Earlier this year we published a Strictly Boardroom article with some thoughts on management and organisational heirarchies, specifically how to treat those in the hierarchy above and below you, inverting the common aphorism 'kiss up, kick down', with a couple of examples to add light to the prescription. The article is available on MiningNews.net for subscribers, or contact me for… Read this post →
Another popular Strictly Boardroom article from earlier this year was a twist on the 'pay peanuts, get monkeys' saying, with some insight as to how poor corporate culture becomes institutionalized and perpetuated. The article is still available on MiningNews.net or contact me for a copy. For keen followers of the Strictly Boardroom column, our book “Strictly (Mining) Boardroom Volume II:… Read this post →
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 →
Earlier in the year, in our Strictly Boardroom column, we considered alternatives to the challenge of vertical integration in the minerals industry. In some commodity industries, such as gold, copper, and nickel sulphides, the majority of the value of the final 'metal' product flows back through to the miner - with smelters, refiners, traders and others further downstream making thin… 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 →
