1. DLMA ANALYSIS SOLVING ROLE DILEMMAS
Last conference – New Directions in Directing
Colourful language
Be passionate but keep it clean
Why I get excited – developed it and it is transformation
Transformation starts with a methor
first time DLMA analysis has been presented
We’re learning together
Presented by
PETER TUNJIC

2. Development of Management thinking -
Start with Trees

3. Most of the 20th Century the thinking was on the trees
The Executive’s focus was on the trees
The Board – more like parsley – decorative but useless

4. Mid 70 – we separate the forest and tress
Trees and management
Forest represents leadership
Forest represent the board = parsley on fist decorative but useless

5. Forest represents leadership
Focus on what will be
The image could also be taken to represent the board – forest look like parsley – and at the time boards were seen a bit like parsley – decorative but useless

6. Until the Mid 80’sin response to a series of crisis it became clear that management and leadership were no enough.
The board took responsibility for what was hiding behind the trees – oversight and risk

7. Seagull boards.

8. What’s Missing

9. What is missing is what I call directorship.

10. In 2016 it’s not good enough for board to ask what if
In 2016 it’s not good enough for board to ask what if. They must lead and ask what could be.
The board role in value creation is what I have termed “directorship”.

11. Balanced. Sustainable, Complete but hiding a dilemma
Balanced. Sustainable, Complete but hiding a dilemma. Take this metaphor and turn it into a tool. Summed up in the acronym. Pronounced dilemma.
DLMA analysis turns this metaphor into a tool.
Tension between board and executive. Between leadership and management. Between assurance and directorship. Between assurance and leadership. Between directorship and leadership.
DLMA Analysis helps measure

12. Why Do DLMA Analysis ?
Provides a framework for understanding the systems of control within an organisation.
Helps to identify capability gaps within an organisation.
Exposes misalignment within the Board and the whole organisation.
Solves role dilemmas between the Board and the Executive.

13. Two Dimensions and their Extremes
Control – Board Executive
Value – Creation Protction
Creation/Executive = Leadership
Protection/Executive = Management C

14. Directing and Governing are Different
From Corporate governance to directorship and assurance.

15. Directing and Governing are Different
Directorship
Assurance
Right Things
Things Right
Take Risk
Oversight Risk
Create Value
Protect Value
Inspire Executive
Monitor Executive
Looking Beyond the Forest
Looking Behind the Trees

16. The Four Quadrants of DLMA Analysis
Tensions
Board executive
Assurance and Leadership
Management and Assurance

17. Value Creation - Directorship and Leadership
Similarities

18. Value Protection – Assurance and Management
Similarities
Can’t create value with a managerial mindset
LeBlank – Create another commitee

19. How To Do DLMA Analysis
Sum up DLMA Analysis.

20. Directorship Questions
Does the Board Design, Debate and Decide the organisation’s future?
Does the Board Inspire and Guide the Executive to realise the organisation’s purpose?
Does the Board Help the Executive without Expectation?

21. Leadership Questions
Does the Executive make strategic decisions aligned with realising the organisation’s purpose?
Does the Executive inspire and motivate employees to realise the organisation’s purpose?
Does the Executive model the values of the organisation?

22. Management Questions
Does the Executive set goals, create plans and allocate resources to achieve them?
Does the Executive effectively assign roles and responsibilities?
Does the Executive focus on the necessary day-to-day tasks, review and anticipate resources needed?

23. Assurance Questions Does the Board oversight the Executive team?
Does the Board monitor financial, compliance and business indicators?
Does the Board ensure appropriate processes are in place to manage risk?

24. Two Minute DLMA Analysis: Value Creation
Simple tool

25. Two Minute DLMA Analysis: Value Creation

26. Two Minute DLMA Analysis: Value Protection

27. Two Minute DLMA Analysis: Value Protection

28. Two Minute DLMA Profile
Directorship
Leadership
Assurance
Management

29. Can You See Beyond the Forest From Behind the Trees?

30. Thank You. Peter Tunjic Level 5 North Building 333 Collins St
Melbourne VIC 3000
T: +61 (0) E: W: