Farm-gate and consumer food prices - a need for genuine analysis.

What is it that we want our agriculture to do? 

Australia agriculture continues to put food on the tables three times a day.  It continues to innovate and contribute to the nation's prosperity.  It continues to eke out efficiencies in the production system. Though much is to be lauded, much needs to change.   

Modern agriculture is grounded on the belief that the primary objective of the industry is to produce as much food and fibre as possible for the least cost. 

These twin goals have long shaped farming, and underpinned agricultural research.  But with evidence that food is wasted in developed countries (and in developing countries), that food security is a now accepted as a major global issue, and issues of environmental degradation and health problems such as obesity, we need to define what it is that we want contemporary agriculture to do. 

All business is a journey not a destination: Stop Planning and Start the Journey.

A business plan is a necessity for any business. It is the result of painstaking thought and analysis, translated into a strategy and action.

Many advisers will tell you, quite rightly, that simply having a plan is not the path to success. They will tell you that to execute your strategy you will need to be continually planning, and taking operational or tactical decisions as you are sure your objective.

I’d like to suggest a different way of looking at this.

The biggest communication problem is we do not listen to understand. We listen to respond.

I don’t know the exact origins but for many years now I have often said to colleagues that we have two eyes, two ears and one mouth, and that is the proportion in which we should use them. The management literature abounds with entreaties for us to listen better, to develop listening skills, to be reactive listeners, and to listen first before speaking. But have we learnt the lesson.

innovation is the poster child of the mantra that there are no rules

One of the myths of business is that only new companies implement innovations.  Another myth is that only established companies do research and development.

In reality, new firms need to invest in research and development to gain market share. And, established firms need to invest in innovation to lead the market or to protect their slice of the pie.

But what type of research and development? How do we classify what will work and what won’t? There is no straight answer to the innovation mystery.

Why are so many countries questioning the quality and effectiveness of their leadership? Some thoughts from business

Why are so many countries questioning the quality and effectiveness of their leadership? Is it a lack of preparedness?

This blog examines some issues relating to responsibility, ethics and power in leadership.  I have drawn on some older material to help my reflection, and suggest that we seldom consider how we should prepare for success as a precursor to good performance.  None of this is new, but has it been forgotten?

Leadership has been described as a serious meddling in the lives of others (De Pree, 1991:7).  This implies that leadership embodies a responsibility of leaders for, or toward, those who are led.  

A note for the CEO: You communicate even when you are not communicating!

Here is a little story from one of my favourite leadership practitioners, Max De Pree, that reminds us that what a leader does is important.

I often found  the CEO job a rather lonely life where every move is under someone’s observation.  But rather than letting this develop into a sense of strain or tension, it is important to remember that if your actions reflect your words (or intentions) then you are being authentic and effective.

Climate change has more impact than culture change in organisations

In the organisations I have lead I have steadfastly refused to have any culture change programmes.  I prefer to change what the organisation and its’ people are doing, and as a result the culture changes. Too many efforts aimed at improving organisational performance stumble because they miss this opportunity.  They don’t create the right climate.

Company Directors should act without fear

I invest a lot of time assisting people running businesses to do the right thing and to find the correct decisions for their company or organisation.  Often, to do this effectively, we need to reflect on our own practice.  Here is a thought for you on fear.

Have you been in this situation before? You are facing a dilemma and need to make a hard decision. Racing through your mind are all sorts of scenarios and distractions. A decision seems obvious, but something holds you back.  It could be that you’re racked with fear that people won’t like your decision. You might fear looking stupid. We fear that people may feel hurt, or that you might damage a friendship or a working relationship. Will making a decision be seen as me having got it wrong in the past?

A good leader is always willing to do the dirty work.

A good leader is always willing to do the dirty work.  He'll sweep out the store if that's what's required to make a project succeed.  If everyone on the team has to make a sacrifice, he'll set an example for others to follow.

Leadership is a diverse topic, and there is an enormous literature that surrounds it.  Social media abounds with “insights”, to the extent that I have recently begun reflecting on what I have learnt about leading over the last 30 years in the work force. Not much seems to be new!! 

People are not an invasive species on Earth.

A recent article by Josie Garthwaite (A New Generation of GMOs. Is synthetic biology on its way to our farms, markets and tables? http://ensia.com/features/a-new-generation-of-gmos/) quotes:

'For groups like Friends of the Earth, part of the concern is that synthesized DNA is developed “outside of nature, outside of the process of natural selection.”'

If the above view holds, then it also holds that the human species is alien to the Earth system.  The flaw in this view is that people are not part of natural selection processes operating in nature.

The application of the capabilities the people have to exert selection pressure is not "outside" of nature.  This is part of the course of nature, where better questions should be about the direction of selection pressures. 

Models that are based on a premise that Earth can be managed as if people didn't exist do not help in our quest to address the many wicked challenges we face.

People are not an invasive species on Earth.

Posted by Shaun Coffey @ShaunCoffey

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