Independent advice on strategy, leadership and workplace culture for research, health and higher education.
Research organisations gather highly talented, ambitious and independent people, often working at the edge of what is known. Individual excellence does not, on its own, create organisational excellence.
Clear strategy, healthy culture and a shared sense of purpose have to be built. Jane Latimer Advisory works alongside leaders to strengthen those foundations and to take on the organisational problems that get in the way.
The work is careful, evidence-informed and practical: listen first, ask the difficult questions, and focus on changes that actually matter.
About Jane
Jane is a researcher, academic leader and adviser with more than thirty years of experience across health, research and higher education.
A former Professor in the School of Public Health at the University of Sydney and Deputy Director of the Institute for Musculoskeletal Health, she has built and led internationally recognised research programmes. She knows, first-hand, what helps those environments flourish and what gets in the way.
Jane has also spent more than a decade as a senior consultant with EB&Co, advising organisations on culture, leadership and difficult workplace questions. Her dual academic and culture roles have provided her with unique insight into the cultural challenges facing leaders working in the healthcare and research sectors and how these might be addressed.
Working with CEOs, institute directors and leadership teams to set a clear strategy and turn it into action. That can mean strategy development, facilitated leadership and organisational reviews, or ongoing advice.
Helping leaders see the culture they have, name the culture they want, and close the gap. The work often includes leadership behaviour, psychological safety, gender equity, cohesion, accountability, and the behaviours that quietly undermine others.
Confidential advice for established and emerging leaders as the job becomes more complex. Particular interest in new institute directors, emerging research leaders, and women moving into senior roles.
I listen first. I want to understand what matters most. Then I bring an independent view and work alongside leaders on solutions that are both effective and humane.
When something difficult needs to be said, I say it respectfully.
I work with a small number of organisations at a time, and best with leaders who genuinely want their organisation to be better, and are prepared to act.
Building a great organisation starts with being willing to ask difficult questions.
If you lead a research, health or higher-education organisation and are thinking about strategy, leadership or culture, I would welcome a conversation.