Unpacking our strategic enablers (how we win)
Developing leaders
ROLE-MODELLING CUSTOMER CENTRICITY, LIVING OUR VALUES, ENSURING ACCOUNTABILITY AND ONE BARLOWORLD
2021 STRATEGIC PRIORITIES
- Ensuring our leaders have greater exposure in the marketplace
- BBS Transformation Leadership Journey programme implementation
- The One Barloworld Leadership Competency Framework further integrated into key human capital processes in 2021
- Embed a high-performance culture
- Enable change
ABOUT TRANSFORMATION AND EMPOWERMENT (TED) DIALOGUES
The Transformation and Empowerment Dialogues (TED) programme helps us sustain our diversity and inclusion efforts by promoting nation building and creating a common psyche that enables our people to manage unconscious bias and fosters a sense of belonging. The idea is to reach a common understanding of our background as a divided nation and then to move forward together.
The dialogues commenced with our group executive team in 2018, which subsequently commissioned further roll-out of the programme to all our leaders, senior executives and middle management. This commitment is key to our EVP and will strengthen our organisation to achieve our bold and ambitious goal.
HIGHLIGHTS IN 2020
Designed the One Barloworld Leadership Competency Framework (LCF)
MANAGING FOR VALUE IN 2020
- Embedded clear performance accountability through the One Barloworld balanced scorecard
- Established core leadership competencies and then integrated these to design the One Barloworld LCF which is aligned to the Group strategy. We then rolled the LCF out across the Group at a senior leadership level
- LCF rollout and embedding and LCF assessments completed for all senior management employees
- Roll out of BBS-aligned leadership development to commence in Q1 of new financial year
OUR LEADERS DRIVE OUR VISION AND AMBITION
Strong leadership enhances internal morale and productivity, creates shareholder confidence and can have a significant impact on our share price.
Driving our active shareholder operating model by running the Group centrally, rather than on a federated basis, meant changing our leadership structure and focus. This was pivotal to our business transformation process and to business excellence. As an example - talent is managed centrally by business leaders, so that talent mobility is based on a collaborative, rather than a competitive approach. Enhancing talent mobility in this manner opens up new ways of thinking and creates growth opportunities that benefit both
employees and the business.
The success of the BBS depends on the commitment of all our people, guided by our leaders. People are at the heart of the BBS. If we are to ensure that our customers win, we have to free up our people's time and create avenues for them to participate in identifying problems and defining solutions, establishing clarity on outcomes and ownership thereof. That way we create better opportunities for them to grow and thrive, thus building sustainability of improvements where change capacity, a high-performance culture and operational excellence are the norm.
Deploying the right talent and driving culture change are key focus areas for the leadership team. The culture change is based on moving away from a 'command and control' approach to a structure based on trust between people. The executive team has also been tasked with promoting innovation on a 'fail fast' basis and ensuring our digital strategy is geared towards customer-centricity, operational efficiency and engaged employees.
Given that 'leadership' can mean different things to different people, the risk was a fragmented approach to performance and management. We mitigated this risk in 2019 by finalising and rolling out the One Barloworld Scorecard and Barloworld Leadership Competency Framework (LCF) which gives all leaders clear, consistent guidelines for leadership behaviour and actions based on a common foundation of stewardship and legacy, with a view to inspiring a world of difference in the short, medium and long term.
