Townsville City Council
Resolved staff disengagement through survey overload from ad hoc uncoordinated surveying across council by engaging executives to agree and consolidate several into the integrated Organisational Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI).
Established bench strength culture change capability by establishing and developing a Community of Practice. Selected and coached 22 volunteer Business Improvement Coaches from trades through to director level, including 3 Executive Managers.
Drove alignment and consistency in business unit response plans and feedback to the program Steering Committee (Executive), ensuring that cultural alignment was incorporated into agreed business strategies and addressed OCI and OEI survey results.
Enterprise Transformation 2010 (ET2010) Program: Turned around a disconnected partnership between the executive and the program team responsible for this whole of business transformation. Designed and conducted in depth senior stakeholder motivational interviews with executive and senior managers and aligned them behind a vision, mission and engagement commitments.
Designed and framed the “process facilitation” engagement, change management and operating model for the program and negotiated the accountabilities of the partnership for program/strategic and business/operations roles.
Developed and gained executive level and all stakeholder acceptance of the first whole of business change management plan incorporating strategies for integrating and aligning over 28 systems, process and cultural initiatives and their impact.
Influenced across silos to bring together the first community of practice for change and project managers and chartered them to collaborate to achieve integration and alignment of change efforts including impact analysis, risk management and .
Provided change management coaching and direction to the 26 change and project managers, 12 HR and corporate communications representatives engaged on the program.
Depot 3PR Project: Developed the first behavioural Sustainability Plan for the implementation of a Management Operating System (MOS), the focus of which was to develop and embed a framework of systems and processes for sustaining productivity and efficiency in behavioural change.
Department of Public Works – Whole of State Government
Provided a suite of cost saving and efficiency focused innovation initiatives for consideration by state government through the design and delivery of idea elicitation workshops across the state.
Branded this Whole of State Government initiative “Dimensions” and the workshops “Ignite” and developed the Whole Of Government (WOG) change management and communication plan to engage public and private sectors under the state government’s Smart State initiative.
Department of Primary Industries and Fisheries
Facilitated the high level strategy development framework workshop for eliciting and implementing innovation in the Department with senior staff and external stakeholders.
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