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    On redefining success

    Conferences Performance Readings Societal Wellbeing
    Periodically, the topic of success appears in my musings. As recently as yesterday for example, I wrote about core purpose and values—in tandem—as being crucial to achieving high performance and, by implication, success. But what is success? How do you define it?

    For eons, most Western cultures have defined success extrinsically—by what others have, what others think about us, or what we think others might think. Money and power are the benchmarks of success in any society founded on accumulation. You know the story: the more people have the more they want—all in the name of so-called success—and so the bandwagon rolls on.

    I have long thought that extrinsic ambition is hollow and fraught with danger, because the price one has to pay to be successful in monetary or power terms only spirals one way—upward and, inevitably, out of control. Thankfully, calls to redefine success are starting to emerge. I hope such calls are heeded, lest our society simply collapses around us. And we wouldn't want that, would we? 
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    Nailing down core purpose...properly

    Governance Management Performance Readings Societal Wellbeing Strategy
    The core purpose of most organisations is to maximise its performance—whether it be a not-for-profit agency, a government department, a faith-based group, a health provider, a commercial enterprise, or any other organisation. The definition of performance differs from organisation to organisation differs, of course. NFPs measure performance in terms of services provided, whereas commercial enterprises generally measure performance in terms of wealth creation, for example.

    Notwithstanding this honourable goal of maximising performance, many organisations struggle to perform as they'd like. Often, regulatory frameworks and internal confusion (over purpose, strategy and operational priorities) divert attention and resources away from the "business" of the organisation. Why is this? I'd like to suggest that many organisations are not entirely clear about why they exist—even though they think they are.

    When I'm asked to help an organisation with its performance, one of the first things I ask about is core purpose. Sometimes a clear statement is provided, but only sometimes. More tellingly though, the underlying values and belief system—upon which behaviour is based—is generally not nailed down. Organisations are complex, socially dynamic entities, and even the best laid plans can be readily undermined by dissenting (and sometimes well meaning) individuals or groups. And therein lies a root cause. High performance is generally contingent on having a clear purpose and an agreed set of values to guide behaviour and decision-making. Just ask the CEO of any successful enterprise.
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    On the aspirations of women in business

    Management Performance Research Societal Wellbeing
    The topic of gender diversity has been a popular theme in the popular press and academic literature in the last couple of years. Awareness groups have been formed to speak into the diversity debate, and to promote the interests of women in business. Research reports have identified a correlation between women and performance, in that the presence of women in Boardrooms and executive suites seems to enhance company performance. However, the research is not conclusive, and a sound causal explanation is yet to emerge.

    With all this interest and activity, you would think women would be actively pursuing executive positions, particularly the C-suite. I thought this as well—until I read McKinsey's report entitled Unlocking the full potential of women at work. The most intriguing insight was that, despite their career success, 59% of women said they did not aspire to the C-suite. The main reasons for the reluctance? Structural obstacles, lifestyle choices, and corporate politics in the C-suite. While the market seems to be keen to provide opportunities for women to participate in all levels of the business community (which I applaud), it seems that for some roles at least, women just aren't interested.
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    Stepping up a gear...another milestone reached

    Governance Phd Research
    This week marks a red letter point in my doctoral journey because, on Thu 13th, I will visit the Boardroom of Company Beta (*), observing and recording the meeting. Finally, after twelve months of reviewing the literature, proposal writing and careful planning, I've reached the milestone point where data collection can commence. It feels good! Over the next year, I will be gathering data from several sources within three companies (Board reports, minutes and meeting observations; Chair and CEO interviews; annual accounts; historical performance data), and trying to make sense of it. 

    To those readers not familiar with my doctoral research: I am investigating the relationship between governance and performance, with the overall goal of providing an explanation of how Boards actually contribute to business performance (because we don't know). The research design is a longitudinal multiple-case study, underpinned by a philosophy called critical realism, and the direct observation of Boards in situ. This combination has never been tackled before—hopefully I haven't bitten off too much! If you'd like to learn more, have a look at the papers on my Research page, or contact me directly.

    (*) Company Beta is so-named because it was the second company to provide approval to participate in my doctoral research. Anonymity is an important condition of this research, to protect the companies and give them confidence that what is reported in the final thesis is not identifiable back to source. I'm due in the Boardroom of Company Alpha in late June, and am still negotiating with a couple of companies to become Company Gamma.

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    On changing the face of local government...

    Governance Societal Wellbeing Strategy
    Have you ever wondered how the money paid to local councils is spent? Or, more importantly, whether it is spent wisely? These are important questions of governance. Many column-inches have been written on these questions over the years. However, I continue to be troubled by these questions because, on the surface, there is much wastage, and that wastage is inhibiting economic development and improvements in societal well-being. Here's two examples from New Zealand:
    • Christchurch, the garden city devastated by a series of major earthquake events: The City Council and the Regional Council have become engaged in an accusatory finger pointing battle which is paralysing progress towards the rebuilding of the city. Having two agencies overseeing the same geographical area—albeit with different remits—is hardly conducive to an effective, coordinated rebuild of the city.
    • Wellington, the capital city: The "city" is actually four cities (Wellington, Porirua, Hutt, Upper Hutt), all of which are separately governed with local council structures and costs. This piecemeal approach to local government has provided jobs for four Mayors, four sets of Councillors, four CEOs and four duplicated sets of staff and services. Oh, the wastage.

    These models—the two-tier agency model (City and Regional Councils) and the multiple-small-agency model (Wellington)—are hardly conducive to the cost-effective provision of infrastructure services. How can any city hope to be a strong and vital contributor an economy when there is bickering and fighting within? A body cannot hope to survive with two heads. A family (city) divided cannot prevail. The role of local government is local infrastructure. Far too much money is wasted on duplicated effort; and on middle management, communications and so-called consultants. Lots of activity (seemingly) but little in the way of tangible progress.

    Thankfully, moves are afoot to reform local government. Wellington looks like following Auckland's lead (of one civic agency), although agreement on the best model is yet to be achieved. A smaller, coordinated civic agency can only be good for economic growth and societal well-being. If less money is spent on excess and duplication, more money should remain in the pockets of local businesses (to drive growth) and citizens (improve their well-being). The face of local government needs to change—the finger pointing and power games have gone on long enough. 
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    Reading: On Darwin's finches

    Readings
    My work—if you could call it that, because I don't get paid—entails much reading. Every day of every week, I delve into books, magazines, journal articles and new feeds—all in the name of reading widely and becoming informed. Doctoral research requires it and, as I've come to discover, the quality of my thinking has probably improved as a result.

    Today, my readings included an interesting short piece entitled Darwin's Finches. While I'm no evolutionist, this article did set me thinking about the validity of natural selection and adaptation to one's environment. Peter and Rosemary Grant's work was fairly compelling. It showed that natural events can precipitate small but significant changes within a population. That set off another train of thought—where does natural selection stop? Does it continue through to evolution (apes to humans, as has been speculated by evolutionists), or is natural selection real and evolution simply a theoretical position promoted by those whose worldview excludes the supernatural? Now I'm nudging against a big philosophical question. Better that I get back to my core reading I suspect!