an online book by David Gurteen
Chris Corrigan is an Australian businessman. He was the managing director of the Patrick Corporation until it was taken over in 2006.
Born in country New South Wales, he was educated at Bowral High School, the Australian National University and Harvard University. In the US he developed an interest in marketing and media and acquired new techniques in retail finance, including margin lending, which he introduced to Australia.
He joined stockbroker Ord Minnett as an analyst in 1968 and moved to BT Australia as investment manager in 1970. He was appointed managing director in 1979. Corrigan formed a partnership with Peter Scanlon, a former Elders executive, in 1990 when he set up an investment and management services business that first became the Lang Corporation and later stevedore company Patrick Corporation.
Corrigan is best known for the 1998 Australian waterfront dispute, in which he attempted to sack the heavily unionised workforce and replace it with strikebreakers, eventually leading to reform and restructuring of dockyard labour practices. In the 2007 miniseries Bastard Boys about the dispute, Corrigan was played by Geoff Morrell.
In 2007, Corrigan became non-executive chairman of companies associated with KFM Diversified Infrastructure and Logistics Fund which became Qube Holdings. The companies have bought into joint ventures in some of the stevedoring, wharf and shipping operations acquired by DP World when it took over P&O Transport Australia.
Credit: Wikipedia - Chris_CorriganChris Corrigan is a facilitator of participatory practices such as Open Space Technology and the World Café. He specializes in large group facilitation process and participatory approaches to change, complexity and systemic innovation. I have followed Chris’s work via his blog and Twitter feed for several years and am impressed with his ability to explain … Continue reading Chris Corrigan Participatory practices facilitator
A culture is emergent and is the result of millions of interactions, behaviours, artifacts and stories that people build up over time. It is unpredictable and results in surprise. The idea that a “culture change initiative” can be rolled out from the top of an organization is not only a myth, it’s a hidden form … Continue reading Culture Is Emergent Chris Corrigan
The Many Faces of Strategy ** Strategic Conversations Close Pop-up all posts in this chapter What is meant by strategy, and how do you develop a strategy in a complex world? In a complex and unpredictable world, strategy takes on a broader and more nuanced meaning than simply creating a plan to achieve a set … Continue reading Strategy in a Complex World ** Strategy is much more than a plan
Shared Meaning Reframing Questions Close Pop-up all posts in this chapter Culture plays an essential role in our societal and organizational lives. It shapes us in a variety of ways. Culture and Conversation We can view a society or an organization as a network of people engaged in a continuous, dynamic flow of conversations. In … Continue reading Culture Basic tacit assumptions about how the world works
