Leading to Action Kirsty Hunter Tuesday 20 th

Leading to Action Kirsty Hunter Tuesday 20 th June

The Story • 12 months ago… • Datacom were seeking to improve performance, grow and improve shareholder’s value • Company identification – – – Outsourcing personality disorder Structural obstacles Hidden values Inconsistent language Limited participation • What I wanted – make life easier for myself and the people working with me - seek “happiness” in the work environment

The Neighbourhood • Outsourcing, offshoring and globalisation • Growth – Datacom rapidly grew in numbers, clients and locations • Long sales process, highly geared on relationships and cost/value proposition • Datacom had a niche market space, profits were above target and client retention was excellent “so why bother chasing “happiness”

The Household • High change, challenging execution, multiple levels of relational interaction • Minimal collaboration – knowledge transfer • Structural impediments, team organisation and shared resources not aligned and identified • Inter company communication rocky • Change and more change

The Family • • Fractioned – sub optimal engagement Burnt out Discomfort with candour and genuine exchange Technically brilliant – struggling with the intangible • Special people, collective identity missing and little trace evidence of “how” we do what we do

Religious experience • • Values and purpose Personal awareness – who am I? Genuine exchange – trust and team work Are we here to be happy? What does happy mean? • How do I articulate what we will get out of this effort? • Simplicity requires a great deal of thinking, exchange and trust

Something’s different • • • Personal leadership Energy field Engagement and participation Talent development and retention Fitness for change – tough game Balance

New experiences • Market analysts have identified Datacom as a significant contender • Gallup program to frame engagement • Corporate Games – 180+ people participated • Engagement programs – mentor program initiated for 2006 • Executive Coaching and leadership training • Management team collaboration – all levels • CEO has introduced a balanced scorecard!

More challenges to tackle • Understanding how to gear organizational succession and the culture that sustains • Building meaningful relationships with each other to improve collective performance • Building demonstrable connection between performance and leadership • Optimism – working the moment

Datacom will deliver Engagement Leadership Performance While improving shareholder value, long term talent retention and innovative solutions