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FIGURE 5:

VALUE CREATION FOR JAWUN PARTNERS

Indigenous partners

capability build

empowerment

Indigenous-led development

intercultural competency

people and leadership development

strengthened culture

strengthened employer brand

corporate social responsibility

stakeholder relations

Secondment partners

creates value

Jawun

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The role of business in society is redefined through

a simple but powerful idea: business success and

social progress are interdependent. Jawun operates

in alignment to this principle through its

partnership model.

The Jawun partnership model enables value

creation at each point of collaboration—between

corporate and government partners, philanthropic

partners, and Indigenous partners—which in turn

contributes to shared value outcomes for all

stakeholders.

The inherent strength of the model is that partners

from each sector not only operate on a level

playing field but experience

value creation

in

a number of ways (see Figure 5).

Indigenous partners benefit from the skill sharing

and expertise of corporate and government

secondees, and through building connections with

senior leaders across corporate and government

sectors. Corporate, government and philanthropic

partners gain access to unique opportunities to

contribute to positive outcomes for Indigenous

communities. In turn, value is created inside

corporate and government partners in areas such

as intercultural capability, leadership and people

development, organisational culture and corporate

social responsibility.

Jawun has a unique line of sight to value creation

in its partner organisations through analysing:

• the experiences of individuals who have

taken part in the secondment program

• the insights of leaders in secondment

partner organisations, who attribute certain

proof points of value creation within their

businesses to the Jawun partnership.

Together, these experiences build a significant

picture of beneficial outcomes across the

sectors in which Jawun operates.

If I didn’t see the benefits of the Jawun

program in terms of the organisation,

I would still see merit in taking part, but

I wouldn’t necessarily be as enthusiastic.

It’s an inherently good thing to do;

however doing good things only gets you

so far. Where you get a trade-off in terms

of your own organisational strategies is

when you can say, ‘If we were to run a

cost–benefit analysis on this, it would be

more than paying for itself.’

DENNIS RICHARDSON,

SECRETARY OF THE DEPARTMENT OF DEFENCE

JAWUN: SINCE 2001 9