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    Critical thinkers: crucial to social & economic progress

    I had the privilege of attending the inaugural Gender Diversity Summit in Auckland yesterday. Approximately 90 delegates—the majority of whom were female leaders from business and academia—assembled to discuss diversity in company C-suites and board rooms. It was an interesting day, and I'm pleased I responded to the invitation to attend. The full participation of women in the senior echelons of business and governance is a topic that needs robust research, critical thought and vigorous debate, to ensure we understand what we are trying to achieve and, crucially, why. If such rigour is not applied, the outcomes of these types of initiatives will naturally reflect the wishes of the most eloquent protagonists.

    That leads me nicely to the point of this post. An opinion piece caught my eye while reading the New Zealand Herald in the cab to the Summit venue. Peter Lyons, an Economics teacher at St Peter's College in Epsom, Auckland, wrote a very good article about the important role of critical thinkers in society. Lyons asserted that corporate-speak and populist techno-babble has taken over our society, yet it does us no good. He went on to say critical thinkers are crucial to social and economic progress, because they rise above the status quo and they ask the hard questions like "why?" and "what if?".

    Lyons' article was as refreshing as it was timely. Having re-read the article a couple of times, and pondered the discussion at the Summit, I've come to realise we have a rather large blind spot in our society. We naturally drift towards conformity and populist viewpoints, lest we be ostracised by offering alternative views. Somehow, we need to overcome this tendency if our society is to grow and develop. But how? At the risk of grossly oversimplifying things, one option might be to turn to Mr Lyons' profession for help. If philosophy was reintroduced as a core subject in our high school classrooms—to teach the emerging generation how to think critically—I suspect a broader range of options would be debated and better decisions would ensue. And that can only be good for social and economic progress.

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    Strategy & Thought-leadership: take #2

    The motivation for my blogpost on 24 October—in which I asked where thought-leadership for strategy should lie—was to gather feedback to test a couple of ideas lurking in the depths of my PhD considerations. Several people have since contacted me directly to share their thoughts, which has been very helpful. Thank you to those people!

    I also posted the same question on the Boards & Advisors Group over at LinkedIn, in an effort to broaden the pool of people who might like to comment. Many have, and a great conversation has emerged. I suggest you have a look there if you are interested in this topic, because a solid discourse is unfolding right now...

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    Available for meetings in Australia or South-east Asia (Feb '13)

    As mentioned last week, I will be presenting a paper at the ICMLG Conference in Bangkok, Thailand. The conference dates are 7–8 February 2013.

    If you require any assistance with strategy, governance or related topics, and would like to take advantage of me being in the region, please let me know. I have time available immediately before and after the conference—and am happy to meet with Boards, CEOs or any leadership group in Thailand, Singapore, Malaysia, Indonesia, Hong Kong or Australia, if required.

    Please contact me directly if you have a requirement.

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    Where should thought-leadership for strategy lie?

    The development of strategy and strategic decision-making have emerged as core themes in my doctoral research in recent weeks. Regular readers will know I am investigating the governance–performance relationship, in an effort to explain the impact boards have on company performance (because we currently don't know).

    When one considers strategy and strategic decision-making, the question "Where should thought-leadership for strategy lie?" raises its head. One commonly-cited view is that the board should set vision and goals, management should develop strategy (for the board to approve), and then management should implement the approved strategy. Others say the board should drive everything and management should simply implement the board's wishes.

    Forming a view on this question is central to my research. So, what do you think? I'd value contributions from anyone with a story to tell!

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    Paper selected for ICMLG Conference: Bangkok 2013

    I'm thrilled to announce that a paper summarising my post-graduate research project has been selected for presentation at the International Conference on Management Leadership and Governance (ICMLG), to be held in Bangkok in February 2013. I'm looking forward to sharing my findings, and to discussing governance with other researchers and practitioners. The full title of my paper is:

    "The impact of governance on the performance of a high-growth company: an exemplar case study".

    Papers cannot be published prior to the conference, however a copy of the abstract is available here. The full paper will be published on my Research page following the conference. If you'd prefer me to send you a copy, please let me know!
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    Clearing hurdles provides a sense of accomplishment

    At high school, I was an "above average" middle distance runner. I won a few races and was selected for regional competitions. Running on the track seemed to come reasonably naturally to me. I didn't train to any great extent. In contrast, the hurdles races were a challenge. I just couldn't get the timing right and would inevitably knock over hurdles or, worse still, end up in a heap somewhere along the track. Despite practice, I struggled—until one day I slowed down, concentrated entirely on technique, and cleared all 10 hurdles! Looking back along the track, the sight of 10 standing hurdles spoke volumes. I had accomplished my goal. I promptly retired (at the ripe old age of 16), having achieved my only clear run, ever.

    Visual feedback is great. It gives a sense of achievement. Whether it's looking back at 10 standing hurdles, admiring a painted wall, or taking in the vista having climbed a mountain peak, the sense of progress and achievement is tangible and immediate.

    This week, I cleared another (albeit small) hurdle along my research journey. The doctoral journey is long and arduous. Breaking it down into bite-size chunks is necessary, for my own sanity and to measure progress. My research proposal was submitted for consideration by the Confirmation Panel. While I still have to defend the proposal in front of the panel, the sense of accomplishment that came from completing and submitting the written the proposal was very real. For six months, I have been preparing for this week—reading, thinking, collating ideas, arguing with myself (and others on a couple of occasions), editing text and adjusting my argument. If the proposal (and my defence) is acceptable, I'll lock in another "cleared hurdle", and get started on the next chunk of work—ethics and case selection. Fingers crossed.