Images by Scott Ehler
The CEO magazine
Taken from the original article published in November 2013:
Konica Minolta Australia is undergoing an extensive period of transformation as Managing Director Dr David Cooke implements a raft of changes to the company’s culture, operations, and values.
As the Australian arm of a global print-solutions and software corporation, Konica Minolta Australia is introducing innovations and daring developments that the organisation’s global network will explore and emulate in coming years.
David says he first joined the growing company eight years ago after gaining more than two decades worth of experience in the print- and IT-solutions industry. “I have previously worked for two of our large competitors,” David says. “In April of this year, I was appointed to the position of managing director of Konica Minolta. A key point of difference is that I am the first non-Japanese managing director of Konica Minolta.
“There’s a little bit of a trend globally to have local people as the country manager, rather than rotating Japanese executives from head office through each region. Australia has now gone that way as well.”
David says he will take action on his clear plans and intentions as the company evolves. “I intend to focus on culture. I actually feel that it’s important from the point of view of making Konica Minolta a better place to work for and with, but also because I believe a lot of our future success will be based on cultural change within the business.
“If you get the internal stuff right, then the external things like market share, growth, and profitability will follow. It’s my intention to focus quite a bit of attention on culture.
In fact, I recently met with an external consultancy company that will give me a bit of a hand with that.”
This external consultancy company will help Konica Minolta accurately analyse its culture and processes using its innovative Market Responsiveness Index. “We’ll survey every single staff member within Konica Minolta to get their opinion on whether they think our organisation is a customer-focused or customer-centric company, as well as what areas we could improve in,” David says. “We’ll do regression analysis on all of that information and compile it into a benchmarking exercise. We’ll determine where we are today and where we want to be in the future.
“It also compares us to a number of other organisations in their database, not just within the technology field but other companies globally. We think that’s a pretty good starting point to measure ourselves, take a hard look in the mirror, and take it from there.
“When I’ve mentioned it to staff members in the lift or canteen, they have been thrilled with the idea because they finally get a say in the shaping of the company. They need to know that I value their opinion. Through some mechanism or another, I want to talk to everybody that I can within the business.”
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