Jetty 3 helps organisations create the workforce and organisational capability needed to achieve strategic goals.
Jetty 3 delivers focused advisory engagements with a clear scope, practical process and tangible outcome. Engagements are led by Jetty 3 and supported, where required, by trusted specialists selected for the needs of the organisation and the work.
Practical risk frameworks that build real risk capability and maturity.
We review, improve or create and embed enterprise risk management frameworks aligned with AS:ISO 31000:2018 and the organisation’s governance environment.
The result is a practical enterprise risk framework that strengthens accountability, improves risk information and reporting and supports better decisions.
Independent advice and support for complex governance, risk and capability matters.
Jetty 3 works with boards and executive teams when the need extends beyond a defined project — providing experienced counsel, additional executive capacity and practical support where judgement, independence and accountability matter.
Engagements may include retained advisory support, interim executive roles, board and governance support, strategic planning and advice on complex organisational issues.
Connecting workforce capability to strategy.
We work with leaders to identify the capabilities critical to delivery, assess current and emerging gaps, and set practical priorities for action.
The engagement produces a strategic workforce plan and implementation roadmap, giving boards and executive teams a clear view of workforce risk, future capability needs and the priorities required to close the gap.
“Strategy depends on capability. That makes capability a governance issue.”
Boards govern strategy, performance and risk. Yet the organisational capability required to deliver strategy is often treated as an operational or human resources matter.
We think that is a mistake.
A sound strategy can still fail if the organisation lacks the workforce capability, systems and readiness required to execute it.
Capability gaps may exist in critical roles or teams. Important knowledge may be concentrated in too few people. Leadership, accountability, systems or decision rights may not support the performance strategy requires. Individually or together, these weaknesses can become material risks to strategic execution.
Boards do not need to manage these issues. They do need assurance that management understands the capabilities strategy depends on, knows where material gaps exist, and has a credible and accountable plan to address them.
For executive teams, the same discipline provides a practical way to connect strategy with the workforce, systems, leadership and accountability required for delivery — making capability gaps visible earlier and turning them into clear priorities for action.
Australian employers are already reporting material gaps in workforce capability and their impact on performance.
24%
of employees are not proficient in their role
57%
of employers report that skills gaps are having a major impact on their business
Source: Evolving Skills Landscape, Australian Human Resources Institute 2024
A new Jetty 3 white paper on why capability belongs on the governance agenda — and how individual skill gaps become organisational capability gaps and strategic risk. Enter your details below and we’ll email you a secure link to the full PDF.
A new kind of GRC: Governance, Risk and Capability.
Jetty 3 brings together governance, enterprise risk and workforce capability — three disciplines that are often managed separately but are fundamental to an organisation’s ability to execute strategy.
Jetty 3 helps boards and executive teams see whether strategy is supported by the governance, risk settings and organisational capability required for delivery.
Our work is designed to strengthen oversight, sharpen management accountability and provide clearer assurance about the organisation’s ability to execute.
Jetty 3 turns complex governance, risk and capability issues into clear priorities, practical actions and measurable results.
Our expertise across each discipline, combined through the Jetty 3 approach, helps organisations understand whether they have the capability, oversight and risk management needed to turn strategic intent into results.
Jetty 3 is a specialist advisory practice working with boards and executive teams on governance, enterprise risk and organisational capability.
Based in Gippsland and working across Australia, we bring together senior executive experience and specialist expertise to deliver focused engagements with practical, board-ready outcomes.
Jetty 3 is led by Managing Director David Williams, an experienced chief executive, corporate secretary and executive risk leader. Engagements are led by David and supported, where required, by trusted senior associates and specialist partners selected for the work.
Whether you are strengthening enterprise risk management, planning the workforce your strategy depends on, reviewing governance arrangements or assessing organisational capability, the first step is a focused conversation about the problem you need to solve.