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Māui Rau From signal to action June 2017 kpmg.com/nz
2 • KPMG • MĀUI RAU
Mihi
Ko Meretūahiahi, māna te kahu nui o Hine e tākiri,
ia pō, ia pō kia tū mai ngā whetū kānapanapa i
te rangi e tū iho, kia ngāngā mai ngā whetū i te
kanohi ā-tangata i te papa e takoto ake nei.
Tēnei te pō, nau mai te ao.
Tahia te tau, he mate huhua kei te rangi. Ko te
whetū o te rangi e ngāngana ana ko koe, e Awa e.
Nāu a Māui Rau tuatahi i kaha tautoko, e moe, a,
whakamāramatia mai te ara ki mua i te iwi kua
waihotia ake ki muri nei. Okioki mai rā koutou.
Nō reira, kumea mai ngā whatu kia piri, kumea
mai te hinengaro kia tata kia werohia te pū, te
weu, te aka, te tāmore e puta nei te whakaaro kia
whakahiko ake i te mahara, tūturu he uri tātau nā
Māui-tikitiki, ae, he uri tātau nō Te Kāhui Māui.
Tēnei te kupu e rārangi nei hei ngaungau mā te
whatumanawa kia eke ki ngā taumata e kīia nei:
‘E kore e ngaro, he kākano i ruia mai i Rangiātea’.
Whākina! Whākina! Whākina!
KPMG • 3
Opening
The rising of Matariki signals fresh beginnings, a time
to turn and prepare the soil ahead of planting for next
season’s bounty – the eventual harvest to sustain a
whānau or hapū through the seasons until the next year.
In times where there was some It’s our leaders and entrepreneurs that
consistency in the seasons from year demonstrate what it means to have a
to year, planning and responding to the mindset that says we can, we must,
natural elements could be done with we will! We need people who can instill
reasonable accuracy in pursuit of feeding and foster inner belief in our ability to do
the people. The practice of preserving the things we dream of and to iterate
kai being an absolute necessity. our way to self-determined success.
Not everyone is able to challenge norms
But what we have seen in the last
or find new and better ways to solve
twelve months is that the elements
problems and achieve results. Our
do not always behave in a predictable
tūpuna were forced to do this in order
manner, causing upheaval in many
to survive, but now we must turn our
lives. Furthermore the mindset around
heads to a much higher goal – to thrive.
ensuring resources are saved so
It is clear that conservatism in this day
that they can continue to be used in
and age is not a quality that will serve
perpetuity is being challenged.
this end; because for conservatism
Nature aside, cyclones of the social, leads to comfort, and comfort leads
geo-political, cultural, environmental and to complacency. When we are
economic kind are both wreaking havoc complacent, we live in mediocrity and
and effecting transformation on society; we become the victims of change
the extent to which that is good or rather than the drivers of it.
otherwise is a matter of opinion.
In order to thrive we need to exercise
Such tumultuous times require people our Mana Motuhake and actively
who can spot the challenges and navigate our way through the changes.
opportunities, who can determine To do that, we need to be prepared to
courses of action and have the courage put our heads above the parapet, and
to act amid uncertainty and incomplete have the courage and determination to
information. Natural leaders do that move forward.
while influencing, mobilising the masses,
This will mean that our leaders need to
instilling confidence and empowering
be open to considering matters that they
others. Entrepreneurs are leaders in
know little about, to acknowledge their
their own right, and they inevitably do
strengths and weaknesses, and actively
the same over time – whether that is to
consider how they build complementary
influence people to invest, to appeal to
teams for success.
the masses to use or buy their product or
service, or to trust in others to help build
a business, the qualities are eerily similar.
4 • KPMG • MĀUI RAU
KPMG • 5
CONTENTS
12
PG 4
Opening
PG 8
Foreword
PG 10
Looking back on Māui Rau 2016
PART ONE
Leadership
36
PART TWO
Entrepreneurship
72
PART THREE
The call to action
6 • KPMG • MĀUI RAU
PG 24
Counting the real statistics
Te Pae Tata
PG 18 PG 28
A values based life Success in succession
Kate Cherrington Wakatū Incorporation
PG 34 PG 50
Education for the real world The future of entrepreneurship
Te Kāpehu Whetū Young Enterprise Trust
PG 44
A youthful perspective
MaiBiz
PG 64
A healthy disregard for the status quo
Moko Foundation and iMOKO™
PG 56 PG 68
Finding the big idea Challenging the new frontiers
He Tangata Start-up Weekend KorumLegal
KPMG • 7
Foreword
Imagine if our ancestors had accelerated their
adoption of the new technologies of the Europeans
when they first arrived. It is true that they did so
in some areas – with examples of early adoption
of trading and shipping practices, and of course
the use of weapons used to settle centuries of
feuds and spark new conflicts and resentment.
However what if our ancestors saw the Prominent Māori leaders travelled harnessed traditional medicine with
arrival of European technology as an to Europe and the United States new technologies that exported health
opportunity to innovate. To achieve firstly completely against the flow of travel to the world.
improved outcomes for their people, in those days. At a time when people
Fast forward 200 years to modern-day
and secondly to move them ahead of were leaving the old world in search
New Zealand and the question that
these new immigrants into a position of new lands and opportunities,
needs to be asked is: “Could Māori be
of power in the new country that was Māori were travelling to meet with
early adopters of advances in technology
being formed. Kings, Queens and heads of states
that will accelerate outcomes for our
so they could learn more about the
It is a stretch of the imagination to people and also promote Māori forward
societies with advanced technologies
suggest this, but if you are in the position as world-class leaders in innovation?”
these arriving European settlers
of being an innovator you know that the The answer in my opinion is definitely yes.
were coming from.
dream of creating something new and Māori should plan to lead innovative
the pursuit to achieve this over and over Importantly, they were doing this to see action that moves us ahead of the bunch
again is all that is needed. how new learnings and early adoption in New Zealand and positions us on the
in New Zealand could benefit them. world stage as reliable producers of
Imagine if with the arrival of the first
That would be very much like modern quality innovative technology services
Europeans, Māori examined the new
Māori travelling to the west coast of and products. How can Māori society
technologies of farming, medicine,
the USA to arrange to have meetings become the Israel of the South Pacific?
construction, communication, retailing
with Satya Nadella, Tim Cook, Elon Israel have moved in the space of being
of goods and entertainment, and looked
Musk or Travis Kalanick and returning a leading producer of quality innovation
to rapidly adopt these technologies
to New Zealand to establish the next using digital technologies. They are
and even sought to improve on these
Silicon Valley. achieving this in spite of the huge turmoil
latest models.
their region is in.
It is well known that Māori were
Obviously it needs to be considered
early adopters of sea shipping and Last year I was part of the inaugural
that this expectation on our ancestors
trade, and they posed a threat to the NZTE Māori Technology Trade Mission
to respond in such an assertive and
new settler traders at the beginning. Te Tira Toi Whakangao (T3W) to the
confident way is in the context of them
Imagine if this scenario had played USA taking in San Francisco, Chicago
struggling with the sudden and harsh
out and Māori had become the and New York. On this trip were seven
change in the way that their societies
strongest traders, developers of Māori-owned technology companies
were operating. It is fair to say that it
settlements including ownership, across a number of sectors covering
would take exceptional ability and effort
controlled the processes around new social services, health, septic waste
for our ancestors to consider this bold
agricultural developments, developed management, entertainment, electric
move; however there is evidence of the
new forms of communications, and vehicles and business support services.
courage to innovate.
8 • KPMG • MĀUI RAU
Image restored by Adam Cuerden
In addition there were four individuals Our business, Navilluso Medical, has
representing mainly iwi investment grown from the grassroots of rural
groups. This smart gathering of investors New Zealand Māori communities who
and tech start-up companies allowed are seeking better health services.
both parties to explore the opportunities Services that are more convenient to
of working together to develop a use, smarter at delivering the care, and
response to the above question. This most importantly allowing earlier access
trip was a revelation for me and what to care. The reason for our existence
we are wanting to do in the provision is that we had to innovate to address
of innovative digital health services in the dire issues that our people face.
New Zealand. It has lifted my gaze and The usual ingredients for innovation are
aspirations for what is possible for Māori technology advances, timing and a need
innovators looking to create innovative for change. Well the time has come, the
digital solutions for global problems; technologies are here, and the need for
and taking not only our products but change for our people is desperate.
our culture to the world.
Let all of us in the Māori sector pursue
For a long time we have realised the new industries, products and services
value of our strong Māori culture and that allow our people access to an
how that impacts on every overseas accelerated level of prosperity. We need Dr. Lance O'Sullivan
visitor to our shores. Experiencing to do this not because it is easy but CEO/Co-founder Navilluso
Māori culture is just behind seeing our because it is hard. Medical Limited
beautiful landscape as a reason to visit New Zealander of the Year 2014
I am excited about being included
New Zealand for international visitors. Te Rarawa, Ngāti Hau, Ngāti Maru
in Māui Rau 2017 and working
Overseas people equally love to see
with other Māori to retrace the
our culture in their own lands and many
tracks and courage of our tūpuna in
travelling Māori groups who practice our
the pursuit of innovation.
tikanga would attest to this. On this trade
mission, we exhibited our culture in the
form of mihi, waiata, karakia and haka
on many occasions; and in my opinion,
it enhanced our business interactions
with those groups.
KPMG • 9
Looking back on
Māui Rau 2016
Hindsight is a wonderful thing. When we set out to
undertake Māui Rau last year, a number of questions
constantly ran through our minds:
— is this initiative relevant and meaningful?
— what will people say and contribute?
— is having a kōrero enough, or do we need to
have solutions to share?
— at the end of the day, will this initiative make
a positive impact?
The response to Māui Rau 2016 truly to them that they didn’t already know Your thoughts shared with us:
exceeded expectations, but it wasn’t until (income rises with qualifications) and it
“ Excellent mahi. Inspiring, strong and
the 2017 haerenga that we understood kicked off a great conversation among
meaningful, as a young business
the true impact. Contributors continued them that maybe qualifications are worth
owner Māui Rau has assisted with the
to express their appreciation for the staying at school for.
direction of my business.”
report, but more importantly shared their
It is easy to forget that the simplest
own Māui Rau stories about how “ You've continued to inspire young
information in a visually appealing way
they had used the report to provoke people who may never have thought
can be really powerful when put in the
thinking, inspire change and engage twice about tertiary education.”
right form, in front of the right people,
with external stakeholders.
in the right places. This sense of “ Just got around to reading this!
The most powerful impact was potential impact inspires us to continue Wicked, insightful stuff.”
discovered a week after the Māui Rau the Māui Rau journey. “ Thanks for creating space to wānanga.
report launch, where a kaiako at Te Having the chance to step out of the
Reflecting on 2016, it was clear that
Kuiti High School printed one of the day-to-day and listen to like-minded
most of the calls to action needed one
infographics from the report showing people – and to see how many are
of two levers pulled to generate the
how average income increases with working to get our organisations
energy and momentum to act.
each qualification level. As she put it up better aligned with the needs, hopes
These broadly fell into two kaupapa –
on display, a few of the students asked and values of our communities.”
leadership and entrepreneurship.
what she was up to, so she told them to
come and look – it revealed something “ Well about time we all get on the
same page, I second that!”
10 • KPMG • MĀUI RAULeadership Entrepreneurship
Enable Redefine
succession success
Leverage Invest in
talent prosperity
Build new-world Be tech-
education models enabled
Demystify Share the
the picture stories
Seek Redefine our
inspiration market opportunity
Embrace urban Be
populations sustainable
Clarify the Create connected
horizon enterprises
KPMG • 11P A R T O N E
Introduction
Readers felt that their own thinking was reflected and articulated in a
tangible form in Māui Rau last year. And so we left the formula relatively
unchanged, other than welcoming Kirikaiahi Mahutariki to Team Māui Rau.
Kirikaiahi joined ASB as Executive Manager, Māori Financial Solutions.
We had some slight adjustments in great mahi. They are examples that we showing the innovation of Ngāti Kuri, their
location for 2017 and were privileged are delighted to showcase so others can preparedness to embrace technology, and
to start our journey this year in Otepoti continue to add to their own kete. share the story of their kaitiaki with their
and end in Waitangi. We extend our own people while protecting the species.
immense gratitude to you all for hosting We pay huge acknowledgements to Lance
and Tracy O’Sullivan, Kate Cherrington, It is translucent and sets off a beautiful
us and sharing kai and kōrero in the spirit
Ropata Taylor and Wakatū Incorporation, glow... to represent the opportunity
of giving and contribution to a greater
Erena Mikaere-Most and Te Pae Tata, that only requires a shift in mindset to
purpose. Lives these days are busy and
Raewyn Tipene, Teresa Tepania-Ashton fully grasp.
time is precious, and we acknowledge
your willingness to stand up and be of MWDI, Ezekiel Raui, Terry Shubkin Thank you to Che Wilson for again
heard on the two kaupapa that are the of Young Enterprise Trust, Titus Rahiri penning the mihi for this year’s report,
subject of Māui Rau 2017 – leadership of Korum Legal, Sacha McDonald from and particularly conveying our respects
and entrepreneurship. Ārewa, and Serena Fiso from Connect to someone who made a huge
Global for the great work they do and contribution to Māui Rau in 2016 but is
Interestingly, there was a lot less focus their willingness to share stories and sadly no longer with us. We leave you
during the kōrero on iwi organisations inspire others. with the words of the late Awanui Black:
compared to the previous year. Perhaps
that has something to do with the We are extremely grateful to Harry
mindset of self-reliance displayed by the Burkardt and Ngāti Kuri for allowing
entrepreneurs we talked with. us the privilege of having their kaitiaki, “How can we just stay Māori?
When we looked at some of the key
the Pupuwhakarongo Taua (the snail Let’s stay Māori and then
that listens for war parties) on the cover.
messages raised last year around do stuff from that base.
There is so much relevance for the
courage, confidence and connectedness; Māui Rau kōrero. The Pupuwhakarongo Let’s not try and be anything
these have been encapsulated by the Taua (also known as Pupu Harakeke) else; let’s just be Māori.”
two focus kaupapa this year. The areas is the protector for Ngāti Kuri, warning
of interest therefore warranted deeper them of approaching enemies by
attention as we consider how to effect
releasing a sound on a frequency So as you read through Māui Rau 2017,
uplift of Māori well-being.
only heard by the haukainga and let’s keep these words in mind. As we
The case studies feature people who are allowing them to take the course of shapeshift to survive and thrive in this
simply living their lives and playing their action necessary. We hope this report ever changing world, let’s consider
part as we work toward a Māori Utopia, highlights the importance of having our how we do so in a way that keeps our
a place where our people are simply well – own frequency to receive signals from uniqueness intact, enables our people
as individuals, as whānau, as hapū, as iwi. our operating environments that allow to take flight, and sees the well-being
The people we interviewed are leaders, us to respond rapidly in the interests of of our people materialise in the not-too-
they are entrepreneurs, they are doing our people. This is a 3D printed version distant future.
12 • KPMG • MĀUI RAUKPMG • 13
What is
As one contributor expressed,
there is no single definition
of leadership, nor is there a
manual for it. They also noted
that it is a concept that evolves
out of a situation:
“[Leadership is] undefined,
leadership?
fluid and to a large extent, it's
doing whatever is needed at a
particular point in time to achieve
a particular outcome using
whatever tools you might have.”
It is this context within whichwe
view leadership in this report.
“I think everyone’s a leader;
whether you’re a leader of
From the front, from the back, off to the side a whānau, or a leader of
or hidden from view... these are all of the whatever; whatever you do,
places that leadership takes place. and whatever role you do.
I think if everyone knew
that they were a leader,
Views on what leadership is, and what then they would realise, oh
makes a leader, proved to be wide- “It’s recognising the leader in actually, I am [a leader], and
ranging as opened conversations. There
wasn’t necessarily a common view about everybody, and that it can come my destiny’s in my hands.”
leadership as a term, but ultimately there in all sorts of shapes and sizes Roundtable participant
was agreement that there is no such
thing as a perfect leader.
and packaging; and everybody
will have a valid contribution to
For some, everyone is a leader. For
others, it was those people who reach make. And so, their approach
out to grow, nurture and empower might be boisterous, loud,
others; while some saw the governors
charismatic and enigmatic; and
of iwi collectives as leaders. This latter
topic evoked interesting responses other people will be really staid
where clear lines were drawn and and quiet. But if you nurture and
statements made that sought to clearly
distinguish leaders from those occupying
develop that over time, you end
positions within iwi governance up with this groundswell, and
structures. Many stated iwi governors you end up with this range of
were not necessarily leaders.
choices, and diversity as well.”
While it was not easy to land on a
Roundtable participant
consensus view among the people we
spoke to, there were some common
themes as outlined on the following
page that emerged about what they look
for, or admire about people that they
considered leaders. When we reflect
on these characteristics, we quickly
discover that they are just one layer
within an interconnected and complex
matrix that creates the fabric of a leader.
14 • KPMG • MĀUI RAUTrust
To maintain
authenticity
and respect
Confidence
Integrity To understand the
To walk the talk value you create
and focus on action and/or contribute
to a vision
Demonstrate
values and
principles
Connection Humility
To grow others, To be inclusive,
be a follower and quiet, reflective
create a following and selfless
Courage
To seek out opportunity,
tackle risk, embrace change
or the unknown and
challenge the norm
KPMG • 15What does effective
leadership look like?
Today’s leaders are the immediate beneficiaries of the effective leadership of
the 1970s and 1980s. To characterise the leadership of an era that preceded
any notion of Māori democracy, we saw individuals who took up causes
to fight for rights and the uprising of movements to give momentum to
various kaupapa, including land rights and language revitalisation.
As we fast forward, there is a completely Empower others Manage others
different landscape requiring a different
type of leadership that takes account
of today’s complex environment. Our Pioneer Early follower
predecessors were fighting to retain
our identity and footprint, but now the
challenges have extended to those Lead from the front Lead from behind
of a social, cultural, environmental
and economic nature. These require
many different skillsets working in Challenger of status quo Protector of status quo
complementary ways to give us the
best chance at achieving goals on
multiple fronts. It’s difficult to see a Outcome-focused Process-focused
world ahead where we will rely on
single leaders such as those we have
Innovation-orientated Execution-orientated
seen in our recent past.
The key will be for all leaders to
understand their strengths, and those Global focus Local focus
of others, as we find our way in these
turbulent times. Diversity and balance
will also be necessary as different Transparent Protective
strengths are brought to the fore at
different times for varying purposes.
Courageous Conservative
The continuums on the right provide
some food for thought as we consider
where on the different spectrums Create space for others Protect space from others
our leaders sit.
16 • KPMG • MĀUI RAUHetet / Te Kanawa Collection
Reflecting on our leadership evolution, The leadership space will continue to
we can see deliberate traces of foresight evolve from generation to generation,
“It’s not about being tagged as
where we have not just replaced but we must continue to inspire, mould
leadership roles that already exist, a leader; it’s just about your and support the right mindset and
but we have developed people who influence, and your ability to development of our future leaders so as
can fulfil new leadership roles created to unlock their leadership potential.
for a future time and place. Hence
influence others; the ability to
create opportunity for others.” Our first case study of Kate Cherrington
the emergence of technical leaders
is an example of someone living and
within the fields of education, health, Roundtable participant breathing their leadership style every
law and commerce.
day, and how it has become a norm
This leadership evolution is also seen within and among her networks and
with the widespread conversation To coin a phrase, spiritual intelligence relationship circles.
globally regarding the desire for leaders (SQ) – or more commonly known to
to have high intellectual intelligence (IQ), us as wairuatanga – is becoming more
emotional intelligence (EQ), and now evident amongst many leadership
cultural intelligence (CQ). This represents circles. SQ can provide a means for deep “When I talk to managers
a balance of technical skill, soft or people reflection, deep connection, rejuvenation, I get the feeling that they
skill, and cultural or contextual skill. From creativity, confidence and courage,
a Māori world view, we would suggest direction, guidance and purpose. The
are important. When I talk
cultural intelligence (CQ) is not only about practice of meditation globally has to leaders I get the feeling
the awareness of and connection to your grown exponentially as one example of
culture in a mental or physical sense, but
that I am important.”
how others embed wairuatanga in their
also within a spiritual sense – ko te taha daily practices. As Māori, we value our Roundtable participant
tinana, ko te taha hinengaro, ko te taha spiritual side and acknowledge the role
wairua – the body, mind and soul. it plays in our lives.
KPMG • 17Kate Cherrington
A values
based life
C A S E S T U D Y
Nearly 20 years ago, of Māori Opportunity (AMO), which Another of Sir Mason’s goals, to see
is part of a global indigenous leaders Māori act as global citizens, saw Kate
Kate Cherrington had an network. These days, Kate works for and Bentham found the AMO network
epiphany when listening to the Centre for Social Impact, sits on the back in 2003. It’s an inspirational story
Waikato Conservation Board and the that began when they befriended
Sir Mason Durie outline his Council for NorthTec, is a trustee for her LaDonna Harris at a conference. A
goals for Māori education. marae Miria in Waiomio, and is involved Comanche woman who married a State
with numerous other initiatives across Senator, LaDonna became politically
His words have shaped Aotearoa and overseas. influential and founded Americans for
her style of leadership It’s a hugely varied mix – and Kate
Indian Opportunity (AIO) in 1970.
ever since – and on one prefers it that way. She is drawn to “To me, LaDonna is an expression of
serve different causes that resonate at what it means to be values-based in your
memorable occasion, different stages of her life. leadership,” says Kate.
possibly saved her life.
“I never for one minute believe that any After LaDonna visited Aotearoa in
one movement or organisation I attach 2002, Kate, Bentham, their respected
As Kate recalls, she was at a conference
myself to is going to be the single friends and kaumatua from Rangimārie
in 2001 when Sir Mason delivered his
answer to all the issues we face in the Māori Culture group launched the sister
life-changing message.
world. Different realities require different organisation AMO, and so New Zealand
“They were three simple goals that solutions. I like to bounce in and out… became the first country to join the
beautifully captured how I want to live and lead or contribute to organisations international ambassador programme.
my life…what I aspire to for myself, my that I believe are contributing to the
“We became family…literally, because
family and my community.” greater good.”
we’ve had several marriages and children
The first goal was to have a strong sense After 20 years in the education space, between AIO and AMO ambassadors!”
of identity as Māori, and to live that for instance, Kate recently felt compelled
Although AMO ended in its formal
authentically. When working in her many to “understand our connection back
capacity in 2009, the relationships
and varied roles, it’s something Kate has to whenua.” It was working at a food
endure to this day.
fully embraced. bank in Hamilton that provided a critical
turning point. “We held an AMO reunion a few
“I might be sitting in a council meeting
years ago... and saw so many of our
one day, and digging drains somewhere “The focus was all on making people
ambassadors had become chairs or
the next. But wherever I am in the world, budget on their benefit – instead of
CEOs of their tribes. And they still draw
and whatever I’m doing, I’m a Ngāti Hine helping them figure out how they can
on each other from across the country
woman 24/7. That never changes.” feed their families. That flicked a switch
or across the world. Organisations can
in me. Serving with Te Waka Kai Ora
Along with her husband Bentham, come and go, they are just bricks and
under the leadership of Percy Tipene
Kate helped the founders to build Te mortar…but it’s those deep, enduring
has been a privilege, and helping to
Wānanga o Aotearoa over a period of relationships that we never let go of.”
co-construct the amazing Kai Oranga
20 years. They were also instrumental programme with Te Whare Wānanga o
in founding the group, Advancement Awanuiārangi, a joy.”
18 • KPMG • MĀUI RAUON THE NEED FOR WISDOM
IN THE WORLD:
ON BEING GUIDED BY YOUR
VALUES:
“They were three
Kate believes values-based leadership
can provide a counterpoint to
some of the reactive and volatile
Kate’s deeply-held leadership
values are constantly guiding
her on, ‘what to do, where to go,
simple goals
behaviour we’re currently seeing
around the world.
and how to behave.’
that beautifully
“There’s a lot of noise in the world right
now. It’s become deafening, and where
Once, when travelling in Bolivia during a
project for AIO and AMO, Bentham, Kate
and the ambassadors were caught up in
captured how
is the wisdom in it? What we need is
less reaction, more reflection, and more
purposeful expressions of leadership.
a tense confrontation with community
leaders that was based on a lost-in-
translation moment. I want to live
“My hope is that in 20 years’ time, our
children will be expressing themselves in
that kind of way. And that we’ll see our
communities having slowed down a little,
“We looked up and we were surrounded
by militia. We knew, in that moment,
that our leadership was being tested.
my life.”
“We asked to be given a moment to pray,
and taking time to build their values.”
and then we just sang our intent for Kate Cherrington
When asked to define values-based peace and unity in our own language… Educator, company director,
leadership, Kate says it is, “self- and suddenly that changed everything. leadership advocate
leadership, or leadership of others, They understood us. We were able to Ngāti Hine, Ngāti Wai, Ngāi Pākeha
that’s driven by the values of your express ourselves through our culture
community and your own self-beliefs.” and our values.”
Similarly, the world would benefit from What came out of a moment of fear and
embracing tikanga-based models of misunderstanding transformed into a
decision-making. community exchange of mutual respect,
celebration and solidarity between cultures.
“Making a decision based on a vote of
52% over 48% has never been a Māori Kate says that the same type of judgement
way of thinking,” says Kate. can be used in any situation – or when
dealing with any person or group.
“We’ve lost the ability to make our
decisions by consensus, because we’ve “I’ve been confronted with obvious
been impacted by these other models racism, and all sorts of difficult situations,
for 200 years. But we’re at a space now and I just continue to carry myself. It’s
where we can say, actually our way works. about knowing who you are; and letting
And not just for Māori; it works for all.” your values frame up your response.”
KPMG • 19Māori leaders and
global awareness
The global state of play is having
an increasing impact on our lives in
Aotearoa. Effective leaders understand
how this is playing out, and the forces
that bring us opportunity and cause
us to confront challenges. Historically,
there has been a stronger focus on
the small micro, local issues that
rightfully have prominence in respective
communities. Now, it’s important to find DEMOGRAPHICS U R B A N I S AT I O N
ways to continually feed in the macro,
The world's population is expected Almost two-thirds of the world’s
national and international information for
grow to 8 billion by 2030. In developed population will reside in cities by
consideration in decision-making.
countries, people are having fewer 20301. Similarly 68% of Māori live in
Included in the forces referred to above children and living longer. those regions with the highest urban
are megatrends – significant long-term populations: Auckland, Waikato, Bay of
social, economic, political, environmental Here in Aotearoa, the population is Plenty, Wellington, Canterbury and Otago.
or technological changes that affect expected to reach 5 million by mid
communities, societies, governments 2020s with the Māori expected to How do we take account of the
and economies permanently. While make up approximately 16% at that well-being of our urban tribal
there are many voices shining a light on time. However, we will be joined by populations? Should we be thinking
different megatrends, there is a core the Asian population who are also about urban service centres?
group of five megatrends that appear to expected to make up a similar How are we considering our tribal
have widespread prominence. Some of proportion of the population. members living in the urban areas
these may be more familiar to us than and overseas when we develop our
While growth in the Asian population plans? How can we access tribal
others – demographics, urbanisation,
will be driven by migration, the younger talent that live in urban areas?
globalisation, accelerated innovation
Māori population and higher fertility rates
and technology and environmental
will contribute to the increase.
impacts. An understanding of these
megatrends will help our leaders better What opportunities will the ageing
prepare for the future. In doing so, it population present for us to consider?
may be timely to ask these questions How do our boards represent the
of yourself and of your leaders. demographics of our iwi membership?
What companies in our investment How are iwi organisations segmenting
portfolios are taking advantage of these their populations to target initiatives?
megatrends? How does our distribution Do budget allocations reflect
policy reflect where the opportunities lie the demographic make-up?
for our whānau?
1. European Union Institute for Security Studies. 2011.
20 • KPMG • MĀUI RAU “Citizens in an Interconnected and Polycentric World”).As part of developing a contextual view, today’s
leaders now have to have a much stronger level of
global awareness than at any other time in our history.
In traditional Māori society, the tūtei was responsible
for manning the lookout and scanning the horizon
for any threats or challenges to the pā. Even though
times have changed and the setting is different, the
nature of the role seems more critical than ever.
G LO B A L I S AT I O N A C C E L E R AT E D I N N OVAT I O N E N V I R O N M E N TA L
& T E C H N O LO G Y I M PAC T S
Globalisation is shifting the economic
power closer to Aotearoa, with the Advances in technology are changing Growth in the global population is placing
rise of the economies of both China the landscape and bring opportunities pressure on the world’s natural resources
and India. Yet, beyond Māori export to those prepared to leverage it. It also with demand for water, food and energy
business, the focus of our collective brings threats to businesses who fail to increasing. We are also experiencing
decision-makers is on local adapt and therefore to the jobs those climate change resulting in unpredictable
communities and regions. businesses provide. Leading Māori weather patterns and rising sea levels.
enterprises have identified this, and are Māori activities and relationships
How might we use this shift to our taking advantage of this shift, but there include food production from farms and
advantage? What are we doing to is still some way to go to extend this relationships with energy companies.
grow global citizens? How might to the masses. Māori have always been staunch advocates
globalisation impact us? What for the protection of water in their role as
relationships are we building in What strategies do we have in kaitiaki. Whānau living around the coast
markets where there is strong place to embrace innovation and are likely to be adversely affected by sea
economic and population growth? technology? How are we using level changes and the need to relocate.
technology to better engage with our
customers and/or our tribal members? How might our own practices and
What opportunities does the rise of relationships need to change in
technology bring for our whānau, response, so we ensure we meet our
hapū and iwi? How will advances in obligations as kaitiaki? What is the
science and technology affect our net effect of our positive and negative
Māori primary sector interests? impact on the environment? How
Which industries that employ our could transport and climate change
people are under threat of massive affect demand for our products from
job losses? the land and sea? How might we
influence the design of products,
packaging and processes to have
a positive environmental impact?
How might Māori show leadership
at the intersection of economy
and environment?
KPMG • 21Leadership Styles
Adaptive
A practical leadership framework that
styles and
helps individuals and organisations adapt
and thrive in challenging environments.
Representative
Elected or appointed to positions to
represent a particular group of people.
contexts
E.g. iwi or hapū leaders representing
iwi or hapū members, or marae.
With the advent of legal structures to
govern, decisions are generally made
by committee, where each person at
the board table has a vote.
Values-based
Individuals who chose to lead based on
their own personal values and beliefs.
They base their decisions on their
values. Values-based leaders within
organisations also connect the values of
the organisation to their own and those
of other individuals involved in order to
In opening the leadership kōrero, we expressed get things done.
that leadership can be evident anywhere
and everywhere. the stories shared by our Distributed
contributors demonstrated that reality, as we This is an informal style of leadership
where leadership tasks are distributed
have a complex environment with a vast matrix among others, with everyone working
of leadership spaces and styles adopted over towards the same goal. The focus is
to nurture what happens naturally (for
time. The particular leadership spaces and styles example, on a marae).
that were shared during our kōrero included:
Collaborative
Organisations (or iwi / hapū / marae),
through their leaders working together
for mutually beneficial goals.
Kaumafia
A group of kaumātua taking a purposeful
approach to selecting the next tier of
leaders and making a way for them
to come through into those positions
accordingly. This recognises that
new leadership challenges require a
different set of leadership capabilities
and experiences to overcome them.
A more planned and designed approach
to make room for this diversity will help
the challenges to be overcome, and
avoid being a drag on our development.
We must continue to adapt and make
room for diversity so that we don't act
as leadership blockers.
22 • KPMG • MĀUI RAUContexts
Consultative Authoritarian Whānau Invisible and Informal
In traditional Māori society, a chief of the When asked what leaders they looked We know that leadership can occur in
marae or a chief of a hapū wasn’t the up to and took inspiration from as a child, the background, indirectly and quietly;
person who told everyone what almost all contributors named a whānau yet have a significant influence and
to do; they were the person who took member first; whether it was a parent, impact on others and/or outcomes.
the collective ideas and helped steer a nanny, a koro or another whanaunga.
This was illustrated by the example
them in a positive direction. In essence First impressions on a child in their
of the Wahine Toa series created
they ultimately facilitated a decision formative years seem to have lingered
by Nancy Gilbert, wife of the former
from the collective through a form through to adulthood. The values those
U.S Ambassador. Most of the wahine
of consultative leadership which was whānau lived instilled a high level of trust
featured in that series were, ’quiet,
followed by hapū members. in them, and these whānau members
not known, and relatively faceless,’
seem to be the yardstick by which
recognising that leadership can
leadership was measured.
occur without the formality of titles
and positions.
“Leaders identify those that Political
make it happen, they’re not Another Roundtable contributor noted
On the whole, iwi organisations are that: “the label of ‘leadership’ throws
the ones that have to make driving towards a positive vision for people. It’s about how you influence
that happen.” their respective tribal members. and create opportunities for others.
Through the Treaty Settlement process, Your sphere of influence might be
Roundtable participant another form of leader has arisen. two people, or 500 or more.” This is
This leader sought to understand the effectively leadership by practice rather
Crown processes and legislation, could than position.
access the tribal history, and utilise that
Our aspiration must be to build a knowledge to negotiate a settlement
diverse and deep bench of leaders as Marae
with Crown officials; while also
every situation or context will inform navigating the politics of Te Ao Māori and On the marae everyone has a particular
and determine what type of leadership New Zealand society as a whole. function, and you lead in your function,
is required. Therefore as we grapple whether that be the kaikaranga, the
with the requirements of leadership for Our post-settlement governance
kaikōrero, or the kitchen boss. The
a modern community, our next case structures look like Western structures,
marae model was held up as a
study Te Pae Tata (on the following and many non-Māori assume that if you
successful application of collaborative
page), provides a wonderful example have a particular title then you are a
leadership where functions and roles
of individual, team and community leader, or you have a mandate similar to
are clear and everyone does their job
leadership in action today. comparable roles in western structures.
working together to achieve an overall
This isn’t necessarily true. Contributors
goal of ensuring that tikanga is observed
talked about the danger of assuming
and respected, and ultimately that
title equals leadership, as there is a
manuhiri are well looked after through
plethora of leaders who lead in practice
manaaki. This model of leadership has
but without the title.
worked effectively for centuries. To this
day, certain whānau are still the lead for
particular roles on the marae as it has
been in their whānau for generations.
“Informal leadership is incredibly
important, as there are more
leaders who aren’t the ones
out the front. The challenge
with that is it’s not visible.”
Roundtable participant
Tarnix Security – Ele Kelly (left), Tupaea Rolleston (middle), Nikau Nagels (right)
KPMG • 23Counting the
real statistics
C A S E S T U D Y
If you’re serious about “That’s when we realised that if Information Act requests across various
we’re going to make meaningful Ministerial portfolios.
effecting change in your change, we first need to understand
Armed with this all-important data, the
community, the Ruapehu our reality better.”
RWT plan was drawn up. It includes 23
Whānau Transformation And so they embarked on a targeted solutions to improve outcomes
comprehensive research project, across five key areas – employment,
(RWT) project offers two led by then-Pou Ārahi Che Wilson. health, housing, education and social
key learnings. Firstly, Kirikowhai Mikaere, a former senior needs.
Government statistician turned self-
it’s important to engage employed data adviser, was engaged
Although it’s still early in the journey, the
results are speaking for themselves.
your whole community – to lead the research.
They opened the doors on Te Pae Tata, a
both Māori and non-Māori. This involved a deep-dive into the brand new community-based technology
statistics for the Ruapehu rohe (which hub in Ohakune, in June 2016.
Secondly, you need to unveil includes the Raetihi, Ohākune, and
“Te Pae Tata is a place-based education
the real statistics and the Waiōuru communities). It was important
centre…and that’s a concept that
to gather specific data on those
stories behind them. communities, says Erena, because
governments have been thinking about
and writing strategies on for the past 20
national statistics were simply too broad.
The idea for the RWT plan was first years,” says Erena.
planted back in 2011, when Ngāti Rangi “If we were to work off national statistics,
“We’re a real example of actually doing it.
Trust held a rangatakapu hui to discuss we wouldn’t be having the impact we’re
Despite having no money, and not having
their post-settlement aspirations. “In having now, because we’d be looking at
settled yet…we’re just doing it, because
doing that, they prepared some surface- the wrong things.”
we know we need to.”
level statistics for the region – and what The project used both quantitative
they found was a pretty stark reality,” As well as being widely used by the
and qualitative research. The statistical
explains RWT project manager, Erena community, the hub hosted a Silicon
findings were presented to the
Mikaere-Most. Maunga conference for Māori digital
Community Reference Group, who
entrepreneurs prior to it’s official opening
then provided the human stories
“The median income for Māori was in May last year. And in another huge
behind the hard facts.
around $18,000 a year…our people were milestone, they have won a Ministry
in survival mode.” “While we needed to understand of Education contract to help build a
the black-and-white facts, we also national digital technology curriculum
Erena says while there was plenty
needed to hear the stories around from 2018 onwards.
of kōrero at the hui that focused
them…the kōrero from people
on outcomes – launching a tourism “After three years, we should be making
actually living that reality.”
business here, and another business enough income to sustain our activities,
over there – the underlying question of Also, to gain insight into the investment and then some. Those profits will be
‘how are we actually going to get there?’ Government was already making in the reinvested back into creating more
remained unanswered. region, the researchers made 19 Official opportunities for our people.”
24 • KPMG • MĀUI RAUON ENGAGING THE ENTIRE
COMMUNITY:
ON CREATING A TRUE
COMMUNITY SPACE:
“We needed to
One of the key factors in RWT’s
success is the way Ngāti Rangi
inspired the whole community to
The purpose-built Te Pae Tata
building is located away from
the central hub of Ohakune – and
involve the whole
share in their vision. there’s good reason for that.
community…
“Being a group of small towns, in a small
area, we realised early on that we needed
to look wider than just ourselves,” says
Explains Erena: “People did ask us, why
don’t you build it downtown? But if we’d
done that, our people might think it was
Māori, non-Māori,
Erena. “We needed to involve the whole
community…Māori, non-Māori, everybody.”
When they called the very first
a business for the tourists and skiers. It
was really important to have a sense of
whānau, and make it a place for us, first
and foremost.”
everybody.”
Community Reference Group meeting,
says Erena, “people didn’t really know And the strategy has paid off – with
what they were walking into.” What whānau of all ages coming and going to Erena Mikaere-Most
first got everybody into the room was use the space. Project Manager, Ruapehu Whānau
the widely-held respect for iwi leader, Transformation Plan
“We have some of the rangatahi coming Te Pae Tata
Che Wilson. But what happened next
up here to study after school. We ran a Ngāti Whakaue and Tūhourangi
was a revelation.
course for our kaumātua learning how
“Each person got up and talked about to do techy stuff. Most of them wanted
their relationship with our mountain, to learn how to set up their smartphone,
Koro Ruapehu, and how long they’d been or how to check Facebook for photos of
in the area, and what they did.” moko that live overseas. Now they come
back in for whatever they need.”
And when the vision for the
transformation plan was outlined – Te Pae Tata also houses a recruitment
everyone instantly knew they’d found agency that was developed through RWT,
a shared purpose. where clients use the technology to
become work-ready.
“They all realised what it would mean for
this place that they love. And that’s the “It’s getting busier all the time – and it
beauty of it. We’ve got many different will be really humming when we develop
people, with different skills, contributing our co-working space for entrepreneurs
to a shared purpose. They all want their and digital businesses,” says Erena.
families to be happy and thriving, for
“Hopefully we’ll also have some rangatahi
the economy to be booming, and the
running their own companies. We might
environment to stay healthy. They all want,
need another building by then…”
at a basic human level, the same thing.”
KPMG • 25How do we grow
leadership capability?
We ultimately determine the success of the future generation by what we
do today – and how we identify, nurture and groom them for tomorrow. A
quote from a 4th-century Chinese leader shared by one of our contributors
is worthy of reflection: “The things of the past give us strong tradition
but they might not be enough to prepare us for the future.”
Enabling inter-generational leadership So how do we make this happen?
must happen by design through Below are a few ideas:
both formal and organic means. Our
—— One contributor remembered a
contributors shared several overarching
time where his uncles said, “get
ideas, thoughts and experiences on how
up boy, you can get up, because
we should grow leadership capability;
we want to correct you, we want
enabling us to reflect our past but
to be alive and see how you
preparing us for the future.
whaikōrero” as a means to awhi
and teach his generation.
Adopt a bespoke approach
—— Another contributor shared the power
Empowering talent does not happen of a leader who had the foresight
overnight and it will take time. Therefore to see an opportunity; who had the
we need to plan and tailor what we do to willingness to open the door and let Our contributors believe that these
reflect the stages of a person’s journey them try something new that hadn’t safe spaces are only created where
and the situation or environment. Our been done before. “He said, ‘you can like-minded people from both the older
contributors believe that leadership do it’ to our young people. It was and younger generation come together
development should start young, and an opportunity for them to practice to resolve any barriers that we develop
any pathway (by formal design or being kaikōrero on the pae without for ourselves.
natural occurrence) will require multiple the intricacies of dealing with those
touchpoints to allow a person to build really tapu times like tangihanga; the Have the courage and confidence to
self-identity, confidence and skill. times where you have to actually act and let go
really concentrate on the tikanga that
Create safe spaces to learn and you’re following.” Similar to the sentiments shared with
explore us last year, it is believed that until
—— Another example was, “purposely we can get succession right – up,
Essential to any development journey is running paepae wānanga regularly. down and sideways – collaborate and
the ability to have safe spaces to learn They’re teaching all the younger share knowledge, share resources,
and explore. One contributor observed ones who want to know it and come and share expertise; we are failing the
that safety in your own environment through; and so that’s how they’re next generation.
should be a given. doing their succession.”
26 • KPMG • MĀUI RAUSo it's a young person choosing the
older person.” In this particular case the
older person’s brief was to mentor their
younger self: “You know now what you
wished you’d known then and that’s the
mentoring that you’re going to be doing.”
There are many instances of our tamariki
mokopuna being raised by their nannies
and koroua – a contributor noted that the
writing of the early settlers were always
referring to the freedom and involvement
of children. “They’re an interesting bunch
these Māori, they have their children right
in their meetings.” Rangatahi exposed
and involved in decision-making!!!
A sponsor within an organisation,
network, iwi, hapū or whānau is another
powerful enabler. “It's having someone
One contributor believed that: “we’ve that sit. They don’t get paid; they sit
already in that leadership space dynamic
actually got a generation above us that is and observe and they see good and bad enough to awhi that person through.
struggling; speaking as someone who’s governance practice, but they see it. And then make sure that the person
trying to come through at the moment, They’re moulded and shaped. That used that’s receiving the awhi doesn’t get lost
I can tell you now any idea or new idea to be the way things happened on the in it all and continues that succession
that’s put on the table – is quite quickly pae. You bring in the younger ones to sit and continues that momentum.”
shut down. They’re shut down when we in the second or third row and observe
talk about iwi organisations; they’re shut and listen.”
down because of personalities; they’re Identify and embrace natural talent
shut down because of some historical Another contributor shared an
“I shoulder tapped him because I saw
matter that happened in the past. And experience and idea of: “the boys can
potential in him and I thought that if we
while that stuff is all important as far just be on the pae and just watch their
placed him in there it would develop
as consideration goes, it's blocking dad or watch their mum do a karanga;
that potential.” When you see talent,
progress and advancement. It's one of stand up and be a part of the waiata in
what would you do? Another contributor
the most frustrating things that we deal a safe environment.”
suggested that, “even if they naturally
with at the moment.” have those talents they still need to
Utilise mentors, coaches and be groomed in some sort of way so
One way to foster intergenerational sponsors that they can utilise those talents to
collaboration is through understanding
There was a belief that these leaders the full potential.”
generational strengths. This was
summed up in a kōrero about the two need to be interested in the other We support this suggestion and would
different styles of leadership: “You’ve person's development, as well as add that one of the most impactful
got the ones that set you up and prepare challenging, supporting or encouraging actions someone could do for another is
you, and then you’ve got the ones them. One contributor described the to provide an opportunity to grow.
who take it the next step further. The natural selection process involved in
difference between the base set, being choosing a mentor: “(a) do you like the How we grow leadership capability
the ones who in this context take control other person; and (b) is there a genuine will be different for each person, each
of land or build that asset base; and the interest in me as an individual, that’s organisation and each community. We
next ones are those who learn how to both ways; not just a mentor giving to agree with the suggestion from one
capitalise on that asset base. We need the mentee and the mentee sucking it of our contributors that, “I would really
to allow leadership through to initiate encourage us to focus on, celebrate and
all up, but actually I might learn
those new ideas.” be open to stuff we don’t know.”
something from this other person
and I can actually integrate that into And to quote Winston Churchill:
Sit, watch, listen and learn my work and into my life.” “Success is stumbling from failure to
failure with no loss of enthusiasm.” We
Many examples were shared with us Another novel idea shared – and
will not know if something is going to
about the impact of being around leaders described by the contributor as one of
work until we give it a go, learn, adapt
and how through observational learning, the best mentoring programmes they
and try again.
inspiration can occur. One contributor had been involved with – was a type of
noted that: “There’s one group that I reverse mentoring. “All of the new grads One organisation taking a deliberate
know has a very clear succession plan come in and they have a big networking approach to developing their future
for their governance board and they event and at the end of the day the leadership is Wakatū Incorporation, the
bring in a certain number of candidates grads select who they want as a mentor. subject of the following case study.
KPMG • 27You can also read
