A Collaborative Circle – exploring the tough problems of digital leadership
Facilitated by Allan Ryan, Executive Director, Hargraves Institute

Allan - Circle

Case Study: The NRMA
Pete Johns, Digital Employee Experience Manager

One of Australia’s most trusted brands, the NRMA is evolving as it approaches its centenary. As part of their internal evolution, they’re exploring new ways to leverage the digital workplace to engage employees, helping leaders build trust and foster a culture of customer-focused, purposeful collaboration.

Pete will share lessons from the NRMA journey so far, including how digital workplace inspired team conversations and simple data-driven changes in leadership behaviour have started to impact positively on team connection, communication and collaboration.

Designing Culture
Iain Barker, Co-founder & Principal, Meld Studios

Presented with the option of doing what they understand will lead to better outcomes for people, or what will enable them to meet their targets, most chose the targets every time. We can choose to remain in our comfortable digital bubble ignorant of these trends, or we can shift our focus a little, lean into a different type of challenge and have a more meaningful impact on the world in which we live. Iain suggests you choose the latter.

Leadership transformation
Monika Gisler, Co-founder, ThinkChangeGrow

We are living in a (work) environment in which change is the only constant. Driven by technology advancements, by consumer need for choice and control and also by the demographic shift in the workforce. All of these elements will accelerate the shift in required workplace skills and of course leadership skill. Skills and behaviours needed in the last 10 to 15 years will decline.

Shifting an organisation’s culture to a new reality relies on leadership. However, traditional leadership methods and are no longer sufficient to address this new environment. It is a paradigm change we are experiencing and what is needed are steady leaders in an uncertain world. We need authentic, emotionally intelligent and socially responsible leaders. But what exactly does this mean? What are the crucial leadership skills in the future?

Monika will explore this question. She will also share insights from Google and how Google is tackling that challenge.

Building stuff with scale and complexity in mind
Andrew Knevitt, Smallcloud Consulting

What’s certain about our digital future is that building products is not getting any easier. Our business ideas have few boundaries and technology options continue to grow at exponential rates, putting delivery in a challenging predicament. We often don’t know what problem we are solving or what technology we are using, but just make sure its delivered by March! Andrew shares insights from leading a number of progressive engagements with both startups and corporates.

Future work practices
Bernie Ferguson, R&D Team Coach, Atlassian

Atlassian wants to unleash the potential in every team. But it takes more than giving the right tools to the right people – you need the right practices, too. That’s why Atlassian opened up their Team Playbook, which is based on the techniques Atlassian teams use every day to unleash their potential and do the best work of their lives. This ain’t your CEO’s management book. It’s tactical, battle-tested, and bullshit-free.

Case Study: Sydney Water
Vaylee Mckenzie-Daniels, Enterprise Search Consultant, Sydney Water

As Australia’s largest water and wastewater provider, Sydney Water realises the world is changing. Through the lifestream strategy, they are creating a new kind of water utility by keeping their customers at the heart of what they do. They understand to deliver better customer experiences they have to invest more to make their employees more productive. One of the initiatives birthed from the lifestream strategy is centralising the day-to-day operational activities. Unifying these services into a single support area is essential for achieving better commercial value and is aligned with keeping the customer at heart.

Skills and capabilities for a world of disruption
Kai Riemer, Professor of Information Technology & Organisation,
The University of Sydney Business School

We live in a ‘VUCA’ world. Our society has become increasingly volatile, uncertain, complex and ambiguous, characterised by challenges brought about by rapid technology developments, environmental changes, mass migration, urbanisation, and an increasingly unpredictable political landscape. I will introduce the six megatrends, identified by the University of Sydney Business School, that shape the future of business and society. I will then formulate an answer to VUCA, which covers the fundamental skills required to cope in today’s economy and society.

Hosted by: Amanda Broomhall, Cairo Walker, and James Dellow.

Note: The agenda and speakers are subject to change.