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Business & Government BUSINESS & GOVERNMENT A COMPLEX DANCE What every CEO and board need to know about managing their relationships with government. Contents Our approach 3 Acknowledgement 4 Respondents 4 Introduction 6 The relationship needs to be stronger 8 The opposition is often left out 12 There is mutual lack of understanding 14 Who owns the relationship? 18 CEOs need to build long-term relationships 19 There is a role for chairmen 22 Our approach Government aff airs strengthens the foundations 22 Korn Ferry conducted face-to-face Lobbyists smooth the path 24 interviews with former Australian politicians, senior public servants and leaders in public Industry associations present a united view 26 policy debate who currently have roles in business. We also spoke to two prominent 28 Political donations do not equal policy outcomes New Zealanders who have deep knowledge of the intersection between government and Learning the steps 30 business. Our approach was apolitical; our Resources from Korn Ferry Institute 31 aim solely to learn how big business and government can establish relationships that Contact 31 will improve policy outcomes for industry and society more broadly. All respondents are business leaders and: 1 is a former prime minister 5 were state premiers 1 was a chief minister 3 previously worked as senior public servants 1 was a union leader 3 were federal government ministers 6 lead or have led industry associations. The interviews were conducted between March and June 2019. 2 3 Acknowledgement Respondents The Korn Ferry Institute acknowledges the Hon Anna Bligh AC Hon Helen Coonan Tony Shepherd AO generosity of those who gave their time Previously: Premier of Queensland (2007–2012) Previously: Cabinet Minister (2001–2007) Previously: Federal public servant 1964–1979 and and shared their knowledge to assist in the Currently: CEO Australian Banking Association, Currently: Chairman Australian Financial Complaints President Business Council of Australia (2011–2014) preparation of this report. Their contribution various NED roles. Authority and Minerals Council of Australia. Various Currently: Chairman, Macquarie Specialised Asset will help inform leaders who wish to https://www.ausbanking.org.au/Bligh NED and consulting roles. Management, SCG Trust and GWS Giants. Various NED improve relationships between business and https://www.afca.org.au/Coonan and consulting roles. governments. We note their former government Hon Stephen Bracks AC https://www.macquarie.com/mgl/com/gif/about-us/ Hon Peter Costello AC positions and current business roles in the Previously: Premier of Victoria (1999–2007) board-members following section. We also acknowledge their Currently: Chairman of: Cbus Superannuation Fund, Previously: Treasurer of Australia (1996–2007) broader contribution through policy, board, Maurice Blackburn, McKell Institute, MCG Trust. Currently: Chairman Board of Guardians–futurefund, Dr Ian Watt AC industry and advocacy work. Various NED and consulting roles. Nine Entertainment and ECG Financial. Previously: Secretary of the Department of the Prime https://www.stevebracks.com.au/ https://www.futurefund.gov.au/Costello Minister and Cabinet (2011–2014). Currently: Chair of the International Centre for Hon John Brumby AO The Rt Hon Sir Bill English Democratic Partnerships, former chairman BAE Previously: Premier of Victoria (2007–2010) Previously: Prime Minister of New Zealand Systems Australia, NED at Smartgroup Corporation Currently: Chancellor La Trobe University, Chairman of: (2016–17) and Citibank. BioCurate, MTAA Superannuation Fund. Various NED Minister for Finance & Deputy Prime Minister of New http://ir.smartgroup.com.au/Board-of-Directors and consulting roles. Zealand (2008–2016) Jennifer Westacott AO https://www.latrobe.edu.au/Brumby Currently: NED of Wesfarmers. Previously: Director-General of the NSW Department https://www.wesfarmers.com.auEnglish Kate Carnell AO of Infrastructure, Planning and Natural Resources and Previously: Chief Minister, ACT (1995–2000) Hon Nick Greiner AC other senior public service roles in Victoria and NSW. Currently: Australian Small Business and Family Previously: Premier of New South Wales Currently: CEO Business Council of Australia Enterprise Ombudsman. (1988–1992) (2011–). Various chair and NED roles. https://www.asbfeo.gov.au/Carnell Currently: Federal President Liberal Party (2017–), https://www.bca.com.au/Westacott Chairman of QBE Asia Pacifi c, CHAMP Private Equity. Hon Bob Carr Various NED and consulting roles. Previously: Foreign Minister of Australia http://www.nickgreiner.com.au/ (2012–2013) and Premier of New South Wales (1995–2005) Phil O’Reilly ONZM Currently: Industry Professor (Business and Climate Previously: Chief Executive of BusinessNZ Change), University of Technology. Various NED (2004–2015) and consulting roles. Currently: Chair of Board of Business at OECD and https://www.uts.edu.au/Carr Managing Director Iron Duke Partners. http://www.iron-duke.com/people/phil-oreilly/ Hon Greg Combet AM Previously: Cabinet Minister (2010–2013), Secretary, Heather Ridout AO Australian Council of Trade Unions (1999–2007) Previously: CEO Australian Industry Group Currently: Chairman IFM Investors and Industry (2004–2012) SuperFunds. Various NED and consulting roles Currently: Chairman Australian Super. Various https://www.industrysuper.com/Combet NED roles. https://www.australiansuper.com/about-us 4 5 Introduction Convergence, globalisation and digitisation are Increasingly, Korn Ferry’s work with boards, disrupting and redefi ning business, government CEOs and C-suite leaders is informed by the and society. For many industries, uncertain need for an organisation’s most senior executives economic and geopolitical conditions have to understand, engage with and respond to brought increased regulatory interventions and a government as a key stakeholder. This emphasis on fl uid policy environment that can, with little notice, government relations expertise at the top planted impact an organisation’s performance. the seed for this report and a deeper interrogation of the sometimes fraught relationship between Government relies on business to support and business and government. deliver public policy, and for most businesses – their “licence to operate” depends on their ability How can our business leaders receive the best to work – and comply – with government. Theirs advice on how to forge a constructive relationship is a complex dance – which favours those skilled with government? Who better to advise than in the art of stakeholder management. those with experience on ‘both sides of the fence’ – people who have worked in and with It is therefore unsurprising that one of the most government, either at ministerial or advisor level important relationships for our prosperity is – and who have also had careers in business? By between business and government. This is speaking to former politicians and those whose particularly so in highly regulated industries, careers have closely intersected with government although all businesses – from our biggest in Australia and New Zealand, this report off ers employers, to the corner milk bar – have some advice for business leaders on how they can level of government interaction. improve their relationship with government and better serve their company, their industry and their Trust in our institutions has eroded during the past nation. The fi rst step is to recognise that it needs decade, and CEOs working in sectors that rely on to be done. policy stability and consumer trust, have had their leadership tested. The very best CEO will falter if Our report, Business & Government – A Complex he or she cannot navigate an ambiguous public Dance, examines the relationship between these policy environment and negotiate with an ever- two important institutions. It is a resource for broadening fi eld of government stakeholders. boards, CEOs, executive teams, and government aff airs practitioners. Those serving in government will also be interested in views captured in this report. 6 7 The relationship needs to be stronger It’s not going to be easy to improve the relationship as The Australian national interest is always There are many factors contributing to the tension ministerial offices are very tactical and transactional and their best served by a strong, vibrant and between government and business: a mutual lack lens is heavily political. Ministerial offices are deeply involved in of understanding of how each operates, a 24-hour outward looking economy generating jobs policy development – while they always had a role, the public and opportunities for Australians. It is a news cycle that doesn’t allow for considered and prerequisite for social justice. To achieve this, careful analysis of issues, a lack of interest by service used to own this – and they view the world very differently. government to engage with business and a lack of you need a strong, innovative and dynamic This can lead to more short-term and tactical policy-making which expertise by business to engage with government. business sector and government has to have The rise of the “professional politician” has led is very difficult for business which likes a longer term and more a relationship with that business sector. to the demise of political candidates who have predictable approach. We’ve seen a number of examples of -John Brumby worked outside the political system and have an this in recent times. The value to society of a productive, working understanding of business. Plus, the fragmentation
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