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  • Future jobs, innovation, and productivity

    Australian businesses have been achieving consistent improvements due to labour productivity – but gains from innovation have been weak to non-existent in recent years.

    11 Oct  /  Leadership

  • Two and a half approaches to change

    The best outcomes occur when leaders mobilise employee energy and commitment, and articulate a clear set of understandable goals. Instead of micromanaging, flexibility and adaption should be encouraged throughout the organisation. Employees need to be given leeway to solve problems themselves, and the confidence to act.

    21 Sep  /  Leadership

  • Succession planning and the cult of the CEO

    When it comes to succession planning at key executive levels, timing and communication can be quite critical. Sudden departures can be very disruptive and damaging. This is precisely the time when you need to pull plan B out of your bottom draw, and not the time to go through a long drawn out executive search process.

    1 Sep  /  Leadership

  • Shifting the fundamentals of retail

    In any business, it is critical for leaders to regularly revisit the assumptions of their strategic planning. Industry wide structural change doesn’t happen often, but competitive threats can easily turn up at any time.

    16 Aug  /  Leadership

  • Climbing the value chain

    If Australia wants to cling onto a higher rung of the value chain in the face of competition, it will require some serious changes in attitudes towards investment in infrastructure, both at a business and government level.

    4 Aug  /  Leadership

  • Making problems disappear

    The next time you carry out a risk management audit, it is worth examining what mechanisms your organisation has in place to detect corruption and guide employees on appropriate behaviour.

    15 Jul  /  Leadership

  • Planning Innovation

    The business of running government is always complicated, with multiple stakeholders to satisfy, conflicting priorities, and intense scrutiny of spending. Make any innovation in service delivery, and you can be sure lobby groups will pressure opposition hopefuls into promises to neuter the changes

    6 Jul  /  Leadership

  • Life on the bleeding edge

    Innovation doesn't usually flow from the top of an organisation. It does however need supportive leadership for innovative measures to ever move beyond the thought bubble stage. Ideally, your organisation should be aiming for a culture where failure and experimentation have a valid place, and leadership is willing to support and build these efforts into strategic plans, and provide resources

    21 Jun  /  Leadership

  • Changing Fear

    Every change project faces internal resistance of some sort. Fear is the key to this resistance, and if you address the fears seriously, and you have a better chance to keep the project on track.

    24 May  /  Leadership

  • Hiding behind the numbers

    It is worth considering how every KPI you measure maps into your top level goals, and who precisely will be held accountable. If there is no real accountability, then you are probably wasting your time.

    24 May  /  Leadership
Rory Gregg
Rory is a Partner at Grant Thornton, leading their Business Transformation consulting practice in Sydney. His specialties are business strategy, performance improvement, and transformational change. Follow him on Twitter @rory_gregg
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