One of our more popular articles in Strictly Boardroom this year was on the psychology of exploration management, specifically giving teams autonomy. Let's be honest, we all know this, and there are multiple examples of why it should be done and how it works (we cite an academic experiment and an exploration company example in this piece), nonetheless, it is… Read this post →
Lats week, I was invited to speak on "The current investment landscape for mining, exploration and mineral sands" at the 19th Australian Mineral Sands Conference here in Perth. The presentation explored three broad, global trends and their high-level impact on mining and exploration, with some further specific thoughts on mineral sands, in line with the conference theme. The three trends… Read this post →
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 →
I'm speaking at the 19th Annual Australian Mineral Sands Conference on 21–22 March in Perth, WA, on “The current investment climate for mining, exploration and mineral sands." I'll be presenting some of my PhD work on the intersection of technology, globalisation, sustainable development and the mining industry, More information on the conference is available here. Read this post →
Last December we published a piece in the Strictly Boardroom column on how minerals exploration actually works. The piece came from discussions over whether minerals exploration strategy is planned or emergent (i.e. kind of opportunistic, evolutionary, and naturally forming). Exploration strategy is often portrayed as highly planned, i.e. you target a region and commodity, acquire the mineral titles, identify targets,… Read this post →
