How do you know your organisation is working to its full potential?

How do you know your organisation is working to its full potential?

When I had my previous consulting company, I thought that it was part of my role as a business owner to ensure that I managed that company to the best of my ability, to make it run as efficiently as possible and for it to be as good as it could be, and I think to a large degree I achieved that aim.  It was a great place to work, we had great systems that helped us to do our work and at the same time be transparent to our clients about the work that we were doing for them.  We had great diversity within our team.

In the quest to improve business performance, many organisations turn to performance management, process re-engineering, business transformation, triple bottom line, benchmarks and the list goes on.  But is there a simpler answer to all of this?  I think there is and it is  an approach that is both the top down, AND bottom up!  That is, really seeing your organisations full potential means that it start’s and ends with your vision and the values that you embed in that vision.  If you have a vision that wants to limit the type of people that work in your organisation to those that ‘fit with your culture’, or those that have a particular type of educational background, what you are likely to get it is an organisation that is the same as you are.  So the full potential of your organisation is likely to reach, well, the full potential of you and those other like people on your board.  Of course this could be a good thing, but how do you really know?  Unless you recognise the ‘difference’ of others and enable them to input to your vision, you might never understand how your organisation can be different and what could set it apart from your competition.  You are potentially missing out on harnessing the diversity of others and leveraging off totally different viewpoints.

Chances are, your organization will be stacked with people that think in a similar way to your leaders, and to fit in and be a ‘team player’, to be promoted and recognised means that you need to be ‘like’ those leaders.  Of course there are some notable differences because you still need to stand out enough to demonstrate that you are leader material, or that you have a good idea.  I would suggest that very often this happens in a safe, conservative and standard business type environment and if you are excelling based on tried and tested attributes and behaviours that are acceptable in your organisation – you will still be acting out ‘like’ others expect you too.

Have you ever noticed that your meetings have the same topics of discussion year after year, to the point where you could virtually write up a good account of the minutes before the meeting has started? Or how often do you see a problem resolved in an organisation only to become a problem again in a few short years?  I would suggest this has a lot to do with the values of the organisastion.  Is your company described as a ‘dynamic player in an aggressive market’?  Got a turnover of CEO’s every 18 months to 2 years?  If so, perhaps your organisational values are out of step with the real potential of your company.

Our businesses are built on centuries of traditional structures, overlayed with processes and policies that still reflect a business model that is now way out of date with the globalisation of our changing economy.  Whilst many have tried to de-structuralise and ‘flatten’ hierarchical management structures, we still seem to rely on the same old criteria for board members, CEO’s and executives and this ‘model’ filters down into our organisation at every level.

Do you know that you are really using the talents of all your employees?  Does your organisation reflect the community and client base it serves or is there more that you could do?



I will be Speaking at PMIQ Chapter Meeting & Christmas Drinks – Brisbane December 12, 2012

What is Gender Economics and Diversity Economics and how will it affect Executive Managers and Project Managers

alt Gender Economics and Diversity Economics are emerging fields of study, and with so many nations in economic distress the pressure is on to tap into new resources and ways of thinking. Organisations are looking for new and innovative ways to progress and create shareholder value and as the available workforce changes organisations need to transform at an increased pace, and managers must develop new skills to manage these complex environments. Susanne’s research “The profit impact of organisational gender Diversity programs” will compare Gender Diversity Program frameworks for effectiveness, and identify and evaluate linkages to organizational profitability.In Susanne’s opinion, Gender Economics is the new Business Transformation, the next major resource, and will open a channel to increased innovation and creativity through Diversity of Thought and the ability to maximise the management of these complex environments.Whether you are a projet/program/portfolio manager, or a C level executive, join us as we hear Susanne talking about Gender Economics as the new Business Transformation, the next major resource, that will open a channel to increased innovation and creativity through Diversity of Thought and the ability to maximise the management of complex environments.For more information about the research go to


Venue: Tattersall’s in the Tattersall’s Arcade, corner Queen and Creek Streets in Brisbane.

Dress Code: Please remember the business dress code for Tattersall’s: Jacket and tie with ‘ladies equivalent’; no denim please. Tattersall’s does enforce this dress code.

Date: Wednesday,  12 December 2012

Time: 05:45 PM to 08:00 PM 05:45 PM Refreshments for a 06:00 PM start

Cost: PMIQ  Members: Free.  Guests are welcome: $10 inc GST

Capacity: 100

For more details and to book for the PMIQ Event


Sample Talks

Here are some of my Sample Talks;

Title:  Gender Economics and Diversity for Organisations
Description: Building frameworks and metrics for gender diversity programs to measure their impact on bottom line profitability. Expanding these metrics to measure the economic input of gender diversity programs.

Title: Integrity Management Methodology
Description: A specific niche consulting, which looks at imbedding integrity and improving business performance by linking environmental responsibility, cultural sensitivity (and gender) and the development of new paradigms for business management. An example of this is developing new criteria for woman in leadership roles such as Board postings so that they don’t need to fit within the old male patriarchal structures that now exist. This will allow organisations that are Integrity Ready (trademark Susanne Moore 2000-2011) to tap into so far un-recognised “female” thinking attributes for business  management.
Title: Dealing with the Boys Club
Description: Project management can be affected by the quality of the project manager’s organisation and their management. The integrity of the organisation and its competency affect both project outcomes and the team members involved. Traditional methods of management can incorporate a number of negative influences and one of these is the ‘Boys Club’ mentality and it will have an impact on management decisions.

Title: Gender Economics
Description: In the gender economy, we have reduced portions of the population to passive consumers, making indirect economic input rather than direct input. Stabilising the balance between indirect and direct impact has a role developing our
economic future.

Title: Changing Women
Description: Harness and embrace gender diversity in your organization. Discover ways to shift the traditional paradigms of business and explore positive strategies to attract the best resources. If your organization wants to employ and retain talented women and promote female leadership then Changing Women is for you.

My Expertise

  • Industries: Corporate Leadership, Information Technology and Services, Philanthropy, Management Consulting, Women, IT Services/Consulting, Program Development, Think Tanks, Human Resources
  • Topics: Integrity in Management – bringing peak performance to business by understanding the issues of social change such as social responsibility, Gender Economics – understanding the value proposition of utlising women as business drivers not business users, Corporate leadership – exploring the prospect of new business paradigms for the changing world, Project Management, Business Transformation, Women in Business, Leadership, Changing Women, Project and Portfolio Management