insights

Now is the time to exercise our muscle of foresight.
Operating in the midst of a health and economic crisis has challenged and continues to test our ability as leaders. We have been tasked with providing clarity and hope for our people, to repair and reimagine the future for our organisations and society, and to balance long term impact with short term survival. Instead of operating at a pace which incentivises short-termism thinking, what if we used this as an opportunity to engage long-term thinking, unlock opportunities and act on behalf of the future?

The past few years have seen the rise of social movements, with their pace, traction and impact indicating that traditional constructs of power, leadership and authority are no longer durable and that as a concept, they have been decoupled. In our latest white paper, Maximus propose the requirement for organisations to distribute accountability, unlock emotional commitment and ignite activism within the collective if they are to thrive in the new world.

Setting new habits is a powerful tool for transforming leaders’ behaviours. And where leaders go, corporate culture will follow. We discuss how to set habits with purpose…

The opportunities being created by innovation and disruption are immense. Leaders must adapt and learn to be positioned to successfully ride this speeding, changing wave rather than be dumped by it.

This white paper examines the new perspective of culture as an adaptable and evolving organism and the relationship between culture and strategy in the age of disruption. Maximus address the criticality of getting culture right and the role the leader plays as cultural curator, outlining how they can navigate their new responsibility without controlling it.

In this paper Maximus examines the effects of seismic shifts in technology and institutional trust on Australian leaders, and recommends ways in which organisations can develop their leaders to meet the challenges.

After decades of leadership development modelled on higher education, frustrated executives and HR professionals are seeking a new way forward. Maximus has been working with leading Australian organisations on a new, innovative approach to compliment the current model: social leadership learning.

Maximus has been collaborating with Chip Heath for some years. Recently, we took the opportunity to discuss how his latest organisational psychology principles are turning customer-satisfaction ratings from “average” to “advocate”.

As anyone who signs off on corporate learning and development budgets knows, it’s a considerable investment — and big business. Future-focused organisations know it’s time to rethink traditional learning and development — but how?

It’s time for Australian companies to take a more disruptive approach to developing new-economy leaders. The first in this 3-part series highlights the need for more innovation.

As you get to the top layers of an organisation, you need to be much less boundary driven and more open, but few leaders have been trained for that transition. This thought piece discusses how leaders can look outside their organisations for growth opportunities through partnering and collaboration.

Every touchpoint in the customer experience shapes customer sentiment. With employees as a crucial touchpoint, having a workforce of brand ambassadors that delivers a consistently differentiated customer experience has never been more vital.