17.11.23
Day 6 – Jesamine.
Today we visited Turners & Growers, Rockit and Mr. Apple. So in a nutshell, apples were the food of choice for the day. We also were introduced to a newly created beer, one of my course colleagues produced. I’ll wait until he launches it first though, before I mention the name. My Dad would absolutely love it.
We saw the differences in the value chain models employed by each of NZ’s top apple growing companies. We also touched on the impact of Climate-change, Covid, Delta, War, Government, and building human capacity, and how that looks for each group.
I met people today, who are not just international superstars in the horticultural and agricultural space, I also witnessed trail blazers passing on the torch to a group of passionate, driven and motivated visionaries – my colleagues. It’s humbling to meet local NZ giants, who understand the international market place so well, they can put you at ease, while describing their story in a way that makes it easy to digest.
There were times I could enjoy bite-size pieces, and there were times I knew I just had to live in the moment and absorb whatever I could. The thing I felt grateful for, was that the way they told their story allowed me to feel I was sharing in it. The quality and callibre of leadership in the room amongst my colleagues, meant that I was learning from the questions they asked and the answers we all received as a result.
I hope they in turn, were able to take away something from the answers to my questions. I’m really proud of all our NZ apple exporters. Thank you for your commitment to lifting our country’s economic future up to where it needs to be on the world stage. Tautoko!
My last point, is that the style of teaching in this course, requires you to have an appetite for the market place, regardless of what your focus is in your given industry. You can’t wait to be spoon fed. You have to be proactive, to stretch yourself – at times painfully – outside your comfort zone. That in itself, is a very important characteristic in the market place, which changes shape often. Adapt or die is a loud enough message here.
Fortune favours future-focused visionaries, who appreciate the value of our own authentic story, to share in a new way on the world stage for everyone to enjoy. It’s our point of difference, that makes us the premium product, and therefore the premium price point.
Additional field notes:
Day six, T&G Innovation Orchard. This vertically integrated continuous improvement model covers research, growing, sales and marketing.
Next was Rockit Global, where we spoke with one of New Zealand’s most experienced, accomplished, and humble sector leaders.
Rockit was a clever apple waiting for an idea to fall on it. And, the idea that landed turned out to be rather big; apples in a tube, sold at service stations – and a huge export earner too. It’s a story that “…neatly blends FMCG requirements with fruit realities.”
The final visit Mr Apple, export 25% of the New Zealand’s apple crop around the world and follow a philosophy of “…discipline not control…”
To end the day, programme participant Carlos Bagrie kindly shared the first pull of his fantastic new beer in the hi-tech brewery it was made in.
18.11.23
Day 7 – Jesamine.
The opportunity to see Craigmore Orchards today, was an experience that will stay with me for a long time. Simply because of the sheer size and scale of the operation. There are literally tons of apples taken from here to international markets, with most being IP branded to specific companies.
The fascinating thing about the apple industry, is the collaboration between growers supplying the market. Growers are both transparent and supportive of one another. Working together lifts the standard on both the domestic and international front, because best practice outcomes add value to the market’s perception of NZ apples as a “trusted source”. This perception of us as a trusted source, is what allows us to trade our NZ apples (in competition with other international growers like Chile 🇨🇱, USA 🇺🇸, etc.) at a premium price.
Our country’s leadership in the apple industry, regard people as a valuable asset to be invested in, developed, and up-skilled. The apple capital of NZ is Hawkes Bay, where staff retention can be a challenge. So this approach is pivotal to this industry’s survival and success. There are good success stories with migrant workers, which has benefitted our local retail in Hawkes Bay, and the families of these workers in the Pacific.
Out of all the apple brands out there, Rockit, Mr Apple and Turners & Growers lead in this space. Thank you everyone for your enormous generosity towards our group, who will one day be your future industry leaders.
Additional field notes:
The last day of the Programme – Craigmore Orchard, producing 2500 tonnes a year. The Orchard’s leader has a passion for people, “…along with locking up great IP … good social practices will be something that differentiates NZ Horticulture.”
The day ended with Lisa Rogers, Rural Leader’s CEO, and facilitators Hamish Gow and Phil Morrison chairing participant preso’s before a final dinner together.
A truly inspiring and informative value chain experience, where sharp ideas, insights, new connections and friendships have been made.
Good things.
Summary – Jesamine.
The Rural Leaders Value Chain Innovation Programme: If there is one word that springs to mind to describe this course, it would be “access”. Access to a wider vision for understanding the same landscape. Access to business models that can shift you from a business transaction to a business relationship with other entities. Access to incredible industry giants who I believe genuinely care about “our country”.
The second word is “relationships”. The wealth of “industry know how” across the horticultural and agricultural sectors became available to other course participants and I, because of the relationship “Rural Leaders” has with industry gurus in their field of expertise.
So then after having found access to these relationships, the question is now, “Where to from here?”
My experiences have re-shaped my vision. I arrived in this space believing I would discover a value model that I could take home, adapt and bend into a Maori framework to create a “Maori Rural Leaders Value Chain Programme” for Ngati Porou. What I realised by day 1, is that this approach would rob my own people of the huge value that is found in the interactions between Pakeha, Maori and Tauiwi course participants in this space.
The learning in these interactions is just as valuable as the knowledge gleaned from sitting face to face at the table with industry experts, and the mentoring by course leaders.
Although my Koro, Ben Wanoa was a farmer, as was his father Rev. Matauru Wanoa, I myself had no experience of farming other than to feed Papa’s chooks as an 8 year old from the wool-shed platform. Listening to the calibre of questions issued by my Pakeha colleagues working in dairy and beef, to CEOs, Chairpersons, Managers and the like, gave me a greater appreciation of their huge concern for the horticultural and agricultural industries in Aotearoa-NZ.
There were also Ngai Tahu women leaders present as course participants, whose skill and expertise were wonderful to witness. I believe my own questions and answers had some impact, even if I hadn’t intended to challenge the CEO of Rural Leaders.
When I was asked, “What do you think is the biggest impediment to Maori accessing this course?” I plainly answered, “Money. I have heard my Pakeha colleagues share about the very real hardships they have faced with Covid, weather events, government and industry bodies. If they’re operating at 60% with all they have access to, then my people who have no access, are operating at 40% or less.
We can’t say NZ’s the best in the world if we’re operating at 40/60. We’re only the best when we’re all operating at 100% in total. To get there we can’t operate as ‘them’ and ‘us’ on the world stage. There has to be just ‘us’ if we’re going to compete as a country against international competitors. The 100% lift we’re looking for with resource allocation, must be right across the sector to get prime product status for all of NZ. Rural Leaders are acting on this.
