Environmental Engineering Reference
In-Depth Information
FIGURE 22.8
The Transmission to Transformation
Shift for Improved Project and
Corporate Performance
TRANSMISSION
TRANSFORMATION
Inform Projects
Technical Inputs
Conventional Practice
Sustainable Future
Innovation and Flexibility
Change Management
Reductionist, linear and
deterministic approach
Complex, holistic, organic,
ecological model approach
Project Implementation Mode -
specialist structure and function
Key Objectives
Corporate Strategy and Forward
Planning Mode - open learning
organization
Imperative to
co-evolve and
transform
Key Objectives
Gain compliance
Best practice solution
Respond to context
Bottom line driven solutions
e.g. FIFO, work campus
Long-term co-operative advantage
Stakeholder responsiveness
Integration with soft and hard
regional infrastructure
Regional/cross sectoral collaborations
Sustainable community benefit
ASSUMPTION
Mitigation and do no harm
ASSUMPTION
Enhancement and do good!
may be needed both at the project level, and in the overall organization. Applied to a min-
ing company, conventional practice on the left side, with conventional specialist structure and
functions applied to both company and projects, will evolve to a more complex open learning
organization capable of innovation and l exibility, learning and adaptation, and the ability to
engage change management. Transformation in structure and function allows more progres-
sive and wider project objectives to be understood as 'value adding', and hence, to reframe
the value proposition of the company and its broader and longer-term business objectives. It
can then become an early adopter to meet the challenges of changing operating environment.
How practical is this? Clearly corporate innovation and change cannot occur quickly.
The answer is that such change is likely to evolve progressively over time and at a rate
that is practical and feasible.
Figure 22.9
suggests that sequential mining projects over
time allow plenty of opportunity for progressive change and innovation at all levels - at
the corporate level and at the project operations level.
Figure 22.9
illustrates this evolving
'transformational' change and innovation process. In practice, actual change may differ.
The point however is to acknowledge that the environmental scene is continually chang-
ing, and so should industrial and societal response.
The point is to acknowledge
that the environmental scene
is continually changing, and so
should industrial and societal
response.
New Voices and New Power
The revolutionary development of digitized information communication technologies
heralds the emergence of a new and important global power and global voice - in this text
termed 'infosphere'. The infosphere is relevant for mining companies beyond the conven-
tional stakeholder relationships with communities, society organizations and routine deal-
ings with national, regional and local governments. It represents something entirely new,
and its open-sourced nature and fantastic growth rate indicate its growing relevance for
the mining sector and for civilization as a whole.
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