For the first Strictly Boardroom article of this year we looked at organisational culture and minerals exploration - specifically the need for 'fringe culture'. Managing a fringe group within a standard, even good, corporate culture, say one dominated by integrity, respect, family, transparency, and values, can be difficult. That's not to say that some explorers do not value some of… Read this post →
Last November, to assist with the MBA course at UWA we were teaching on 'Strategic Analysis and Consulting' we prepared an A to Z of 'must-know' subjects in the area of strategy and management in the minerals sector. How many do you know? Analysis, Alliances and Adhocracy; Behavioural economics, Biases and heuristics, the Boston Box (or the growth-share matrix), Big… Read this post →
Last November, we published a Strictly Boardroom article on 'corporate culture' as part of a wider self-lead study of a subject which keeps popping up in our business and academic lives. As a starting point, before jumping into the serious reading, we reflected on some of the organisational cultures we'd come across in the minerals industry and academia: Egocentric -… Read this post →
In late September we published one of my favourite articles of the year in the Strictly Boardroom column - a personal musing on the purpose of goals. In a journey through Eli Goldratt, Peter Drucker, Michael Porter, Henry Mintzberg, Kees van der Heijden, Niccolo Machiavelli and some amateur psychology, we come to the conclusion that perhaps goals don't matter that… Read this post →
Earlier this year, Allan Trench (The University of Western Australia) presented some of our thoughts on culture and leadership in minerals exploration at the AMIRA Exploration Managers' Conference. The few comments from historically successful mineral explorers, such as Roy Woodall and David Lowell, that are recorded in the literature suggest the culture and leadership are important. However, there seems to… Read this post →
