Yearly Archives: 2021

“Culturally-Matched” Governance Makes Indigenous Organisations More Resilient

OTS Management has summarised our 35-year experience in working with Indigenous organisations and recorded our observations about how Indigenous organisations become resilient and prepared a free Whitepaper called The Building Blocks of Organisational Resilience. It will be no surprise that we have identified governance as one of those building blocks. However, we have also identified that the type of governance model implemented cannot be only focused on the governance processes legislated in various corporation Acts. While incorporated organisations must follow and not be in breach of legislated governance responsibilities, strong resilient organisations have found a way to incorporate "cultural match" in their governance processes. (more…)...
Read more

Keep Emotions Out of Negotiations

Negotiating is part of being a small business owner. You negotiate contracts with suppliers. You negotiate employment contracts with your employees. You negotiate sales agreements, you negotiate pay-rises, you negotiate your rent! More often than not it is a stressful process (if not for you, then certainly for the other party) because the "normal" mindset is that one party loses to some extent, and the other party wins. So, you get ready to do your best when you enter that room, in order to "win". Once you allow that mindset to establish itself, negotiations become an emotional exercise - we get stressed, as I've already said; we get angry, we get fearful, we feel like celebrating, we feel wronged, we feel tough, we feel weak. But it doesn't have to be like that. (more…)...
Read more

The Strategic Planning Process

One of the most important forward-looking initiatives any Indigenous organisation can take is to prepare a definitive strategic plan, looking at least 5 years ahead. A strategic plan sets the strategic direction of the organisation and translates the organisation's vision into a roadmap over the next few years, showing how it will carry out its mission. Without a clear, documented strategic plan, your priorities will change from time to time depending on external stimuli at the time. You will not have clear milestones against which to measure progress, nor will you have measurements on whether or not you are fulfilling the mandates provided by your members. With a strategic plan you can look clearly ahead at least 5 years and set targets as goals, ensuring that each year, you are moving toward ultimately achieving your organisation's vision and purpose. (more…)...
Read more

Why “The Customer Is Always Right” Is Wrong

The founder of the department store Selfridge's in London was the one who said: "The customer is always right." Apparently, he started using the phrase, and included it in his advertising, to show customers that they would always get good service at his department store, that his store would bend over backwards to provide customer service no matter what. It was also used in-house to "train" employees to give good customer service. Unfortunately, he was wrong. (more…)...
Read more