Category Archives: Leadership

Notes from the UK

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I’ve just made my annual pilgrimage to the UK. It’s also 30 years since I emigrated, and with each passing year, I arrive feeling more and more like a visitor – although I am “from” there, I don’t always feel I am “of” there.

The following notes are some brief observations, in no particular order, based on a relatively short trip (2 weeks), and I was only in the Greater Manchester and Greater London areas.

  • I flew from Melbourne to Manchester, via Hong Kong. My in-bound flight to the UK was carrying a large number of overseas students from China – not surprising, as Manchester has one of the largest Chinese communities in Europe, and the city also boasts a UK Top Ten University.
  • A pint of cask ale in the north west cost me an average of GBP4.00 – in London, it was more like GBP6.00. I know some employees receive “London weighting” or a “London allowance” to cover the high cost of living, but I doubt salaries in the capital are 50% higher than the rest of the country. (Regional variations in property prices are a different matter altogether!)
  • On the other hand, a sour dough loaf from a local bakery in the Peak District cost me GBP3.00 – I would generally pay about 50-60% more for a similar product in Melbourne.
  • The in-coming Labour government, having won a huge majority in July’s General Election, has already hit the buffers. A combination of unpopular policies (cutting pensioners’ winter energy rebates), strange priorities (a ban on outdoor smoking), off-key messaging (“doom and gloom” rhetoric) and sleaze (donations of clothes, tickets and spectacles for the new Prime Minister and his wife) have brought the post-election honeymoon period to an abrupt end.
  • Staying with politics, there was a lot of despondency, if not anger, about the political climate. Despite Labour’s overwhelming success at the polls, it was hard to feel any love for the new government. And after more than four years since Brexit, no-one was jumping for joy at the outcomes, as the alleged promises and benefits fail to materialise. If anything, businesses are suffering due to the loss of access to EU markets and/or the additional costs of exporting.
  • Thankfully, the riots that erupted a few weeks ago have dissipated, but it felt like the underlying tensions remain. As well as having been triggered by malicious rumours and blatant disinformation, the social unrest revealed confusion about national identity (and what it means to be “British”), combined with contradictory views on immigration, multiculturalism and globalisation.
  • Meanwhile, the UK taste for “foreign” food continues unabated, along with a love of overseas holidays.
  • Despite producing some of the best television dramas in the world, UK content makers continue pumping out aging soap operas, stale game shows, endless talent contests and questionable reality TV. So, much like the rest of the world!
  • I paid GBP114.00 for a return train ticket from Manchester to London, which seems expensive for a 2.5 hour service. Both my outbound and return journeys were delayed by more than 15 minutes. Thanks to “Delay Repay”, I received a total of GBP42.00 in compensation. I can’t help thinking that the train and rail operators should focus on improving their services, rather than overcharging and delaying passengers, in the hope that the effort to claim is not worth customers’ time.
  • When visiting London, I usually use an Oyster card. This time, I forgot to take it – but thankfully, passengers can use contactless payment methods on trains, the Undergound and even short trips on buses (just remember to touch on and off with the same card on each journey!)
  • The autumn weather was especially mild, enabling me to indulge in long walks in the countryside, followed by a mandatory pint or two in a local pub (that great “British” institution!) Sadly, a combination of Covid lockdowns and changing social patterns means that many pubs have reduced their opening hours, or closed their doors for good.
  • As Australia’s near-duopolistic supermarkets face legal action for alleged misleading and deceptive price discounting, I’m reminded of the amount of choice UK shoppers have between supermarket chains, and across product ranges. No doubt that more competitive markets in Australia (for grocery shopping and beyond) would help alleviate the cost of living – but that requires structural and other changes for which successive Federal governments have had no appetite.

Next week: Does age matter?

Non-binary Politics?

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Regular readers to this blog may have noticed the absence of new posts in the past few weeks. This silence is in large part due to other personal priorities. There is also an overwhelming sense that all is not well in the world, and it hardly seemed appropriate to add to the endless commentary and op-eds on current events.

As world leaders grapple with yet another breakout of ideological warfare, I can’t help being reminded of the Bush Doctrine, built on President George W’s edict that “if you are not with us, you are against us”.

Such binary perspectives overlook the fact that no dispute can be neatly categorised in stark, polarised terms. Yet on so many geopolitical and social issues, we are being forced into making “yes/no”, “either/or”, “left/right”, “A/B” decisions. Ironic, given that in many domains we are also being encouraged to adopt non-binary views!

Whatever happened to bipartisan politics, consensus building, or non-equivalence? Why are we being co-opted into taking unequivocal positions? Have we forgotten that two wrongs don’t make a right?

I’m trying to get more comfortable with ambiguity and ambivalence – especially when few things can be cast in purely “black or white” terms. In fact, the more we can say “it’s OK to be in the grey”, the better our public discourse should become.

Next time: The Mercurial Music of Calexico

 

“The Digital Director”

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Last year, the Australian Institute of Company Directors (AICD) ran a series of 10 webinars under the umbrella of “The Digital Director”. Despite the title, there was very little exploration of “digital” technology itself, but a great deal of discussion on how to manage IT within the traditional corporate structure – as between the board of directors, the management, and the workforce.

There was a great deal of debate on things like “digital mindset”, “digital adaption and adoption”, and “digital innovation and evolution”. During one webinar, the audience were encouraged to avoid using the term “digital transformation” (instead, think “digital economy”) – yet 2 of the 10 sessions had “digital transformation” in the title.

Specific technical topics were mainly confined to AI, data privacy, data governance and cyber security. It was acknowledged that while corporate Australia has widely adopted SaaS solutions, it lacks depth in digital skills; and the percentage of the ASX market capitalisation attributable to IP assets shows we are “30 years behind the USA”. There was specific mention of blockchain technology, but the two examples given are already obsolete (the ASX’s abandoned project to replace the CHESS system, and CBA’s indefinitely deferred roll-out of crypto assets on their mobile banking app).

Often, the discussion was more about change management, and dealing with the demands of “modern work” from a workforce whose expectations have changed greatly in recent years, thanks to the pandemic, remote working, and access to new technology. Yet, these are themes that have been with us ever since the first office productivity tools, the arrival of the internet, and the proliferation of mobile devices that blur the boundary between “work” and “personal”.

The series missed an opportunity to explore the impact of new technology on boards themselves, especially their decision-making processes. We have seen how the ICO (initial coin offering) phase of cryptocurrency markets in 2017-19 presented a wholly new dimension to the funding of start-up ventures; and how blockchain technology and smart contracts heralded a new form of corporate entity, the DAO (decentralised autonomous organisation).

Together, these innovations mean the formation and governance of companies will no longer rely on the traditional structure of shareholders, directors and executives – and as a consequence, board decision-making will also take a different format. Imagine being able to use AI tools to support strategic planning, or proof-of-stake to vote on board resolutions, and consensus mechanisms to determine AGMs.

As of now, “Digital Directors” need to understand how these emerging technologies will disrupt the boardroom itself, as well as the very corporate structures and governance frameworks that have been in place for over 400 years.

Next week: Back in the USA

 

 

 

It’s Only A Game…

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“90 minutes of madness” is how the ABC described Australia’s latest batting collapse during the current Test series in India.

Much of the local, angst-ridden media commentary suggested that Australia’s batsmen threw the game away, as if they had “snatched defeat from the jaws of victory”.

True, most of the Australian players came unstuck playing a particular stroke that is not normally part of their natural Test-match technique. (Although it has become de rigueur in the T20 form of the game.) But even if the sweep shot was their agreed tactic against India’s spin bowlers, they forgot the two guiding principles of successful Test batting:

1) Play your natural game as much as possible;

But also:

2) Play according to the actual conditions (not according to prior expectations)

No doubt there will be calls for selection reviews, more enforced net sessions, and even suggestions that some of the team should be dropped for good – either because their time has come (in relation to a few senior players), or because the experiment has failed (in respect of recent choices). But there probably won’t be a call to cull any of the team’s leadership, given the tumult of the past few years. The present captain seems both a pretty likeable person and a professional player – unlike some of his recent predecessors, the continued presence of whom casts a shadow over the Australian team.

None of which really acknowledges that however badly Australia performed, they were simply out-classed and out-played by their opponents. Failure to realise this fact perpetuates the notion that the opposition can never be as good as, let alone better than, the men in baggy green. And it reinforces the arrogant belief that Australia is somehow invincible, and only loses when it trips over its own self-confidence.

Of course, like any professional sport, cricket is just a game, and the top players get paid handsomely to train, travel overseas and turn up to hit a ball around. And like any job, you can sometimes have a bad day in the office…

Next week: Compulsory maths?