Judges' Com­ments


It was an im­pres­sive dis­play of an or­gan­i­sa­tional aware­ness of:

1. The im­por­tance of a clear pur­pose to align the or­gan­i­sa­tion. This was par­tic­u­larly rel­e­vant with re­spect to who they em­ploy and what grounds them out­side of the com­mer­cial re­al­i­ties of the air­line busi­ness.

2. Strate­gic align­ment. The CEO drives a fo­cus on the 3Cs: Cus­tomer, Com­mer­cial and Cul­ture.

3. A rest­less­ness for change and will­ing­ness to chal­lenge the sta­tus quo, and con­tin­u­ally look­ing out­ward for things that im­pact the busi­ness and their cus­tomers.

4. Ro­bust de­sign pro­cesses, from cus­tomer in­sight meth­ods, ac­tive use of their "cus­tomer wheel" (jour­ney map­ping) to rig­or­ous pri­ori­ti­sa­tion.

5. Strong gover­nance, at the project level through to the board. The board needs to be ac­knowl­edged for a be­lief that an ob­ses­sion with cul­ture and cus­tomer drives com­mer­cial suc­cess.

6. Ev­i­dence of key hires in de­sign dis­ci­plines, and a very proac­tive ap­proach to col­lab­o­ra­tion with part­ners.

7. And last, but not least, we can­not for­get their in­ter­na­tional awards and fi­nan­cial suc­cess to hang our “Ef­fect” hat onto.

Three im­pres­sive CEOs and a board who be­lieved that the Kiwi cul­ture was a dif­fer­en­tia­tor on the global stage de­serves re­spect. They are a show­case for de­sign, 16 years later and we need to recog­nise that (and the time it takes to get there!)

Newspapers in English

Newspapers from New Zealand

© PressReader. All rights reserved.