Dip bus presentation 29 6 2013

THE ROAD AHEAD – 21ST CENTURY CAREER

MANAGEMENT

Geoff ShawPartner

Saturn Group

Career Evolution at this Stage Moving from functional to leadership focus

– this is a transitional period from operating in your area of expertise managing others in your area leading others outside your functional expertise.

Aspiration to Inspiration - from what you can achieve what you can get others to achieve.

Building Portfolio Careers

Careers don't exist in isolation of the rest of your life. Much of it, like study, comes from building around

other demands of family, location, motivation, health and income demands. This will change markedly over your next 40 years of working life.

A balanced life is overrated and often boring - be ‘selectively unbalanced’.

A Changing World Will your current job exist in 10 years, or your industry? - top 10

jobs now - App Developer, Data Miner, Social Media Manager, Cloud consultant, Sustainability, Energy Manager.

Top 10 jobs in 1990 ( U.S) - Retail, Computers programming/repair), Service Industry, Auto Manufacturing, Real Estate, Government, Managerial, Nursing, Accounting and Trades. Currently around half these jobs have been outsourced.

Will your channels to market exist?Music IndustryPhotographic

Changing Company Landscape Top 10 potential employers graduates rated in

1990 in NZ. Lion Nathan, Fletcher Challenge, Fisher & Paykel, Procter & Gamble,

McDonalds, Levenes, IBM, Cadbury, Unilever, Toyota, Carter Holt Harvey.

2013?? Red Bull, Mars, Vodafone, Lion, Air New Zealand – probably XERO,

Trade Me.

At your level, the brand of company is less the issue than the impact you might be able to have, but it pays not to pick a

disaster…

WHERE YOU SPEND YOUR EFFORT

Multinational NZ Corporate Public Sector/Not For Profit NZ Private Company Small Company Self Employed Consultancy

Multinational International career options but New Zealand usually at

the end of the chain. Australian ruled? Global performance affects NZ resources more than NZ

results. Better systems but not always workable in New Zealand. Next move may be offshore but less desirable locations

for Kiwis.

Can have some real career enhancement and international credibility early on in your career.

NZ CorporateHome grown, Kiwi style, broad roles and can be given a chance to do different things

Key things to look at: Quality of governance? Shareholding structure ? Local or international horizon? Good people to learn from? Chance to impact business? If publicly listed, are business behaviours strategic or sharemarket

analyst driven? Glass ceilings – career blockage with long serving or personally

connected leaders.

Public Sector/Not For Profit Multiple stakeholders. Election influenced timeframes. Bigger goals but more bureaucracy. Leadership and ability to influence can be

conflicting. Motivation levels can be mixed. Less filters on competence levels in their

recruitment processes. Poor perceptions when looking to go

elsewhere.

Private Company Good and bad of entrepreneurship. What you are sold and internal behaviours

often different – owner’s quirks. Life stage of owner influences degree of risk

taking. Can make a difference if you click. Shareholding or MBO options?

Consultancy/ContractingPros: Flexibility (hours or length of projects). Can be highly stimulating, strategic. Variety and builds networks – may open new doors.

Cons: Must be able to sell yourself consistently. Income can be lumpy. Part of a company, alliance or network can be useful –

rather than a lone ranger.

Buying the Company White paper on Business Transition in New Zealand –

Saturn Group/Platform 1

Significant numbers of businesses will be sold in the next 10 years as their owners look to retire, step out or sell

Shrinking pool of leadership talent in NZ Those that there are – you and returning expats– can

add significant value to businesses in skills and energy The ability to earn a slice of these businesses may not

require huge capital to start

Decision Tool for Career Changes

1. Optimum for advancement 2. Take Channel understanding into new Sector 3. Build new Channel understanding in current Sector 4. Build new Skills application – best in current company

Skills

3 2 1

4 Sector Channel

The Rewards Baskets

What do you need from each

basket?

Affiliation- Organisation reputation- Title, level (status)- Work environment- Corporate citizenship

Direct Financial- Base Pay- Variable Pay- Ownership- Cash recognition- Other Pay

Indirect Financial- Benefits- Paid time off- Non cash recognition- Perks (perquisites)

Work Content- Variety- Challenge- Autonomy- Meaningfulness- Feedback

Career- Organisational advancement- Personal growth- Training- Employment security

Managing Up The skills you build now will likely put you

ahead of many of your superiors. How well you manage up is as important as

how well you manage down. Make your leaders look good, but carefully

manage your reputation. Build connections across the business and

industry.

Summary Build your leadership skills now. Think about what your career might look like in 5, 10, 20

years – portfolio approach. Review what types of businesses are best at each stage. Work for a business, own a business or own a job. Picking between Skills, Sectors and Channels. What is right in the Rewards Basket for you at each

stage? Managing up – make others look good too.

ContactGeoff ShawSaturn Groupgeoffshaw@saturngroup.co.nzDDI: 09 358 7412