Resources

Discover why fixing stressed assets starts with leadership architecture. Key Thoughts Alignment over energy: Resetting performance is not about demanding more energy or resilience from your team; it is about providing structural alignment from strategy to execution. Avoid the misalignment trap: Recognise that when outcomes fall short, the issue is often systemic design rather than personal deficiency. Maintain the three-tier balance: Keep the boundaries between strategic, tac

Why transformation must move from Events to Environments Key Thoughts Mining productivity has improved by only ~1% annually since 2018, despite significant investment in transformation When transformation is episodic, it creates temporary movement rather than sustained change Embedded transformation replaces external momentum with internal, continuous evolution Sustainable performance requires a governed environment, not a series of initiatives Transformation in large ente

Where friction really lives, why change fails, and how organisations move from silos to system-led performance Where organisations typically encounter friction At the handover points . In mining, that’s the moment maintenance hands a machine back to production or when the mine hands ore to the wash plant. If an operator only knows and understands their “patch” (their truck and circuit) and not the interface points, the system breaks down. Friction simply results from a lack

A perspective from Justine McLeod on leadership, systems and complexity. My perspective wasn’t formed in a boardroom. It was formed on a farm, as the daughter of a mechanic, learning how to fix what was broken. I carried that 'technical expert' mindset through my engineering degree and into the field, from the Northern Territory at Jabiru to expat roles in the Democratic Republic of Congo (DRC). The DRC was a turning point. It was a profound shock that redefined my view of

I've spent years as a marketing and comms agency owner sitting across the table from senior leadership teams wrestling with constant change and embracing transformation programs as a magic pill that will fix the organisation for good. And it took me the best part of 2 decades to get my head around why transformation, especially in large organisations, is such a challenge and is often short-lived despite the leadership team’s best intentions. Here's what I've observed

Why Blueprinting May Become the Most Important Leadership Tool of the Next Decade The Illusion of Digital Clarity Digital transformation promised clarity. Blueprinting delivers it. For more than a decade, organisations have been told that digital transformation would illuminate their performance. The promise was simple: collect enough data, build enough dashboards, and the enterprise would finally understand itself. Yet for many leaders, the experience has been hollow. I