Leadership for a changing mining industry

At last year’s Consultants Society Forum, Paul Harper delivered a keynote presentation exploring how leadership must evolve to remain effective amid rapid technological, cultural, and workforce shifts.

Drawing from five decades of industry transformation, Paul Harper challenged traditional models and offered a diagnostic framework to help consultants and clients align for success.

Workforce and Culture: Lessons from the Past The Renison Tin case from the 1980s–90s illustrated how restructuring, safety leadership, and cultural shifts transformed a crisis-stricken operation. Moving from a union-dominated workforce to performance-based teams proved crucial in achieving a safer and more productive environment.

Leadership Training and Workforce Models Industry reliance on contractors has grown, while leadership training has declined. Paul highlighted the importance of renewing pathways that once progressed staff from frontline roles to management. Examples from Northparkes showed that effective leadership can unify employee and contractor teams into high-performing units.

Technology and the Decline of Top-Down Control With the rise of real-time automation, Paul noted that traditional command-and-control models no longer work. Case studies from Henderson and Northparkes showcased how operator-led decision-making now yields better agility, trust, and innovation.

Short-Termism: The Risks of the ‘Bunnings’ and ‘Qantas’ Models Paul warned against short-sighted strategies that favour cost-cutting over sustainable business building. Investor pressures and leadership turnover contribute to erosion of culture, operational risk, and long-term decline.

Redefining Accountability and Understanding Leadership Success should be measured not by share price but by long-term value creation. Effective leaders must go beyond managing metrics to understanding operational realities. The Olympic Dam case study showed how aligning KPIs with production plans can significantly improve outcomes.

AI and the Leadership Gap As AI becomes embedded in mining operations, Paul urged companies to redesign strategies, not merely adapt old ones. Leadership models must evolve alongside technology to maintain relevance.

Consultancy and Leadership Maturity Paul introduced models for assessing the maturity of both consultants and clients. Mismatches in capability can hinder project success. Situational leadership frameworks help diagnose motivational and operational dynamics critical to effective collaboration.

Key Takeaways

• Teamwork depends on capability awareness and relationship maturity
• Technology demands redesigned leadership and operational models
• Leadership must guide behaviour and strategy—not just performance metrics
• Consultants must influence change by asking the right questions and fostering understanding
• Strategic thinking is vital to address emerging industry challenges

Next Steps for Industry Leaders To remain relevant, leadership teams must build adaptable strategies and invest in training that responds to technological advancement. Mutual understanding between consultants and clients will be vital in navigating complexity and fostering innovation.

Follow the link to watch the full presentation recording: https://player.vimeo.com/video/1063003779