4
concentrate to the downstream Smelter and Refinery. The
Kennecott Technical group provides the designs, schedules,
centerline oversight and assurance to support safe and sta-
ble operations.
In partnership with Kepner Tregoe, the Kennecott
Technical group developed a functional level strategy in
late 2021. As opposed to the corporate and business level
strategies, the functional level strategy seeks, “management
of relatively narrow areas of activities which are of vital, per-
vasive or continuing importance to the total organization.”
(Kepner-Tregoe, 2021) A strategic horizon was established
spanning 2022 to 2027. This 5-year duration provides
opportunity for longer-term initiatives to be included. The
workshop session was attended by the Technical General
Manager and Technical Managers representing the Open Pit
Mine, Concentrator, Integrated Planning, Laboratories and
Metals (i.e., Smelter and Refinery). The first and most criti-
cal step in the functional strategy was asking the Kennecott
Technical group and its stakeholders why the group exists.
Responses ranged from being the best at what they do to
delivering plans and designs for the customer. Through this
exercise, it became clear that personality differences, com-
peting egos, lack of role clarity and legacy frustrations were
clouding an aligned purpose.
Transitioning from here, the functional strategy
delved into a thorough examination of the current state
of the Kennecott Technical group. This pivotal stage’s suc-
cess hinged on participants’ honesty and accountability.
Creating a secure environment for sharing perspectives and
addressing key issues took precedence.
There were identifiable frustrations and misalignments
among personnel, stemming from:
• A perceived lack of commitment and timely delivery.
• Technical personnel’s inclination to react adversely to
operational pressure, either by acquiescing or becom-
ing combative.
• Overly detailed and disconnected communication of
technical work to key stakeholders.
• A sense of stagnation due to a perceived lack of
career pathways and professional development
opportunities.
Moreover, a tendency towards prioritizing short-term
reactive decision-making over long-term holistic measures
was observed. This manifested as:
• Technical work being perceived as an obstacle rather
than playing a pivotal role by operational teams.
• Technical personnel frequently getting entangled in
a cycle of fixing reactive short-term issues, thereby
compromising the ability to address future chal-
lenges proactively and sustainably.
Additionally, it was noted that technical teams operated
within firmly ingrained silos, displaying an unwillingness
to share, leading to a lack of connection and integration
among teams.
In summary, participants acknowledged that with deep
technical expertise comes deep pride. Overplayed, this pride
and ego fed the omnipresent and, at times, destructive ten-
sion between teams. The Kennecott Technical group was
seen by stakeholders as an auditor and consultant rather
than a valued contributor with skin in the game. For the
future, the functional strategy imagined an ideal state for
the Kennecott Technical group, with a significant focus on
reaffirming the group’s purpose and self-belief. The diag-
nostic process resulted in key statements outlining this
envisioned future state.
Envisioned was the formation of one unified technical
team characterized by a robust sense of belonging, partner-
ship, and alignment, manifesting in:
• Open sharing and support among team members.
• The ability for all technical team members to fulfill
their professional aspirations.
Recognition of the pivotal and enabling role played
by the Kennecott Technical group was a central theme,
including:
• Empowering team members to spend more time in
the medium to long-range space, proactively address-
ing future risks and opportunities.
• Ensuring timely, effective, and committed delivery.
• Fostering influential communication that resonates
strongly with stakeholders.
Moreover, the ideal future state encouraged the cultiva-
tion of constructive tension and debate, featuring:
• Embracing radical candor.
• Facilitating open conveyance of insights by team
members to contribute to an aligned path forward.
Ultimately, the Kennecott Technical group’s desire
was for team members to be recognized as valued partners.
There was a strong desire to draw the proverbial line in the
sand so ego and past may be set aside to strive for collective
objectives.
From this future state diagnosis, the Kennecott
Technical group’s purpose statement was created as a com-
mon rallying cry. In Start with Why – How Great Leaders
Inspire Action, Sinek (2009) concludes that, “…people
don’t buy what you do, they buy why you do it.” So why
concentrate to the downstream Smelter and Refinery. The
Kennecott Technical group provides the designs, schedules,
centerline oversight and assurance to support safe and sta-
ble operations.
In partnership with Kepner Tregoe, the Kennecott
Technical group developed a functional level strategy in
late 2021. As opposed to the corporate and business level
strategies, the functional level strategy seeks, “management
of relatively narrow areas of activities which are of vital, per-
vasive or continuing importance to the total organization.”
(Kepner-Tregoe, 2021) A strategic horizon was established
spanning 2022 to 2027. This 5-year duration provides
opportunity for longer-term initiatives to be included. The
workshop session was attended by the Technical General
Manager and Technical Managers representing the Open Pit
Mine, Concentrator, Integrated Planning, Laboratories and
Metals (i.e., Smelter and Refinery). The first and most criti-
cal step in the functional strategy was asking the Kennecott
Technical group and its stakeholders why the group exists.
Responses ranged from being the best at what they do to
delivering plans and designs for the customer. Through this
exercise, it became clear that personality differences, com-
peting egos, lack of role clarity and legacy frustrations were
clouding an aligned purpose.
Transitioning from here, the functional strategy
delved into a thorough examination of the current state
of the Kennecott Technical group. This pivotal stage’s suc-
cess hinged on participants’ honesty and accountability.
Creating a secure environment for sharing perspectives and
addressing key issues took precedence.
There were identifiable frustrations and misalignments
among personnel, stemming from:
• A perceived lack of commitment and timely delivery.
• Technical personnel’s inclination to react adversely to
operational pressure, either by acquiescing or becom-
ing combative.
• Overly detailed and disconnected communication of
technical work to key stakeholders.
• A sense of stagnation due to a perceived lack of
career pathways and professional development
opportunities.
Moreover, a tendency towards prioritizing short-term
reactive decision-making over long-term holistic measures
was observed. This manifested as:
• Technical work being perceived as an obstacle rather
than playing a pivotal role by operational teams.
• Technical personnel frequently getting entangled in
a cycle of fixing reactive short-term issues, thereby
compromising the ability to address future chal-
lenges proactively and sustainably.
Additionally, it was noted that technical teams operated
within firmly ingrained silos, displaying an unwillingness
to share, leading to a lack of connection and integration
among teams.
In summary, participants acknowledged that with deep
technical expertise comes deep pride. Overplayed, this pride
and ego fed the omnipresent and, at times, destructive ten-
sion between teams. The Kennecott Technical group was
seen by stakeholders as an auditor and consultant rather
than a valued contributor with skin in the game. For the
future, the functional strategy imagined an ideal state for
the Kennecott Technical group, with a significant focus on
reaffirming the group’s purpose and self-belief. The diag-
nostic process resulted in key statements outlining this
envisioned future state.
Envisioned was the formation of one unified technical
team characterized by a robust sense of belonging, partner-
ship, and alignment, manifesting in:
• Open sharing and support among team members.
• The ability for all technical team members to fulfill
their professional aspirations.
Recognition of the pivotal and enabling role played
by the Kennecott Technical group was a central theme,
including:
• Empowering team members to spend more time in
the medium to long-range space, proactively address-
ing future risks and opportunities.
• Ensuring timely, effective, and committed delivery.
• Fostering influential communication that resonates
strongly with stakeholders.
Moreover, the ideal future state encouraged the cultiva-
tion of constructive tension and debate, featuring:
• Embracing radical candor.
• Facilitating open conveyance of insights by team
members to contribute to an aligned path forward.
Ultimately, the Kennecott Technical group’s desire
was for team members to be recognized as valued partners.
There was a strong desire to draw the proverbial line in the
sand so ego and past may be set aside to strive for collective
objectives.
From this future state diagnosis, the Kennecott
Technical group’s purpose statement was created as a com-
mon rallying cry. In Start with Why – How Great Leaders
Inspire Action, Sinek (2009) concludes that, “…people
don’t buy what you do, they buy why you do it.” So why