Value and performance
Make your contribution clear.
Connect Corporate Affairs to business priorities, useful measures and a credible case for investment.
Explore value and performanceMake Corporate Affairs’ value clear.
And build a function that delivers it.
I help Heads and Directors of Corporate Affairs in mining, energy and resources connect their team’s work to business priorities, and put better ways of working into practice.
The path to this work
- GovernmentPublic policy and government
- AssociationsIndustry associations
- EnerNOCLed regulatory and government affairs
- BCG, PerthPrincipal. Strategy, operating models and implementation
- TodayFounder, Transformation Partners
Three ways into the work.
Each starts with a decision you need to make, and ends with something your team can use.
Operating models
Give the function a clear way to work.
Connect purpose, priorities, responsibilities and everyday decisions in a model your team can use.
Explore operating modelsCapacity and AI
Make room for the work that matters.
Remove unnecessary activity, improve a selected workflow and give the team the capability to keep it working.
Explore capacity and AIProgrammes and sessions
- The Strategic Corporate Affairs Leader cohortA 90-day build for Heads of Corporate Affairs at ASX-listed companies. Join the waiting list.
- Corporate Affairs strategy sessionNew boss? Walk into your next leadership briefing with a strategy that shows your function’s value.
- Recognised in 30A free, 45-minute coaching session for Corporate Affairs advisers, managers and specialists.
Selected work
Making the case for the function’s value.
A 12-person public affairs team needed its executive team to see how its work contributed to the business. We changed the work, and made the contribution visible.
Read the case study- Case note
- Australian energy
- Team
- Public affairs, 12 people
What followed
- Four weeks
The team’s leader returned to the leadership group that had rejected the business case, with the changes to the team’s work.
- Six weeks
The business case was approved.
- Six months
The CFO asked the leader to present the operating model to other functional leaders.
Anonymised. Richard’s account of the engagement.
Practical thinking for the function.
From The CA Playbook. All insights and tools