Make worthwhile and lasting change in your business that inspires people, delivers results and improves systems.
Here at Whiteark, we love data, it’s at the centre of everything we do, it gives us that facts, and in order to interpret what the data is telling us, and communicating our findings with key stakeholders, data visualisation plays a fundamental role.
Mark Easdown writes about resilience. Individual, Enterprise & Ecosystem Strategy & Planning & Ways of working. Let’s explore some scenarios across individual resilience, ethical resilience & the resilience dividend. At the individual level, the global pandemic, economic downturns, recessions and increase in uncertainty and anxiety highlight the need for resilience. As Diane L Coutu “How Resilience Works”, (HBR May 2002) observes, resilient people have certain defining characteristics…
Jo Hands writes about Covid19 - and whether it will make or break you… We have had a year of ambiguity and we will never go back to ‘normal’ for some industries and companies this has meant growth / opportunities and for others it has been meant something quite different.
The coronavirus pandemic highlighted the need for companies to focus on transforming their traditional supply chain models to digital supply networks, in order to better manage supply chain risk and disruption. Digital supply networks, breakdown functional silos and allow companies to become connected to their complete supply network to empower end to end visibility, collaboration, agility, and optimisation. Organisations that deploy Digital supply networks will be equipped to deal with unexpected events.
Jo Hands unpacks some quick tips for engaging your workforce. Engaging your workforce isn’t easy. Every generation is engaged differently. So one size doesn’t fit all when it comes to increasing engaging with your workforce doesn’t work. You need to think outside the box and ensure your approach is tailored.
Mark Easdown writes about Prospective Hindsight and the Pre-Mortem. Given the importance and value of improving the decision-making process, researchers, social scientists and psychologists set about leveraging the findings of prospective hindsight studies and try to identify a framework upfront to identify your decisions that might lead to poor outcomes and create a safe environment for dissent in views.
Pete Crawford writes for Whiteark about Digital Transformation. This is Part 2 of 2 in depth articles. Digital transformation execution depends on cultural change. Just as the approach to digital transformation requires a strategic, cross-functional and customer-focused mindset – rather than a focus on technological outputs – the success of execution depends on embracing new orientations…
Mark Easdown writes about practical wisdom: making sense of the eco-system. Leadership should not wait for a crisis, for revenues and budgets to go off-track to engage the wider views. Pandemic of 2020, has been a great example of leadership teams who have been forced to stop, listen and reach out across their ecosystem (customers, employees, suppliers, relationships with banks and government) and to re-invent and re-imagine themselves.
Matthew Webber writes about the challenge has been laid to develop a Supply Chain Strategy that supports Australia’s renewed obsession with lifestyle. The way that we buy, move and sell Is shifting in seismic proportions. We have had all the indicators within our radar for some – the uptake of ecommerce as a legitimate and safe platform for retail shopping, geo political trade wars playing out between large, industrialised nations and emerging nations along with increase consumer insistence on visibility and ethical sourcing practices.
Jo Hands, Whiteark’s Co-founder & Director, writes about the importance of continuous improvement. Continuous improvement refers to the process of defining, analyzing, and improving business processes to increase overall quality, while removing as many waste activities as possible.
Phoebe Reid writes about the key people capabilities companies need to consider. Capabilities describe the skills, knowledge or attitudes needed for a given task and are used to assess an employee's effectiveness. They can be looked at as human or people capabilities and technical capabilities. In this article we are focusing on some of the key people capabilities that companies should consider as essential for their organisation.
Pete Crawford writes for Whiteark about Digital Transformation. This is Part 1 of 2 in depth articles. This is the first of two articles on digital transformation. Here, we will look at how the digital economy has reconfigured the business value chain and its effect on four key strategic capabilities – employees, customers, operations, and business models.
The economic impact of COVID-19 has led to a material decline in M&A activity globally, including Australia. As a result, we have seen fewer transactions and according to Refinitiv (formerly Thomson Reuters), worldwide M&A activity totaled US$1.2 trillion during H1 of 2020, a drop of 41% compared to a year ago and the slowest opening six-month period since 2013. M&A activity abroad appears to have rebounded to some degree since the end of June 2020, presumably as economies have started to reopen.
Jo Hands explains a fun game to play with your team to solve problems using De Bonos Six Thinking Hats. The Six Thinking Hat technique is used in companies around the world to facilitate decision making and getting people to have good brainstorming conversations.
Technology is changing at a rapid pace and while technology is changing, companies will continue to be forced to change. New technologies can disrupt established businesses, but more importantly they stimulate opportunities for innovation. In today’s environment, business owners are more concerned about missing opportunities to grow, than become obsolete.
Matthew Webber writes about Supply Chain Transformation leadership in action. One of the key attributes for any prosperous supply chain of the modern era is to have the ability to adapt and respond. We can design our supply chains structurally, and technically, to deliver on this outcome, however we do have to move our supply chains from where they are today, to where they need to be in the future. We need to do that through leading our people, our partners and our communities in which we operate.
Jo Hands writes about DeBonos 6 thinking hats, explaining the meaning behind each hat in a little more detail. What hat do you naturally wear, and what hat is outside your comfort zone? Explore the six hats in a bit more detail...
Matthew Webber writes about how competitive advantage is now shifting to the Supply Chain. We are living in very uncertain times, driven by the various disruptions that are playing out in front of our very eyes. The level of disruption is often overwhelming, and the certainty, safety and security of our supply chains are under threat. It will be those organisations that can bring a level of consistency and reliability in their supply chains that will...
Jo Hands writes about DeBono’s White Hat Theory and how the different hats apply to Whiteark. We know that successful companies work to proactively listen to different perspectives from across their organisation. Finding ways to do this where people feel comfortable to share their views/ideas is critical…
Jo Hands, Whiteark’s Co-founder & Director, writes about what International Women’s Day means to her. A challenged world is an alert world. Individually, we're all responsible for our own thoughts and actions - all day, every day. We can all choose to challenge and call out gender bias and inequality. We can all choose to seek out and celebrate women's achievements. Collectively, we can all help create an inclusive world.
