Suncorp
A 13-year partnership builds a powerful leadership ecosystem
‘Building futures and protecting what matters’. Suncorp’s purpose is a positive statement about banking and insurance. But it’s more than that – it’s a broader ethos that underpins its commitment to better leadership and a 13-year ongoing strategic partnership with Maximus.
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Johnson & Johnson
A strong belief system focuses on high performance leadership
Maximus partners to deliver the only leadership program that draws talent from across Johnson & Johnson’s Family of Companies – consumer health, pharmaceutical and medical devices. Our Talent Excellence Program has undergone several iterations in six years to ensure we continue to deliver a connected, immersive experience, using a combination of experiential learning, psychometric analysis, coaching, and development projects.
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ANZ
A workplace social movement re-motivates thousands of leaders
A command-and-control solution would be too slow and nowhere near sticky enough. Surely there was a better way? There was. Following a top-to-bottom purpose and strategy reset, ANZ needed 10,000 leaders around the world to adopt new leadership behaviours. Fast.
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From Build Co to Run Co: retaining talent through transformation at NBN
We stepped into the NBN Co story in 2015 when the company was moving from building the broadband network infrastructure to managing and wholesaling to the telcos and specialist internet providers dealing with the end users. Transitioning from Build Co to Run Co, the days of spectacular growth had passed and the general business mandatories of simplification, shared resources, greater efficiencies and right sizing were now at the fore.
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Hort Innovation
Growing a culture of trusted leadership
Hort Innovation is the peak body for plant-based agriculture in Australia, representing the interests of thousands of growers across hundreds of types of fruits, vegetables, grains and other plant products. As an industry-owned, government co-funded, not-for-profit organisation, it’s not the usual client for Maximus, but good leadership is critical in any organisation.
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Western Sydney Airport
Opening the world's largest gateway to Australia
Western Sydney International Airport is developing a new city strategy to drive economic growth, jobs and opportunities for the region, state and nation. The success of this landmark project will largely be determined by the foresight of the project’s leaders. Our job – inspire and enrich strategic foresight to help WSA create something truly remarkable.
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Urbis
Preparing the next generation of Urbis leaders for a bold future
The difficulty many professional services firms experience as they grow, stems from the fact that the senior people remain heavily involved with client projects. This is understandable as they are technical specialists in this work and they’ve likely built their careers on it. However, unless they migrate to greater leadership responsibilities, or surround themselves with others with strong leadership skills, the risk is that the business is growing, but also growing weaker.
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Advisory services for executive succession planning
We have worked with many organisations across industry to support them in identifying and accelerating talent. This work is critical in setting organisations for the future. It is often sensitive work to be involved in, and while we pride ourselves on challenging perspectives, we treat the process with care and confidentiality. For this reason, whilst we can’t share specific examples, we can share the principles behind our approach and the processes we follow.
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NAB
Resetting NAB's leadership model builds true competitive advantage
Each of the big four Australian banks faces an ongoing need to review and improve to gain competitive advantage over the others, attract new clients and minimise churn. To help NAB achieve such a difference, we worked closely and systematically with them to introduce a new type of leadership, one which enabled more effective partnering between business and private bankers and their clients.
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Telstra
To create transformative leadership, first disrupt the leaders
Run over three years for top executive talent, The League, a high-performance leadership program, was developed specifically for Telstra by Maximus. The League challenged the organisation’s best and brightest leaders to become more, both in work and in life. Developing purposeful leaders able to envisage many horizons of opportunity for Telstra, The League equipped them with the capabilities to drive the business forward.
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Building better leaders in a resource-constrained environment
One of the particular challenges we face in working with a hospital is the many different styles of leadership at work. We’ve observed what leadership looks like in the ongoing drama of ER, scrubbed up to view it live in the operating theatres, and spent time with leaders in the hospital kitchens. Leaders in these different parts of the hospital have grown with different workplace cultures and dynamics, so their skills cannot be developed in a single, uniform way. It’s important for us to be able to shift gears and design programs tailored to each work environment.
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