STATEOFPLAY.ORG COPYRIGHT © 2019 – ALL RIGHTS RESERVED VCI PTY LTD 2019 Survey Data Pack
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
STATEOFPLAY.ORGC O P Y R I G H T © 2 0 1 9 – A L L R I G H T S R E S E R V E D V C I P T Y L T D
2019 Survey Data Pack
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
1. ABOUT STATE OF PLAY
2. DATA PACK
Overview
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
800+ Respondents to the 2018/19 survey
60 Countries represented in 2018/19
13 Commodities represented in 2018/19
70+ CEOs & Board members interviewed since 2013
$800bn Combined market capitalisation of interviewed companies
399 Companies in 2018/19 survey
68% Of respondents were executives in 2018/19
‘What this survey really does is drive an arrow through the major mining innovation issues. I hope people pay a great deal of attention to it’
– Mining CEO
State of Play – largest mining survey in the world
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
We are striving to create an independent, standalone platform to support discussion of innovation at a strategic level, uncover fundamental insights into the industry dynamics and identify trends in how
businesses are establishing competitive advantage
High capital, long lifecycle investments and significant market
risk
Community integration across countries and regions, often as an
alternative to government
Gap in available literature, most of which focuses on consumer or
technical innovation
What differentiates strategy and innovation in the primary industries…
Our aspirations for State of Play
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
OPENNESS
KNOWLEDGE CAPABILITYOur roots are in the development of strategy for businesses in the primary industries, giving us a great
foundation of knowledge and an extensive network
We find and ask global experts and senior business leaders their perspectives to challenge our own thinking as well as others
We hire the best students from leading universities, train them in our strategy advisory business and give them autonomy
How State of Play consistently produces quality insight
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
State of Play’s innovation return metrics
Total shareholder returnsShare price + dividends
Over a four year periodDec 31 2014 – Jan 13 2019
Risk adjustedTo account for volatility
Company PerformanceRelative to share market
returns
1
2
3
=
We hand picked
15 global companies
and measured their individual innovation perspective
17 commoditieswho manage over
Relationship Analysis
The rest of the industry relies on flawed approaches:
Mythologies
Academic papers
• Relies on anecdotal evidence and industry “best-practice”• Skewed by personal experiences of key decision-makers• Shaped by stakeholders with specific agendas• Not based on quantitative data over the long-term
• Hard to disprove due to complexity of factors
• Uses R&D spend or patents as measure of innovation• Doesn’t address the methods to execute innovation• R&D spend often distorted by tax incentives and structures• Patents is not applicable in natural resources context
• Studies not conducted in mining, limiting applicability
In a world first, our researchers have uncovered the direct relationship between innovation strategies and total shareholder return in the mining
industry.
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
State of Play has engaged leaders across the globe
• Alan Bye: Vice-President, Technology, BHP
• Alex Atkins: Non-executive Director, Ausdrill
• Alister MacPherson: General Manager, Caterpillar (Westrac)
• Andrew Harding: CEO, Rio Tinto Iron Ore
• Andrew Melouney: CISO, Woodside Energy
• Andrew Michelmore CEO of MMG
• Andy Munro: General Manager, Rio Tinto Iron Ore
• Barry Fitzgerald CEO of Roy Hill
• Bill Rupp, CEO (former) JBS Beef
• Brad Parsons: CEO and Founder, MOVUS
• Brent Beregon, Vice-President, GoldCorp
• Carl Weatherell: CEO, Canada Mining Innovation Council
• Carla Boehl: Digital Operations Manager, Caterpillar (Westrac)
• Cherie Burgett, Director, MM-ISAC
• Chris Erikson: General Manager, Roy Hill
• Chris Griffth: CEO, Anglo Platinum
• Chris Salisbury: CEO, Rio Tinto Iron Ore
• Chris Sheppard: COO, AngloGold Ashanti
• Daein Cha: Managing Director, Transborders Energy
• Danielle Bull: General Manager, Caterpillar (Westrac)
• Darren Matthews, General Manager, Rio Tinto
• David Martin: Co-founder & Managing Director, Power Ledger
• Davis Cook: CEO, Research Institute for Innovation and Sustainability (RIIS)
• Debby Blakey: CEO, HESTA
• Denise Goldsworthy, Chair, MRIWA
• Diane Smith-Gander: Non-executive Director, Wesfarmers
• Diego Hernández CEO, Antofagasta PLC
• Edward (Eddie) Fry, Chairperson, Indigenous Land Corporation
• Erica Smyth: Chair (former), Toro Energy
• Frank Tudor: CEO, Horizon Power
• Gary Goldberg CEO, Newmont Mining
• Glenn Kellow CEO, Peabody Energy
• Graeme Hunt: Chairman, AGL
• Graeme Speak, Founder & CEO, BankVault
• Graham Kerr: CEO, South32
• Iván Arriagada: CEO, Antofagasta PLC
• Jack Sato: Chairman, Transborders Energy
• James McClements: Managing Partner, Resource Capital Funds
• Jason Waters: CEO, Synergy
• Jimmy Wilson: CEO, CBH Group
• Johan Coetzee: Director, South32
• John de Vries: CEO, Blackrock Mining
• John Voeller: CTO (former), Black & Veatch
• Jon Bell, CEO, Greenfields Exploration
• Kirby Johnson: Global Partner, Cognizant
• Luiz Mello, Executive Manager, Vale
• Mark Woffenden: CEO, MRIWA
• Mark Stickells, Executive Director, Pawsey Supercomputer
• Matt Taylor: CEO, Western Rock Lobster Council
• Michelle Ash: Chief Innovation Officer (former), Barrick Gold
• Mike Lomman: General Manager, Roy Hill
• Mike Neal: Co-founder and CEO, DecisionNext
• Neal Froneman: CEO, Sibanye Gold Limited
• Partha S. Bhattacharyya, Chairman and MD (former), Coal India Limited
• Philip Davies: CEO, Infrastructure Australia
• Prakash Thangamuthu: Managing Director, Thriveni Earth Movers
• Rebbecca Kerr: General Manager, Roy Hill
• Rick Howes: President and CEO, Dundee Precious Metals
• Robert Gray: Chief Commodities Strategist, Resource Capital Funds
• Robert Hough, Deputy Director, CSIRO
• Robert Rodriguez: CEO, Sinet
• Sandeep Biswas: CEO and MD, Newcrest Mining Limited
• Sean Boyd: CEO, Agnico Eagle
• Sietse van der Woude: Chairman, South African Institute of Mining and Metallurgy
• Sharon Warburton: Non-executive Director, Fortescue Metals Group
• Srinivasan Venkatakrishnan: CEO, AngloGold Ashanti
• Stephen McIntosh: Group Executive, Rio Tinto
• Strini Mudaly, CIO, Gold Fields
• Stuart Tonkin: CEO, Northern Star
• Sudip Chaudhuri, Global Practice Head for Mining, WiPro Limited
• Sue Murphy: CEO, Water Corporation
• Tamryn Barker: CEO, CORE
• Terence Goodlace: CEO (former), Impala Platinum
• Thomas Leen: Vice-President, BHP
• Tom Albanese: CEO, Vedanta Resources
• Tom Butler: CEO, International Council on Mining and Metals (ICMM)
• Tom Goerke, Director, CISCO
• Tracey Slatter: Managing Director, Barwon Water
• Vanessa Guthrie: CEO, Minerals Council of Australia
• Vinay Prakash: CEO, Adani Enterprises
• Zane Prickett: Director, Unearthed
NOTE: Titles correct as of interview date; Not exclusive
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State of Play has been supported by a network of global relationships
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
1. ABOUT STATE OF PLAY
2. DATA PACK
Overview
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
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13
14
20
23
29
31
39
57
65
0 10 20 30 40 50 60 70
Globalisation
Ageing population
Geopolitical tensions
Asian (inc. India) economic development
Role of government and regulation
Renewable energy transition
Technically aware generation entering the workforce
Transparency and social expectations
Environmental pressures
Technological change and disruption
Global Trends
We asked: Which of the following global trends will have the biggest impact on innovation in mining over the next 15 years?By % of respondents given three options
Sources: State of Play
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10
11
12
20
20
33
51
67
73
0 10 20 30 40 50 60 70 80
Biotechnology
Computing power
Advanced materials
Manufacturing technologies
Communications technology
Virtualisation and augmented reality
Energy technologies
Sensing and data
Artificial intelligence and analytics
Robotics and automation
Technology Areas
Sources: State of Play
We asked: Which underlying technology areas will have the biggest impact on innovation in mining over the next 15 years?By % of respondents given three options
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19
26
29
30
30
32
40
40
45
0 5 10 15 20 25 30 35 40 45 50
Health and safety
Country risk
Deeper ore bodies
Attracting people into the industry
Mining specific technologies
Energy costs
Community expectations
Ore body grades
Commodity prices
Environmental concerns
Industry Trends
Sources: State of Play
We asked: Which of the following industry trends will have the biggest impact on innovation in mining over the next 15 years?By % of respondents given three options
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13
14
25
32
37
37
39
0 5 10 15 20 25 30 35 40 45
Mining piloting site
Technology roadmap
Venture capital and start-ups
Skil ls
Research
Collaboration
Tax policy
Regulation
Government and industry bodies
We asked: Where can government best intervene to support innovation in mining?By % of respondents given two options
Sources: State of Play
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20
21
22
22
33
36
39
42
47
0 5 10 15 20 25 30 35 40 45 50
Processing
Exploration
Customers
Extraction
Supply chain
Energy
Community
Business models
Data
People
Potential Disruption
Sources: State of Play
We asked: Where is disruption in the mining industry most likely to come from?By % of respondents given three options
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Mining perception
10
13
16
17
17
26
32
34
54
79
Influence with government
Poor industry representatives
Economic distortions
High profile accidents
Not seen as technologically advanced
Association with fossil fuels industry
Extractive and unsustainable
Community impact
Poor understanding/communication of mining benefits
Environmental impact
0 10 20 30 40 50 60 70 80 90
Sources: State of Play
We asked: Why is mining perceived negatively in society?By % of respondents given three options
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11
18
21
23
29
30
43
50
70
0 10 20 30 40 50 60 70 80
Governments
Explorers
Contract mining companies
Engineering and construction
Small mining companies
Large services companies
Other industries
Research institutions
Small services companies (incl. start-ups)
Large mining companies
Who is impacting innovation
Sources: State of Play
We asked: Who is driving innovation in the mining industry the most?By % of respondents given three options
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14
19
22
24
34
35
40
44
55
0 10 20 30 40 50 60
Community
Customers
Energy
Supply chain
Exploration
People
Business models
Processing
Extraction
Data
Value chain
Sources: State of Play
We asked: Where in the value chain are your innovation efforts primarily focused today?By % of respondents given three options
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20
22
24
25
25
25
44
48
58
0 10 20 30 40 50 60 70
Community support
Capital costs
Brand
Project viability
Throughput
Market revenue
People
Risk reduction
New opportunities
Operating costs
Value source
Sources: State of Play
We asked: What are your company’s main sources of value from innovation?By % of respondents given three options
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17
22
24
27
28
29
31
44
66
0 10 20 30 40 50 60 70
Ore body
Asset design
Market (pricing)
Operations
Asset development
Acquisitions
Country (geography)
Exploration
Partnering
Technology
Acceptable risk
Sources: State of Play
We asked: As a mining business, where would you accept risk in order to increase financial returns?By % of respondents given three options
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Transparency as a driver of value
We asked: Will transparency of the source of raw materials become a significant driver of value for mining companies?By % of respondents
58
27
15
0
10
20
30
40
50
60
70
Yes Unsure No
Sources: State of Play
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Cyber security
We asked: Does your company place sufficient emphasis on cyber security?By % of respondents
63
25
12
0
10
20
30
40
50
60
70
Yes No Unsure
Sources: State of Play
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Cyber security risk
3
10
14
20
25
30
43
56
0 10 20 30 40 50 60
Environmental damage
Product delivery
Human safety
Loss of equipment control
Financial loss
Brand sabotage- Damage to brand reputation
Loss of view (data going dark or corrupted)
Theft of data
Sources: State of Play
We asked: What is the biggest risk from cyber security for your business?By % of respondents given two options
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Importance of innovation
We asked: How important is innovation to the success of your long-term business strategy?By % of respondents
62
35
3
0
10
20
30
40
50
60
70
Critical Important Not important
Sources: State of Play
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Innovation timeframe
We asked: What is the key time frame for innovation focus in your company?By % of respondents
15
43
29
9
4
0
5
10
15
20
25
30
35
40
45
This year 1 to 3 years 3 to 5 years 5 to 10 years 10+ years
Sources: State of Play
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Innovation spend
We asked: Do you think your company spends enough on innovation? By % of respondents
51
47
3
0
10
20
30
40
50
60
Not enough Enough Too much
Sources: State of Play
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Change in innovation spend
We asked: How do you expect spending on innovation to change next year?By % of respondents
6
47 46
0
5
10
15
20
25
30
35
40
45
50
Decrease Stay the same Increase
Sources: State of Play
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Approach
We asked: Which phrase best represents your company’s approach to technology based innovation?By % of respondents
16
30 30
24
0
5
10
15
20
25
30
35
Lead across industries Lead in industry Fast follower Conservative follower
Sources: State of Play
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Technology focus areas
5
12
21
21
22
25
35
48
49
62
Biotechnology
Advanced materials
Manufacturing technologies
Computing power
Virtualisation and augmented reality
Energy technologies
Communications technology
Robotics and automation
Artificial intelligence and analytics
Sensing and data
0 10 20 30 40 50 60 70
Sources: State of Play
We asked: Which underlying technology areas receive the most innovation focus in your company?By % of respondents given three options
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Digital technology
11
12
26
28
31
37
44
45
66
Augmented reality
Blockchain
Mobile
Cloud
Robotics
Autonomous vehicles
Internet of things
Artificial intelligence
Big data analytics
0 10 20 30 40 50 60 70
Sources: State of Play
We asked: Which of the following digital technologies will have the biggest impact on your company over the next 5 years?By % of respondents given three options
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Business value of digital technologies
18
24
29
33
38
45
46
67
Enhancing product attributes
Improve customer satisfication
Increase responsiveness to the market
Improve product quali ty
New growth from new products & services
Increase revenue from existing products & services
Reduce safety risks and related cost
Reduce cost
0 10 20 30 40 50 60 70 80
Sources: State of Play
We asked: How could digital technologies create business value for your company over the next 5 years?By % of respondents given three options
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Barriers to digital innovations
10
14
18
31
33
35
37
38
40
43
Government regulations
Cyber security & privacy concerns
Lack of top management commitment
Lack of technological infrastructure
Lack of technical resources
Unclear business model and strategic vision
Lack of digital skills
Organisational culture
Lack of financial resources
Lack of experience with digital innovation
0 5 10 15 20 25 30 35 40 45
We asked: Which barriers are most important for implementing digital innovations in your company?By % of respondents given three options
Sources: State of Play
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Energy sources
4
6
11
15
23
25
37
44
62
72
Geothermal
Nuclear
Hydrogen
Other (e.g. biofuels)
Hydro power
Wind
Coal
Oil & diesel
Gas
Solar
0 10 20 30 40 50 60 70 80
We asked: What energy sources will become the most widely used in your country’s mining companies over the next 15 years?By % of respondents given three options
Sources: State of Play
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Renewable energy technologies
We asked: Will renewable energy technologies significantly change mining operations in your country over the next 15 years?By % of respondents
61
24
15
0
10
20
30
40
50
60
70
Yes No Unsure
Sources: State of Play
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3
4
11
26
28
28
44
56
0 10 20 30 40 50 60
Venture fund
Spin-offs (separate business)
Acquisition
R&D group
Culture
Internal special projects - 'skunk works'
Partnering & collaboration
Continuous improvement
Structures
We asked: What structures does your business use to innovate?By % of respondents given two options
Sources: State of Play
35
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Approach
9
26
27
39
Bottom up: Culture and incentives
Random: No clear approach
Top down: Targeted strategy and systems
Both: Top down and bottom up
0 5 10 15 20 25 30 35 40 45
We asked: How would you characterise your company’s approach to innovation?By % of respondents
Sources: State of Play
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Driver of innovation
3
4
4
5
6
7
11
14
22
26
Head of strategy
Junior staff
Other (please state)
Board
Frontline leaders (e.g. Supervisor)
Head of operations
Business unit heads
Head of technology
Chief executive officer
All – it is core to our culture
0 5 10 15 20 25 30
We asked: Who is the biggest driving force for innovation in your company? By % of respondents
Sources: State of Play
37
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Improving innovation
14
19
20
20
27
28
39
41
43
48
Board leadership
Decentralise accountabi lity
Diversity
CEO leadership
Partnerships
Incentives and metrics
Link to strategy
Innovation processes
Culture
Vision and roadmap
0 10 20 30 40 50 60
We asked: How could you best improve innovation in your company?By % of respondents given three options
Sources: State of Play
38
© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Incentive to innovate
12
12
14
20
23
24
38
58
Competition
Money
Career promotions
Goals
We don't
Autonomy
Leadership
Culture (incl. success stories)
0 10 20 30 40 50 60 70
We asked: How do you incentivise your workforce to innovate?By % of respondents given two options
Sources: State of Play
39
© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Partnering
6
7
10
19
23
36
38
62
Acquisition
Venture capital
Single partner
Open innovation
Customer
Research centre
In-house
Selected partners
0 10 20 30 40 50 60 70
We asked: When aiming for a breakthrough innovation, what partnering approaches would you use?By % of respondents given two options
Sources: State of Play
40
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Perception of risk
2
16
19
25
25
27
37
41
45
63
They're not
Ore body variability
Investors
Piloting difficulty
Compliance
Revenue interruption
Market uncertainty
Payback periods
High capital
Industry culture
0 10 20 30 40 50 60 70
We asked: Perceptions of risk can be an impediment to innovation in mining – What do you believe is the primary reason for this?By % of respondents given three options
Sources: State of Play
41
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Corruption
We asked: How often do you encounter corruption in your job?By % of respondents
1
5
20
43
31
0
5
10
15
20
25
30
35
40
45
Always Often Sometimes Rarely Never
Sources: State of Play
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Innovation performance
30
62
7
0
10
20
30
40
50
60
70
Below expectations Meeting expectations Exceeding expectations
Sources: State of Play
We asked: How are your innovation programs performing?By % of respondents
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Innovation success
We asked: How successful have introductions of new innovations been into your business?By % of respondents
1
27
61
10
0
10
20
30
40
50
60
70
Generally a failure Not very successful Successful Highly successful
Sources: State of Play
44
© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Implementation failure
16
20
21
23
26
32
34
34
39
56
Team composition
Skil ls
Unforeseen impacts
Impatience
Budget
Leadership
Complexity
Technology readiness
Resistance
Competing priorities
0 10 20 30 40 50 60
We asked: When implementation programmes of new innovations fail, what is generally the reason?By % of respondents given three options
Sources: State of Play
45
© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
Team structure
7
29
31
33
Allocate to existing implementation group (eg. PMO, BI)
Feed through existing hierarchy
Form dedicated cross functional team
Customise approach for circumstances
0 5 10 15 20 25 30 35
We asked: What team structure do you use for implementing new innovations?By % of respondents
Sources: State of Play
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© VCI Australasia Pty Ltd as trustee for VCI Unit Trust 2019The author’s right to be identified has been asserted
S U P P O R T E D B Y
W W W . S T A T E O F P L A Y . O R G
Graeme [email protected]
Paul [email protected]
Xavier [email protected]
Madi Ratcliffe Stephanie Munro
C O P Y R I G H T © 2 0 1 9 – A L L R I G H T S R E S E R V E D V C I P T Y LT D
Kevin Ong
AUTHORS
CONTRIBUTORS
Peter Nicholls Vania Aranibar Helena Trang