Asia-Pacific Advisory
Operating from Chengdu, China in late 2027 ·
Available throughout Asia-Pacific and globally
Thirty years of rigorous performance and inclusion practice, applied from inside the Asia-Pacific region. For organisations that understand the stakes of getting this right - and the cost of getting it wrong.
Rare expertise in this region. Strategy that is of the region.
The most culturally complex
operating environment on earth.
Asia-Pacific is the most culturally complex operating environment on earth. Fourteen countries. Dozens of languages. Government structures that range from liberal democracies to single-party states. And beneath all of it, deep variation in the cultural values - around hierarchy, face, collective identity, gender, and authority - that shape how people work, lead, and respond to change.
For organisations serious about performance and inclusion, this complexity is consequential. The cultural dynamics that determine whether an inclusion initiative succeeds or stalls, whether a gender equity strategy produces real change or just reporting compliance, whether a leadership program builds capability or simply transfers vocabulary — these are not incidental to the work. They are the work.
Troy Roderick has spent 30 years developing the kind of rigorous, evidence-based practice that produces genuine behavioural and cultural shifts. The Asia-Pacific Advisory practice brings that depth of expertise to one of the world's fastest-growing and most underserved markets for serious performance and inclusion work - conceived and delivered from inside the regional context, by a practitioner who is living within it.
Now accepting client conversations. Engagements available from late 2027.
Where global ambition meets
regional complexity.
This work is designed for organisations at a specific inflection point — where global performance and inclusion ambitions collide with the full complexity of operating across East and West.
Australian companies entering or operating across APAC
Organisations that have discovered their established approaches to culture, leadership, and inclusion require genuine adaptation for the markets they are entering.
The culture surveys, leadership frameworks, and flexibility programs that have served them well in Australia carry different meanings in Shanghai, Tokyo, or Singapore - where organisational hierarchy operates differently, where the relationship between individual and collective is configured differently, and where gender equity requires a different theory of change.
Building performance and inclusion capability in these markets demands practitioners who understand those differences from the inside.
Global and regional organisations managing across East-West divides
CHROs, CDOs and senior leaders responsible for performance and culture across geographies where the foundational assumptions differ. What builds trust in a low-context, individualist culture is frequently misread in a high-context, collectivist one.
What constitutes inclusive leadership in Melbourne requires different expression in Bangkok or Seoul. What drives gender equity progress in an OECD country with strong regulatory frameworks requires reimagining in markets where the levers are informal, relational, and deeply embedded in organisational culture.
These organisations need a strategic advisor who can work across that full range.
In collaboration with
In Power Play, we challenge ourselves to lean in to the activist roots of Forum Theatre. We want to ignite passionate debate; give voice to diverse and divergent perspectives; speak the unspoken; and hold a mirror up to things that have become easy to ignore.
Tenille Halliday is one of Australia’s most sought after practitioners of the Forum Theatre method, having used it to bring complex challenges, mindsets and behaviours to life in some of the nation’s most significant transformation projects.
Different Needs, Unique Outcomes
Outcomes for team members
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Gain a foundational understanding of how power dynamics shape workplace experiences and outcomes, team performance and overall productivity.
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Learn to identify and address personal biases and behaviours that contribute to exclusion and hold others back.
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Develop strategies for advocating for themselves and others in challenging power dynamics.
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Enhance skills to build allyship and collective action for intersectional inclusion and equity.
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Recognise and articulate the impact of systemic inequities on personal and organisational well-being and performance.
2
Team Leaders, People Managers
You’re accountable for results, risk, and reputation. Yet engagement is lagging, trust is fragile, and the same culture issues resurface. Power Play equips your leaders to lead differently — through a visceral experience that shifts mindsets and behaviours, not just awareness.
Outcomes for leaders
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Understand how positional power influences team dynamics and workplace performance.
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Build skills to recognise and challenge exclusionary practices, bias, and micro-aggressions in day-to-day operations.
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Learn techniques to foster psychological safety and inclusive decision-making in teams, to drive collaboration and productivity.
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Develop the ability to facilitate difficult conversations about power, privilege, and equity.
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Gain tools to advocate for and implement inclusive practices in performance management, recruitment, and career development so that individuals and teams can boost their productivity and performance.
3
Boards & Senior Executives
The consequences of issues with workplace culture land in the boardroom: risk exposure, brand damage, lost talent, shareholder activism, missed targets.
Power Play surfaces risk, builds capability, and creates long-term value, through enhanced productivity and superior performance.
Outcomes for Boards & ExCo leaders
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Develop a critical understanding of how systems of power are constructed, maintained, and disrupted in organisations.
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Recognise personal and institutional blind spots in the exercise of power and privilege.
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Identify the opportunities for improved productivity and performance through the lens of power dynamics.
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Learn to role-model inclusive leadership by actively dismantling structural barriers and biases.
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Build skills to sponsor and advocate for systemic inclusion and equity.
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Enhance ability to make courageous decisions that challenge the status quo and prioritise long-term inclusion and equity outcomes.
Let's have a conversation.
The organisations that get the most from this kind of advisory relationship are the ones that begin it early - before the strategy is set, before the initiative is launched, before the gap between global ambition and regional reality has had time to widen.
If your organisation is operating across East and West, or building the capability to do so, we'd welcome an initial conversation.