarding
organisational strategic balance across five important
dimensions. This will be followed by a presentation of
the results of research conducted by the presenter on
300 medium to large New Zealand organisations to assess strategic
balance within each organisation and across industries.
The third vital phase involves dividing the participants
into groups that will consider a variety of issues spanning
from the barriers to creating a strategically balanced
organisation through to practical strategies for engaging
the executive team with the necessary aim of creating
balance. The final phase is comprised of group presentations
on their respective topics. The group presentations will
then be combined with the results of the New Zealand
research findings and circulated to the participants within
month of the conference. Thus the workshop will collaboratively
create a profile for implementing strategies to create
a strategically balanced organisation.
Participants who attend this workshop will be
- ACCESS the latest information on the state of strategic
balance in New Zealand organisations
- UNDERSTAND common patterns
of imbalanced organisations and industries
- LEARN some
simple strategies for socializing the concept of strategic
balance amongst their executive team
- IDENTIFY the broad
strategic balance of their organisation
- APPRECIATE the
importance of the interplay of the five strategic dimensions
strategies for championing strategic balance through
the adoption of a hybrid approach
- ENJOY a fun, empirically
based, practical leading edge workshop that focuses on
implications of improving strategic
balance within organisations.
Dave McMillan holds an MBA (distinction) from Waikato University
and is currently completing a PhD exploring the theme of
loyalty in business-to-business relationships. Dave has
12 years experience as a business consultant and has held
senior roles including General Manager of Strategy and
Research at Sovereign Assurance. Sovereign transformed
from a start up company in 1988 through to market leader
in the space of 14 years.
As a founding Director of Simply Strategic, Dave currently
works with senior executives with a number of New Zealand’s
largest companies to improve the strategic capability of
their organisations. Dave has a wide breadth of experience
in the New Zealand with consulting assignments including:
- Franchise development and testing
- Public speaking
- Strategic planning
Dave’s public speaking skills have been utilised by
a number of national organisations and industry bodies including
Money Managers, IIAA (Insurance & Investment Advisers
Association), Sovereign, Allfinanz, Prudential, Colonial
Dave is currently undertaking research for a new book that
explores the contemporary role of mentoring in flat organisations.
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