Good to Great. Conversation with Alistair. 22 July 2008
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- Alvin Ball
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1 Good to Great Conversation with Alistair 22 July 2008
2 Today s T20 Fixture Your Objectives - Special areas of interest - Good2Great - What s the Score? Great Corporate Bodies - Lessons from Cathy and others - Improving leadership performance Corporate Leadership - Beats good governance every time - Voluntary leadership and professional management Summary and Actions - Genesis challenge! July 21, 08 2
3 Australian Cricket - Strategic Framework From Backyard To Baggy Green Vision Cricket Australia s favourite sport Goals Reinforce and celebrate cricket s place in the Australian community Thrive at the elite level Substantially increase participation in cricket Grow the financial resources available to invest in the game Work efficiently in our federal system Targets Interest > 61% Australian men s team is the favourite team in Australian sport Senior teams number one in all formats 680k participants Attendances: Intern l > 5m Dom T20 > 1m FTA ratings : Test > 1m ODI > 1.3m T20 > 2.0m $300k pa benefit to Australian cricket from collective services Strategies Foster the Spirit of Cricket in the cricket community Foster the ongoing success of elite Australian teams Understand and deliver on the needs of cricket s participants Strengthen our knowledge of cricket s customers Balance collaboration and competition to maximise potential of federal system Promote the history, tradition and culture of the game to the greater Australian public Enhance our strong connections with all of cricket s stakeholders Reinforce and promote standing of Australian national teams Encourage informal participation in the game Strengthen the relationship with government at a federal, state and local level Enhance the talent development function of State cricket Attract and develop high performance cricketers Lead the world in the development of elite umpires, coaches, curators and administrators Grow boys and girls cricket through schools, clubs and modified programs Grow senior men s and women s club/organised cricket Build, enable and recognise a strong network of coaches, umpires, administrators, curators, parents and volunteers Protect and enhance cricket s facilities in the community Maintain and enhance inclusive targeted programs to broaden the reach of cricket Grow revenue by building cricket s products around needs of customers, major sponsors and media partners Manage costs and investments responsibly Balance investments in elite, high performance and community cricket Promote operational excellence in all crickets organisations Align and leverage the value of cricket s brands Take a leadership role in world cricket Ensure access to world class facilities and venues for cricket s stakeholders Attract, retain and professionally develop high calibre staff Build links from schools to junior clubs to senior clubs July 21, 08 3
4 Key Strategic Initiatives - designed to maximise success by the next home Ashes series 1 Optimise our media rights position to maximise value and remain relevant to changing consumer preferences 2 Providing cleaner sponsorship properties 3 Capturing more value from international tourism 4 Establishing a national database 5 Rolling out our Brand Strategy 6 Developing and implementing a national participation strategy 7 Increasing understanding of the financial model Five broad themes: Protect and grow our revenue Customer Community Grassroots Work together effectively 8 Implementing the Females in Cricket Strategy July 21, 08 4
5 So What s the Score? ?
6 So you want to be even Greater? Lessons from Good to Great
7 Don t Follow Business! You are not just about financial returns - driven by Mission - your is great! Few businesses are great - Most fall somewhere between mediocre and good Beware the Halo effect You cannot fire Board members - though you may like to - You can influence them - You can get them to assess their performance You have limited capacity to buy talent July 21, 08 7
8 Building the Next Step Change Inputs of Greatness BY APPLYING THE GOOD2GREAT FRAMEWORK Outputs of Greatness A GREAT ORGANISATION Stage 1 Disciplined People Stage 2 Disciplined Thought Stage 3 Disciplined Action Stage 4 Building Greatness to Last DELIVERS SUPERIOR PERFORMANCE Performance is defined by results and efficiency in delivering the mission MAKES A DISTINCTIVE IMPACT Does work with such excellence that if it disappeared it would leave a hole not capable of being filled by any institution ACHIEVES LASTING ENDURANCE Delivers performance over an extended period of time. When hit by setbacks it bounces back harder than before. July 21, 08 8
9 Spin the Flywheel July 21, 08 9
10 Good2Great in Cricket - The Big Issues Defining Great - calibrating success without business metrics Level 5 Leadership - getting things done, within a unique power structure First Who - getting the right people on the bus (playing, executive, volunteer) The Hedgehog concept - rethinking the economic engine for sport Turning the Flywheel July 21, 08 10
11 Possible Action Areas?
12 Step Forward Catherine Body - good governance - a given! Heart - passion to win - on the pitch and off the pitch Mind - inner belief; nothing left to chance Spirit - at one with your communities; greater purpose An athlete without a healthy and positive mental attitude is as about as efficient as a Formula 1 racing car with flat tyres. Be Passionate, live your dreams and always remember to laugh Cathy Freeman July 21, 08 12
13 Performance Culture 1. Unreasonable ambition 2. Insight - define what success depends on 3. High standards and a culture of continuous improvement 4. Responsibility and involvement 5. Continuous feedback 6. Great teamwork How do you score? July 21, 08 13
14 Corporate Leadership Who s Running Cricket in Australia?
15 A Thousand Points of No! How to influence the corporation? Understanding the current state - Spectrum of feelings and their mode - Where does the power lie? Identifying Red Flags Setting a single sales objective each year - plan to win, with them Changing States - Has to be their plan, not their share of yours - Accepting individual and collective responsibility for performance - Accept the need for capability based appointment to the Board, and associated assessment July 21, 08 15
16 The New Agenda Leading the Change - Spending time in the future, rather than arguing over the past - Vision, Strategy and a new Agenda to grow the sport in a new Era - Values to guide the behaviour of the organisation Performing as World Class Athletes - Execution with Velocity - Focus on results and performance real time and financial The New Board - Leaders, not Managers or Controllers - Governance (including the role of independent, non executive directors) - Context understanding the reality of the current and future competitive environment - Content - the new Board agenda and processes - how to score - Conduct - the new Board behaviour and themes for meetings Building Leadership Capacity - Developing influencing capability and awareness externally and internally - Developing enthusiastic, passionate and performing people. Communication and Consultation - With the sport and other stakeholders July 21, 08 16
17 Thoughts from the Islands! The Genesis Challenge
18 Good2Great: Potential Gaps? Increase the quality of demand and levels of innovation throughout the sport - Athletes, coaches, volunteers, professionals International Leadership of the game of Cricket - Your position on T20? - In the lead or following? The next skill level at Cricket - Visioning - Building - Use of AIS - new Performance Programme Coaching - new CPD programme July 21, 08 18
19 Good2Great: Potential Gaps (2) Building an even greater Performance culture - a winning total Organisation Build followership within the current structure, getting them to embrace their own change Challenge your great metrics - Inputs and outputs - collect evidence if it is not measurable Creating the Cricket Australia experience July 21, 08 19
20 OK Bravehearts Let s Double Performance1 Unconstrained Resources! What 3 things would you do differently?
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