1. 1 AGSM & Sydney Symphony Partnership Human Resource Leadership Role

2. 2 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 Agenda

3. 3 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 Management—100 percent individual plans and reviews

4. 4 Sydney Symphony Organisational Change 2002/2003 Challenges Enterprise Bargaining Climate of distrust Executive contracts MD leaving Recruitment challenges

5. 5 Human Resource Leadership Role High Impact Human Resources Organisational Design Organisational Change

6. 6 Organisational Design Aligning strategy, structure, systems and people

7. 7 Strategy/Structure Project Purpose To create a strong alignment between the Sydney Symphony’s 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.

8. 8 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 Symphony’s status as an Australian icon and to build our international reputation for excellence.

9. 9 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

10. 10 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.

11. 11 Sydney Symphony 2003 Business Plan: A High Level View PROGRAM DEVELOPMENT OPERATIONAL PLAN CREDO VISION & VALUES SOURCES OF COMPETITIVE ADVANTAGE STRATEGIC PRIORITIES COMPANY OPERATIONAL PLAN MARKET DEVELOPMENT OPERATIONAL PLAN ORCHESTRA & OPERATIONS OPERATIONAL PLAN BUSINESS SERVICES 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 Towards 2003 BUSINESS/TEAM/INDIVIDUAL PLANNING PROCESS

12. 12 Sydney Symphonoy Administration Structure 2001

13. 13 PROGRAM DESIGNPROGRAM DESIGN Create Consumer Demand SYDNEY SYMPHONY PERFORMANCES Facilitate Expedite Program Design Service Consumer Demand Service Support Program Design Symphony Sinfonia Marketing & Development of potential: Audience (tickets, subscriptions, etc) Sponsors & gifts etc Marketing & Development of existing: Audience (service) Sponsorships & gifts, etc. Orchestra operations, ie planning, finance and logistics, book venue and costings Book Artists, etc. Orchestra Management, (ie. quality, rostering, library etc. Performance Production, (ie hardware, instrumentation, labour, Opera House staff, etc.) modelling programming education artist Liaison Towards 2003 Positioning the Sydney Symphony for Success High Level Process Flow

14. 14 Education Manager Artistic Administrator Director Marketing Communication Director Development Director Human Resources Director Finance Director Strategy New Markets Orchestra Manager Operations Manager Managing Director Executive Assistant 2001 STRUCTURE Towards 2003 Positioning the Sydney Symphony for Success Proposed Executive Structure NEW STRUCTURE Managing Director Director Program Design Executive Assistant Director Marketing & Development Director Orchestra and Support Director Business Services

15. 15 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 Towards 2003 Positioning the Sydney Symphony for Success Implementation Milestones MAYJUNJULNOV*****

16. 16 High Impact Human Resources

17. 17 HIGH IMPACT HUMAN RESOURCE MANAGEMENT PERFORMANCE FOCUSED TRAINING & DEV. HIGH IMPACT HUMAN RESOURCE MANAGEMENT HIGHLY ACCURATE RECRUITMENT & SELECTION SYSTEM COMMON SENSE BUSINESS PERFORMANCE MANAGEMENT SYSTEM High Impact Human Resource Management: A Focus on Simplicity

18. 18 Organisational Change

19. 19 Sydney Symphony Managing the people side of organisational change

20. 20 Sydney Symphony Orchestra Administration; December 2001 Preferred Culture Circumplex; N = 42

21. 21 Sydney Symphony Orchestra Administration; December 2001 Actual Culture Circumplex; N = 46

22. 22 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 sessions—MD & Exec Team Communication sessions—Executives with their teams Measured culture

23. 23 Trust Improvement since 2001 Comparison to 2001 Musicians – improvement Average Comparison 2001 2004 Musicians 2.15 2.9

24. 24 Trust Improvement since 2001 Comparison to 2001 Improvement Average Comparison 2001 2004 Administration 2.71 3.1

25. 25 Trust Improvement since 2001 2001 Results Administration – improvement Musicians – improvement Average Comparison 2001 2004 Administration 2.00 2.5 Musicians 2.45 2.9

26. 26 Leader / Manager Improvement since 2001 Comparison to 2001 Administration – improvement Musicians – improvement Average Comparison 2001 2004 Administration 3.3 3.47 Musicians 2.96 3.7

27. 27 Sydney Symphony Organisational Change Challenges Enterprise Bargaining Climate of distrust Executive contracts MD leaving Recruitment challenges

28. 28 Strategy/Structure Project Purpose To create a strong alignment between the Sydney Symphony’s 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.

29. 29 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

30. 30 Close High Impact Human Resources Organisation Design Organisation Change Summarise Thank you Sydney Symphony KPIs