1. The Changing Leadership Model Marcus Hooke

2. Prior State -> Current State
PAPUA NEW GUINEA
PRESSES
CURRENT - 1
FUTURE - 1
CAIRNS – QLD
FUTURE - 0
TOWNSVILLE – QLD
BRISBANE – QLD
CURRENT - 4
FUTURE - 4
GOLD COAST – QLD
SYDNEY - NSW
HOBART - TAS
MELBOURNE - VIC
CURRENT - 6
FUTURE - 5
ADELAIDE - SA
CURRENT - 3
FUTURE - 2
PERTH –WA
ALICE SPRINGS - NT
DARWIN - NT
PRIOR STATE FY 12
12 PRINT SITES, 27 PRESSES
CURRENT STATE FY 14
9 PRINT SITES, 21 PRESSES

3. The case for change Future growth requires different skill set
Reinventing our business for new competitive set
Responding ahead of threat becoming (more) real (Australian manufacturing)
Operational improvement – remain competitive
Leadership training & continuous improvement mentorship
Plan to include sustainability of initiative by building in champions within teams and leaders

4. Prior Structure 39 front line leaders 7 layers of management
Operations Manager
Press Hall Manager
Day Shift Manager
Day Shift Deputy Manager
D/S Team Leader
D/S Assistant Team Leader
Printer x 3 or 4 …
Afternoon Shift Manager
Night Shift Manager
Publishing Manager
39 front line leaders
7 layers of management

5. Current Structure Level Strategic Horizon 5 Year 6 Month 6 Week 7 Day
Operations
Leader
Production Leader
(line 1)
Line Leader
(line 1 day)
Production Team Members (line 1 day)
(line 1 a’noon)
Production Team Members (line 1 a’noon)
Line Leader (line 1 night)
Production Team Members (line 1 night)
(line n)
Press Maintenanece Leader
Site Trainer
WHS Coordinator
Production planners
Level
Strategic Horizon 5
Year
Business Partners: Finance, P&C, WHS, CI 6
Month 6
Week 7
Day

6. Operational Excellence Model
Operational Teams
Directors
Frontline Leadership
Senior Management
Management
Management
Frontline Leadership
Senior Management
Traditional pyramid thinking, activities lower down pyramid support management and directors.
New way of thinking – operators closest to our product, have greater opportunity to effect quality and are closest link to our customers. Directors and management function to support their activities not other way round. Our operational teams are the only value adding component at Chullora.
Operational Teams
Directors

7. What is Success… Strong team Clear team accountablities
Uncompromising on behaviours and attitudes
Individual and collaborative consistency
Continued learning
Self awareness
Balanced scorecard approach
Drive improvement

8. Failure… Operate in isolation
Don’t hold your leaders and teams accountable to task and behaviour
Manage status quo
Stifle growth and creativity
Think its about you

9. Leadership Development Program
Managing & Leading Change
Building Self-confidence
Facilitate Outcome Driven Meetings
Identifying Problems & Root Cause
Developing High Performing Teams
Leading Safety in the Workplace
Supporting a Continuous Improvement Culture
Transformational Leadership

10. Keep clear of the perverted inverted
A hierarchical structure is still the reality
Provide tools for staff
Don’t give up
Consistency is key
Check and balances
Assess yourself and key leaders…be self-aware
Listen…hear more than you’re heard

11. Wins so far…
Engagement…a database of over 1000 improvement ideas generated
Gold Coast – minor modification to press to save on blank plates 3 month payback
Townsville – change in reporting form to save on incorrect paperwork
Melbourne – growth story of a leader
Melbourne – web break reduction
Sydney – “bullseye” added to the bottom of the page to mistake proof
…and many more
The 800+ risks...