AGSM

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AGSM Sydney Symphony Partnership Human
Resource Leadership Role
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Agenda
Opening Welcome Purpose Agenda Who am
I? Discussion Sydney Symphony
KPIs/Goals/etc Organisational Design Human
Resource Leadership Role Organisational
Change Close Summarise Thank you
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Sydney Symphony 2002/2003 KPIs

• Improve the relationship between Admin and
  Musicians and
• shift culture toward preferred culture by 10
  percent.
• Increase Admin and Musician understanding of the
  product,
• how the SSO works, and how everyone fits and
  improve relationships
• Design Orchestra Administration Structure to
  align with audience strategy
• and culture strategy.
• Implement new structure
• Commence culture shift with administration teams
  and musicians
• Forum promise a culture of respect.
• Set the stage for high performance teams and
  sections
• Reassess Culture
• Performance Management, ie Business and Team
  Planning for 2003
• Improve internal orchestra communication
  process.
• Improve Audition Process to minimise legal risk
  and musician angst
• Improve the quality of the orchestra

Sydney Symphony 2004 KPIs

• Culture review and program to achieve a positive
  impact on work environment
• Performance Management100 percent individual
  plans and reviews

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Sydney Symphony Organisational Change 2002/2003
Challenges
Climate of distrust
Enterprise Bargaining
Executive contracts
MD leaving
Recruitment challenges
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Human Resource Leadership Role
Organisational Design
High Impact Human Resources
Organisational Change
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Organisational Design Aligning strategy,
structure, systems and people
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Strategy/Structure Project

• Purpose
• To create a strong alignment between the Sydney
  Symphonys strategy, structure,
• and its people.
• Outcomes
• Improve audience connection and experience
• Annual surplus of 500,000 starting 31 Dec 2003
• More efficient Administration structure
• Fewer direct reports to the Managing Director
• Reduced Administration operational costs
• Strong structural fit with the preferred culture
• Structure, strategy, and culture implemented to
  ensure positive performance
• outcomes, ie attitude, motivation,
  productivity, financial, etc.
• Structure implemented as quickly as possible
  without sacrificing 2002 deliverables.

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Sydney Symphony Credo
The Sydney Symphony recognises the spiritual
power of music and is dedicated to the
performance of orchestral music. The orchestra
draws its substance from the engagement between
audiences and musicians at performances where
artistic excellence, the promotion of innovation
and the encouragement of creativity transcend
ordinary and everyday human experience. We
strive to earn and promote the Sydney Symphonys
status as an Australian icon and to build our
international reputation for excellence.
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Sydney Symphony Values Work in Progress 2002

• Artistic Excellence
• Orchestral Music
• Treating people with respect
• Working in teams
• Creating and maintaining strong working
• relationships.
• Connecting with the audience
• Being positive and proactive
• Creativity

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Sydney Symphony Vision 2002

• Consistently inspirational concerts
• Press consistently sings praises about us
• Our concerts are sold out
• Administration and Musicians feel very positive
  about each other
• ie trust, admiration, respect, and
  enthusiastic.
• We all support each other by acknowledging when
  someone
• does something well.
• The workload is a stretch, but not overwhelming
• We feel so positive about working for the Sydney
  Symphony
• that work becomes an energising experience and
  we consistently
• sing praises that this is the place to work.

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Sydney Symphony 2003 Business Plan A High Level
View
Towards 2003
BUSINESS/TEAM/INDIVIDUAL PLANNING PROCESS
CREDO
VISION VALUES
SOURCES OF COMPETITIVE ADVANTAGE
STRATEGIC PRIORITIES
COMPANY OPERATIONAL PLAN
BUSINESS SERVICES OPERATIONAL PLAN
MARKET DEVELOPMENT OPERATIONAL PLAN
ORCHESTRA OPERATIONS OPERATIONAL PLAN
PROGRAM DEVELOPMENT OPERATIONAL PLAN
TEAM/ INDIVIDUAL ACTION PLANS
TEAM/ INDIVIDUAL ACTION PLANS
TEAM/ INDIVIDUAL ACTION PLANS
TEAM/ INDIVIDUAL ACTION PLANS
APPRAISAL REWARD/RECOGNITION DEVELOPMENT
APPRAISAL REWARD/RECOGNITION DEVELOPMENT
APPRAISAL REWARD/RECOGNITION DEVELOPMENT
APPRAISAL REWARD/RECOGNITION DEVELOPMENT
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Sydney Symphonoy Administration Structure 2001
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Towards 2003 Positioning the Sydney Symphony for
Success High Level Process Flow

• Marketing Development
• of potential
• Audience
• (tickets, subscriptions, etc)
• Sponsors gifts etc

• Marketing Development
• of existing
• Audience (service)
• Sponsorships gifts, etc.

PROGRAM DESIGN
Create Consumer Demand
Service Consumer Demand
SYDNEY SYMPHONY PERFORMANCES
Facilitate Expedite Program Design
Service Support Program Design
Symphony
Sinfonia
modelling programming education artist Liaison
Orchestra Management, (ie. quality, rostering,
library etc. Performance Production, (ie
hardware, instrumentation, labour, Opera House
staff, etc.)
Orchestra operations, ie planning, finance and
logistics, book venue and costings Book
Artists, etc.
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Towards 2003 Positioning the Sydney Symphony for
Success Proposed Executive Structure
2001 STRUCTURE
Managing Director
Executive Assistant
Education Manager
Artistic Administrator
Director Marketing Communication
Director Development
Director Human Resources
Director Finance
Director Strategy New Markets
Orchestra Manager
Operations Manager
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Towards 2003 Positioning the Sydney Symphony for
Success Implementation Milestones

• Board concensus to executive structure
• Operationalise executive structure
• (job descriptions, competencies)
• Implement executive structure
• interim structure
• final structure
• Agree administration structure
• Operationalise administration Structure
• (job descriptions, competencies)
• Implement administration structure

MAY
JUN
JUL
NOV

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High Impact Human Resources
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High Impact Human Resource Management A Focus on
Simplicity
HIGH IMPACT HUMAN RESOURCE MANAGEMENT
HIGH IMPACT HUMAN RESOURCE MANAGEMENT
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Organisational Change
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Sydney Symphony Managing the people side of
organisational change
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Sydney Symphony OrchestraAdministration
December 2001Preferred Culture Circumplex N
42
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Sydney Symphony OrchestraAdministration
December 2001Actual Culture Circumplex N 46
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Sydney Symphony Organisational Change

• Communicated the business imperative and the
  vision
• Worked with Union
• Employee Consultative Committee
• Project Management
• Job descriptions
• Selection Recruitment where appropriate
• Managed job redundancy
• Implemented business team planning
• Communication sessionsMD Exec Team
• Communication sessionsExecutives with their
  teams
• Measured culture

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TrustImprovement since 2001

• Comparison to 2001
• Musicians improvement

• Average Comparison
• 2001 2004
  
• Musicians 2.15 2.9

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TrustImprovement since 2001

• Comparison to 2001
• Improvement

• Average Comparison
• 2001 2004
  
• Administration 2.71 3.1

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TrustImprovement since 2001

• 2001 Results
• Administration improvement
• Musicians improvement

• Average Comparison
• 2001 2004
  
• Administration 2.00 2.5
• Musicians 2.45 2.9

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Leader / ManagerImprovement since 2001

• Comparison to 2001
• Administration improvement
• Musicians improvement

• Average Comparison
• 2001 2004
  
• Administration 3.3 3.47
• Musicians 2.96 3.7

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Sydney Symphony Organisational Change Challenges
Climate of distrust
Enterprise Bargaining
Executive contracts
MD leaving
Recruitment challenges
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Strategy/Structure Project

• Purpose
• To create a strong alignment between the Sydney
  Symphonys strategy, structure,
• and its people.
• Outcomes
• Improve audience connection and experience
• Annual surplus of 500,000 starting 31 Dec 2003
• More efficient Administration structure
• Fewer direct reports to the Managing Director
• Reduced Administration operational costs
• Strong structural fit with the preferred culture
• Structure, strategy, and culture implemented to
  ensure positive performance
• outcomes, ie attitude, motivation,
  productivity, financial, etc.
• Structure implemented as quickly as possible
  without sacrificing 2002 deliverables.

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Sydney Symphony 2004
New Managing Director Boston Consulting Formal
teams vs Self-Managing Teams Market Development
in transition Values Mission Evolution More
people in Administration--Growth New Musician
Management Committee
Surplus
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Close
Summarise
Sydney Symphony KPIs
High Impact Human Resources
Organisation Design

Organisation Change
Thank you