The Most Influential Women To Watch In 2022

From Editor’ s Desk

Womenareeffectivechangeagents,anddiversityandgenderparityinleadershipanddecision-makingare

increasinglyacknowledgedinallwalksoflife.Womenstillmakeupaverysmallpercentageofthosewho makedecisionsinpolitics,business,andsociety

Theneedtoclosethepaygapbetweenmenandwomenhasreceivedmoreattentioninrecentyears,alongwithcallsfor greatergenderequality.Despitethefactthattherehasbeenalotofimprovementinthisarea,therearestillfartoofew womeninpositionsofauthority

Conqueringthestruggles,womenhaveemergedaspowerfulleaders. ThisissueofCIOWomenofTheMostInfluentialBusinessWomentoWatchOutarethestoriesofsuchpowerful women.

FeaturingforTheCIOWomen’sthisissueof TheMostInfluentialWomentoWatchOutin2022arethestoriesofsuch successfulbusinessesthathavemadeitthrougheveryoddstormandmadeittothetop.

FortheCoverStoryreadabout-

KylieWard-AdjunctProfessorKylieWardisahumanitarian,CEO,equalitywarrior,transformationspecialist,mom, policyreformer,visionaryandafor-purposeleader.Theserolesfallshortofherdynamicandstrongleadership personality TheEnterpriseWorldisproudtointroduceherasoneofTheMostInfluentialWomentoWatchIn2023.

RaisedinthewesternsuburbsofSydney,lifewassimple,butKyliewasnot.Littledidsheknowthatshewasaboutto becomeoneofthecountry'smostinfluentialprofessionalhealthleadersandaformidable,passionateadvocatefor women,children,andequality

Kylie’sstoryisgroundedinservicetoothers,avisionforagreaterfuturewithatenacitytogetthejobdone.Her strengthslieinbreakingdownwalls,reframingtheissueforfreshthinking,andbringingpeopletogethertocreatelonglastingsolutions.

Bythevirtueofthis,shehasacquiredseveralaccoladesovertheyearsandbeenrecognizedforherwork.In2017,Kylie wonTelstraACTBusinessWomanoftheYearforPurposeandSocialEnterprise.Inrecognitionofherleadershipin digitaltransformationinthehealthindustry,KyliewasministeriallyappointedasaBoardDirectortotheAustralian DigitalHealthAgency,aBoardDirectortotheAustralianCommissiononSafetyandQualityinHealthCare,the NationalHealthandMedicalResearchCouncil(NHMRC)andHealthTranslationAdvisoryCommittee(HTAC)whilst holdingnumerousothernationalandboardpositions.

KyliehasservedonnumerousStateandTerritorySenate,andParliamentaryInquiriesandgaveevidencein2019atthe AustralianAgedCareRoyalCommission.In2020,KyliewasnamedoneoftheTop100HealthVoicesforLinkedIn worldwideandwasrecognisedasaNationalInfluencerbyAuSAE,theleadingbodyforassociationexecutives.In2022, KyliewasnamedtheNationalWinnerofExecutive/TeamLeaderoftheYearandOverallNationalWinnerofthe OutstandingLeadershipAwardsforLeadershipHQAustralia.Withinthesameyear,shewasalsonamedtheACT WinneroftheExcellenceinWomen’sLeadershipAwardsbyWomenandLeadershipAustralia.

“My desire is to leave the world a better place and I have an unrelenting passion to bringothers on the journey with me.”

This list is NOT a ranking. The companies on listed in magazine serve different aspects of the market, making ranking them in any order except revenue impossible and unfair. We try to bring a perfect platform for business organization to showcase their valued products/ services.

Metaversewasrecordedtobeamongst thetopmostpopularwordsof2020 worldwideanditspopularityhasonly grownwithtime.Eversincemark Zuckerbergchangedhiscompany “Facebook's”nameto“Meta”,the internetwastakenbystormandall socialmediaattentionwasdiverted towardsthisnewtechnologicalword “Metaverse”.topinvestorandtech giantsfromaroundtheworldstarted pumpinginmillionsofdollarstopush thistechnologyandgetitupand running.

However,whattheworldsdidn't realisebackthenwasthattheterm “Metaverse”wasfirstcoinedina sciencefictionnovelnamed“Snow Crash”writtenbyanAmericanwriter, NeilStephensonintheyear1992.This noveldepictedhowaboyliveduallife, oneontherealworldandtheotherin thisvirtualimmersiveworldcalledthe Metaverse.Sowecancomfortablysay thatthisconceptofanimmersive virtualspacethatisparalleltothereal worldhasbeenaroundsinceawhile buthasonlycaughtoneyeballsofthe massesafterbeingaddressedbytop techenthusiastsandgiants.

Inthisarticleyouwilllearnabout:

Ÿ WhatistheMetaverse?

Ÿ Whatarethetop3challengesof theMetaverse?

Ÿ Whatarethetop3benefitsinthe Metaverse?

PR News Section

WhatisMetaverse?

TheMetaverseisenvisionedtobea virtualplatformwherepeoplecancarry outtheirdaytodayactivitieslike working,studying,shoppingetc.allin animmersivesetup.Expertspredict thattheadoptionofMetaversewill changethewaydigitalinteractions takeplaceforgenerationstocome.

Itisoneofthebiggestbreakthroughs intheworldoftechnologyandnosuch technologywithsuchgreatpotential haseverbeenspokenaboutbefore.It canbeconsideredasaniterationofthe internetasasingleandone-point universeandimmersivevirtualworld thatisfacilitatedbyAugmented Reality(AR)andVirtualReality(VR) wearabledevices.

UserscanputonAR/VRwearable devicesandenterthisimmersive virtualworldandcarryoutanentire virtuallifewhichisparalleltotheir realworldlife.Auniquefeatureofthe Metaverseisthatuserscaninteract withobjectsandotherusersina3 dimensionalsetup,thismeansthat theycannotonlyseebutalsotouch andfeelotherrealworldreplicated objectsandotherusersinreal-timeas theyare.

TheMetaverseispoweredby advancedtechnologieslikeAugmented Reality(AR),VirtualReality(VR), ArtificialIntelligence(AI),Machine Learning(ML),Blockchain, Cryptocurrency,NonFungibleTokens (NFTs)etc.andhasgreatpotentialto

completelyrevolutionizetheway digitalinteractionstakeplaceinthe future.

Metaverseexample1:Imagineifyou couldwalkthestreetofMilanand shopfromyourfavouritebrands,tryon footwearandclothes,makeyour selectionandgetitdeliveredtoyou physicaladdress..Allofthiswithout stampingyourpassportorbuyingflight tickets!Yes,theMetaversemakesthis possible,youcouldsitatthecomfort ofyourcouchandstillvisitplacesin differentdemographics.Metaverse example2:Nowimagineifyouhadto attendanimportantconferencein Australiaat11am,andanotherseminar onthesamedayat5pminIndia..The Metaverseallowsyoutojustputon AR/VRwearabledevicesanbeatboth placeswithoutyouneedingtohamper yourwork.Youmustbewondering thatthisisalsopossiblethrough platformslikeZoom,Teams,Google Meetsetc.,howeverwhatmakesthe Metaversestandoutisthatyoucan attendthesemeetingin3Dimmersive environments,unliketheabove mentionedthatallowyoutoonlydee thingsonascreenina2D environment.WithMetaverse,youcan see,hearandfeelobjectsandother peoplearoundyoulikeitwouldbeina realcasescenario.

C O N T

Cover Story

A Highly Qualified Womenpreneur with Outstanding Strategies

The Many First Women

Powerful Woman Ruler of England

The

E N T S

Leader Or Manager Choice Is Yours

Management Vs Strategy Consulting

The Many First Women

The Powerful Woman Ruler of England

Englandhashadalonghistoryofsuccessfulrulers,andafairshare amongthemhavebeenwomen.GreatBritainandEnglandarethe countriesthathavehadsomepowerfulreigningqueensatthetime whentherewasnomaleheirforthecrown.Thesewomenrulers wereinfamousfortheirrulingandsomewerebestknownforbeing thelongest-reigningandthemostsuccessfulrulersintheentire Britishhistory

However,inthehistoryofBritishmonarchy,ithasalwaysbeena traditionthatthethroneispassedontotheeldestsonofthe monarch,regardlessofhowmanyoldersistersarepresentinthe family.Thisisprobablytheonlyreasonwhythecountryhashadjust afew,butverysuccessfulqueens.

IfyouhaveeverhadachancetogothroughthehistoryofBritish monarchy,itisveryapparentthatamongthemanyqueensEngland hashad,thequeenplayedtwomajorrolesinherlife.Oneisthatshe wasusuallyusedasapoliticalpawninstatedealingsandthesecond

infamousrolewasthatof producingasmanyheirsasshe could.

However,eventhroughthese difficultsituations,therehave beeneightqueensthathave ruledEngland,andwhohave alsomanagedtonotchuppretty impressiverecordsduringtheir reigns.Twooftheeightqueens haveachievedtheworldrecord ofbeingthelongestreigning queens,twohavehadtherecord ofhavingsomeoftheshortest reignsofthecountry,oneofthe queenwentontobecomethe country'soldestevermonarch, andoneofthequeenswasan heirrightatthetimeoftheir birth.

Afewotherinterestingfacts aboutthesequeensthatmakethe bookisthatoneofthequeens neverdidachieveherrightful placeonthethrone,oneofthem shouldhaveneverbeenonthe throneatall,andoneofthe queenswastheonlyoneinthe entirehistoryofBritishmonarch whowasinauguratedbythe parliamenttoruleasajoint sovereign.Andthreeofthe queens,albeitbeingborninthe royalfamily,wereinfactnotthe daughterofthepreviousruling monarch.

Alloftheseeightqueensof Englandhaveruledthecountry foratotalofjustabouttwo hundredyears.Fourofthese queensproducedabout seventeenheirsbetweenthem

andtheotherfourdiedchildless andwithoutanyhealthissues.

Amongallthesefamous monarchs,letusdiveindeepin thishistoryofoneparticular queen,QueenAnneofGreat Britain. th

QueenAnnewasbornonthe6 ofFebruaryof1665inLondon England.Shewasthequeenof GreatBritainandIrelandfrom theyear1702to1714,untilshe diedinthesameyear.Shewas alsothelastoftheStuart monarch.QueenAnnehad alwayswantedtorule independently,butduetoher intellectuallimitationsandlater duetoherchronicillhealth issuesmadehertorelyheavilyon thecourtministers.These ministersthendirectedEngland's effortsagainstFranceandSpain duringtheWarofSpanish Succession,betweentheyears 1701-1714.

QueenAnne'sreignwasmainly characterizedbythebitter rivalriesbetweenWhigsand Tories,whichlatercausemayhem andasortofuncertaintyoverthe successionofthethrone.

ChildhoodandUpbringingQueenAnnewasthesecond daughterofJames,theDukeof York(KingJamesII)whoruled from1685-88,andbornto motherAnneHyde.Eventhough herfatherwasaRomanCatholic, shewasbroughtuptobea

Protestantontheinsistenceof KingCharlesII,heruncle. Intheyear1683,Annewas marriedofftoPrinceGeorgeof Denmark,aratherhandsome andadevotedcompanion.One thingthatcreatedapoliticalstir alloverandmadecontroversies inthemonarchwasAnne'sclose friendshipwithoneofher childhoodfriends-Sarah JenningsChurchill,whowasthe wifeofJohnChurchill,thefirst DukeofMarlborough.The magnificentladysoonbecamea closefriendofAnne'sandhad Anneinherpower. Havinghadtheprincessinher fullpower,withhersweetand kindwordsandaninnerving charm,Sarahwastheonewho hadpersuadedAnnetosidewith theProtestantrulerWillianIIIof Orange,andthestadtholderof theNetherlands.Andtheninthe future,Williamwastheonewho overthrewJamesIIIin1688.

GoingbytheBillofRightsof 1689,Williamandhiswife, Mary,whowasAnne'selder sisterwerethenmadetheking andQueenofEngland,placing Anneinthelineofsuccession. Albeitbeingsisters,Anneand Marywereknowntohavea bitterrelationshipandfell-out. Intheyear1694,afterMary's death,KingWilliamslowly cultivatedAnne'sgoodwill.But eventhen,heclearlyrefusedto letAnnehandlethereignduring hisabsencesfromEngland.

Annewasknowntohavebeen pregnant18timesbetweenthe years1683and1700,butonly fiveofherchildrenwerealive, andamongthosefive,onlyone sonsurvivedinfancy.Afterhis deathin1700,Annehadlostall

hopesofprovidingherselfand withherthethreekingdomsof England,ScotlandandIreland withasuccessor.Andwiththis, shealsoacceptedtotheActof

asthesuccessorof

TheReign

of

QueenAnneIntheyear1702,Annewas announcedastheQueenuponthe deathofWilliaminMarchofthat

year.Rightfromthestartofher reign,Annewasinfluencedand motivatedheavilybyherintense devotiontotheAnglican Church.Havingbeenbroughtup thatway,Annegrewtostrongly detesttheRomanCatholicsand Dissentersandhadagreatsense ofsympathyfortheHigh ChurchTories.

Itwasalsothetimewhenshe wantedtobefreefromthe dominationofthepolitical parties.QueenAnne'sfirstever ministry,eventhoughitwas predominantlyTory,was spearheadedbytwoneutrals namely,SidneyGodolphinand thedukeofMarlborough.There wasadecreaseintheinfluence ofSarahChurchill,whowas nowtheduchessof Marlborough,overAnne,even thoughthedukeremainedthe commanderoftheBritishforces. Overtheyears,asAnne progressedinherreign,shesoon discoveredthatshehadastrong disagreementtotheTorieson thestrategyforthewar The Queen,Marlboroughandthe Whigs,allwantedtodedicate theEnglishtroopstothe Continentalcampaigns,whileon theotherhand,theTories believedthatEnglandshould keeptheenemyoccupied principallyatthesea.

Asaconsequence,as Marlboroughbeganto accumulategreatandpretty impressivevictoriesonthe

Continent,moreandmore pressurewasbeingexertedon AnnetoadmitWhigstothe administration.Eventhough,she resistedobstinately,andinthe periodalsogrewcoldtowards theduchess,whothenadopted thecauseoftheWhig politicians.

Bytheyear1707,theduchess hadbeenreplacedintheQueen's affectionsbysomeonenamed AbigailMasham,whoturned outtobethetoolofleadingthe Tory,RobertHarley,wholater wentontobecomethefirstearl ofOxford.

Inoneyear,by1708,thegames andschemesbyHarleyand Mashamstartedcausinggreat embarrassmenttoAnne,and withthisshewasforcedto dismissHarleyandsuccumbto someofthemostprominent Whigsadmittedinher administration.Asthewar prolonged,theentirenation turnedagainsttheWhigs.And thenintheyear1710,Annewas capableofexpellingthemand thusappointaToryministry.In 1711,Annedismissedboththe Marlboroughsfromherservice.

Twoyearslater,intheyear 1713,therewasanagreement madebetweenSpainandBritain whichgrantedtheBritisha monopolytocontinuetheirslave tradewiththeSpanishcolonies. UndertheActAsientode negros,themonarchofBritain wasqualifiedtosupplythese

Spanishcolonieswith4800 Africanslavesperyearfora spanofabout30years.This contractwasprimarilyassigned totheSouthSeaCompany,a companyinwhichAnnehad some22.5%ofthestock.

Theadvancingageofthequeen andherinfirmitiesmadethenext successionacriticalissueinthe monarch.TheTories,whowere aprimarypartofthe administrationatthetime,were ingoodandconstantcontactof Anne'sexiledRomanCatholic half-brother,James,theOld Pretender.Hewassomeonewho wasexcludedbylawfromany kindofsuccession.

Despiteofthisfact,the suddennessofAnne'sfinal illnessanddeaththusfrustrated anyplanstheToriesmighthave hadtocapturethethroneforthe Pretender.Anne'slaststintwas securingtheProtestant successionbyplacingthelord treasurer'sstaffinthehandsof onecapable,moderate,Charles Talbot,theDukeofShrewsbury Hethenpresidedoverthe accessionoftheHanoverian princeGeorgeLouisorKing GeorgeIfrom1714to1727.

Ward Kylie

The

Leading Light of the Nursing Profession, for Today and Tomorrow

Adjunct Professor, RN, MMgt, FACN, FCHSM (HON), Wharton Fellow, MAICD and CE, Australian College of Nursing (ACN)

AdjunctProfessorKylieWardis

ahumanitarian,CEO,equality warrior,transformation specialist,mom,policyreformer, visionaryandafor-purposeleader Theserolesfallshortofherdynamic andstrongleadershippersonality The EnterpriseWorldisproudtointroduce herasoneofTheMostInfluential WomentoWatchIn2023.

Raisedinthewesternsuburbsof Sydney,Australia,lifewassimple,but Kyliewasnot.Littledidsheknowthat shewasabouttobecomeoneofthe country'smostinfluentialprofessional healthleadersandaformidable, passionateadvocateforwomen, children,andequality

Kylie'sstoryisgroundedinserviceto others,avisionforagreaterfuture withatenacitytogetthejobdone.Her

strengthslieinbreakingdownwalls, reframingtheissueforfreshthinking, andbringingpeopletogethertocreate long-lastingsolutions.

Bythevirtueofthis,shehasacquired severalaccoladesovertheyearsand beenrecognizedforherwork.In2017, KyliewontheTelstraACT BusinesswomanoftheYearfor PurposeandSocialEnterprise.

AWhartonFellow,whoalsoholds honoraryacademicappointmentswith fiveleadingAustralianUniversities, KyliereceivedaprestigiousHonorary FellowshipwiththeAustralasian CollegeofHealthServiceManagement (ACHSM)in2019.

Inrecognitionofherleadershipin digitaltransformationinthehealth industry,Kyliewasministerially

appointedasaBoardDirectortothe AustralianDigitalHealthAgency,a BoardDirectortotheAustralian CommissiononSafetyandQualityin HealthCare,theNationalHealthand MedicalResearchCouncil(NHMRC) andHealthTranslationAdvisory Committee(HTAC)whilstholding numerousothernationalandboard positions.

KyliehasservedonnumerousState andTerritorySenate,and ParliamentaryInquiriesandgave evidencein2019attheAustralian AgedCareRoyalCommission.In 2020,KyliewasnamedoneoftheTop 100HealthVoicesforLinkedIn worldwideandwasrecognisedasa NationalInfluencerbyAuSAE,the leadingbodyforassociation executives.

My desire is to leave the world a better place and I have an unrelenting passion to bring others on the journey with me.

KylieisagraduateofWesternSydney University(WSU)forbothher undergraduatestudiesandherMaster ofManagement.In2018shereceived theWesternSydneyUniversityAlumni AwardforProfessionalExcellence, whichwaspresentedbytheChancellor atacelebrationdinnerwith1000 guestsinattendance.

In2022,KyliewasnamedtheNational WinnerofExecutive/TeamLeaderof theYearandOverallNationalWinner oftheOutstandingLeadershipAwards forLeadershipHQAustralia.Within thesameyear,shewasalsonamedthe ACTWinneroftheExcellencein

Women'sLeadershipAwardsby WomenandLeadershipAustralia.

Kyliehasbeenanationalfinalistfor twoofCEOMagazine'sprestigious awards,CEOoftheYearandNot-ForProfitExecutiveoftheYear.Ontopof allofthat,sheisaregularkeynote speaker,author,mediapersonality,and motheroftwo.

FosteringInspiration

“I work to achieve social reforms and policies that give greater access and equity for all and to ensure we are embracing and supporting diversity in all its forms.”

AdjunctProfessorKylieWardisthe CEOoftheAustralianCollegeof Nursing(ACN)andwaspivotalin establishingtheAustralianCollegeof NursingFoundation(ACNF)to supportemergingleadersthrough sponsorshipandmentorshipaswellas inspiringresearchandpolicy.Sheis honouringnursinghistorythroughthe raisingofacommemorativesculpture ofLieutenantColonelVivian BullwinkelattheAustralianWar Memorial.

Whenaskedabouthervision,Kylie says,“Iwantedtocreateaworkplace thatallowedstafftoflourish,andI

wantedtocreateanorganizationthat enablesnursestosucceed,placing themattheforefrontasleadersand decision-makers.AsaRegistered Nursemyself,Iknowthesacrifices,the challenges,andtheeffortthatbeinga nursedemands.Iwantedto,andstill do,problem-solvetomakeitbetterfor everynursingprofessional.”

RefocusingonPurpose

AsCEOofACN,Kyliehasleda programoftransformation,focusing

theorganisationsquaringonits purposetoadvancehealthandshape nursingShehasbuiltnotonlyalegacy ofnursingleadershipbutalsothe importanceofpolicy,sponsorship,and communityaroundit.

Kylieisinspiredtoincreasethe recognitionofnursesandwomenin society Articulatingandamplifyingthe professionalvoiceofnurses,shehas ensuredthattheyhaveamajorseatat thetabletodevelophealthandsocial policy.

Kyliewasinstrumentalinlaunching NurseStrong,aplatform empoweringnursestolookaftertheir ownhealth.Shehasmadea significantcontributiontonumerous policycampaigns,includingthe removalofconversiontherapy, nurse-ledcareinAgedCare,andthe improvementofpopulationhealth outcomes.

ShehasledtheACNcommunityto finditsrelevancethroughpolicy leadership,andpoliticalandindustry influence.ThankstoKylie'sefforts, ACNisnowAustralia'sbeaconfor NurseLeadership.

DigitalChampion

Kyliehasbeenachampionfordigital healthandnursinginformaticsfor severaldecades.

Throughouthercareershehasled majorreformformodernisationof paper-basedsystems,pointofcare solutions,qualityandsafety initiativestominimiseriskto patients.Thisisintandemwitha focusonoptimisingthetimenurses gettospendwiththeirpatients.

Mostimportantly,Kylie'sleadership indigitaltransformationisguidedby avisiontoseedigitalplatformsasa keytoolforhealthequityandgreater accesstoexpertcare.Inparticularly toaddressthedisproportionate illnessessuchaschronicand complexdiseasesforthoselivingin ruralandremotecommunities,as wellasothervulnerableand marginalisedpeople.

Theimportanceoftechnologyinthe healthsectorcannotbeundervalued saysKylie,frommovingstaffto work-from-homemodelsthroughto deliveringimportanteducationaland informationalupdatesviawebinars andhybridlearningmodels.

Onekeyareaofwork,includedKylie leadingtheroleoftheACN ImmunizationforHealthPractitioners coursewhichisnowofferedviaanondemandonlineportal,providingaccess tothelatestinformationon immunizationtoalargeraudience.

TurningPoint

InspeakingtoKylietodayshepresents asawomanofgreatstrength, determinationandconviction.And althoughsheacknowledgesshehas hadthesetraitssinceaveryyounggirl, theroadtobeingavoiceofauthority hasnotbeenwithoutgreatchallenges andsacrifices.

Uponreflection,Kylieconfessesthat shehascomeupagainstmuch criticism,knocksandevenbullying becauseshedaredtospeakoutand dreamofsomethingdifferent, somethingbetterforthestaffandthe consumersofhealthservices.She statesshehasworkedinsome organisationsandteamsthathavehad apackmentalityintoleratingthestatus quo,evenattheexpenseofgoodcare, betteruseofresources,andsafer patientoutcomes.Resistancetochange atthetopofanorganisationis crippling,asisaculturethatdoesn't valueinnovationanddiversity.

Thejourneyhasnotbeenaneasyone forKyliewiththechallengeofwhatis, whatwasandwhatcouldbe.Without herinnerstrengthanddesiretohelp peoplelessfortunatethanherself,she wouldhavepulledbacklongagotofit in.Instead,shehassacrificedthe securityofpositionsandtitlesinthe pursuitofworkingwithotherswhoare alsovalued-basedwhowanttomakea difference..

Withaninnateabilitytoconnectwith peoplefromallwalksoflife,Kylie saysitistheunexpectedconversations andpeopleshehasencounteredthat

havetaughtherthemost,andwho becameherinspirationtokeepfighting thesystem.

Herimpeccableworkethicandability togetpeopletounite,hasresultedin manygreatoutcomesand achievementsfortheteamssheled.A naturalcreativeandsystemsthinker shehasdeliveredgreaterefficiencies andbetteruseofresources.

Asshegainedmoreexperience,her sphereofinfluencegrew,asdidthose whowantedtofollowherdirection.

Kyliehasagreatloveforpeople,and whenyouwalkwithheramongsther peers,youseethisisverymuch reciprocated;peoplesaythatwith Kylietheyfeelheardandseen. “I have always felt that I have a smart brain, a strong voice, and a kind heart and I should use that to make a difference for humanity. I speak for all those who will never get the opportunity to feel heard by decision-makers, powerbrokers, and politicians.”

Owningthisconviction,shehasled ACNinilluminatingNurseLeadership withinhersevenyearsasCEO. Moreover,shehasexceededinmeeting herpersonalKPIsandbusinessgoals todate.

Earlierthisyear,shecompleteda courseonStrategicNon-profit ManagementatHarvardBusiness School.Kyliecontinuouslylooksfor newwaystobetterherselfinherrole andiscommittedtopersonal development.

BehindTheCurtainsOfSuccess

Agoodleaderdefinesorganizational success.Kylie'sleadershipstyle reflectsallshadesofvictorywith empathy,compassion,innovation, problem-solving,andseizingevery opportunity

Everyonebecomesanurseforadifferent reason.However,atthecoreofACN, therearecaringpeoplewhowanttomake adifferenceandhelpothers.The organization'spurposehasalwayscentred aroundpeople,andKylieisdeterminedto buildastrong,supportiveandinclusive teamtoservetheirnursingcommunity.

Havingateamthatsharesthesamevision iswhatmakesACNabeaconofhope. Kyliestrivestogiveherteamnew opportunities,supportstheirideasand initiatives,challengesthemfor professionalgrowthandensurestheyhave thehelpneededtodotheirjob.Overthe lastyearthestructureoftheteam,the roles,andKPIshavebeenrefreshed, givingstaffgreateropportunitiesfor growthanddevelopment.

“I believe connection to purpose and a culture of innovation, creativity, flexibility, and problemsolving is key to staff retention, progression and instilling an atmosphere of anything is possible.”

AChinkInTheArmor

Duringtheriseofthepandemic, Australiaexperiencedan unprecedentedimpactonthe healthcaresystemand subsequentlyonACN.Nurseshad toundergobeingoverworkedand underpaid,dealingwithworkplace violenceandnothavingadequate accesstopersonalprotective equipment.ACNtookupthe manteltoadvocateforthenursing professionandensurealltheir

communitywasrespected,heardand supportedasbesttheycouldduring thistime.

KylieandtheACNteamorganized over1,000carepackagesbedelivered tohospitalswhowerefeelingburntout fromthepandemic,alltheproductsin thesepackagesweresourcedfrom bushfire-strickenregions.

InternallyatACN,Kyliemadesureher stafffeltsupportedandvaluedby givingthematailoredcarepackage filledwithwell-being-focuseditems–all82staffreceivedonedeliveredto theirhomes.Whilstthismightseem likeasimpleidea,itwaslogistically challengingandexpensivetoexecute; butitwastimely,practical,andvery wellreceived.

Ontheotherhand,post-pandemichas openedupmanyopportunitiesfor nursestobeheardatthedecisionmakingtable.

“I'm proud to represent the nursing profession and lead us into a new era.”

AnOrganizationStandingStrong

TheAustralianCollegeofNursingisa purpose-ledorganization,thatis committedto'ShapingHealth, AdvancingNursing'.

ByShapingHealth,theycreateareal andlastingimpactonthewayall healthcaresystemsaredesigned, delivered,supported,andresourced.It hasauniqueperspectiveofhowthey willshapehealthtoensureall Australianshaveaccesstohigh-quality care.

WithAdvancingNursing,the organizationsupportsnursesandthe healthsectortotrain,inspire,educate, uplifttheskillsandexpectationsof nurses.Theyarecreatingaworldwhere thenursingprofessioniswell-respected andappreciated.

Thishasbeeninitiatedwiththesole thought,toenhancehealthcareanda strongbeliefthatallnurses,regardless oftheirjobtitleorlevelofseniority,can beleaders.Bybringingtogether thousandsofextraordinarynursesfrom acrossthecountry,ACNbuildsastrong collectivevoicefornursing.

ACNrepresentsinexcessof150,000 nursesthroughcorporateandindividual memberships.Itisthevoiceofthe 400,000-strongnursingprofessionin Australia.Theorganizationhasbeen responsibleforgraduatingmorethan 6,171studentsthroughnationalcourses.

AStepAhead

“This is a very exciting time where we are commanding a new history with respect, regard and influence.”

Kylieisahumanitarianatheart.She hasinvesteddecadesindevelopingand empoweringwomenasshebelieves whenwomenareinvolved,children canflourish.

Kylie'spassiontoseeaworldwherea nurseisateverytableahealthcare decisionismade,pavesthewayfor nursestobeseenasleadersin healthcare,andhaveaprofessional voiceofinfluenceandimpact.

Nurseshavesomanyavenuestobe involved,network,learnandcontribute tothegreaterbodyofknowledge.The challengesalongwiththeirworkare oftenmissed,notsharedorsoughtout. Thisisnowchanging.

Moreover,ACNnowaimstoovercome therisksthatarebornebythe professioninAustralia–workforce shortages,occupationalviolence,and burnout.

ACNhasinitiativesandprograms undersixbrandpillars:

Ÿ Advocacy–Toadvocatetheissues forthenursingprofession,making realandlastingchanges

Ÿ Community–Tobuildastrong communityofnurses

Ÿ Education–Totrain,educate, inspireandmentornurses

Ÿ Leadership–Preparenursestolead andfacilitateopportunities

Ÿ Policy–Setthestandardfor exemplaryhealthcare

Ÿ SocialImpact–Improvethe beneficialimpactnurseshaveon oursociety

Goingforward,thecontributionfrom ACNtowardsbuildingstronger economies,genderequality,and healthiercommunitieswillbe paramount.

ExperienceSpeaksLouder

“My advice to women is to understand who they are, what they bring to the position and organization as well as the areas they need to strengthen. We should all understand we have more learning and growth to do, and we should commit our lives to personal and professional development. This will require finding the right mentors and coaches who will challenge you. Then it is up to you to do the personal work to be authentic and assimilate the learnings into improving the lives of those you serve.

Surround yourself with exceptional people at every level and let them challenge you and let them soar. Know ahead of time that you will not have all of the answers but stand in your conviction and courage when you do know the right thing to do.

Being a CEO or business leader comes with great privilege and power but most importantly it comes with great responsibility Always conduct yourself with integrity, grace, clarity, and purpose, and be filled with gratitude and kindness, even when making tough decisions. Time is the most precious resource today, and it is not renewable so be respectful of other people's time, as well as your own and be decisive so people can follow your lead.”

Leader Or Choice

Or Manager Is Yours

Itisbecomingincreasinglycrucial

intoday'sworkplacetofinda strategytokeepouremployees engagedandpleased:LeaderOr ManagerChoiceIsYours.Despitethe factthattheadventofsocialmediahas provideduswithlimitlesstools,many Managersstillstruggletosolvethe Rubik'scubeofworkingwithothers. You'vealmostcertainlyworkedfora bossortwothatyoudidn'tlike.

Ontheotherhand,you'vemostlikely workedwithorforsomeoneyou respectedandlookedupto.Theseare twotypesofpeople.Noteverygreat leaderisagoodmanager,andnot everygreatmanagerisagreatleader

Whatdoesleadershipentail?

Theactofassistingapersonoragroup ofindividualsinachievingamutually agreed-upongoalisknownas leadership.Thecapacitytomotivate, inspireandurgepeopletoseekandsee theirvisionthroughareallattributes linkedwith .Ratherthan leadership ensuringtasksareperformedthrough

management,ittendstofocusmoreon boostingresultsthroughestablishing andmaintainingskilledteams.

Whatdoesmanagemententail?

Theprocessofregulatingordealing withcircumstances,objects,orpeople isknownasmanagement.Managing entailscoordinating,arranging,and planninginordertoattainacertain result.Managingascenarioorteamin theworkplacefrequentlynecessitates regularre-evaluationandtweakingof resultsinordertotrackproductivity andincreaseproduction.

Herearesomedistinctionsbetweena leaderandamanager;

1.Mission/vision

.Managementdevotesasignificant amountofefforttotheirorganization's andteam'sspecializedmissions. LeaderOrManagerChoiceIsYours. Theymustbeawareoftheproject's specificobjectivesandassisttheteam indevisingastrategyforachieving them.Theattentionofamanageron

themissionallowsteammembersto graspwhatisexpectedofthem.Vision isaqualityofleadershipthatentails lookingatthebigpicture.

Thoseassisttheirteamsin comprehendingthelargerrolethey mayperforminassistingthe corporation.Theyinspirethe individualstheyworkwithtoshare theirvision.Theyassistteamsin seeingtheircontributionsaspartofa largervisionforsuccess.They concentrateonsomeofthelarger-scale resultsandassisteveryoneingetting onboard.

Managersmaydemonstratethis leadershipskillbyassistingtheirteam ingraspingtheorganization'sand project'svisionbeforedelvingintothe specificsoftheirpurpose.Itistheir obligationtopayattentiontothe details,butitisalsoimportantto motivatethemtodoso.

2.Knowledge application/Knowledgeacquisition

Managersexcelatputtingtheir knowledgeandtalentstowork.They don'tusuallytrytobreakthemold, preferringtofollowinthefootstepsof successfulmanagersthey'veworked withinthepast.Leadersarealways seekingnewinformationandabilities. Theydesiretohonetheirleadership skillsanddeveloptheirowndistinct leadershipstyle.Asaresult,theyare lifelonglearnerswhoareeagerto improvethemselvesinordertobetter servethefirmanditsworkers.Leader OrManagerChoiceIsYours.

3.Self-oriented/Teamoriented

Managersandleadersreacttopraise andcriticismindifferentways.Leader OrManagerChoiceIsYours.Some employersbelievetheyaremore valuablethantheiremployees.When thingsgowellformanagers,it's becausetheyprovidedadequate guidancetotheiremployees.When thingsgowrong,though,it'sbecause theiremployeesfailedtofollowthe instructions.Staffdivisionand animosityaretheresultsofsuchan approach.

Leadersreactinavarietyofways. Theyseethemselvesasmembersofa team,thereforewhentheteam accomplishesanything,theleaders ensurethateveryoneknowshowmuch efforttheentireteamputin.When thingsgowrong,leadersareheld responsiblefornottrainingorguiding theirstaffproperly.Leaderskeep animosityatawaybyensuringthat theirfollowersrealizethat,forbetteror worse,theleaderwillalwaysbethere forthem,andthatthisbondisvital. LeaderOrManagerChoiceIsYours.

4.Outcomes/Accomplishments.

Whileeachcompany'sobjectiveisto maximizeprofits,thereisnosingle “right”waytodoit.Infact,focusing justontheendresultratherthanthe

processofachievingitisshortsighted andcanleadtodisinformation. Commandingworkerstoproduce resultswithoutofferingtoadvisemay leadtoshortcuts,whichalmost invariablyendinpoorresults.Leader OrManagerChoiceIsYours.

Theseinstancesdemonstratethatthe employerismoreinterestedin finishingworkasquicklyaspossible thanintheemployee'seffortsor talents.Foratime,thisapproachmay work,butitwilleventuallyleadtothe company'sdeath.Leadersunderstand theimportanceofoutcomes,butonly asaresultofhardwork,tenacity,and dedication.

Leadersstriveforlong-term advantages,andtheyrecognizethat consistencyistheonlywaytoattain theminthelongrun.Leaderstryto enhancetheirworkers'capacitiesona regularbasissincetheskillstheylearn todaywillbenefitthecompany tomorrow.LeaderOrManagerChoice IsYours.

5.Formalsetup/InformalSetup

Inbothformalandinformalcontexts, suchasabusinessorganizationanda family,friendcircle,batch,oranother informalgroup,aleadercanbefound. Amanager,ontheotherhand,canonly befoundinaformalcontext,i.e.,a commercialorganizationofanysize, type,orcharacter.LeaderOrManager ChoiceIsYours.

6.Maintainsstatusquo/Innovation

Everycompanystrivestobethe greatestinitssector;nocompany considers“goodenough”tobean option.Intheabsenceofatrueleader atthehelm,“goodenough”maybe sufficient.Howtheorganization's leadermeasuressuccessisthe differencebetweenplainmanagement andleadership.Manymanagers, unfortunately,simplydowhatis

neededoftheminordertofulfilltheir tasks.LeaderOrManagerChoiceIs Yours.

Theydon'tunderstandthesenseof goingaboveandabove,andtheydon't encouragetheiremployeestodoso either.Thedayisasuccessforthis formofmanagementaslongas nothinggoeswrong.Ontheother hand,aleadermarchesforward. Stagnationandcomplacencyarebad forabusiness'sfinancialline.

Leadersseeeverychanceasan opportunitytogoaboveandbeyond, encouragingtheirstafftoreachtheir fullpotentialratherthansettlingforthe bareminimum.Withatrueleaderat thehelm,acompanymaydo considerablymorethanitcouldwith mediocremanagementincharge. LeaderOrManagerChoiceIsYours.

7.ManagersDirect,LeadersTake Action

Tasksmustbedelegatedbythosein positionsofadministrationor leadership.However,themannerin whichtheygoaboutitmayhavean influenceonhowtheircoworkerssee them.Leadersrecognizethe importanceofsettingagoodexample. Theydon'tforcetheiremployeestodo busywork;instead,theyexplainthe relevanceofeventhemostlittletasks sothattheycomprehendthe importanceoftheirefforts.LeaderOr ManagerChoiceIsYours.

Whenaleadermakesamistake,heor shegenerallymakesanattemptto correctit.Eventhoughitistheir responsibilitytoassigndutiestotheir employees,theydosofairlyandwith theunderstandingthattheymay requesthelpfromthematany time.LeaderOrManagerChoiceIs Yours.

Managementconsultingand strategyconsultingmay seeminterchangeable,yet theyserveverydifferentpurposes.

ManagementVsStrategyConsulting., Theprimarydistinctionisthatstrategy consultingisconductedatthe executivelevel,oftenwiththe company'schiefexecutiveofficeror boardofdirectors.Discoveringviable, long-termapproachesforthebusiness isthefocushere.

Oneotherdistinctionbetween managementandstrategyconsultingis thatthetwoarebettersuitedto differenttypesofbusinesses.Whenit comestosolvingproblems, managementconsultantsaremore concernedwithdevelopingrepeatable processesthatprovideresultsquickly Italsoprovidessubstantial improvementsinkeybusiness functions.

Strategyconsultancy,ontheother hand,opensdoorstoopportunitiesin manyothersectors.Itmaytakea

consultantplanafewmonthsto demonstratehowtoreduceexpenses, marketanewproduct,etc.

ManagementVsStrategy Consulting.,Toputitanotherway, thefocusofstrategyconsultingison findingsolutionsratherthanjust identifyingproblems.Thefocusison thespecificwantsanddesiresofeach customer.

Whenitcomestohiringadvice,large businessesandorganizationsoften turntostrategyconsultantswho provideadviceonniche-specific policy.Consultantsinthefieldof managementareinhighdemandby businessesofallsizes,andtheir expertiseiswidelytransferable.

HereAreSomeWaysToDescribe ManagementVsStrategy Consulting; MANAGEMENTCONSULTING

Consultingservicesformanagement areoftenknownasoperational consulting.Consultingservicesfor

managementoftenfocusonenhancing existingoperationsinsideanexisting company.ManagementVsStrategy Consulting.,Short-andmedium-term gainsinproductivityaretheprimary goals.Costsavingsaretheresult,and thefollowingareasofaclient's companymaybenefitfromthis:

Finance

Ÿ Resources,Human

Ÿ ControllingDangers

Ÿ Methodsoftenusedby managementconsultants,as opposedtostrategyconsultants, include:

Ÿ Planning\Organizing\Staffing \Controlling

Thisiseverythingdonetohelpan organizationreachitsobjective.Since thisisoftentheresponsibilityof consultingcompanies,wemaysaythat theprimaryobjectiveofmanagement consultingistoboosttheeffectiveness

andproductivityofanorganization.

1.Howmanagementconsultantscan beofhelp:

Problemtrackingisoneservicethat managementconsultantsprovide.It's veryuncommonforworkerstobe blindtoissuesinsidethecompany sincethey'retooclosetothesituation. ManagementVsStrategyConsulting., Thetimehascometobringina consultantandfindoutwhatisgoing on.

Aconsultantmayfunctionasan additionalemployee.Forthisreason, manycompaniesfindthatconsultingis acost-effectivestrategy.Thus,itmay bemorecost-effectivetoengage consultantsinsteadoffull-time workersiftheworkathanddoesnot needconstantattention.

Thedecisiontobringonaconsultant mayalsohelpacompanysavemoney sinceitwouldnothavetoprovide perkstotheconsultant.Anoutside consultantmayserveasthecatalystfor positivetransformation.Peopletendto beresistanttochange,yetcertain modificationsareinevitable.Itis possibletohireanoutsideexpertto provideadviceonthenecessary adjustments.

2.Whatskillsarerequired?

Competitorsarethereforconsultants justastheyareforbusinessesin general.ManagementVsStrategy Consulting.,JointMaster'sdegreesin BusinessAdministrationand Managementareveryuseful.Inthe fieldofmanagementconsulting,these twoarebyfarthemostpopular options.

Managementconsultingandstrategy consultingbothoftenneedknowledge infinance,riskmanagement,and humanresources.Notonlyaresuch individualsnecessary,butsoare

specializedabilities.ManagementVs StrategyConsulting.,Thisisduetothe factthatforeveryassignmentgivento aconsultant,theremustbesomesetof peopleorsetofsystemstocarryitout. Maintainingopenlinesof communicationwiththeclient's managementandstaffisgoingtobea toppriority.Youwouldrathernotbe unjustorunfair.

STRATEGYCONSULTING

Aswegofurtherwithourdiscussion ofthesimilaritiesanddifferences betweenmanagementconsultingand strategyconsulting,wewillfocusmore closelyonthelatter Acommon emphasisofstrategyconsultantsisthe long-termviabilityofthebusinessthey arehiredtoadviseon.Theythinkon howthecompanymightbenefitfrom strategicchangestoitsstructureor operations.

Theultimateobjectiveistoraisethe client'sincome.ManagementVs StrategyConsulting.,Management consultingoftenincludesstrategy consulting.Theyachieveremarkable successbyconceptualizingtechniques thatprovidenovelapproacheswith respecttothemannerinwhich engagementsareconducted.It representshowwellafirmis performingrelativetoitscompetitors andhowitmightuseitsowninternal markerforcestogetanadvantage.

1.Howstrategicmanagement consultantcanbeofhelp;

Willrivalshaveasuperiorproduct availableifyourfirmintroducesanew one?Howcanwestopitfrom happening?

Isittheirgoaltocapturealarger portionofthemarketintheyears ahead?Orismaintainingthestatusquo moreofapriority?

Whetherorifacorporationwantsto

workwithwell-knowncompetitorsin theirfield.Canyouprovideagood strategyforthis?

Howcrucialisitthattheysteerthe courseofinnovationintheirfield?Just howdotheygoaboutpromoting somethingthatwillbeindemandin thefuture?

2.Whatskillsarerequired?

Whencomparingmanagement consultingtostrategicconsulting,the latterisobviouslymorechallenging. ManagementVsStrategyConsulting., Ifyouwanttobeasuccessfulstrategy consultant,youneedtobeabletothink criticallyandsolvecomplexproblems. Inaddition,dependingonthe emphasis,youmayneedtohave specializedknowledgeintherelevant sector Thefollowingabilitiesaremore broadinscope,yettheyarenecessary tolaunchasuccessfulstrategy consultingcareer.

ManagementVsStrategyConsulting.2 BestWays|CIOWomenMagazine

Analyticalskills

Datacollectionandanalysiswillreveal issueareas;next,viableremediesand implementationdetailsmaybe developed.

Socialabilities

Consultantsspendalotoftimetalking touppermanagementtogetasenseof theissuesthey'reexperiencingright now

Timemanagement

Meetingdeadlinesiscrucialforthejob ofstrategyconsultants.

Flexibility

Thereisalwaysmoretolearn,evenfor aspecialist.It'susefultohavethe abilitytolookforinformationand patternsthatareevolvingandfresh.

Sydney Opera House

Pride of Australia

SydneyOperaHouseismainlyregardedforits

structureandarchitecturalworkandisalso appreciatedandadmiredfortheexceptional structureofthe20thCenturyarchitecturalworkall overtheworld.TheSydneyOperaHouseisamultiartsvenueforperformingartscenters.Situatedatthe foreshoreofSydneyHarbourtheOperaHouselooks exactlylikelotusStructure.On28thJune2007 SydneyOperaHousewashonoredasaWorld HeritageSitebyUNESCO.

Amarvelof20th-centuryarchitectureistheSydney OperaHouse.Itsuniquedesignandconstruction, outstandingengineeringaccomplishmentsand technologicalinnovation,andstatusasawell-known architecturalsymbolallcontributetoitsprominence. Theemergentarchitectureofthelate20thcentury hasbeensignificantlyinfluencedbythisriskyand ambitiousattempt.Utzon'sinnovativedesign conceptanddistinctiveconstructionmethodology servedasacatalystforthecombinedcreativityof architects,engineers,andconstructors.Engineering accomplishmentsofOveArupcontributedtothe realizationofUtzon'sdream.Thedesignisa remarkableinterpretationandreactiontotheSydney Harboursurroundings.TheSydneyOperaHouse's contributionstostructuralengineeringandbuilding technologyarealsoofexceptionalimportanceona globalscale.

TheSydneyOperaHousewasincludedontheState HeritageRegisterofNewSouthWalesin2003under theHeritageAct1977andontheNationalHeritage ListundertheEnvironmentProtectionand BiodiversityConservationActin2005.Any proposedactioninsideoroutsidetheboundariesofa NationalHeritageplaceoraWorldHeritage propertythatcouldhaveasignificantimpactonthe heritagevaluesisprohibitedwithouttheapprovalof theMinisterfortheEnvironmentandHeritageifitis listedontheNationalHeritageList.Thereisnowa safedistance.

DesignedbyDanisharchitectJornUtzon,but completedbyanAustralianarchitecturalteam headedbyPeterHall,thebuildingwasformally openedbyQueenElizabethIIon20October 1973afteradevelopmentbeginningwithUtzon's 1957selectionaswinnerofaninternational designcompetition.

Structureofthehouse-

Theprojectwasconstructedduringthree phases.DuringStageIin1959–1963,thetop podiumwasconstructed.DuringStageIIin 1963–1967,theoutershellswerebuilt.Design andconstructionoftheinteriorstookplace duringStageIIIin1967–1973.

StageI-Podium

PhaseIThegovernmenthadpushedforthestart oftheprojectearlyoutofconcernthattheymay losefinancingorsupportfromthepublic.Utzon hadnot,however,finishedtheultimatedesigns. Significantstructuralproblemswerestillopen. Theforcedearlystartcausedseriousissues downtheroad,nottheleastofwhichwasthe needtorebuildthepodiumcolumnssincethey wereunabletosustaintheroofstructure.

StageII-Roof

StageIIThecompetitionentry'sshellswere initiallyofill-definedgeometry.However,the "shells"werefirstthoughtofasaseriesof parabolassupportedbyprecastconcreteribs duringthedesignphase.Theengineerstriedto buildthem,buttheywereunabletocomeup withaworkablesolution.Becausetherewasno repetitioninanyoftheroofforms,thebuilding ofprecastconcreteforeachseparatepartmay havebeenmuchmoreexpensive.Theformwork foremployingin-situconcretewouldhavebeen unreasonablyexpensive.Inorderto comprehendthecomplexforcesthattheshells wouldbesubjectedto,thedesignworkforthe shellsentailedoneoftheearliestapplicationsof computersinstructuralanalysis.Thedifficulty wassolvedbythedesignteaminthemiddleof 1961:alloftheshellsweremadeassections fromasphere.

StageIII-Interiors

StageIIITheinteriorsbeganinFebruary1963 whenUtzonrelocatedhiscompleteofficeto Sydney.Butin1965,therewasachangein power,andthenewRobertAskinadministration declaredtheprojecttobetheresponsibilityof theMinistryofPublicWorks.Intheend,this resultedinUtzon's1966resignation.Evenin October1966,theproject'stotalcostwasstill

just$22.9million,orlessthanonefourthofthetotal$102millioncost. However,theestimatedexpenditures forthedesignweremuchmore considerableatthispoint.

WhenUtzonannouncedhis resignation,thesecondphaseof constructionwasgettingclosetobeing finished.PeterHallmostlytookover hisjobandassumedprimary responsibilityfortheinteriordesign.In additiontoD.S.Littlemore,Lionel Todd,andE.H.Farmer,whoservedas thegovernmentarchitect,Utzonwas replacedthatsameyear.

OpeningoftheOperaHouseElizabethIIgavetheSydneyOpera HouseitsofficialopeningonOctober 20,1973.Asizablethrongwaspresent. Utzonwasnotrequestedtoattendthe eventandhisnamewasnotmentioned. Fireworksandarenditionof Beethoven'sSymphonyNo.9were featuredinthebroadcastintroduction.

OnOctober20,1973,QueenElizabeth IIofficiallyopenedtheSydneyOpera HousedesignedbyJ.R.Utzoninfront ofonemillionspectators,plusmany morewhowatchedfromtheirliving rooms.

Therehadbeenalengthybuildup, completewithdramasand controversies.Inthefourteenyears sincethefirstshovelwaslaidat BennelongPoint,thepublichad witnessedtheHousetakeshape. Inadditiontostudyingtheconstruction anddebatesurroundingthestructure, whichisnowregardedasoneofthe 20thcentury'sgreatestarchitectural achievements,ournewlycurated collectionalsohonorsthebuilding's 45thanniversaryofopening.

EventsheldintheHouse-

Thereareseveralperformancespaces attheSydneyOperaHouse,including:

MusicHall:TheSydneySymphony Orchestra'shomeandthevenuefor manyotherconcertproducers,with 2,679seats.Withmorethan10,000 pipes,ithousestheSydneyOpera HouseGrandOrgan,thebiggest mechanicaltrackeractionorganinthe world.TheAustralianBalletandOpera AustraliaarelocatedinSydneyatthe JoanSutherlandTheatre,aproscenium theaterwith1,507seats.Itwas formerlyknownastheOperaTheatre untilOctober17,2012.

DramaTheater:TheSydneyTheatre Companyandotherdanceand dramaticproducersusethis prosceniumtheater,whichhas544 seats.

Playhouse:A398-seattheaterwithan endstageandnoproscenium.

Studio:Aflexibleareawitha maximumcapacityof400peopleand 280fixedseats(partofwhichcanbe foldedup).

UtzonRoom:Acompact,flexible spaceforgatherings,businessevents, andsmallproductionsrecording facility

OutdoorForecourt:Aversatile outdoorspacethatcanaccommodatea varietyofconfigurations,includingthe optionofusingtheMonumentalSteps asaudienceseating,isusedfora numberofcommunityeventsand significantoutdoorperformances.

Onoccasion,concertsarealsoheldin otherspaceslikethenorthernand westernfoyers.Conferences, celebrations,andsocialeventsarealso heldinvenues.