Our ecosystem of leadership experts are galvanised by one purpose: To move minds and transform businesses and leave a legacy of proven value. As a team that is drawn from different backgrounds, including psychologists, strategy and commercial advisors, culture specialists and performance experts, we turn beliefs into a movement, transforming organisations and the leaders within.
For our third issue of M Magazine, we chose a theme that has surfaced again and again in client discussions with Australian executives: how do we future-proof growth for our organisations and more broadly, our nation?
Much of our work at Maximus focuses on developing leadership capabilities in this era of rapid change, so our second issue of M Magazine is dedicated to tackling the thorny topic of ‘innovation as a threat to Australia’, head-on.
At Maximus we focus our energy on creating experiences that promote future-focused thinking, enable purpose-led leadership and unlock partnering and collaboration. To this end, we have created M Magazine, a rich collection of material that’s inspirational and aspirational with genuine utility for leaders globally.
We live in a world where ‘digital’ is no longer a glorified marketing department in a company, or an economic sector on its own, but a layer over everything.
Whilst digital technologies are a remarkable tool for improving human lives in a truly transformational manner, leaders must critically think about the ethical implications of their decisions in the midst of the increasingly growing and powerful tech landscape.
In a new world of rapidly changing employee environments and potential redundancies in every industry, Maximus asks, what are you doing to ensure that your people have a job in the future?
From finance to marketing to human resources, across business, government and not-for-profits, today’s savviest leaders are immersing themselves in the principles of the previously niche field of behavioural economics. Maximus finds out why.
When it comes to planning for the future, some metropolises are ahead of the curve, embedding innovation into their way of life. Maximus looks at four such locations…
Development experiences must blaze new paths in order to prepare future-fit leaders. Director of Maximus, Brent Duffy, shares some ideas on how to do it.
Taronga Zoo’s CEO Cameron Kerr ignores the advice never to work with children and animals. Here, he talks about finding balance heading up a complex operation that’s under wide scrutiny and never sleeps.
Call it the captain’s juggle: leaders are being asked to achieve two seemingly contradictory outcomes: improve the mental health and well-being of their teams and increase productivity. Maximus explores how better organisational design can put your people in the low state and your organisation on the up.
When Maximus designed Fire Up The Future, the vision was simple: disrupt leaders – pushing their personal and professional boundaries – so they can lead into a more authentic, holistic future.
It’s often easy to take technology for granted. But when the largest coal power plant in the country suddenly went offline, the Tesla battery was able to supply enough electricity to power 30,000 homes in the blink of an eye.
The opportunities being created by innovation and disruption are immense. Leaders must adapt and learn to be positioned to successfully ride this speeding, changing wave rather than be dumped by it.
In our whitepaper, Maximus examine the relationship between culture and strategy in the age of disruption, the role of the leader as culture curator, and the criticality of getting culture right to mobile people and organisations.
Maximus examines the effects of seismic shifts in technology and institutional trust on Australian leaders, and recommends ways in which organisations can develop their leaders to meet the challenges.
After decades of leadership development modelled on higher education, frustrated executives and HR professionals are seeking a new way forward. Maximus has been working with leading Australian organisations on a new, innovative approach to compliment the current model: social leadership learning.
The business world is more competitive and the rate of change accelerating faster than at any time in history. Perhaps counter-intuitively, that means that it is crucial to deliberately build and execute business strategies with a future-focused vision.
Maximus has been collaborating with Chip Heath for some years. Recently, we took the opportunity to discuss how his latest organisational psychology principles are turning customer-satisfaction ratings from “average” to “advocate”.
The importance of special moments in our lives is the clue: memorable moments connect with customers. It looks simple, but it requires genuine heart.
Executives know there’s a huge wave of change across all industries. Being across the future of work is the difference between riding it or being dumped.
If you want to lead a high-performing organisation, it’s important to create the right conditions for everyone to thrive — you, your team and your employees. Find out how.
