Strategic Influencing Factors
In this section...
- Statement of Intent Homepage 2009/2012
- Minister's foreword
- Introduction from the Chief Executive
- Nature & scope of functions
- Strategic context
- Strategic framework
- Operating intentions
- Managing in a changeable operating environment
- Cost effectiveness
- Assessing organisational health & capability
- Capital intentions
Factors influencing LINZ’s capability include the fast pace of innovation in an electronic environment and the real time demand for information. This has seen efficiencies in the way we process transactions and will have further implications for the way we provide geospatial information in the future. Operating in these conditions will demand greater agility and faster decision-making, while ensuring our underpinning information systems are robust.
A further factor shaping our capability will be the skills required to manage the growing expectations of our stakeholders. Ongoing technological advancements and a growing appetite for information means keeping pace with, and responding to, the needs of our customers. It also means taking a more proactive role in shaping both the environment and the preferences of our customers as we open access to the potential our information may have to offer. Accordingly, relationship management needs to be a constant theme underpinning the effective achievement of all our outcomes, and the processes that enable that to happen.
We have a diverse range of activities contributing to the effective execution of our business strategy. We are also seen as experts, with some core skill sets that reside only with us. To retain our reputation and to leverage off those skills and expertise we need to capture and use that knowledge. Access and capture of that knowledge will also support the robustness of our systems and keep the legacy of past experience and decisions available to our staff.
An informed organisation requires strong research and evaluation information. A key component in our success will be the ability to inquire and explore possible opportunities, identify trends, and make sense of information to add value to our stakeholders. Measuring the progress we are making in delivering our activities will provide an assessment of our effectiveness and efficiency, and will contribute to a more informed and responsive organisation. Accordingly, a key priority is ensuring we have the research and scanning capability to anticipate the land information market, and demonstrate a clear sense of accountability for our achievements.
