Figure 1: ‘Model’ business behaviour framework Establish a clear direction and robust STRATEGY Develop and sustain relationships with STAKEHOLDERS Put people first and engage with STAFF Measure outcomes and evaluate SUCCESS LEADERS ARE 1. Courageous and able to communicate a vision 2. In touch and conscious of current and future operating environment 3. Forward thinking and confident in challenging status quo 1. Customer-driven and connected with broader industry eco-sytem 2. Reasonable, fair and practical in negotiation 3. Aware of conflicting interests and the importance of compliance 1. Consultative and constructive when building consensus 2. Attentive and supportive of staff development needs 3. Open-minded and embracing of diversity 1. Focused on performance, excellence and risk 2. Plain spoken and direct in communicating results 3. Prudent and objective when responding to a crisis VALUES SIGNAL A CULTURE THAT IS 1. Purposeful 2. 3. Innovative 1. Empathetic 2. Consistent 3. Responsible 1. Collaborative 2. Capable 3. Inclusive 1. Effective 2. Transparent 3. Accountable PRINCIPLES GUIDE EVERYONE TO 1. Operate by a clear vision and charter 2. Sense, respond and deliver value to the market 3. Exercise creativity and make defensible decisions 1. Understand of all suppliers, partners 2. Articulate a position and agree goals that deliver mutual benefit 3. Meet obligations and act ethically and early to resolve disputes 1. Demonstrate a collegiate and respectful work 2. Pursue opportunities for professional growth 3. Celebrate difference and appreciate work/life balance 1. Operate efficiently without compromising quality 2. Report achievements regularly on value not process 3. Identify, own and learn from failures OUTCOMES 1. Instil confidence in ability to achieve 2. Achieve and sustain a point of difference in the market 3. Allocate and apply resources efficiently and effectively 1. Sustain valuable and repeatable business transactions 2. Realise mutual benefit from a ‘win/win’ situation 3. Avoid costly and damaging disputes 1. Achieve high levels of productivity and enthusiasm 2. Attract and retain good and reliable people 3. Cement a unique brand as an ‘employer of choice’ 1. Grow sustainably and in line with expectations 2. Achieve a commercial, social and environmental return 3. Augment reputation as an industry and market leader
(Will Irving, Telstra) • There is a perception that strategic communication and transparency between the public and private sector is difficult and a source of ongoing tension. • Government agencies and businesses need to make effective communication a joint strategic the intent, purpose and objectives of each sector are well understood and practiced. (Innes Willox, Australian Industry Group) • Strategic misalignment between the priorities of Government agencies and business— particularly regarding drivers of industry investment—can inhibit mutually beneficial outcomes. • By committing to ‘walk in the shoes’ of each other—Government agencies and the business community will be able to better align both their intent and their activities. For Government agencies this means being more sensitive to commercial interests—for businesses this means being more aware of some of the complexities that Government agencies have to navigate. (Anne Flanagan, RACV) STAKEHOLDERS A business is able to demonstrate its capacity to meet this commitment when the behaviours of the leadership team and practices of employees are aligned. That is: • Leaders’ behaviours instil and reinforce a ‘model’ culture; • Organisational values effectively signal this ‘model’ culture; and • Principles reflect organisational values and encourage ‘model’ practices. A (David Attenborough, Tabcorp) Australian business leaders hold a clear view that a ‘model’ business aligns the behaviours of leaders with the values of an
Principles and practice A commitment to developing and maintaining relationships with stakeholders has implications for the principles and practices of everyone within a business. This means, establishing principles that guide everyone to: 1. Understand the of all parties—customers, suppliers, partners • Engage respectfully and fairly with existing and potential customers; • Accept advice on how to improve the engagement of the business with the market; and • Regularly talk with customers to take “health checks” on the relationship. 2. Articulate a position and agree goals that deliver mutual benefit • Communicate with stakeholders regularly on a face-to-face basis; • Honour all operating conditions, guided by an appropriately binding contract; and • Avoid entering stakeholder agreements that are not based on mutual trust or benefit. 3. Meet obligations and act ethically and early to resolve disputes • Be aware of and abide by all relevant regulatory and legislative requirements; • Follow through on commitments and promises without hesitation, particularly making payments promptly; and • Consider the long-term, when choosing between competing actions. A (Stephen Cartwright, NSW Business Chamber) Aldi considers it is committed to developing and sustaining mutually beneficial relationships with all stakeholders. Tom Daunt, CEO of Aldi encourages staff and management to ‘Not go back on deals’ and ‘follow through on what you say’. At Aldi, this is evident through: • Consistency and transparency in all business dealings. Aldi fosters a culture throughout all levels of the organisation where staff and leaders follow through on their promises and do not renege on their commitments.