Myself and Allan Trench think a lot about assessing the quality of strategies in the mineral sector. In part, this is because it is comensurate with our role as lecturers on the MBA course at UWA, where we teach strategy courses for general business and specifically for the resources sector. However, MBAs are not an 'academic' qualification and as such,… 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 August, we published a pair of articles on Strictly Boardroom about business model innovation, in both mining and universities (with a fcous on applied resource sector research) inspired by the anniversary of The Beatles groundbreaking 'Sgt. Pepper's Lonely Hearts Club Band' album. This album not only included a number of 'technical' innovations, but led to a business model innovation… Read this post →
In November last year I presented an overview of my PhD research and 'journey' at the school postgraduate symposium. The unofficial title was "My PhD Or: How I Learned to Stop Worrying and Love Mining". The more formal title for my PhD research is "Using scenario planning to improve the integration of geological, technical, economic, environmental, geopolitical, and socio-political factors… Read this post →
Catching up on last week's Strictly Boardroom, we looked at an arcane and colloquial example of poor strategic foresight: the demise of Sydney Ferries with the construction of the Sydney Harbour Bridge. The lesson is that not all major events are unforeseeable, however, 'paradigm lock' often means that those forming the strategy often cannot see the ready evidence of big… Read this post →
