1. Leading to Action Kirsty Hunter Tuesday 20th June

2. The Story • 12 months ago… • Datacom were seeking to improve performance, grow and improve shareholder’s value • Company identification • Outsourcing personality disorder • Structural obstacles • Hidden values • Inconsistent language • Limited participation • What I wanted – make life easier for myself and the people working with me - seek “happiness” in the work environment

3. The Neighbourhood • Outsourcing, offshoring and globalisation • Growth – Datacom rapidly grew in numbers, clients and locations • Long sales process, highly geared on relationships and cost/value proposition • Datacom had a niche market space, profits were above target and client retention was excellent “so why bother chasing “happiness”

4. The Household • High change, challenging execution, multiple levels of relational interaction • Minimal collaboration – knowledge transfer • Structural impediments, team organisation and shared resources not aligned and identified • Inter company communication rocky • Change and more change

5. The Family • Fractioned – sub optimal engagement • Burnt out • Discomfort with candour and genuine exchange • Technically brilliant – struggling with the intangible • Special people, collective identity missing and little trace evidence of “how” we do what we do

6. Religious experience Values and purpose Personal awareness – who am I? Genuine exchange – trust and team work Are we here to be happy? What does happy mean? How do I articulate what we will get out of this effort? Simplicity requires a great deal of thinking, exchange and trust

7. Something’s different • Personal leadership • Energy field • Engagement and participation • Talent development and retention • Fitness for change – tough game • Balance

8. New experiences • Market analysts have identified Datacom as a significant contender • Gallup program to frame engagement • Corporate Games – 180+ people participated • Engagement programs – mentor program initiated for 2006 • Executive Coaching and leadership training • Management team collaboration – all levels • CEO has introduced a balanced scorecard!

9. More challenges to tackle • Understanding how to gear organizational succession and the culture that sustains • Building meaningful relationships with each other to improve collective performance • Building demonstrable connection between performance and leadership • Optimism – working the moment

10. Datacom will deliver Engagement Performance Leadership While improving shareholder value, long term talent retention and innovative solutions