2020 Vision: How Global Business Leaders See Australia's by Graham White

By Graham White

Six top Australian-born, foreign company figures speak about the effect of globalization and know-how on Australian enterprise during this exam of the way forward for company in Australia. The members are Rupert Murdoch, president and CEO of reports company; Jacques Nasser, former CEO of Ford Motor corporation all over the world; Geoff Bible, president and CEO of the Philip Morris crew; Leigh Clifford, CEO of Rio Tinto PLC; Rod Eddington, CEO of British airlines; and Professor Lord could of Oxford, president of the Royal Society and previous leader clinical consultant to British major Minister Tony Blair. mentioned are Australia's funding competitiveness, executive management, taxation coverage, social attitudes and associations, the Australian paintings ethic, and office family members.

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Even when that is done, and when real risks can be reasonably assessed, we have to acknowledge that people’s subjective views and fears may not align with objective reality, and even though some scientists may consider such fears irrational, they need to be heard and considered in any genuine open debate. We need to accept too that many people will bring other agendas to such debates. But recognising all the difficulties of trying to conduct full and open debates on scientific issues — all the fears and all the interest groups that will buy in — I still believe they are outweighed by their trust-promoting benefits.

Hence, the partnership program which allows junior executives to spend time with the most senior executives and get a glimpse of the full range of issues. That means no secrets — the younger executives sit in on everything, even a discussion on Australia’s future. Jac Nasser has prepared a series of one-line reminders of items he wants to cover and he speaks to each concisely and coherently. The lucidity is impressive. Indeed, it is almost impossible not to be impressed by Jac Nasser: he has intelligence, energy and — notwithstanding the toughness that earned him the nickname Jac the Knife — he is very personable and even charming when the occasion permits.

Smaller companies don’t allow the luxury of specialisation in a narrow field. You need to be a bit of a jack of all trades — literate in just about all areas of the business and specialist in something. That’s a bit of a template for leadership. In Australia I was managing small companies in my twenties. That wouldn’t happen so much in the US; you’d more likely be working your way up through some specialised area — the legal department, finance or whatever, developing a very deep understanding of your own field, but somewhat isolated from other departments.

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