Executive Education » News » What is Mark Daldorf, Chief People Officer, Inland Revenue, thinking about today?



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What is Mark Daldorf, Chief People Officer, Inland Revenue, thinking about today?

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As part of the redesign of our C-Suite programmes for 2020, we have had deep conversations with business leaders about what they need based on the evolution of organisations in a disruptive world. One of the people we have talked with is Mark Daldorf, Chief People Officer at Inland Revenue and member of the advisory group for the Business School’s Leading People and Culture programme.

Mark is curious about some very interesting patterns emerging in both public and private organisations globally, and believes it is vital to keep up-to-date with research and cutting-edge thinking. Engagement with others about what this means in New Zealand and how relevant it is for specific sectors and organisations is an important part of this work.

He sees many companies pulling back from big, ‘transformational’ change because it still comes from a top-down, big-impact mindset which is becoming less appropriate in today’s world.

“We need to learn to evolve and refrain from applying event-based change which means lurching from change to change. We’ve seen enough of that to know it doesn’t work.”

Mark is currently thinking about the value of ‘helix leadership’, which is emerging as a different way of designing organisations for an unpredictable future. Helix approaches solve many of the problems found in matrix organisations by enabling single-point accountability as well as adaptability.

He is also considering the challenges of generational change, including the ‘sandwich generation’ and how individuals and organisations need to be open to understanding and adapting to these changing needs and pressures on their people.

“It isn’t all just about millennials,” says Mark. “They will change the way people think about leadership but we have to understand that there are many different demographic impacts and pressures that can’t be ignored anymore.”

Mark encourages all of us to be open to looking at things that are outside our typical work. For instance:

  • What will social procurement mean for businesses and the way we think about what businesses are for?
  • What will happen in organisations as we begin to live healthily past 100?
  • How can we use ‘nudge’ strategies to make simple changes that have big impacts?
  • How will organisations change as different capabilities, such as creativity and emotional intelligence, become more crucial in decision making?

These are just a few examples of topics we will raise in our people development programmes for 2020. If you are interested in hearing more, please get in touch.

In the meantime, here are some references for those who are curious to learn more about the ideas raised by Mark:

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