I was privileged to listen today to Shai Agassi, Founder and CEO of Better Place. He used to be President of the Products and Technology Group at SAP. He resigned from this position to pursue interests in alternative energy and climate change. In October 2007 he founded a company named Project Better Place, focusing on a green transportation infrastructure based on electric cars as an alternative to the current fossil fuel technology.
Agassi has been included in TIME magazine's 100 most influential people list of May 11, 2009 - and with good reason! What a superb speaker and a great mind.
Highlights of his presentation:
1. Shai set off on his journey as a result of a question that was asked to him a financial forum: "How do we make the world a better place?"
He set about tackling ways in which to change humanity and create a sustainable environment for all. He said that the past years of growth have been based on the template of the American Dream and this is not going to assist us as the population grows towards the 9 billion mark.
He sees a sustainable environment being completely linked to a sustainable economy. Questions about the environment relate directly to our own pockets.
2. Shai set about asking questions: How do you run a vehicle with no oil? How do we build an electric car that everyone will want to buy? How do build a car that is convenient and cheap to run? How do you build the car using the science that we have on the shelf? How do you build a car that makes business sense for the manufacturer and the sales people? How do you create a car that stops only 50 times to refuel, equivalent to the approximately 50 times a year that we stop to fill our cars with petrol? How do you build a car without waiting for a bigger battery to be invented? How do you build a car that when it charges it does not take the whole electricity grid of a city down? How do you create a car that when you get back into drive it, it is ready to go? How do you ensure that there is a solid financial model behind the whole design and development? How do you develop a financial model for the car that is based on the mobile phone modeling of a free phone if you sign up to a 2 year contract?
3. Shai developed a very strong vision and did his research to back up what he was saying. He sees his development of the electric car as the future of how we will travel by 2020. Current oil-based cars will be the equivalent of fax machines today. Australia he believes is uniquely placed for this new way of driving as all the raw products for batteries are natural resources in this country. Australia could be selling kilometers to the world as Saudi Arabia is selling oil right now. Shai speaks with absolute conviction when he says:"We will make zero carbon footprint cities. We will abolish petrol. The world will be a great place."
4. From a process perspective, Shai uses unbelievable leadership, influencing and presentation skills. His whole presentation is a story. He speaks of his own journey and his own struggles to find funding and financial backing. He speaks of his growth and determination to never give up until he found solutions.
He sets such a clear vision for himself and can articulate it in a straightforward way. He definitely has the end in mind and works relentlessly towards that point. He knows what he wants the end result to look like and he paints that picture brilliantly so that the audience too can see it as clearly as he does.
He uses creative problem solving techniques by starting his process off with grand questions and big views. He then breaks down smaller problems and works his way through them. He frames his questions according to creative problem solving techniques.
He has high levels of credibility based on his knowledge and his research and his ability to communicate this in plain language.
See Shai's talk on Youtube:
http://www.youtube.com/profile?user=AICCSydney&view=videos#play/uploads/2/8SJuhpLG6Js
Thursday, July 23, 2009
Wednesday, July 22, 2009
Gail Kelly talks strategy
I was lucky enough to listen to Gail Kelly talk at her first major business lunch since she took over as CEO of Westpac - and WOW what an impact she made. She did not speak from carefully scripted notes and captured the audience with words straight from the heart, spoken with passion and conviction.
She summarised her first 18 months in office by using the word 'intensity' and said that she had been required to navigate external economic forces as well as developing and implementing Westpac's new strategy.
She spoke of her determination to ensure that the Westpac goals remain completely customer-centric and that the bank works to earn business from customers and to delight customers through their efforts. She is looking to achieve a high level of customer advocacy and with 10 million customers between St George and Westpac, this is truly an opportunity to delight them!
She believes that the operating environment remains challenging. There are certainly some positive signs and she describes herself as 'cautiously optimistic'.
She also spoke about the importance of reputation particularly for banks at the moment. There is a huge amount of anger and distrust and how does one begin to re-build that? Reputation is like a coconut tree - it takes so long to grow yet is so quick to cut down. Banks would need to be more transparent and show their high level of ethics and strong conduct over time.
Driving an active customer focused culture has had its challenges. Although each employee knows the strategy and can talk the right words, it needs to be "baked" into them. This requires change in all aspects including systems, processes, reward and recognition, traditions and so on. Even as CEO, Gail herself had trouble in getting these changes across the line. She was determined to do this in a systematic, deliberate and ruthless way. She emphasised that this is a journey over many years.
She said that many transformations fail for a number of reasons. Sometimes we underestimate the size of the task. At other times we declare victory too soon. You need to have the commitment to carry on and to have all the champions behind you. Be very clear on where you are going and measure how well you are tracking.
Kelly sees her legacy as having built a customer-centric organisation that is admired for its reputation.
She summarised her first 18 months in office by using the word 'intensity' and said that she had been required to navigate external economic forces as well as developing and implementing Westpac's new strategy.
She spoke of her determination to ensure that the Westpac goals remain completely customer-centric and that the bank works to earn business from customers and to delight customers through their efforts. She is looking to achieve a high level of customer advocacy and with 10 million customers between St George and Westpac, this is truly an opportunity to delight them!
She believes that the operating environment remains challenging. There are certainly some positive signs and she describes herself as 'cautiously optimistic'.
She also spoke about the importance of reputation particularly for banks at the moment. There is a huge amount of anger and distrust and how does one begin to re-build that? Reputation is like a coconut tree - it takes so long to grow yet is so quick to cut down. Banks would need to be more transparent and show their high level of ethics and strong conduct over time.
Driving an active customer focused culture has had its challenges. Although each employee knows the strategy and can talk the right words, it needs to be "baked" into them. This requires change in all aspects including systems, processes, reward and recognition, traditions and so on. Even as CEO, Gail herself had trouble in getting these changes across the line. She was determined to do this in a systematic, deliberate and ruthless way. She emphasised that this is a journey over many years.
She said that many transformations fail for a number of reasons. Sometimes we underestimate the size of the task. At other times we declare victory too soon. You need to have the commitment to carry on and to have all the champions behind you. Be very clear on where you are going and measure how well you are tracking.
Kelly sees her legacy as having built a customer-centric organisation that is admired for its reputation.
Thursday, July 2, 2009
International Conference on Thinking in Kuala Lumpur
Have just returned from the International Conference on Thinking in Kuala Lumpur. Great to be exposed to so many interesting ideas on creativity, learning, imagination and innovation.
I've brought back lots of fantastic inspirations for our leadership programs and training programs.
Headlining the conference were:
What I found particularly interesting was Multiple Intelligence theory's applications in the workplace. As I mention in the video, Gardner's suggestions that understanding the differing intellectual strengths of our team members can help us create more balanced, effective teams. Teams which avoid groupthink by having a healthy mix of perspectives.
I'll be posting more highlights from the conference and sharing the insights gained in the coming days!
I've brought back lots of fantastic inspirations for our leadership programs and training programs.
Headlining the conference were:
- Edward De Bono - best known for Six Thinking Hats and Lateral Thinking
- Howard Gardner - creator of Multiple Intelligence Theory
- Tun Dr Mohamad Mahatir - former Prime Minister of Malaysia
- Tony Buzan - creator of Mind Mapping
What I found particularly interesting was Multiple Intelligence theory's applications in the workplace. As I mention in the video, Gardner's suggestions that understanding the differing intellectual strengths of our team members can help us create more balanced, effective teams. Teams which avoid groupthink by having a healthy mix of perspectives.
I'll be posting more highlights from the conference and sharing the insights gained in the coming days!
Tuesday, June 9, 2009
Skills Recognition Conference 2009
VETAB held the Skills Recognition conference on 25 and 26 May this year - some very interesting discussions around what is RPL and how it should be delivered.
The ultimate aim of placing the focus on RPL is to ensure that the workforce is more innovative and flexible - this is even more important in an economic downturn. World-class skills are needed for building a world-class economy.
In research presented at the conference, it was shown that over 88% of workplaces see informal coaching and in-house training as being the most popular methods of gaining new skills. So - how will we make the link between the reality of informal training and the formality of an external, formal qualifications-style training? This can only happen if informal training is given validity and the process of linking the qualification back to the workplace begins with what is happening in the workplace itself - and NOT with the training package.
It is imperative that we don't allow training to slip onto the back-burner as happened in the previous recession where it took over a decade for training to re-emerge as a vital component of skills development.
Professor Roy Green of UTS spoke about companies who need to build their own momentum for innovation to achieve spectacular growth. He says that Australia has dropped when compared to other OECD countries when it comes to our ability to innovate. He reminded the audience that even in times of depression, great innovations were taking place such as the radio and Hollywood advances. He would like to see a new commitment to a national innovation system that is more than just science and technology - a system driven by collaboration and not silos; a system that includes high and low tech and that is non-linear.
Innovation, he maintains, comes from internal knowledge in the company, interaction with customers, engaged employees, higher productivity and leadership and management skills.
In fact, Green emphasises that good management behaviour is the single most cost-effective way to improve performance in an organisation.
Green wants to see a national forum on the workplace of the future to develop a shared vision and to enable a roadmap for change.
Other speakers emphasised that recognition of skills is a strong business tool. It reduces the time spent on induction and is a faster route to productivity improvements. It helps to identify skills gaps and also provides information for workforce planning. It assists in motivating and retaining staff and also provides the benefits of nationally recognised qualifications.
Interest from companies for RPL remains high where it forms part of normal business practice - you are simply placing an accredited framework around what is being done anyway. It is part and parcel as well of becoming known as an employer of choice.
VET-speak can be a perceived barrier to people taking up RPL and it is really up to the providers to build a more personal approach for candidates.
Margaret Willis, Director of Quality Assurance Services, DET NSW, also spoke about how the uptake of RPL is generally slow as it is seen as inflexible and not well supported by providers. The COAG project now looking at RPL has definitely thrown the spotlight back onto quality recognition. She said that RPL is NOT about tick and flick and not about providing a qualification that is 2nd best.
It should be providing the learner with confidence in life-long learning and there are several models of RPL that need to be investigated for the benefit of the candidate. Nationally, only 4% of candidates have been recognised through RPL and about 10% at Diploma level. RPL is still seen as too costly and too complex.
Brian Spencer in his paper discussed our professional judgement is so important in making assessment decisions. He reminded us that our expectations can shape our outcomes.
The ultimate aim of placing the focus on RPL is to ensure that the workforce is more innovative and flexible - this is even more important in an economic downturn. World-class skills are needed for building a world-class economy.
In research presented at the conference, it was shown that over 88% of workplaces see informal coaching and in-house training as being the most popular methods of gaining new skills. So - how will we make the link between the reality of informal training and the formality of an external, formal qualifications-style training? This can only happen if informal training is given validity and the process of linking the qualification back to the workplace begins with what is happening in the workplace itself - and NOT with the training package.
It is imperative that we don't allow training to slip onto the back-burner as happened in the previous recession where it took over a decade for training to re-emerge as a vital component of skills development.
Professor Roy Green of UTS spoke about companies who need to build their own momentum for innovation to achieve spectacular growth. He says that Australia has dropped when compared to other OECD countries when it comes to our ability to innovate. He reminded the audience that even in times of depression, great innovations were taking place such as the radio and Hollywood advances. He would like to see a new commitment to a national innovation system that is more than just science and technology - a system driven by collaboration and not silos; a system that includes high and low tech and that is non-linear.
Innovation, he maintains, comes from internal knowledge in the company, interaction with customers, engaged employees, higher productivity and leadership and management skills.
In fact, Green emphasises that good management behaviour is the single most cost-effective way to improve performance in an organisation.
Green wants to see a national forum on the workplace of the future to develop a shared vision and to enable a roadmap for change.
Other speakers emphasised that recognition of skills is a strong business tool. It reduces the time spent on induction and is a faster route to productivity improvements. It helps to identify skills gaps and also provides information for workforce planning. It assists in motivating and retaining staff and also provides the benefits of nationally recognised qualifications.
Interest from companies for RPL remains high where it forms part of normal business practice - you are simply placing an accredited framework around what is being done anyway. It is part and parcel as well of becoming known as an employer of choice.
VET-speak can be a perceived barrier to people taking up RPL and it is really up to the providers to build a more personal approach for candidates.
Margaret Willis, Director of Quality Assurance Services, DET NSW, also spoke about how the uptake of RPL is generally slow as it is seen as inflexible and not well supported by providers. The COAG project now looking at RPL has definitely thrown the spotlight back onto quality recognition. She said that RPL is NOT about tick and flick and not about providing a qualification that is 2nd best.
It should be providing the learner with confidence in life-long learning and there are several models of RPL that need to be investigated for the benefit of the candidate. Nationally, only 4% of candidates have been recognised through RPL and about 10% at Diploma level. RPL is still seen as too costly and too complex.
Brian Spencer in his paper discussed our professional judgement is so important in making assessment decisions. He reminded us that our expectations can shape our outcomes.
Monday, May 11, 2009
Free Business Sales Video on POWER PROSPECTING?! I'm Excited!
What a busy period it has been for us at Management Consultancy International!
We've been recognised with four national awards in the last month including the covetted Australian Learning Innovation Award for 2009 from the Australian Institute of Training Developers for programs we run using LEGO Serious Play.
We've also had a such great response to the launch of our new Business Sales courses that we're celebrating by releasing a free Business Sales training video on POWER PROSPECTING.
Check it out here:
We all know that prospecting is a function upon which sales teams rely for their 'bread and butter' leads, however our experience and research working with organisations domestically and internationally has shown us that sometimes the basics can be missed.
In this video we're focussing on the most important Power Prospecting methods:
www.youtube.com/mgmtcnsltintl
We've been recognised with four national awards in the last month including the covetted Australian Learning Innovation Award for 2009 from the Australian Institute of Training Developers for programs we run using LEGO Serious Play.
We've also had a such great response to the launch of our new Business Sales courses that we're celebrating by releasing a free Business Sales training video on POWER PROSPECTING.
Check it out here:
We all know that prospecting is a function upon which sales teams rely for their 'bread and butter' leads, however our experience and research working with organisations domestically and internationally has shown us that sometimes the basics can be missed.
In this video we're focussing on the most important Power Prospecting methods:
- Warm Calling
- Referral Sales
- Executive Networking
www.youtube.com/mgmtcnsltintl
Tuesday, May 5, 2009
Managing in tough times
I was at a great lunch last week and listened to Terry Davis, CEO of Coca Cola, talk about his organisation's approach to managing through tough economic times.
Terry maintains that we are nowhere near the bottom of the crisis and at the moment it is still a "rich man's recession". His organisation however is looking at different ways of retaining staff. The cost of retrenching and then re-training is way too high, he says. Often companies retrench first and think later. He prefers to do a full employment review and to rely instead on making structural adjustments and encourage leave to be taken where possible.
Another speaker at the lunch, Joe Hockey, said that the recession is encouraging us to become a more compassionate society. We now need to reach out to others who have been disadvantaged and give them the message of hope that we will all get through this and become a better society.
Wednesday, April 22, 2009
Winner - AITD Awards 2009
We are beyond excited!! We won the Australian Institute of Training and Development Award last night in the category of Australian Learning Innovation. We won for our "outstanding contribution to the practice of learning and development".
What a huge honour for us to be acknowledged in this way!
Our winning submission was for our LEGO Serious Play team building program at Toll Personnel that led to major changes in the culture of the team and some financial savings for the business.
Initially, when we arrived at the wonderful evening awards ceremony, we were not too confident about our chances...We were up against very strong finalists: Commonwealth Bank of Australia, Deloitte, Hudson Global Resources and American Express. We imagined all the wonderful programs that they had designed for their organisations and felt as though we were in a David vs Goliath type situation. We did not even give much thought to our acceptance speech...
Yet the judges commented that we had demonstrated how we could take a world-renowned methodology and adapt it for Australian business.
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