A CubeNorth perspective from Justine McLeod, Development Partner

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 of visibility across those seams.

And this isn’t restricted to a mine site. The same pattern exists across global portfolios, operational assets, and entire ecosystems.

Where high performance is really found

High performance isn't found within silos; it's found in handovers.

You can have the best maintenance team and the best production team in the world, but if the interface between them is broken, performance drops as well.

True performance happens when people start seeing beyond their patch.

When a frontline operator understands not just their truck or circuit, but also their impact on: the wash plant, the maintenance schedule, the broader system and the bottom line.

It’s that 'at-a-glance' interconnectedness that matters.

When the focus shifts from individual excellence to systemic fluidity, performance stops being a constant effort and starts being a natural outcome.

Why traditional approaches to change fail

Because they don’t account for the will of the people.

When organisations try to “fix” performance by cutting costs or imposing a top-down model, frontline staff often see it as an intrusion, leading to resistance rather than alignment.

Improvement cannot be imposed; it must be led from within.

At CubeNorth, the focus shifts to the origins and the “why”.

When people understand both the history and the future of the system, commitment becomes organic rather than forced.

From checking to rhythm

For leaders driving transformation, the instinct is often to step into the “expert” shoes and become more involved, trying to see and test everything.

But as Justine puts it, this is a path to burnout and blindness. 

Instead, the focus should shift to the environment and the rhythm. 

From her engineering perspective: if the gears aren’t aligned, no amount of oil will fix the system. 

Transformation isn't about pushing people to work harder; it's about removing the 'jarring' friction between the layers of your organisation.

Alignment as the temperature gauge of the business

Alignment should be seen as the temperature gauge of the business. Without it, leaders are flying blind.

Whether managing a global portfolio or a large asset like Blackwater, the ability to instinctively see interconnectedness is critical.

When alignment is missing, organisations become a series of “jarring,” bouncy and disconnected layers that don’t talk to each other.

Building a shared language across the system

High-performing organisations share a common language.

From the mechanic on the floor to the executive in the city, people speak the same language and understand how the system works. They’ve created a streamlined narrative where the 'why' is clear.

And when that happens, the organisation begins to lead itself, and its people are empowered.

Justine describes her role at CubeNorth as a “translator”.

She brings her operational background and experience of siloed environments to help leaders unlock their organisations.

The shift is subtle but powerful: from teams being pushed to report data... to teams naturally speaking the language of the whole enterprise.

Translating complexity into operational reality

As Justine describes it, CubeNorth’s solution is “the translation of a complex, noisy environment into a meaningful, operational reality”. And the Value Chain is the only software Justine has seen that “creates a streamlined relationship between layers”. 

We empower leaders to navigate a complex network, see interdependencies and pinpoint exactly where to focus their limited time and energy. Allowing them to lead with instinct rather than simply reacting to data.

And, most importantly, we do this in a way that puts everyone in the driver’s seat.