A Guide to Leading Through and Beyond Disruption
Amongst the suffering in our communities and organisations, forced disruption such as that through COVID-19 can also provide an opportunity for organisations to evolve beyond previously held constraints.
To evolve beyond previously held constraints also means evolving beyond the leadership that gave rise to them. This guide can help you to explore new ways of leading for you and your teams, in enabling your organisations to navigate through and beyond crisis and towards evolution.Download the Guide
Remote Working and Virtual Collaboration
Working and collaborating remotely can provide wonderful opportunities for creativity and freedom. This happens through disrupting our existing ways of working, mechanisms and structures for sharing and collectively advancing work, and individual ways to contribute or take responsibility.
These disruptions can also be challenging for many, sometimes prompting a sense of disconnection, overwhelm or confusion.
In response to requests for support with the human AND technical side of adapting to remote working and virtual collaboration, we have put together a guide to help you navigate what will no doubt be a new way of working for many of you and your teams.
The Dialogue: Building Adaptive Capacity – Individuals, Groups and Society
The Actuaries Institute released their seventh paper in its thought leadership series *The Dialogue – leading the conversation.
In this paper, Andrew Brown, Adaptive Cultures director, warns that the cultural failings identified in the Royal Commission into Australia’s finance institutions will continue unless there is a holistic approach to evolving better corporate culture.
Andrew said findings from the Royal Commission, and the 2018 report from APRA into the Commonwealth Bank, demonstrated where poor culture had severely impacted organisations.
Andrew also said organisations tend to stumble when people focus on processes rather than hold themselves accountable for outcomes, and he discussed key requirements for building adaptive organisations to avoid such problems.
Andrew Brown in conversation with John McLenaghan from the HQ Public Policy team discuss questions like:
- What factors cause venerable public and private institutions to fall from grace?
- Does culture have to come from the top?
- Can boards and management really transform culture in large organisations with tens of thousands of employees? How long should it take?
- Are there generational factors to consider when attempting to make organisations more adaptive?
- What role do regulators have to play in changing board cultures?
From Grit to Pearl: Enhancing the role and influence of the Learning and Development professional
Authors: Lee Waller and Inge Wels
Acknowledgments: The authors would like to thank the interviewees from Siemans, B&Q and AXA Australia who participated in this research, not only for generously giving up their time, but for their free and frank views on the subject.Download the Case Study