Dr Marianne Broadbent's Biography
Marianne Broadbent is a Managing Partner
of NGS Global, based in Australia. She has been working in the leadership,
management and strategy areas for over 20 years, with a particular emphasis on
working with organisations to shape and develop their strategic, executive and
team capabilities. She has practical and pragmatic insights into what makes
executives effective, every day, through her work at senior levels of business
and government, identifying and nurturing high calibre executive leaders and
their teams.
Dr Marianne Broadbent has a distinguished career in both business
and academia with the rare ability to work with different types of business,
industry and government executives and professionals. She was previously a
Managing Director at the innovative global executive search, development and
talent management firm, Edward W Kelley & Partners (EWK).
Dr Marianne Broadbent has also been a Senior Vice President, New
Product Development for Gartner Inc globally, where she split her time largely
between offices in Stamford, CT (USA) and Melbourne, Australia. Prior to
joining Gartner in this role in 2005, Dr. Broadbent was Associate Dean at
Melbourne Business School, University of Melbourne and held the Chair in
Management (Information Systems). From 2000-2003 Dr Broadbent was Group Vice
president for Gartner’s Executive Programs, leading CIO research and knowledge
assets globally for that service. She is the founder of Gartner’s CIO Academy
and in 2003 she was awarded the prestigious title of ‘Gartner Fellow’. Dr
Broadbent joined Gartner in 1998 to lead the CIO business in the AsiaPacific
region. Prior to that she was Associate Professor at Melbourne Business School,
a visiting researcher at Boston University, and held other academic, business
leadership and consulting positions.
Dr Marianne Broadbent is a sought after speaker at industry and
corporate conferences around the world. Her work and views have been published
in many genres, from academic journals to regular columns and trade papers. She
is co-author of two ‘top selling’ books published by Harvard Business School
Press: The New CIO Leader: Setting the Agenda and Delivering Results (first
author, HBS Press, 2005) and Leveraging the New Infrastructure: How Market
Leaders Capitalize on Information Technology (co-authored with Peter Weill, HBS
Press, 1998). She has also led her own consulting firm specializing in business
and technology governance, and the integration and execution of corporate,
business and functional strategies. Dr Broadbent is member of the Board of the
Victorian College of the Arts and a Fellow of the Australian Institute of
Company Directors.
Speaking Topics Include
Leading Global
Teams That Work
increasingly business is being conducted by groups of people who are not
necessarily co-located. Within organisations, technology has enabled teams to
operate across geographic and political boundaries, and across cultures. People
are often part of several virtual teams – working with others with whom they are
not co-located. Some teams will comprise individuals working for different
organisations in an external sourcing arrangement, in a joint venture, or in an
end-to-end supply chain or customer care process. What are the challenges of
leading a virtual team and being part of a leadership team spread across three
continents? For most of the past 15 years, Marianne Broadbent has led globally
dispersed teams, recognised internationally as high performing teams.
In this session Marianne shares and
reflects on those experiences - what worked, and what didn't work. She put
those experiences into her current context of executive search, leadership
assessment and advisory work, where she is constantly diagnosing and assessing
'teaming' and 'collaborative' capabilities in individuals and groups.
The Executive and
IT Governance: What is it and how can you improve it?
Executives want to be able to make better
decisions faster. This is especially the case around decisions related to
information technology investments and IT-enabled business initiatives. This
means good governance of IT – clarity and transparency around input, decision
rights and accountabilities for information and IT-related decision making. But
with the greater infusion of IT responsibilities in business and greater
business understanding of IT professionals, these areas are now muddied.
In this session Dr Broadbent will work
through how leading firms are using good governance to help shape better and
more informed decision making. It's not one size fits all, but there are some
real learnings about what is important based on different business
perspectives.
CEO and Executive
Succession Planning: What does it really look like?
CEOs appointed from within an organisation tend to be more successful than those
appointed from an external candidate pool. The appointment of a significant
number of senior executives from an internal talent pool also gives a great
message to others about the quality of experiences gained as an executive or
manager in an organisation. Understanding capabilities at different levels
helps inform smart decisions bringing people into the organisation. While you
can never guarantee who should succeed whom and when, knowing and growing the
right talent is a now a mainstream competence for business performance. It is
also critical in mitigating risk.
This session explores the practice of
Succession Planning in organisations – how are thoughtful and effective
organisations developing and sustaining their talent pool? How do they extend
and enrich work experiences and provide practical opportunities for mobility
experiences as part of talent pool development and regeneration?
The Board and IT
Governance: Making it Work
As IT-related capabilities and expenditure
are now so significant, and IT-influenced risks so pervasive, it seems obvious
that these are areas that Boards should now be dealing with in a timely way and
with the necessary expertise. At the top level, Boards are responsible for
corporate governance. The executive team, led by the CEO, is responsible for
shaping and implementing informed strategies, encouraging desirable behaviors
and managing key assets for sound performance. These assets cover many classes,
such as financial, relationships (with customers, suppliers etc), people,
physical resources, intellectual property and information and IT. While the
governance of IT in enterprises is improving it is still relatively immature.
And that appears even more so at board level.
In this session Dr Marianne Broadbent
shares recent experiences working with boards on IT governance. Note: When this
session was included in annual Australian Institute of Company Directors
Conference it was the first session booked out.
For Chief
Information Officers, their teams and technology service providers
Building and
Sustaining Great Talent
Great talent will go to where it is
appreciated, valued, and encouraged to thrive. Effective talent management
requires taking thoughtful and considered actions today. It's not something to
do next month or next year. By then the 'talent' will have walked and it's very
hard to get it back. Conscientious talent management and succession planning is
now a mainstream expectation for all executives. It's not something to do when
things slow down. For truly competitive organisations, it is now a 'must do' to
deal effectively with growth, with changing or shifting demands, be they to
contain costs, develop innovative ways to delight customers or integrate a
newly acquired business. But it's not easy to do well. It takes persistence,
creativity and constant executive engagement to 'know and grow' the talent you
have.
This interactive session explores how
business leaders and strategically-focused people and capability directors
shape, implement and sustain an effective talent management program that shape,
implement and sustain an effective talent management program that delivers the
next level of organisational performance, while minimising risk.
Implementing
Exceptional 21st Century Leadership
The Executive environment has changed
irrevocably. Private and public sector enterprises have all raised the
performance bar for executive talent and shortened the time frame for an
appointee to prove themselves. At the same time, technology is fundamentally
changing how businesses operate and longstanding competitive positioning.
Innovation and business regeneration is now a requirement to remain
competitive. However, identifying new business models is usually not the
biggest challenge – rather it is implementing the change, executing on
innovation through difficult economic times. This requires change in how
organisations operate, changes in internal business governance, changing in
necessary people capabilities and changes in the way people do their work and
behave.
This is particularly the case for
executives and managers as their ability to make and implement better decisions
faster becomes critical. It means much greater focus on how organisations 'know
and grow' their own people capabilities.
This session examines the changing demand
on executives and managers and what organisations can do by way of 'executive
innovation'. The focus is on how leading organisations are implementing
practical and pragmatic approaches to assessing and developing leadership and
cultural capital to accelerate their performance.
Note: This session has been run as a
Keynote, and as a half day or full day workshop in different countries around
the world
Learnings on
Leadership: Developing your Personal Strategy
Expectations for leaders and leadership
have shifted over the past decade. These shifts are influenced by the
interaction between sectors, in how organisations have evolved, and in the
diversity of individual aspirations. Some attributes of leaders and of
organisations now matter much more than previously. These are important inputs
for individual managers and executives.
This session will examine:
• What sustains executive success today,
and what does it mean for individual executives?
• Your organisation's values base? Why
does it matter to you and your organisation?
• Your personal strategy: what is it and
why have one?
Drawing particularly on her leadership
advisory work, Marianne will share her insights on the changing expectations
for leaders, how those expectations are being met and the implications for the
sort of personal strategy we should each consider.
Creating Innovative
and Effective Teams
The era of the 'hero CEO' and 'hero'
executive has not passed. Work gets done in teams and great leaders lead great
teams. They don't do it on their own. They work with their team, their peer
colleagues and the rest of the executive to set the vision and identify what it
takes to get there. They are dependent on their team members for follow through
and dependent on their broader team to exercise leadership that is consistent
with the desired culture and values of their organisation. Teams with
diversity, that is, that comprise members with different backgrounds and
experiences and a good gender mix, are more likely to be both more creative in
their approach to solutions and contribute more to business performance.
This interaction session examines what
makes teams dysfunctional, what makes teams effective. It challenges each
participant to review his or her contribution as a team member and explores
strategies for effective teamwork in the context of specific organisations.
The New CIO Leader:
Do you have one and would you know?
Executive teams need the support of a chief information officer who understands
both business and technology. A 'new CIO leader' has earned their place at the
executive table: they understand the fundamentals of the business and the
enterprise, they have a vision for the business and know they have to shape and
inform the expectations of their executive colleagues to realise and deliver on
that vision. They are able to weave together business and IT strategy,
understanding all the time that what their executive colleagues really want and
expect from them is to deliver, deliver, deliver.
In this session, Dr Broadbent will explore
what the role and responsibilities of a 'new CIO leader' from the perspective
of the CEO and executive team, drawing on multiple sources. These include her
international work with executive teams and CIOs and her book The New CIO
Leader as well as her most recent work in Leadership Assessment and Executive
Search. Why is this role so critical and what does it really encompass? How do
you know if your CIO has the 'right stuff'?
For board members
and CEOs
The 'New' CIO
Leader: Are you one or are you be sidelined?
For CIOs standing still is not an option.
The choice is to become a new – or constantly 're-new-ing' - CIO or to be
replaced. The choice is about executive leadership, and the demands change as
their business changes. CIOs who consciously or unconsciously fail to the shift
with their business will become mere technology mechanics. Their role as new
CIO leaders will not be eliminated—they simply won't have the job themselves.
A 'new CIO leader' has earned their place
at the executive table. They are able to weave together business and IT
strategy, understanding all the time that what their executive colleagues
really want and expect from them is to deliver, deliver, deliver.
In this session, Dr Broadbent will explore
the responsibilities and behaviors of new CIO leaders, drawing on multiple
sources. These include her international work with executives teams and CIOs
and her book The New CIO Leader as well as her most recent work in Leadership
Assessment and Executive Search. Why is this role so critical, what does it
really encompass? How close are you to being a new CIO leader?
Note: This session has been run as a
Keynote, and as a half day or full day workshop in different countries around
the world.