I will be speaking at the Sydney Project Managers Meet up on the “Commodifacation of Skills”.


APRIL 17, 2013

See me talk about The Commodification of Skills – Is the “War on Talent” just an inability to see the wood for the trees? at the Sydney Project Managers Meetup April 17, 2013 at 6pm. http://lnkd.in/beii6S

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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?

 

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

Susanne interviewed by international professional network “Globiles”


Globiles Spotlight: Susanne Moore talks gender economics

December 01 Madrid & Central Spain

Globiles Spotlight is the feature where we give our most interesting and vocal members a stage on which to shine.

This month’s member, Susanne Moore, is “ a global citizen, consultant and entrepreneur “ she also manages the blog- http://changingwomen.org.

Here, she talks to us about gender roles in today’s professional environment.

– Interview by Andrea Maltman

 G: You created the website “Changing Women” – can you summarize what exactly you feel needs changing regarding the image of modern women?

S: the questions around gender equality and gender change are big subjects and the approach for Changing Women is to keep it simple, focusing on “the changing woman”.

The aim is to promote positive images of real women whose bodies and minds change during the course of their life experiences.

G: Why do you feel you are the one to do this shifting?

S: Probably the best answer here would be because I can.  I am an observer and strategist, so I have observed a great many things over the years.

I have more tolerance for people and I think that will help me to be a change agent on a global scale.

I have seen and done what works and what doesn’t work and I have begun to understand why society is the way that it is.

G: Globiles is about professional life and social mobility on a global/international scale. Do you think men and women truly enjoy equal access to these two experiences?

S: I think the degree of equality here varies depending on a couple of factors:  First, what country or cultural restrictions are imposed on you, what restrictions you impose on yourself and finally, what restrictions are imposed on you by others.

In short, I don’t think that we can yet say that men and women enjoy equal access to professional achievement or social mobility.

 G: In your blog you discuss the term of gender economics, what role does this concept play in business and professional life?

S: Gender Economics is a term that I am using to describe economies built around gender consumption.

It is an important aspect of our social and business climate today and certainly very important as we move into the future.

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.

G: What advice would you give to women who want to scale the heights of their corporate or business environment?

S: Be true to yourself and try to do the work that you want to do.  Once you are in the corporate environment, learn how the game is played.  Understand the politics of climbing the ladder and be wary of people that want you to fail.

Above all, don’t apologise for being a female! But do try to harness some of the traits that assist men in business-promoting yourself, speaking in solutions not complaints and not taking business dealings personally.

G: Once there, do you believe there is camaraderie amongst the ‘sisterhood’, or a tendency to join the boys club, as it were.

S: Unfortunately I don’t think that this is the norm in the same way as it is for men.  Men build strong networks, and compete head to head for promotion using the traditional “old boys” network, whereas in my experience, women seem to spend time competing against each other instead of working together.

It is such a shame because if they used their “woman-ness” they would know that  the greatest assets that they have is compassion, intuition, the ability to work as a team and support each other.

The good news is that I think this trend is slowly changing, but it really needs to be addressed at school while girls are developing.  Teach them to be happy with the self instead of looking outside of themselves for validation, working on self esteem will help them later in the workplace.

G: In your experience, have you found professional dealings to be easier with women or men?

S: I have mostly worked in male environments, construction and then Information Technology so I am used to working with men and find them to be easier than women.

I think that men are less complicated in the workplace and, as I said in the previous question, once you understand the game you know how to deal with it.

The absolute worst scenario is when another female tries to manipulate the men around you.  Men are, in my experience, easily distracted by a beautiful woman, and often don’t pick up on the subtle manipulations and put downs of other women

I would say that every time I have seen this behaviour, the company, or the men in  question have come off second best because they have made decisions that are not based on sound judgement.

G: As well as your writing and commentary on your website and blog, you are also an entrepreneur. Tell us about you business ventures and projects.

S: Since closing my consulting company in 2010 I have been doing lots of different projects.  I helped my eldest daughter develop her range of beauty products, Alli’s Stuff, and sell these through my lifestyle portal http://inthebushatthebeach.com

I am also consolidating my Integrity Management Methodology which I wrote in 1997, http://integritymanagementmethodology.wordpress.com

I hope to work within a specific niche, which will look at imbedding integrity and improving business performance by linking environmental responsibility, cultural sensitivity, gender, and the development of new paradigms for business management.

 G: You are also an accomplished public speaker, which subjects are you most passionate about?

S: I love talking about equality and integrity in business.  I have also spoken on subjects like outsourcing, project management, leadership and managing diversity.

I have been well known as a International Leader in the field of project management and have spoken many times on that subject.

Lastly my most recent passion is about Changing Women and speaking about the ways that the Changing Woman can help to change the world by harnessing their own inner power and strength.  This is just so important and something that I am extremely passionate about.

If you’d like to know more about Susanne, contact her on Globiles or check out her websites:

http://changingwomen.org

https://susannemoore.wordpress.com

Globiles is “A community of the global and mobile, sharing insights and contacts online and offline”