contents & credits The speed of change in organisations and communities is so fast it’s hard to keep up. Innovation, reinvention, new vision, new structure, new products, new focus, new markets, new approach. Expand or die. Innovate or wilt. Change or get left behind. Organisations and communities are under the spotlight, and never more so are the professionals managing the change - the irony being, change professionals also have to change. New skills, new perspectives, new ideas … Over the last few months I have had the bene t of meeting with a diverse range of leaders and specialists who are either igniting, enabling or nudging change. Through these discussions there has been a consistent theme – the traditional skills within a change manager’s toolbox are no longer enough. Program plans, rigid templates, gantt charts are great and they may get you to the big milestone … but they don’t enable or result in long term sustainable outcomes. Instead skills such as coaching, empathy, mindfulness, resilience, agility, stakeholder engagement; and alternate approaches to problem solving such as user experience and human-centric or design thinking, lead to more enriching and successful change results.
So when pulling together the program for ChangeJam16, we consciously brought together a diverse range of innovative social, corporate and public leaders; along with specialist consultants, to help reframe, reinvent and rebuild change professional’s skills and perspectives. We have also aligned ourselves with local leading organisations to sponsor and support us with this initiative. Thank you to our presenters, for giving up their time and sharing their ideas and insights, and to our sponsors for their commitment to our community.
We hope you enjoy ChangeJam16! Susan Stewart Chair, ChangeConnect
THE JOURNEY OF CHANGE
OPENING CLOSED DOORS
RISK & REWARD OF ROSE-COLOURED GLASSES
THE STRATEGY OF GAMES
INNOVATING THE INNOVATOR
LISTEN IS THE NEW TALK
the journey of change Never one to shy from a challenge, CEO Kate Thiele’s leadership of Guide Dogs, SA/NT has transformed the not-for-pro t into a proactive and purpose-driven sustainable organisation. Last year, Kate’s achievements were recognised with a 2015 Telstra Business Woman of the Year Award, Purpose & Social Enterprise; and 2015 Harvard Club of Australia Fellowship. ChangeConnect sat down with Kate to talk growth, challenges and the value of connecting people through the journey of change. ChangeConnect: Coming from a corporate background, what attracted you to not-for-pro t?
Kate: I didn’t start in the not-for-pro t sector and in some ways my journey was by accident. It wasn’t on my early radar. I started my career in health then switched to retail and then manufacturing. I am known for my Kate-isms and during this time my rst Kateism was born: “amazing people can do amazing things”. I believed that I could use my experience in health, service, sales and leadership to truly make a difference.
My inspiration and motivation are the incredible stores of what can be achieved by people living with disability; the results of their determination. It combined my love of leading dynamic teams to achieve growth and aligned with my commitment to social enterprise. I enjoy seeing results and how this has changed people’s lives. ChangeConnect: Guide Dogs SA/NT has transformed under your leadership. How did you approach the transformation?
Kate: Financial stability is the foundation stone on which a non-for-pro t organisation can achieve its mission. I came to Guide Dogs SA/NT immediately after the Global Financial Crisis when the economy was unpredictable and the public’s commitment to charity-giving was uncertain due to their own concerns about the future. •4
We needed a rm, nancial footing to ensure ongoing capacity to deliver services; but also to ensure a dynamic, achieving staff resource could be attracted, retained and developed. Using my sales and marketing expertise I brokered new income streams for Guide Dogs through regular giving programs linked to puppy sponsorship taking donors through the Guide Dog journey through regular newsletters and updates. Through the program we have tripled turnover and grown active donors along with regular donors. This provides a connected base to share our stories and promote new services and referrals. Along the way I learned the importance of having a goal, bringing in the best expertise to help chart the way forward and have a forward-thinking plan that stands up to rigorous scrutiny in its detail. Above all I learned to have courage in my decisionmaking, have a great team around me and be bold. ChangeConnect: How has the new National Disability Insurance Scheme changed the operating environment within your business? And how have you prepared the business for the change?
Kate: The National Disability Insurance Scheme (NDIS) is a symbol of how we as a society have said disability services must be more adequately funded. Through NDIS we will empower people living with disability to choose services by putting the funding imperative in their hands. But NDIS won’t be the magic panacea for disability services. The need is too great.
At Guide Dogs we are taking a client-centric approach to our service delivery; examining what we deliver, how we deliver and whether we need to actually continue to do all that we currently do. Marketing of our services so we remain top of mind and rst choice for services will be critical. We’ve increased productivity through a mobile workforce with clinicians using mobile technology to be able to write up case notes in the eld and an open space work environment for closer collaboration between teams. While the NDIS will enable organisations in the notfor-pro t sector to increase services. Philanthropy is and will remain an essential part of a mature society as the need is great. Bruce Bonyhady the Chairman of the National Disability Insurance Agency has said that under the NDIS about 460,000 people will receive individual funding packages. This is a fraction of the more than 2.5 million Australians with a disability.
ChangeConnect: How do you create a culture that can handle these types of changes? Kate: Invest in and believe in your people. Take them on the journey with you. Be honest and open and be brave enough to tell them that we might not have all the answers yet; the way forward may be unclear, but we will get there together.
Challenges particularly in change management are an opportunity to reshape and rede ne your goals.
I thrive on challenge. It is important to also create an environment where people have the opportunity to learn. I am deeply committed to lifelong learning and recognising the results of individuals and teams. ChangeConnect: Do you think managing this sort of change is more dif cult in not-for-pro t than corporate?
Kate: Both have challenges to ensure success. In the not-for-pro t sector we always need to ensure that we keep sight of the end goal – providing independence, safety and inclusion to our clients; they are the ones that matter most.
So every change must be for the bene t of our clients to enable them to lead the lives they want; not the ones they were dealt with. In the future we will need to be extremely business savvy and nimble and market our services better. ChangeConnect: How would you describe your leadership style?
Kate: Inclusion and seeking divergent opinions. My philosophy on leading and managing people is to ensure that people know the mission and vision of their organisation; where they t and how they contribute to it and they are recognised for success. A common purpose is so critical to success. I also believe that amazing people need good managers and it’s important to provide upskilling opportunities.
I drive a continuous improvement model and like to set by example. I constantly talk about our vision for the future and outline why. Why is so important so people can connect with the journey. ChangeConnect: Last year you attended the Strategic Perspectives in Nonpro t Management at Harvard Business School in Boston. (Kate attended with a fully funded non-pro t fellowship, being one of only two CEOs nationally to be chosen to and the rst South Australian to win a spot since the program started). What was your key take-away from that experience?
Kate: Harvard was a game changer. To be in a room with 158 CEOs and business leaders from notfor-pro ts from all around the world was amazing. It focussed attention on developing a strategy, measuring impact and drive success. It brought all the facets of sound business management back to mission. It had a profound impact, focusing speci cally on not-for-pro ts and high impact social interventions. ChangeConnect: Leading change is demanding. How do you maintain your mental and physical stamina? Kate: Balancing home and career is always a juggling act. My home is my special place and sanctuary. My family are my rock.
I have three beautiful children; all at different stages of their life – one just nished university, one still at uni and one in high school. No question, the best thing I have ever done. It is a joy to see their values unfold. I have come to love yoga and Xtend Barre and after years of giving my body little attention, too much coffee and not enough sleep, I am loving the sense of vitality, strength and exibility I now have! A wonderful garden with animals and kids everywhere is a busy place, but also somewhere to escape and just be quiet to charge the batteries. ChangeConnect: What’s your best piece of advice for change leaders?
Kate: The most powerful thing you can do is be real. I have come to value authenticity. Deliver what you say you will deliver and build trust. Trustworthiness is something you earn, along with respect. It’s not related to role, gender or circumstance. Humility is important too – success and achieving milestones is always best when it is shared with your team. If you are not real, you can manage, but you can’t motivate or indeed lead because you are too remote.
Kate Thiele has been the Chief Executive Of cer of Guide Dogs SA/NT since 2009. For the last three years the organisation has been voted Australia’s most trusted charity.
get curious When I was nine years old my parents bought me a copy of the Encyclopedia Britannica and my own radio. Those two elements, as well as a lack of TV, fostered a sense of curiosity about the world around me. I always got the sense from my parents that they felt that they were providing me access to all the key knowledge in the world. Fast forward to 2016 and I have access through the internet either through a PC or an iPhone in my pocket to more knowledge than I could ever have imagined possible back in 1970. You would think that we would use this to make a better world through knowledge, however we probably share photos of our life, a means of having a heated discussion in less than 140 characters or share cat photos looking at my Instagram.
Within an organisation, with the increased connectivity that we have, we should be looking to a owering of curiosity to tackle the issues that af ict our world and to make that dent in the universe. In reality however most knowledge workers feel they are drowning under a tsunami of knowledge and can never switch off from the tyranny of work leading to other things such as the atrophication of the curiosity muscle.
The key problem is that our minds are designed for a different era and haven’t been able to evolve to meet the speed of technology. We need something to help us make sense. A step forward is to take time out during stages of a project lifecycle to do a 30-minute knowledge review.
When I’m discussing with management the many bene ts of knowledge reviews I highlight that it offers people an opportunity to re ect on the work that they have done to date but also as an encouragement to identify gaps that they would want to ll.
When the notes for that review are circulated it gives the attendees the opportunity to not only review what has been said, but most importantly an opportunity to think how they are going to implement the actions and consider potential improvements, such as what kind of business problems can we solve with this? How will we prioritise the ones to go after? People can be instruments of the sublime and create an array of wonderful things, but it needs organisations to encourage people to step back, get off the wheel and get curious.
In the era of the knowledge worker – its curiosity and application that lead to corporate success and that encouraging reviews on your work at key stages are an investment in the future and not a cost to be discouraged. Based in London, Andrew Trickett is the Knowledge and Information Manager within Arup’s global rail team and has over 15 years’ experience in the eld of knowledge management.
opening closed doors In 2014, Erma Ranieri took over as South Australia’s commissioner for public sector employment, heading the newly created Of ce of the Public Sector.
Known for her authenticity and tenacity, Erma has successfully brought together the previously separate bodies responsible for human resource, workforce analysis, performance management, leadership development, reform and renewal; setting professional standards and encouraging excellence and innovation across the public sector. ChangeConnect met with Erma to learn more about her leadership approach. •8
ChangeConnect: There have been major changes in the public sector during your career. How have those affected the way you lead?
Erma: What has changed is the role of leadership and its commitment to be adaptive to new challenges and innovation. Leaders are having to transform from “people in power” with old paradigms and ways of thinking. Organisational cultures that are risk averse and that fear innovation, “visibility over results”.
I have overcome these through examining the system and removing barriers, increasing workplace exibility and work conditions that provide opportunity for all staff. Promoting a values based approach and de ning behaviours and promoting individual accountability for reform, change, creativity and innovation through a number of programs and recognising people for this. ChangeConnect: What are your ambitions for the Of ce of the Public Sector?
Erma: Ambitions for the of ce “world leading public sector that serves South Australians well, does what is says it will do, and to which every public servant is proud to belong”. My hope is that every public servant can feel proud to belong to the public service and nd better ways to serve the citizens of SA. The biggest opportunity is striving to modernise and lift the professional excellence, develop our people to be leaders, and forging our future through innovative reform programs that live the public sector values through service and collaboration. ChangeConnect: How do you see your role in this transformation?
Erma: Pivotal as a role model for senior leaders and in particular women.
As Commissioner there is opportunity to have a signi cant impact on the implementation of the code of ethics and values and behaviours. Aligning the priorities of the government with the Chief Executive Performance agreements and developing a robust performance management and development system for every public servant.
Creating this line of sight and providing everyone with the opportunity to develop will have a signi cant impact on the achievement of these priorities. ChangeConnect: Describe your leadership style? Erma: I would describe my leadership style as authentic. That’s not to say that everyone will be comfortable with this.
I believe I am honest, transparent and genuine. However sometimes organisational conventions get in the way of this. Sometimes leaders suppress behaviours that are perceived as ‘feminine’ or too ‘soft’.
As a mother I had lots of tensions about having to make choices and trade-offs when it came to juggling career and family responsibilities. Most important for me as a leader is to stay in touch with my instincts, be clear about my values, priorities and preferences. ChangeConnect: You are known for opening closed doors. How have you achieved that?
Erma: Quite simply I never see it as a closed door. It comes back to my con dence in my own abilities, the passion I have for leaving the public sector in a better position from when I started.
We all need to consider the legacy you wish to leave and nd a way of building your drive, passion, resilience and tenacity to make it happen, no matter what the obstacles. Most important is to have fun opening the door!
ChangeConnect: Leading change is demanding. How do you maintain your mental and physical stamina? Erma: Have some great sponsors and mentors and they are different!
I do pilates twice a week and have a wonderful extended family. Eating well and practicing mindfulness techniques when I feel things are getting the better of me. This has taken years to perfect, I feel that I am the most con dent right now in my career phase. It is all part of the journey! ChangeConnect: What advice would you give to your younger self? Erma: Don’t be in such a hurry and saviour each moment in life! Don’t ever compromise your personal values for a short term gain. See mistakes as a positive opportunity to see things in different ways. Never walk your life journey on your own, surround yourself with people you can trust.
Erma Ranieri oversees the Of ce for the Public Sector. She was named 2014 Telstra Business Woman of the Year and SA Winner of the Telstra Community and Government Award for her role in leading transformational change throughout the public sector.
risks and rewards of rose-coloured glasses If you were allowed one wish for your child, seriously consider wishing them optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger’. So writes Daniel Kahnemann, the Nobel Prize winner who has dedicated his life to studying the impact of cognitive biases on human thought and behaviour.
The central tenet of Kahnemann’s work is that our unconscious thinking processes are deeply awed, and will frequently deceive us if left to their own devices. He urges us to apply our conscious thinking to techniques that mitigate the undesirable consequences of bias. In the context of change, such consequences include: 1. A preference to make decisions and take actions that maintain the current state of affairs (status quo bias). 2. Failure to accurately estimate the time and cost required to complete a change initiative (the planning fallacy). 3. Overlooking important data because it doesn’t t with our existing beliefs (con rmation bias).
Yet when it comes to optimism bias, Kahnemann proposes that no greater gift could be bestowed upon a child.
No wonder, then, that an increasing number of employers are investing in resilience programs for their people. The ever-increasing pace of organisational change requires those involved to learn and/or grow in the face of stressors and changing demands. And the skills developed in resilience training are, to a signi cant degree, aimed at fostering an optimism bias, at providing us with the capacity to frame ourselves, our circumstances, other people and change itself in the most positive way possible. Who doesn’t want happy, resilient, healthy individuals working with and for them? As a director of a consultancy that delivers resilience programs, I’ve witnessed rst-hand the bene cial impact that the optimism bias has on people’s problemsolving abilities, their response to change and their relationships. I take Kahnemann’s advice seriously – my ve and eight-year-old are subject to frequent exhortations to ‘seek out the good’ in others, and could probably recite verbatim my child-friendly (I may, admittedly, •be 10biased!) spiel on the bene ts of gratitude.
But as a consultant who works with organisations to mitigate biases in decision-making so that they can successfully navigate the fast-changing world they inhabit, I’m also determined to develop my children’s rational thinking skills.
I want them to know how to seek out and analyse evidence for and against different perspectives. I want them to approach life’s big decisions, problems and challenges equipped with the ability to mitigate the cognitive biases that may lead them astray. I want them to understand that thinking rationally gives one a better chance of acting in accordance with one’s interests than thinking optimistically.
Because as individuals, and within organisations, we need to know when to remove the optimism spectacles. We need to understand that making people feel good doesn’t necessarily make people perform better (or even well). We need to identify when individual and organisational performance depends not on optimism, but on establishing – as near as is humanly possible – the objective reality of an existing situation, or the statistical probability of a future event occurring, or the precise events that led to a serious error.
The answer? Give people the tools to manage themselves, their emotions and their relationships. Increase their sense of agency and help them to feel good – or at least better. In other words, develop their resilience. But make them aware that relentless optimism is not a prerequisite for resilience, and that at times it will serve them well to relinquish optimism in the interests of realism. Show them that, just as they have learned to cultivate positivity in their conscious thoughts, they can learn to cultivate curiosity, reasoning skills and scepticism.
Organisations and individuals need to encourage the optimism bias. Hope, self-compassion, gratitude and positive emotion support people to be more resilient. And our organisations, our communities and our society need resilient individuals. But overcoming the economic, social and ethical challenges facing our organisations – let alone our world – requires rational thinkers. So by all means, help your people reap the bene ts of wearing rose-coloured glasses. Just make sure they (and you) know when to take them off. Anna Lee is a director at Leed Consulting. Her passion is translating recent research and theoretical concepts into learning experiences that create lasting change in people, teams and organisations.
the strategy of games Games are a great Aussie tradition with plenty of lessons for your business, says Hood Sweeney’s Director of Consulting and Performance Coaching, Simon Starr. Analysing game tactics can sharpen your strategic thinking in business, as Simon realised when coaching his son’s footy team a few years ago.
“One of the principles I adopted was to give everyone a fair go — easy if you’re just happy to give everyone a run. But I’m success-oriented and believe it’s important to empower the kids with self-belief and understanding that success is a learned habit,” Simon says.
“Having a common purpose made it more about the team game and individuals continued to develop in that framework”
“Everyone enjoys success more than failure so if we can help them understand the mechanics of success versus the mechanics of failure, coaching extends beyond the footy eld.”
This has important implications in a business sense too. Although most teams in life don’t need to give everyone a fair go, nearly every team has a mix of abilities.
“We had some good players, a bit like the back row on the chess board. We also had a few who were relatively unskilled. These were our front-row pawns who were not as in uential but had a role to play in our success,” he says.
“I take this approach of drawing tangible lessons from life to business coaching, helping people to achieve a goal, create a moment, shift a habit or build a legacy,” he says.
With this in mind, Simon began to think of each match as a game of chess, deploying players with varying skill levels to bene t the team as a whole and to give everyone a fair go.
“Each game became about forward planning and positioning players to ultimately create ‘check mate’ and be in front at the nal siren. Starting with this end in mind, the game became about positioning for this moment.”
This gave the team tactical agility and clarity about the role each player performed in the team’s success. By being clear about our goal, we could try new things. The team could also be exible about how it was going to meet the long term objective and could avoid becoming reactive to what was happening in the moment.
“Chess board lessons can apply to any team building,” says Simon. “Many people do not realise the strategic skills they already have to bring to their business and their team.
Simon Starr is a Director of Hood Sweeney Consulting and Performance Coaching. As a coach with over 20 years’ experience, Simon has worked successfully and enduringly with sports teams, athletes, corporations, SMEs, and executives.
“Having a common purpose made it more about the team game and individuals continued to develop in that framework,” Simon says. “It delivered real-life micro-lessons in sacri ce, teamoriented goals, discipline and support. It also forced me, as the team leader, to think laterally, stay true to the philosophy, and communicate in a way that engaged everybody.”
innovating the innovator I have had the opportunity to work on some fascinating projects over the years. Many of these projects have been successfully delivered with clients who knew exactly what it was that they wanted to do and what outcomes they needed to achieve. For example, a global private bank client asked me to co-create a new Customer Value Proposition and Investment Management experience for their Ultra High Net Worth clients in Hong Kong and Singapore. The brief was accurate and the client co-developed the solution with me ensuring that the project was aligned to a unique customer experience but also achieved key commercial outcomes.
Occasionally though we have clients who know that they need to do something to improve their customer experience but don’t know exactly what it is or how to approach it. This is the story of a client who approached me with a brief that was entitled “who is the customer?”
The brief was from a global organisation that is regarded as one of the leader’s in providing solutions that enable companies to innovate. In other words, the innovator needed to innovate their own customer experience but were unsure of how to go about it. The context
The client was a multinational enterprise software company with a long and proud history of providing innovative products and solutions for their customers. The client offers a wide range of end-to-end solutions that are grouped into three key areas: Business applications, Analytics and Cloud computing platform. In 2011, the CEO received a letter from the owner of one of the world’s top Formula 1 teams asking him how the two organisations could better collaborate. The Formula 1 owner was excited by what cloud computing could do for his technical teams and for interpreting real-time data. He was also interested to learn if the software company had something that could improve the experience of his hospitality customers.
“Occasionally though, we have clients who know that they need to do something to improve their customer experience but don’t know exactly what it is or how to approach it. In other words could they help improve the Formula 1 experience of the “customer’s customer?” This led the software company to think about who their customers really were and to rede ning their own customer experience. When the client started to explore options for rede ning their customer experience they faced a number of signi cant obstacles.
First, people within the organisation tended to think about the customer experience as being about aesthetic qualities-like making the marketing brochures more appealing or changing the visuals on the website. Second, the organisation also worked in “silos” with very little collaboration between the pre-sales, consulting and implementation teams.
Traditionally the organisation would start with a problem, usually de ned in a Request for Proposal (RFP), and build a solution based on known products and solutions.
For example, if an enterprise customer approached them for a Customer Relationship Management solution the pre-sales team would quickly gather the technical requirements and build a solution whilst also thinking about how their solution compared to that of their major competitors.
However, pre-sales rarely consulted with other divisions for insight and more often than not would ‘assume’ that the RFP was both accurate in terms of its requirements and objectives. Third, the organisation was already the market leader and dominated many industry sectors. This made it even more dif cult to initiate a change program as many people felt that they were already at “the top of their game.” The solution
To provide a unique experience for customers, an organisation must rst decide who the customer is and what needs they have. It might seem strange to ask “who is the customer” but look at it this way. Suppose you provide software solutions to airlines that enable them to receive online bookings through their website. Is your customer the airline or is it the passenger?
This is an important part of re-de ning the customer experience. If the answer is the airline then the solution can be driven by looking at the technical speci cations, legacy systems and user experience. If on the other hand the answer is the passenger the experience starts to look a lot different. The airlines will want to ensure that passengers feel that the end to end online booking process is amongst other things, simple, convenient and secure. The word feel is important here as the online booking experience must be one that helps the customer deal with pain points, moments of truth and their own mindset.
The customer experience that an organisation provides can vary considerably based on answers to the question “who is the customer?” In order to de ne the solution with the client we asked the following questions (in no particular order, table right):
Who is the customer? Is the customer external or internal? Is it all customers or a speci c segment?.. What is driving the need for change? Is it customer-led or is it internally driven?
What is the organisation’s appetite for change? Short, medium and longerterm?
Who is driving the customer experience initiative? What would the organisation gain from enhancing the customer experience? Market share? Increase in Net Promoter Score (NPS)? A better CVP?... Where are the biggest “gaps” in the current customer experience?
If time and money weren’t a constraint on this project where would you invest your time and effort to improve the overall customer experience?
The guiding principle behind this approach is to de ne what matters to customers and how your business is best organised to achieve this: truly game-changing customer-experiences requires input and participation from the widest set of stakeholders possible.
Those stakeholders, customers in particular, have to feel that their input is valued and are in a position to co-create solutions, while still staying focused on what is needed and what is commercially-viable. And the stakeholders need to be guided by the owners of the customer experience who can help sift through the many ideas and help translate them into something not just doable, but game-changing as well.
Many programs of work were developed including segmenting data, diagnostics, focus groups, change management and training. However, the overall solution to help our client to deliver a unique customer experience for their customers and to answer “who is the customer” embraced the principles of design thinking. Developed by IDEO founder David Kelley, design thinking is de ned as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Design thinking was an ideal framework for our client because it helped them focus on developing a deeper understanding of the customer’s journey and enabled them to co-create solutions that would match their needs—as opposed to just delivering technology solutions for technology’s sake. We started out by training the pre-sales team in the principles of design thinking with an emphasis placed on problem nding. The training consisted of 1 or 2 day design thinking workshops which covered: • The principles of design thinking • Understanding the customer’s journey, pain points, moments of truth and mindset • Delving deeper to into the customer experience • Prototyping and iterating proposed solutions • Case studies • Account immersion
Importantly the workshops used immersion so that the participants could gain valuable insights into how to apply the principles of design thinking directly to one of their existing accounts. Cross-functional teams worked on speci c accounts in the morning and were joined by customers in the afternoon. Interestingly customers who joined with us on the programs were initially sceptical about being involved at all.
Customers were drawn from various industries including nancial services, luxury goods, government, airlines, hospitality, automotive and technology. In most instances these same customers ended up leading many of the conversations and provided insights that would not normally have been possible in an account relationship. In fact many of the customers asked us to if we could deliver the same programs for their teams. The results
During the programs we were able to develop a number of solutions including:
Demo-apps: Our design and development team based in Singapore were able to take sketches that were developed during the programs and develop them into demo-apps within 72 hours. The apps themselves weren’t necessarily the end solution but instead demonstrated the team’s thinking and approach. Videos: Many of the ideas generated on the programs revolved around the use of short videos. Account teams recognised that many of their solutions were complex and highly technical. In order to appeal to a broader audience we developed videos that focused on the customer’s interaction with technology rather than the technology itself.
Customer journey maps: This activity served to highlight opportunities to improve the customer experience at all stages of the sales cycle. Many of the solutions required changes to sales processes, touch points (websites, commercials and workshops), mindsets and proposed solutions. Customer experience strategy: Essentially a plan of action for improving the customer experience at all stages of the sales cycle and align this to each individual customer’s journey.
The client’s quest for improving their customer’s customer experience promoted greater linkages between the client their customers and their customer’s customer. This led to the development of Innovation Labs which were based on the principles of cocreation, rapid ideation and customer centricity. In analysing and debrie ng our approach to this project, there are no right or wrong answers for the questions posed above.
There are however, some principles and guidelines that when applied to a speci c opportunity or context for an organisation are likely to improve the customer experience. In other words, a number of design principles, processes and practices can be identi ed to bring about growth and innovation in the Customer experience, sales organisation and sales people.
Andrew MacDonald PhD, is widely regarded as an expert in design thinking with a particular emphasis on the customer experience. He co-creates consulting services and training programs globally in nancial services, high tech, telecommunications, government and retail.
listen is the new talk The question hits like a slap across the face.
What is the contemporary thinking and practices of great change management? Despite almost two decades working in change management, I didn’t have an answer.
Despite a work history with large and often complex organisations; despite my experience in leadership, organisational development and change management; despite a full tool-kit of models, frameworks, processes, experiences, challenges and successes, I really wasn’t sure how to respond.
As a newly-independent consultant, chasing more understanding partly inspired me to undertake further studies in change management. Studying was also a commitment that I made to myself, scratching that everpresent itch of curiosity. However the question only got deeper. Did being contemporary have anything to do with effective change management?
I kept coming back to these questions as I participated in my course. The models were the same, the research was the same, the authors, frameworks and processes were the same. Organisational challenges were mostly the same - albeit moving faster than ever and the challenges facing tired and worn out change management practitioners also appeared to be the same.
How on earth do we get our clients, our executives, our managers, and our staff to get on-board and engaged in a time of change? And then it started to come to me. In trying to answer this question of engagement with my fellow change managers I uncovered - in part - the answer to my questions. • 16
Conversation – so simple and overlooked - could unlock a contemporary approach to engagement in all of our change efforts and create an attitude where we really do want to hear what everyone wants to tell us.
And I nearly missed it!
It was an almost invisible reference (and easily overlooked amongst all the other models) to ‘The World Café’- Shaping Our Futures through Conversations That Matter’. If you’re not familiar with Juanita Brown, David Isaacs and the World Café Community; in summary it’s a way to engage people in conversations that matter, based on the foundation that conversation is at the core. http://www.theworldcafe. com/# There it is. Conversation.
What struck me about this approach to engagement is that it’s based on a pretty ‘old’ practice: the art of conversation. It’s the ability to speak and listen, the desire to understand another’s perspective and connecting through our ideas.
It’s the belief that the knowledge and wisdom we need to solve our challenges are already present and accessible – if only we really try.
This insight led me to a place where I routinely use this ‘contemporary’ (yet very ancient) practice of engagement through ‘conversations that matter’ with my clients and their organisations. You know what? It works!
Where I’ve put it into practice the outcomes, insights and engagement of those impacted by change have been rich, progressive and empowering. It’s helped people understand change, and given them a chance to respond. They’ve taken the opportunity to shape the change and be truly engaged in the process. They speak, they’re heard, and most importantly they’ve been able to solve some of their most challenging problems. More than anything I’ve been struck by what we hear when we stop to listen.
And does it have anything to do with effective change management, where effective change management is about implementing the tools and resources (contemporary and/or ancient) at our disposal to ensure the collective insights and understanding of an organisation are used to enable it to achieve its objectives?
I’ve decided it’s not important for change management theories and frameworks to be contemporary per se. It isn’t about having a new tool, a new theory, or a new buzz word. We can solve complex problems through something as ancient as talking and listening. Just imagine what we can achieve if we combine proven and effective change management models, practices and engagement with having conversations that matter?
Is the practice of asking a question and listening to the answer at all contemporary? Maybe not in the theory, but it appears to be in execution.
It started with a slap across the face and ended in a World Café: zzing with energy, purpose and a new understanding that the ancient art of conversation may be the most contemporary engagement tool we as change managers have.
Conversation – so simple and overlooked - could unlock a contemporary approach to engagement in all of our change efforts and create an attitude where we really do want to hear what everyone wants to tell us.
Helene Egan is a business and management consultant with over 20 years’ experience in strategically signi cant and often complex initiatives in large and multinational entities. She is currently a Partner & Principal Consultant at 6 Degrees Consulting.
In our mad rush to ‘communicate’ and to execute on our plans we often miss this trick, almost as though it’s too simple and unsophisticated for our enthusiasm and energy for ‘newness’.
So, back to the question.
What is the contemporary thinking and practices of great change management? 17 •
The power of leverage and empathy during change
Darlene Mattiske-Wood, People’s Choice Credit Union and Rosina Di Maria, Woods Bagot present on the new headquarters for People’s Choice Credit Union, Adelaide
The new working environment has been designed to strengthen the internal community culture of the organisation, empowering teams and individuals alike. Using a next-generation activity-based working model, the new headquarters provides a exible and adaptable environment which exes and absorbs change over time. The increased agility of staff promotes movement within the work place and collaboration across the business.
Working ‘Better Together’ is at the core of everything People’s Choice Credit Union do. These two words became the driving force behind the spatial planning, material selection and ner construction detailing. The result is a work place solution that embodies the DNA of the organisation from the macro to the micro.
“The art of good jam, is the quality of the fruit and the right cooking environment. Program 9.00 am For the love of change! Susan Stewart| Chair, ChangeConnect & Global Change Manager, Unispace 9.30 am Leading transformation: An ‘intrapreneurial’ perspective Kate Thiele | Chief Executive Of cer Guide Dogs SA & NT 10.00 am How does an innovator innovate? Reinvention with design thinking Andrew MacDonald | Managing Director, Mieza Consulting 10.30 am Morning smackerels + connect
11.00 am Social Change: International Keynote Dr Joe Madiath | Founder and Honourable Chairman, Gram Vikas
Introduction by Prof. Thomas Maak | Head of School: Management, University of South Australia
11.45 am The power of leverage and empathy during change Darlene Mattiske-Wood | Deputy Chief Executive, Executive General Manager Strategy, Members & People; Chief Executive Of ce Group, People’s Choice Credit Union + Rosina Di Maria | Principal, Woods Bagot
2.00 pm Adaptive leadership, vulnerability & managing change Erma Ranieri | Commissioner for Public Sector Employment, Of ce for the Public Sector
#01 | A case study in change: How to build a carefully crafted change project with an integrated perspective Peter Seltsikas | Senior Manager, Asset Management, SA Water + Lisa Twyford | Managing Director, Clear Decisions
3.00 pm Quick refresh + connect
12.15 pm BREAKOUT (choose one)
#02 | Workplace transition: Changing the conversation Catriona Bryne | Director, Creative. Marketing, Sageco; Transition specialist 12.50 pm Lunchtime treats + connect
1.30 pm Peeling back the label: Legacy, growth and rebranding of Beerenberg Farm Anthony Paech | Managing Director, Beerenberg Farm
2.30 pm Effortlessness of gods: Using knowledge to deliver organisational change Andrew Trickett | Associate Global Rail Knowledge & Information Manager, Arup, London
3.15 pm BREAKOUT (choose one)
#03 | The art of clever transformation in a digital world. Jodie Gaffney| Managing Director, G Advertising #04 | Reinvention and resilience Anna Lee | Director, Leed Consulting
4.00pm Panel discussion Q&A Chaired by Andrea Johansen | Senior Manager Diversity & Inclusion, Bendigo and Adelaide Bank 4.30pm Closing address
4.45pm Innodev networking drinks 19 •
DR JOE MADIATH
Founder and Honourable Chair, Gram Vikas
Joe Madiath has spent 30 years working in development among the poorest communities in Oris-sa, India. Drawn there in 1971 to help communities that had been ravaged by a cyclone, Joe stayed on as an activist focused on sustainable development projects. He founded Gram Vikas in 1979 and has served as executive director ever since, growing Gram Vikas into one of the larg-est non-governmental organizations (NGOs) in Orissa. Gram Vikas originally focused on providing renewable energy for rural communities, building more than 54,000 biogas units. Over time, Gram Vikas developed its more holistic model of development, based on Joeâ€™s con-viction that every family in a village must have healthy living practices and an improved quality of life before total development can occur. This model has transformed at least 289 villages and has successfully proven that the rural poor can and will pay for better sanitation and water facilities. @GramVikasIN
ANDREW MACDONALD Managing Director, Mieza Consulting
Director, Leed Consulting
Andrew Trickett is Knowledge and Information Manager within Arup’s global rail team and has over 15 years’ experience in the eld of knowledge management.
Andrew MacDonald has more than 25 years experience in consulting, nancial services and design thinking. He is widely regarded as an expert in design thinking with a particular emphasis on the human-centred design, the customer experience, strategy, sales enablement.
After a diverse career spanning the higher education, publishing and entertainment industries, Anna Lee established her own consultancy in 2008, when her rst child was 6 weeks old. Her mission: to support women to take charge of their lives and careers.
Global Rail Knowledge & Information Manager, Arup
Recognised globally across Arup as a subject matter expert on Knowledge Management and Communities of Practice (COP), Andrew has designed and delivered numerous innovative and engaging workshops with employees from numerous disciplines up to executive level.
Andrew is particularly interested in the use of COP’s and project reviews as a means of capturing tacit knowledge from people, delivering operational ef ciencies and driving innovation within an organisation. He has delivered knowledge presentations in this area in London, Hong Kong, Brisbane, Sydney Johannesburg and San Francisco. Andrew holds an MBA from Aston University. @andrewtrickett @arupgroup
He is the Founder and Managing Director of Mieza Consulting which is a global consultancy that specializes in transforming the customer experience for C-suite executives and Entrepreneurs across the globe. Andrew’s clients include; JP Morgan, UBS, HSBC, Standard Chartered, ANZ, NBNZ, NAB, Westpac, Bank of Melbourne, Esanda, UDC, SAP, HP and Telstra. Over the last 15 years, Andrew has delivered programs in China, India, Hong Kong, Korea, Japan, Singapore, Thailand, Malaysia, Australia, New Zealand, UAE, UK, Canada, USA, Europe, Ukraine and Russia.
Andrew holds a PhD in Macroeconomics (University of Melbourne), Bachelor of Arts, Hons (Flinders University). He is also an adjunct Professor at the Indian School of Business in Hyderabad & Eruditus, Mumbai. @DocAMac
Over the next six years Anna worked with hundreds of women, and became increasingly fascinated by the unconscious biases that underpin human behaviour - particularly individual and organisational decision-making. In 2014, her desire to impact on the ‘big picture’ led her to merge her business with Leed Consulting, partnering with her brother Diarmid. A key focus of Leed is working with leaders to mitigate bias, maximise effectiveness and make better decisions.
With a Masters in Professional Education and Training, Anna’s emphasis is always upon ensuring that new knowledge, skills and ways of thinking lead to immediate and sustainable action. She is particularly skilled at helping people develop cognitive habits that strengthen resilience and improve performance. @LeedConsulting
ANTHONY PAECH Managing Director, Beerenberg Farms
Director, Creative Marketing, Communication, Product Development, Sageco
Anthony Paech is one of Australia’s most passionate advocates of premium food.
Catriona Bryne has over twenty ve years experience in communication management and education. Her current focus is developing and marketing the new Sageco (comprising 40+ years of experience with the bringing together of Donington, Harris Smith and Sageco).
Darlene Mattiske-Wood was appointed the Deputy Chief Executive and Chief Strategy, Members & People Of cer of People’s Choice Credit Union in February 2016, and is responsible for aligning the credit union’s people, strategy, member experience, project management and communications teams.
As the head of Beerenberg, one of Australia’s best loved, iconic, familyowned brands and producers of jams, sauces and condiments, Anthony has devoted the past 16 years to building a brand which is in strong demand from Australian consumers and widely available internationally through leading hotels and airlines.
After studying in Western Australia and completing an MBA, Anthony took the reins of the family business in 1998.
Since then he has substantially grown the Beerenberg business, expanding its range and geographic spread, building national distribution through Coles, Woolworths, independent supermarkets and specialty food outlets. His success has been acknowledged with multiple food and business awards and industry accolades. Under his leadership, Beerenberg was named Telstra Business of the Year (SA) in 2011. Anthony is on the Board of the Australian Food and Grocery Council (AFGC) and is Chair of peak food industry body Food South Australia.
Catriona’s transition expertise is in facilitating ageing workforce programs including a unique methodology called Exchange - Sageco’s knowledge sharing solution. One of Catriona’s favourite career highlights was managing the Sydney 2000 Olympic Games Workforce Communications. She is an agitator for music education in public schools, a co-owner of a family farm business, a mother and a juggler. @SagecoHQ
Deputy Chief Executive, Executive General Manager, People’s Choice Credit Union
Darlene has 12 years of executive experience with People’s Choice focused on People and Culture. She also has over 20 years experience as a strategic leader reporting at the CEO and Board level in both private and semi government organisations with responsibility for a range of functions including, transformational change management, strategic people and culture including internal/external brand alignment, organisation strategy and planning, stakeholder relations, marketing and customer operations. Darlene is a Member of the Australian Institute of Company Directors and has Bachelor of Management and Graduate Diploma Management, HR. @peopleschoiceAU
Commissioner for Public Sector Employment, Of ce for the Public Sector
Managing Director, G Advertising
Chief Executive Of cer, Guide Dogs SA & NT
Appointed on 1 July 2014, Commissioner for Public Sector Employment Erma Ranieri holds a statutory role under the Public Sector Act 2009. The Act outlines principles and guidelines to improve and uphold public sector performance – it is the Commissioner’s role to bring these to life across government.
Business people engage Jodie Gaffney for her ability to overcome obstacles with creative forward thinking digital marketing solutions.
Before joining Guide Dogs as CEO in 2009, Kate Thiele held key roles with a top 100 public listed company in the private sector and with two of Australia’s leading not-for-pro ts. Kate has a strong background gained across industries as diverse as retail, manufacturing and health.
She was named 2014 Telstra Business Woman of the Year and SA Winner of the Telstra Community and Government Award for her role in leading transformational change throughout the public sector.
Erma currently oversees the Of ce for the Public Sector. The Of ce is responsible for a number of sector-wide reform programs. @ErmaRanieri
In May 2013 at the age of 30, Jodie acquired OKeeffe Media (South Australian division) a media representation company which was founded in 1983. With an entrepreneurial mindset Jodie migrated business contracts and started G advertising. In the rst six months of operation new business areas where formed to cater for social media, websites and marketing services. Assisting businesses and offering the latest digital solutions in the online space is a passion. Today Jodie works nationally with SME’s and larger organisations to provide digital marketing solutions. Committed to growing businesses with creativity, research, analysis and performance. @GadvertisingOz
In addition to her role at Guide Dogs, Kate is a Board Member of Minda Incorporated, chairs their Nominations, Remuneration and Governance Committee; is a Board Member of the Royal Zoological Society of South Australia and chairs their Risk and Governance Committee and is on UniSA’s MBA Advisory Board.
Kate is the rst South Australian to be awarded a Harvard Business School Fellowship to undertake the Strategic Perspectives in Non Pro t Management program. In 2015 Kate won the Telstra South Australian Business Woman of the Year Award as well as the State and National ‘For Purpose and Social Enterprise’ category in the Awards. @GuideDogsSANT
Managing Director, Clear Decisions
Senior Manager, Asset Management, SA Water
ROSINA DI MARIA
Lisa Twyford is a highly motivated professional with extensive business improvement and project management experience. As Managing Director and founder of clear decisionsTM, Lisa delivers business services across a wide range of industries to clients such as: Minter Ellison Lawyers, South Australian Cricket Association (SACA), SA Water, University of South Australia, SA Power Networks, Asthma Foundation SA and Zoos SA.
Peter Seltsikas is the Senior Manager, Asset Management for SA Water. He leads the strategic, operational and capital investment planning for the Corporation’s $14bn of infrastructure assets.
Rosina Di Maria is a Principal in global architecture and design rm Woods Bagot. As a recognised industry leader in design, Rosina has extensive experience working across Australasia, the Middle East, Russia and Europe.
Lisa specialises across ve key business support areas: strategic planning, business analysis and improvement, change management, project management and training.
Lisa’s clients describe her as professional, focused and results driven – a trusted advisor to management and con dant to work colleagues. Her leadership, patience, persistence and humor while working on complex change initiatives would be valued by any business. Her drive and exceptional project management skills are the key to her success. She also enjoys her philanthropic interests,and divides her time equally between the not-for-pro t sector and the private sector. • 24
Peter has 20 years’ experience in the utility sector, rst within Oil and Gas and more recently within the Water industry. Peter has a strong commercial and operational background and has held many senior leadership positions driving business through signi cant change. Peter holds a Mechanical Engineering Degree with Honours and a Masters In Business Administration.
Peter is a Fellow of the Governor’s Leadership Foundation, a member of the Water Services Association of Australia Asset Management Committee and a Board Member of the Australian Dance Theatre Company. @SAWaterCorp
Principal Woods Bagot
Rosina returned to Adelaide after leading the interiors portfolio in the Woods Bagot London Studio. In the workplace sector, Rosina led HSBC’s Global Headquarters at Canary Wharf and other prestigious projects for Bloomberg, Barclays Capital, Cisco and Macquarie Group. As lead interior designer in London, Rosina delivered notable projects such as Eccleston Square Hotel, Doubletree by Hilton and award winning Minthis Hills Golf Resort in Cyprus.
On return to Australia, Rosina’s has led her team in designing the interiors of the ground breaking South Australian Health and Medical Research Institute (SAHMRI), new Headquarters for People’s Choice Credit Union and award winning Collins Bar for Hilton. Rosina is leading the interiors on the expansion of the Adelaide Convention Centre, working on the new Westin Brisbane and is advising the Art Gallery of South Australia. @woods_bagot
Connect with us
changeconnect.org firstname.lastname@example.org linkedin.com/company/changeconnect @change_connect #changeconnect #changejam16
ChangeConnect is an innovative change management group committed to supporting the profession to connect and collaborate across specialisations and organisations.
The idea emerged from a number of professionals wanting to connect on ideas, trends and concepts around change management. Through regular thought leadership events (called Change Hubs), networking and a change management award, a growing community has emerged. Our aim is to provide a dynamic network that encourages the sharing ideas, free-range thinking and connecting people. By facilitating this community we hope to in uence and shape the success of the change management profession. Connect with us.
Andrea is Senior Manager Diversity & Inclusion, Bendigo and Adelaide Bank. She has been with the Bank since 2008, working within the space of cultural change and change communications.
Prior to her current role, Andrea was the Senior Manager Employee Communications, as part of the Bankâ€™s internal communications function. Her role being integral to the change management behind Bank moving their new activity-based headquarters on Grenfell Street, Adelaide. Andrea came to work in change and communications via journalism and has a strong passion for telling stories. @bendigobank
Felicity McNish is the Global Knowledge Manager at international interior design rm, Unispace.
Helene Egan is a business and management consultant with over 20 years’ experience in strategically signi cant and often complex initiatives in large and multinational entities.
Louisa is a client relationship manager in accounting and business advisory services at Hood Sweeney.
Susan Stewart is the Global Change Manager at global design rm Unispace. She has over fteen years’ experience as an in-house and external specialist in the areas of change management, strategy, communications and marketing.
She has worked in the business information and knowledge management area for over 20 years in Australia and the United Kingdom.
Prior to her current role Felicity was the Global Knowledge Manager at Woods Bagot. She also undertook a knowledge and innovation role at APA group and before that an Asia Paci c knowledge management role for Ernst & Young and Cap Gemini. Her specialist skills are in the development of knowledge strategies and implementation including change management, development and implementation of knowledge tools. @fmcnish
Her working history has seen her engaged across a wide range of industries, organisations and cultures, including: IBM, Unisys, Hudson, and Westpac. More recently she has been working with local South Australian customers in the education, utilities, building, aged care, IT and services sectors.
Helene’s career has included senior leadership roles in human capital management and account management; with a focus on learning & development, leadership & organisation development, change management, client relationship management, account management and business development.
With over seven years professional experience, Louisa has advised a number of individual and small to medium business clients across various industries, with the management of their income tax affairs, GST, bookkeeping and the preparation of their nancial statements. As a manager, Louisa is responsible for the rm’s delivery of professional services to small to medium enterprises and family businesses. Louisa’s skills are particularly appropriate for clients seeking professional advice in the areas of business nancial and management accounting, taxation, taxation planning, cash ow forecasting and bookkeeping. Louisa has a Bachelor of Commerce (Accounting) and is a CPA. @hoodsweeney
In her roles, Sue works closely with leadership to articulate and implement the organisational vision and develop integrated and aligned change and communications initiatives that align with the business’ strategic drivers.
Sue previously worked at Woods Bagot as Global Strategic Development & Change; and Ernst & Young as a Senior Manager in Communications and as a Communications and Change Consultant. She has a Masters is Communication Management and is particularly interested in organisational culture and its impact on change. @selbystreet