Development of a Change Leader program

The Client:

A multinational information technology services corporation

The Project:

We were engaged to support a large corporation through their Achieve Global accredited Capable Change Leaders (CCL) Program. This program was driven by the Australian CEO and was subsequently implemented globally by the corporation. This program also won an Australian Human Resource Institute Award for excellence.

The goal of the program was to work with teams across the business to identify current behaviours, explore desired behaviours and to equip individuals with the insight, tools and support to implement the change. 

There were several modules which participants and team members were required to work through over an 18 month period which included:

  • Individual behavioural profiling and analysis (using several different psychometric tools and surveys);

  • One on one coaching sessions and action plan development;

  • Fortnightly team coaching sessions based on agreed topics to reinforce and support cultural change;

  • Quarterly workshops to develop and reinforce constructive behaviours and identify the cause of less constructive behavioural styles; and

  • A tool kit to support the change.

The Approach:

In addition to facilitating and leading over 80 staff through all modules in the 18 month program, we assisted with the:

  • Facilitation of workshops with program participants;

  • Conduct of individual coaching sessions and debriefing sessions;

  • Facilitation of reinforcement program components;

  • Workshop facilitation;

  • Training and development of staff;

  • Development of communications strategies; and

  • Program performance reviews.

The Outcome:

During the two years that we worked with the corporation on their CCL program:

  • On average, participants that were re-tested using psychometric tests identified a significant change in the demonstration of constructive styles and a decrease in the passive, defensive or aggressive defensive behaviours in the workplace;

  • The overall culture of the organisation shifted towards more constructive behaviours; and

  • Participants had become aware of their behaviours and could recognise when they were not operating in a manner which was supportive of a positive workplace.


Business Plan development

The Client:

A large emergency services project management institute

The Project:

We were commissioned to develop a 12 month Business Plan to support the operation of the institute.

The Approach:

In order to develop the business plan, we consulted with staff and selected stakeholders to identify key activities, milestones and reporting requirements for the plan.

This included conducting in-depth interviews with:

  • The Chair of the Board of Studies to understand his expectations and requirements of the Business Plan.

  • Internal staff to understand their function and deliverables in relation to the Strategic Plan and identify appropriate activities and measures for the Business Plan.

We also designed, developed and facilitated a half day business planning workshop to discuss the draft Business Plan and resolve gaps and issues identified.

The Outcome:

Based on the information provided during the interviews, workshop and from key documents, we developed a Business Plan for the next 12 months which operationalised the institute’s Strategic Plan.

Evaluation of Post Fire Research: Post Fire Analysis Project

The Client:

A NSW Government Department

The Project:

We were commissioned to conduct an analysis of Post Fire Research practices currently undertaken by RFS. The objectives of this analysis were to understand:

  • The needs of end users (those who will use the data) with regard to Post Fire Research;

  • Whether current research questions are meeting these needs;

  • Whether the current research methodology and approach is meeting these needs; and

  • Based on this analysis, develop recommendations for future practices.

The Approach:

The project adopted a participatory approach based on consultation with stakeholders and end users for Post Fire Research. The consultation program is outlined below.

  • Consultation with internal staff:

-   Eight staff members participated in the Post Fire Research workshop facilitated by our consultants;

-   One staff member provided additional information and input following the workshop; and

-   In-depth interviews undertaken with the following internal staff members, including the:

  • Supervisor, Bush Fire Planning – Community Resilience, Operations;

  • Operations Manager; and

  • Community Engagement Manager.

  • Consultation with external stakeholders:

-   Seven external stakeholders participated in the Post Fire Research workshop from the following organisations:

  • Australasian Fire and Emergency Service Authorities Council (AFAC);

  • Commonwealth Scientific and Industrial Research Organisation (CSIRO);

  • NSW Department of Primary Industries (DPI);

  • Tasmania Fire Service (TFS);

  • University of Wollongong (UOW); and

  • Western Sydney University (WSU).

We then proceeded to collate all stakeholders’ views on:

  • Current Post Fire Research focus, method and tools; and

  • The future of Post Fire Research, and how this can best respond to the needs of stakeholders.

Throughout the consultation process there was a high level of engagement and participation from staff and stakeholders who were keen to ensure that Post Fire Research practices were continued in a way that would provide optimal outcomes to end users.

The Outcome:

In addition to developing a series of project management tools, we developed a final report outlining key findings and recommendations in relation to governance.

Review of the tendering function for a global medical instruments company

The Client:

A Fortune 500 medical technologies firm

The Project:

The client had undergone rapid growth and needed a consistent approach to the management and governance of its tendering projects. We were engaged to assist the organisation to research and evaluate their structure in order to improve tendering and bid management in the government sector.

The Approach:

Our consultants facilitated a series of consultation sessions and workshops with staff and stakeholders to gain an in-depth understanding of current tendering practices and processes and to identify opportunities for improvement. Consultation included individual interviews, process mapping workshops and cluster group meetings.

Following the consultation sessions, we:

  • Developed a governance framework for tendering projects;

  • Developed a flexible project management methodology to assist the client to respond consistently to tenders;

  • Built project management tools to provide organisational wide visibility of tenders;

  • Instigated the adoption of the new project management tools across the organisation;

  • Provided support for staff to learn and adopt skills and tools; and

  • Built the capacity within organisation to continue to build and sustain these initiatives.

It is worth noting that after assessing the need, we recommended that the client could avoid the costly uptake of dedicated project management software by utilising software and tools that were already being used organisation-wide such as Excel and Sharepoint. This had a number of additional benefits including reduced costs, simplicity, and the processes, once they were designed, could be quickly understood and used by a large number of staff without the additional need for complex training.

The Outcome:

In addition to developing a series of project management tools, we developed a final report outlining key findings and recommendations in relation to governance.

Facilitation of a Valuers Workshop

The Client:

A NSW State Government Department

The Project:

We provided facilitation services to support a two-day Valuers Workshop, designed to bring together Valuation Services staff from across NSW to update them on current work activities and provide information sessions to support their technical and professional development. The Workshop also had an external focus with presentations from several key stakeholders across Government, such as the Land and Environment Court.

The Approach:

We worked closely with the Department to plan the Workshop program and list of presenters. We also distributed a survey in advance of the Workshop which was designed to review the previous 12-18 months, determine if staff understood the organisational changes that had been implemented, and address any issues that arising for the future. Our consultants analysed the survey results and developed a presentation on the outcomes which was delivered as part of the Workshop.

We facilitated the two-day Workshop and managed all aspects of the program, ensuring that presentations ran on time and encouraged effective discussion.

The Outcome:

Following the Workshop, we developed a report which summarised all discussions points and documented the decisions made.

Procurement Analysis and Planning for a new ePlanning Portal

The Client:

A large NSW State Government Department

The Project:

Our firm was engaged by a NSW State Government Department to provide advice related to the strategic procurement of an ePlanning Portal. The overall objective of the project was to provide procurement pathway options for purchasing the components of the ePlanning Portal, and to recommend which of these options could best meet the needs of the procurement while minimising risk to the organisation.

The Approach:

The Department was working to a very tight timeline for this procurement, with the ePlanning solution scheduled to be purchased and implemented within six months of the initial project meeting. This meant that all of the procurement options developed and presented by our firm had to consider the need to expedite the procurement process where possible. We also needed to balance this against the need to mitigate the risk associated with undertaking a high value procurement.

The procurement of the ePlanning Portal was also complex, requiring a number of associated components:

• A technical solution to build the portal;

• Systems integration for GIS (Geographic information System) into the portal; and

• Workflow reporting support/ help desk functions managed services.

In putting forward procurement options, it was important for us to take into account the need to procure all of these components in a way that would allow the Department to quickly integrate them into a cohesive ePlanning solution. We were able to effectively craft these options by:

• Meeting with the Department to understand the specific requirements and challenges of the project; and

• Conducting extensive research into the procurement landscape, with particular focus on procurement in the IT space.

Based on this research, our consultants identified a number of procurement pathways available to the Department for the purchase of the ePlanning Portal components.

The Outcome:

We delivered a final discussion paper which:

• Detailed the procurement pathways available;

• Compared the relative issues and risks associated with each of the procurement options put forward;

• Provided estimated time frames for each procurement pathway; and

• Provided recommendations and next steps for consideration.

The Department was able to use this document as a guide and reference throughout the subsequent procurement process.