Blog

The best steering committees never need to steer. When a major transformation program runs smoothly, this is not by accident. It is by design. Steering committees play a vital role in governance, visibility and key decision making. They exist to align projects & programs with business strategy, oversee delivery, resolve major issues, and make the high-level decisions that shape direction and investment. When they work well, they give leaders confidence that complex initiatives are under control and moving towards their intended outcomes. My view is that the most effective steering committees are often those with the least fuss. They don’t spend their time firefighting or unpicking surprises. This is not the intent of a steering committee. The focus is on validating progress, endorsing key decisions, and providing strategic guidance — because the real work has already been done. The program leader’s real art The difference lies in the quality of program leadership. The hard work is done in the lead up to the steering committee, this means: Alignment. Stakeholders are engaged early, with shared understanding of priorities, scope, and success measures. Anticipation. Issues are surfaced and resolved at working level, rather than escalating unnecessarily. Knowing when to escalate to remove roadblocks is key to success. Clarity. The project/program narrative is consistent, transparent, and grounded in evidence — so there are no surprises. When these fundamentals are in place, the steering committee becomes what it was always intended to be: a forum for strategic direction, not operational repair and firefighting. Governance at its best A well-run steering committee confirms that the ship’s on course, the crew is competent, and the captain has control. The conversation becomes higher value — focused on trade-offs, strategic risks, and emerging opportunities rather than tactical blockers. That’s governance at its best: fit for purpose and effective, challenging but supportive. What it says about leadership Program leaders who reach this level of maturity focus on alignment, clarity, and trust. They create an environment where the steering committee’s confidence is earned, not requested. When a steering committee spends its time on decisions rather than disagreements, you know the program is being led — not just managed. Please contact Alan Herrity to explore this topic further.

A conversation with an executive recently reframed something many boards are still grappling with. The real blind spot in boardrooms isn’t just a lack of technical understanding. It’s the confidence to interpret technology investments through a strategic lens — how they enable the business, improve risk, and ultimately strengthen customer experience. If a board sees a $50 million cloud program purely as IT infrastructure, the conversation is already heading in the wrong direction. The strategic case for technology is, in effect, the case for digital transformation. That means understanding how the change reshapes process performance, customer visibility, and operational resilience. As that executive put it, a true digital transformation “exposes your process performance to your customers.” It’s a useful test: if your customers could see exactly how your processes work, would they still choose you? That’s the difference between technology as cost and technology as capability. Technology Fluency Isn’t About Technical Depth Boards don’t need more technologists. They need directors who can recognise what technology enables — growth, speed, resilience, and transparency. That has always been the requirement. The gap today is that these decisions now sit at the centre of strategy rather than the periphery. Digitally fluent boards Link investment to strategy, not infrastructure Differentiate between modernisation and transformation Understand customer impact as clearly as cost impact Assess risk in operational, cultural, and technology terms Where boards struggle is usually not with the technology itself, but with context. They miss how decisions play out culturally — the hidden signals in execution that determine whether a transformation will land. As one executive in my network put it, “the distance between the board and where the work happens means cultural signals get lost.” His view is right; culture remains one of the quietest destroyers of transformation success. The Strategic Value of Technology Leaders on Boards This is where experienced Technology Executives add real value. However, not as technical custodians. The strongest candidates position themselves as enablers of strategy, stewards of risk, and commercial contributors who can translate complexity into clarity. They can articulate why a transformation matters, how it links to the operating model, and what the organisation needs to do to ensure customers feel the benefit. They don’t talk about platforms first; they talk about outcomes. The best ones move comfortably between strategy, execution and culture. They can explain the positive impact on the P&L in ways that resonate with non-technical colleagues. That’s what differentiates a board-ready technology leader from one who’s simply senior in their function. Boards Need to Close Their Own Blind Spots Technology Executives bring essential perspective, but the responsibility doesn’t sit with them alone. Boards need to identify where their blind spots are — whether that’s digital capability, data literacy, transformation oversight, or cultural interpretation — and close them. A digitally fluent board isn’t one with a single expert. It’s one in which the full group can challenge assumptions, interrogate investment cases, and understand how transformation affects customers, risk, and strategy. When they do lead a major transformation, the job isn’t finished when the program ends. The most effective boards review, assess, and learn. Continuous change means there’s no moment for relief. If a board feels the work is “done”, that’s usually the signal that it’s time to evolve again. What This Means for Technology Executives Preparing for Board Roles For leaders aiming to step into governance roles, the expectation has shifted. Position yourself as someone who: Enables strategy, rather than represents a function Understands risk in operational and technology terms Can show a clear link between transformation and commercial outcomes Brings the cultural awareness to read execution signals early Boards don’t need technologists. They need technology-literate strategists with the experience to make change investable and the judgement to ensure it succeeds. Closing the Gap Business models, customer expectations, and technology capability will continue to move at pace. The organisations that thrive will be those whose boards understand how technology shapes value — not as a technical discipline, but as a strategic one. For many boards, that shift is still underway. For Technology Executives, it’s a clear opening to contribute where the business needs clarity most. If both sides step towards each other, the blind spot closes.  Please contact Alan Herrity to explore this topic further.

The Quiet Crossroads Every Transformation Leader Reaches You’ve been offered a lateral move. You might feel that it’s a step back. Your mentor says take it. You’re torn. That tension — perceived progress versus pragmatism — is one I see often. Recently, a CIO I know asked me about the pros and cons of a sideways step. On paper, it can look like a setback. In reality, it can set the stage for the next big leap. “Careers aren’t ladders anymore. They’re landscapes - and the best leaders learn to navigate them". Four Real Ways Careers Move Forward Careers rarely move in straight lines. In truth, there are four ways to grow — each valid in its own season.

Recently, I had lunch with a Senior Transformation Executive who'd been a candidate in a Momentum Search and Selection-led search late last year. While he didn’t land that particular role, we stayed in touch and often discussed different opportunities. Today, he’s thriving in a new opportunity — and he credited some of our conversations as a key part of his journey.

Back in 1997, McKinsey coined the phrase 'The War for Talent'. That war hasn’t gone away—however, it has evolved. In today’s digital world dominated by smartphones, platforms like LinkedIn, and an endless stream of content. With many of the candidates I represent, it increasingly feels like we’re in a war for personal branding.

Why the briefing meeting is the most under-leveraged step in hiring — and what top-performing organisations do differently.

Since the 2018 findings of Australia’s Royal Commission into misconduct in the Banking, Superannuation, and Financial Services Industries, regulatory reform has continued to accelerate.

In retained search, structure and transparency are paramount. These high-stakes engagements typically unfold over 4–6 weeks and demand precision, proactive communication, and stakeholder alignment at every stage. Whether you’re hiring a Chief Digital Officer, Program Director, or Transformation Leader, the right appointment can have a profound impact on your organisation. As outlined in our article on why retained search is crucial for critical hires , these roles require more than just a good hire—they demand strategic alignment and long-term value. Typically held weekly, steering meetings serve as a consistent touchpoint for the search team and client to review progress, address challenges, and ensure alignment. It is crucial to involve the key stakeholders, who are the decision-makers and key influencers specific to the search, right from the start to maintain alignment. A focused steering meeting, even just 10–15 minutes, can save hours of work later by confirming direction and priorities. Skipping one risks derailing the search; equally, bringing meetings forward without collective agreement should be avoided. Driving Clarity Through a Defined Cadence Weekly steering meetings bring all key stakeholders together to ensure progress is both visible and on track. Each session is built around a data-led update, covering: How the project is progressing Number of candidates identified from the entire talent pool Number of candidates approached Number of candidates not interested Number of candidates interested  This level of transparency offers two vital benefits: it keeps everyone informed and allows for swift, evidence-based adjustments when necessary. These meetings provide clear visibility into the talent pool and search activity, reducing the risk of surprises later. Each session should outline the journey so far, confirm alignment, and gain agreement on the next steps. They're also an opportunity to raise and resolve any issues and to brief stakeholders on what's coming in the week ahead, including when interview availability is needed. Ensuring Market Coverage and Accountability A retained search must confidently demonstrate that the full talent landscape has been explored. By sharing real-time metrics in steering meetings, it provides a clear audit trail of all activity. This builds trust—especially important when hiring for senior, confidential, niche, or critical roles, where the impact is significant. These insights help stakeholders understand: Market feedback specific to the search Candidate sentiment toward your company, the role, and the opportunity Whether adjustments to the role specification or messaging are needed Steering meetings also help confirm that candidates under consideration are actively engaged. These discussions provide a current view of all available options in the market and ensure that everyone understands the agreed search parameters—including process, interview capacity, and organisational commitment. Real-Time Alignment and Strategic Course Correction In today’s fast-moving hiring landscape, rigidity can cost you top talent. Steering meetings allow for dynamic recalibration. Stakeholders can: Refine search parameters based on candidate profiles Adjust industry or domain focus Reframe how the opportunity is positioned in the market The search team can also share feedback on candidates they are—or are not—interested in, along with reasons, helping confirm alignment with the client. Reaffirming the timeline during each session helps maintain momentum. Enhancing Decision-Making with Early Visibility of the Longlist As part of ongoing updates, the search team will share the emerging longlist—candidates who meet the core criteria and have been actively engaged. These individuals are qualified, interviewed, and assessed for the opportunity. Sharing this list early enables stakeholders to begin evaluating fit and suitability sooner, significantly accelerating shortlist development and decision-making. Final Steering Meeting: From Longlist to Action The final steering meeting marks a key inflection point. During this session, stakeholders and the search team come together to confirm: Which candidates will move forward to interview Interview schedules and logistics Professional feedback for those not progressing This ensures a smooth transition from search to selection and helps maintain a positive candidate experience. Conclusion: Making Every Search Count In retained search, results depend on a rigorous, transparent process with a true partnership between client and search team. Steering meetings provide the structure, discipline, and shared visibility required to drive a successful outcome. They also reinforce the value of a robust and transparent process—keeping everyone aligned, informed, and engaged. For leaders hiring into senior, confidential, niche, or critical roles —where delay or misalignment carries a high cost—these sessions are not optional. They are essential. Please contact Alan Herrity to explore this topic further.

Transformation leaders often find themselves fully immersed in their current roles, driving change and delivering results. However, at Momentum Search and Selection, we've observed a common pitfall with this approach: neglecting professional relationships outside your current organisation. This oversight can lead to a 'cold start' when you unexpectedly find yourself in the job market. Let's explore why maintaining these connections is crucial and how to do it effectively. The Importance of Ongoing Networking 1. Market Insights Regular contact with industry peers and Executive Search specialists keeps you informed about market trends, emerging opportunities, and salary benchmarks. 2. Career Opportunities Many executive roles are filled through networks before they're advertised publicly. Staying connected increases your chances of hearing about these opportunities early. 3. Professional Development Your network can provide valuable insights, mentorship, and learning opportunities that contribute to your growth as a leader. 4. Reputation Building Consistent engagement helps build and maintain your professional reputation beyond your current role. 5. Smoother Transitions If you need to change roles, a warm network makes the process much easier and often faster. Strategies for Effective Ongoing Networking 1. Schedule Regular Check-ins Set aside time every few months to connect with key contacts in your network. This could be as simple as a quick email or a coffee catch-up. 2. Engage on Professional Platforms Regularly share insights, comment on industry news, or participate in discussions on platforms like LinkedIn. This keeps you visible and engaged with your broader professional community. 3. Attend Industry Events Make time to attend conferences, seminars, or networking events. These provide excellent opportunities to maintain existing relationships and forge new ones. 4. Offer Value Networking isn't just about what you can gain. Look for opportunities to help others in your network through introductions, sharing knowledge, or offering advice. 5. Stay in Touch with Executive Search specialists Maintain relationships with reputable executive search firms, even when you're not actively job seeking. They can provide valuable market insights and keep you informed about potential opportunities. 6. Join Professional Associations Active involvement in industry associations can help you stay connected with peers and stay abreast of industry developments. 7. Mentor Others Offering mentorship not only gives back to your industry but also helps expand and strengthen your network. Overcoming Common Networking Challenges 1. Time Constraints As busy executives, finding time for networking can be challenging. Consider integrating networking into your regular schedule, perhaps by combining it with other activities like your morning coffee or lunch break. 2. Feeling 'Inauthentic' Some leaders worry that networking feels forced or insincere. Remember, genuine networking is about building mutually beneficial relationships, not just collecting contacts. 3. Current Employer Concerns You might worry about how your current employer would perceive your networking activities. Focus on professional development and industry engagement rather than active job seeking to alleviate these concerns. 4. Knowing Where to Start If you've let your network go cold, it can be daunting to re-engage. Start small, perhaps by reaching out to former colleagues or attending a local industry event. Remember, your professional network is a valuable asset that requires ongoing investment. Maintaining these relationships throughout your career ensures you're well-positioned for future opportunities and have a support system to draw upon when needed. Alan Herrity Director Momentum Search and Selection