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The Business Partner Dilema

Our latest paper, The Business Partner Dilemma, explores why so many Business Partner roles often drift from strategic intent into operational delivery — and what becomes possible when the role is approached as a developmental practice.

It examines how this pattern is shaped not by individual capability, but by the structural, social and cultural dynamics of the wider system.

Drawing on the Adaptive Cultures approach to capacity and development, the paper introduces seven practices that help Business Partners shift from solving problems to enabling better thinking, clearer ownership and more adaptive ways of working.

If you are looking to strengthen Business Partnering in your organisation, this paper offers both a lens and a pathway.

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To receive a copy of the paper, please fill in your details below and a copy will be emailed to you.

A Board’s culture has profound implications for the collective culture and ultimately the adaptive capacity of the organisation it oversees. Not-for-profit (NFP) Boards have unique features that differentiate them from for-profit Boards, and the Australian Institute of Company Directors (AICD) has set out a series of guiding principles of good governance for not-for-profit (NFP) Boards, including setting the cultural and ethical tone for the organisation.

This green paper explores how these unique features of a NFP Board can influence culture, and how to leverage these features to evolve and adapt these distinctive organisations

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To receive a copy of the paper, please fill in your details below and a copy will be emailed to you.

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