Aurecon organisational structure

— How to write for effect How you say it matters. An example PESTEL – An example of typical wording I used the PESTEL analysis to determine which are the important elements of the external environment that the organisa=on is required to pay a?en=on to. The PESTEL analysis consists of the following elements: • P = Poli=cal • E = Economic • S = Societal • T = Technological • E = Environmental • L = Legal PESTEL – An example of typical wording An analysis of the PESTEL environmental factors reveal the following: PESTEL FACTOR Impact POLITICAL HIGH ECONOMY MEDIUM SOCIETY/SOCIAL LOW TECHNOLOGY HIGH ENVIRONMENT LOW LEGAL MEDIUM PESTEL – An example of better wording The PESTEL framework helps managers understand which elements of the external environment that they should be paying a?en=on to. Typically, they are expressed in categories such as: Poli=cal, Environmental, Social, Technological, Environmental and Legal. However this categorisa=on of elements only helps the managers to understand what to pay a?en=on to, it doesn’t help them to understand why these elements are important or how to understand changes within these categories. The VUCA framework helps managers understand how forces that are at play in the external environment are dynamic and what may cause change. The VUCA elements are usually expressed as: Vola=lity, Uncertainty; Complexity and Ambiguity. This framework helps managers to understand why there is a change in the external environment but doesn’t help managers to understand what to pay a?en=on to. PESTEL – An example of better wording Combining the PESTEL framework and the VUCA framework assists managers in analysing the external environment by iden=fying the factors within the opera=ng environment that are relevant and it helps managers to understand the causes for poten=al changes in those factors. The process of combining these frameworks is known as u=lising a confronta=on matrix. Further, by applying a numerical weight to the factors within the confronta=on matrix we can iden=fy which are the most cri=cal factors to pay a?en=on to in the external environment and where the risk of change may come from. Once these factors and their associated risks are understood, managers can then begin to think about how they may mobilise resources and capabili=es to reduce the threats (or to take advantage of the opportuni=es) in the external environment. PESTEL – An example of better wording The PESTEL/VUCA confronta=on matrix is provided in Appendix X. From the PESTEL/VUCA analysis we are able to conclude the following: 1. Conclusion 1 2. Conclusion 2 3. Conclusion 3… To understand how these insights can be further used to help management make decisions rela=ng to the opportuni=es and threats present in the external environment, we turn to the SWOT analysis. (Next sec:on – SWOT) Thinking Expertise News Projects News ABOUT AURECON LATEST NEWS A SHIFTING CLIMATE DRIVES AUSTRALIA’S TOP DESIGN AWARD FOR AURECON Share this page: A shifting climate drives Australia’s top design award for Aurecon Aurecon and Cox Architecture won the Good Design Award of the Year 09 June 2017 - As more severe and volatile weather patterns continue to threaten Australia’s crucial infrastructure, Good Design Australia has awarded its ‘Good Design Award of the Year’* – its highest recognition, to global engineering and infrastructure advisory firm Aurecon and architects Cox Architecture for their revolutionary new design of the Brisbane Ferry Terminals. The Terminals – which are now flood-proof – were designed with climate in mind and to withstand the ravages of a flood similar to that of 12 January 2011, when the mighty Brisbane River broke its banks, inundating thousands of homes and livelihoods. “When cyclone Debbie’s violent winds and rain hit Brisbane and Queensland in 2017, roads were cut off and bridges left unusable. Aurecon feared for the safety of its people, while family and friends wondered how their loved ones would make it home. Many related feeling powerless,” says Aurecon’s Global Chief Innovation Officer John McGuire. The cyclone’s damage to Brisbane’s critical infrastructure was immense at $1.5 billion and extending to GDP - with over $2 billion in economic losses to the state. “Following an event of this magnitude, it’s critical that those effected are able to get their lives back on track as soon as possible,” says McGuire. “That imperative is what motivated the design of the Terminals following the 2011 floods. We asked ourselves, ‘Could we achieve the impossible? Could we design infrastructure that would hold up proud in the face of unstoppable forces?’” The Terminal’s bold design concept is a significant shift away from previous design conventions, with respect to aesthetics, flood resilience and accessibility. To stimulate innovation, Aurecon pulled together 15 different skills across the maritime, industrial, mechanical and architectural disciplines and employed a design thinking methodology heavily focused on the human experience of users and the people of Brisbane. According to McGuire, they used teams who don’t usually design ferry terminals, let alone collaborate. “Innovation is not a one-discipline show and tapping into diverse schools of design became key to creating an innovative, world-first solution. “The key included the whole group understanding the problem. They had to forget ‘safe’ and come up with something that challenged the boundaries of what was possible.