Executive and Line Managers in Indigenous corporations are a breed that has done it the hard way. In our experience, they are people who have worked their way through more and more responsible positions in Government agencies or not-for-profit and Indigenous organisations, learning the ropes as their careers progressed. Anything they know about managing people, project management, making decisions, analysing situations and organisational structures have been learned by doing, failing, and trying again. If you contrast that with the general careers of commercial company management, these people studied a management-related topic in college or university like Accountancy, Management, Business, or also came through the ranks but in the professional trades like Engineering. If they actually worked through the ranks, once identified as management material, they would almost certainly have been sent to a management course. This is a very different way of gaining knowledge and expertise in that strange skill called management. (more…)...Read more
How do you effectively identify the risks threatening your organisation so that you can plan to mitigate those risks and avoid disaster, or even a relatively minor incident that could derail your normal operations and take time, energy and money to correct? It is just common sense to avoid yet another bushfire if you can. Identifying the variety of risks that could mean significant delays, or worse, is part of Risk Management Planning. Risk Management Planning is the process of:Read more
- Identifying the risks that threaten your organisation,
- Analysing what effects those risks could have on the organisation,
- And then developing strategies to manage or mitigate those risks.
Aboriginal & Torres Strait Islander organisations are constantly dealing with crises and organisational stress; more than most other not-for-profit organisations and commercial businesses. At the edge of financial viability, they face funding pressure, changing Government policies, the weight of community expectations, and the pressure of “walking two worlds” in governance and management. Many Aboriginal & Torres Strait Islander organisations operate in remote locations for constituents whose first language is not necessarily English, where finding and retaining capable staff is a constant struggle, let alone training local community members in the administrative, financial and management jobs. It is not surprising then to hear that as an organisation, they struggle with resilience and sustainability. A resilient organisation should be able to withstand shock, crisis, pressure, and stress, and bounce back quickly to effective performance levels. Many have developed characteristics that allow this to happen. (more…)...Read more
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