There is a cold bite in the air. It aches and alerts in equal measure. Despite the chill, it is a sunny day at altitude, and very quiet. My skis are perched on a ledge at the start of a run with a characteristically threatening name.
There are only two other adventurers in sight – one glides effortlessly in the distance having conquered today’s challenge. The other sits entangled in a mess part way down the hill. One, two, three - - - go.
Read on... for John Sheehy's take on five snowsports lessons for your business.
We have a leadership crisis in Australia and it is hurting our nation on the world stage. In our latest Pottinger Perspectives piece, Nigel Lake revisits the startling lack of ambition in certain corners of Australia’s public and private sectors.
Innovation, technology, digitisation, renewable energy and so on – the list of 2017 themes of disruption goes on, but the structural, political and personal inhibitors to Australia’s next era of growth – one that is not dependent on the old economy principles of our past successes – are standing in the way.
We invite Australia’s leaders to stand up from the crowded mass of the status quo and make bigger, bolder and braver decisions.
A Consultant, Banker, Lawyer, Psychologist and Engineer walk into a bar…
“This feels like a joke!” says the Psychologist.
“Oh, don’t start all that again,” says the Banker. “We’re just here for a drink.”
The five experts take a seat at a round table in the middle of the room. Shadows are cast across their faces by the low-hanging light above them. The room is dimly lit and rain taps against the single-glazed window beside the door. It is a Tuesday.
“What will it be?” asks the Waiter, placing two menus on the table.
“Wine,” say the experts in unison.
They smirk. The Lawyer chuckles. “We might need a minute or two,” says the Engineer, fully aware of his own inexactitude. The Consultant picks up one of the menus and holds it firmly in two hands. “OK people – let’s start with the universe of opportunity and narrow things down from there.” “We’ll be here all night!” says the Banker, impatiently. “Just look at the prices and pick something good.” “Work with me on this – red, white or rosé?” asks the Consultant. A gust blows and the door of the bar rattles on its hinges. Read on...
Great companies stand out from the rest. They are leaders who drive the direction of entire industry sectors. They are more highly valued than their competitors. Their customers embrace them and loyally support them through thick and thin. And every management team wants their company to be seen as one of the greats.
But what does it really take to be a great company? The management books written on great companies refer to “competitive advantage”, “sources of differentiation” and “customer centricity.” The problem is that this jargon refers to ends, not means. Competitive advantage is not an ingredient of success, it is an outcome of the process of achieving market leadership. True leaders have several points of differentiation, but that description provides no insight into how a company goes about differentiating itself. Being “close to the customer” is a feature of great organisations, but what did they actually do to become customer centric?
Read on here... or watch the video below!