When financial pressures build, a product organisation’s knee-jerk reaction might be to cut costs. But there’s a smarter way to drive down the cost-to-serve while increasing value. Instead of focusing solely on cost-cutting, let’s go back to basics with a fresh approach to organisation design and consider the “value equation.” By strategically realigning resources, product organisations can streamline their operating models and unlock millions in hidden value.
Read MoreIn our experience, restructures are undertaken far more often than necessary. Given the potential disruption and costs associated with restructuring, how can you ensure that all your effort yield positive results? Here are three critical tips to guide leaders through this complex process.
Read MoreThe replacement of the Banking Executive Accountability Regime (BEAR) with the Financial Accountability Regime (FAR) which came into effect in March this year, provides us with a timely reminder of the financial, personal, professional and legal consequences of organisational failures. As a senior executive who may have already prepared and signed an Accountability Statement for APRA, it is understandable that you might be asking yourself “what could all this mean for me?”
Read MoreThe introduction of the Financial Accountability Regime (FAR) presents a choice to financial institutions when approaching the requirements – adopt FAR as an additional risk and compliance activity or embrace it as an opportunity to accelerate organisational performance. Our view is that implementing FAR can and should be value-creating, through adoption of robust organisation effectiveness practices.
Read MoreConsidering as many as 70 per cent of technology-led programs fail, odds aren’t in your favour. Yet as the transition to cloud-based solutions becomes an increasing necessity, the interest and opportunity to transform business through technology is unprecedented.
Read MoreChange is an inevitable part of life. From small adjustments in our daily routines to major shifts in how we need to perform our jobs, change surrounds us constantly. However, despite its inevitability, many of us find ourselves resisting change at one point or another.
Read MoreUltimately, the success of a change management program hinges on more than just the change itself—it depends on how well organisations understand and manage the impacts of change for their people.
Understanding change impacts is not just important—it's essential for driving successful change management programs and positioning organisations for long-term success.
Read MoreA Change Advocate Network, also known as a Change Champion Network or just a Change Network, is a group of individuals within an organisation who actively support and champion a specific change initiative. In this article, we'll delve into what a change advocate network is, explore the benefits they bring, and provide valuable tips on how to make the most out of them.
Read MoreAustralia is currently faced with a challenging economic environment, defined by global uncertainty, high interest rates, rampant inflation, and the risk of a recession looming large. As a result, Victorian Government departments face significant budget cuts. Heads of Departments now face the daunting task of reducing costs, while simultaneously maintaining performance, or in some cases improving performance.
Read MoreTo effectively engage stakeholders, you must have a deep understanding of who they are and what makes them tick. This is where personas come into play. In this article, we will explore a four-step process for building valuable personas to support your stakeholder engagement efforts.
Read MoreWhen faced with a limited project budget, organisations often decide to merge the roles of the project manager and change manager. However, combining these roles often comes at a cost. In this article, we will delve into the similarities and differences between project management and change management roles and explore the reasons why separating these roles will improve your project’s chances of success.
Read MoreThe deployment of a new system is not only a technology shift but also a transformation in the way people work and organise themselves. But it’s easy to get lost in the technical intricacies of the process and tasks involved in cutover and overlook the people elements at play. In this article we explore the change management implications of different deployment approaches.
Read MoreChange is inevitable and necessary for organisations to continue to be relevant in a business environment. However, a significant number of change initiatives fail, and one key factor that contributes to this or can be the antidote is effective change leadership. In this article, we'll delve into the world of change leadership and explore the top three skills that a change leader must possess to drive successful change.
Read MoreIt can sound very attractive that an organisation can put in one system that drives all these processes. But do not be fooled; there is a lot you need to do in addition to buying and implementing the technology to be able to fully realise the benefits of having one of these systems.
In this article we share six lessons we have learned from the work we have done with organisations to ensure these systems are not only implemented but adopted.
Read MoreAn unmanageable workload or mismatch between the capability requirements of a role versus an individual are some of the more obvious contributors to burnout however, we pose there are multiple other factors that can have an equal if not more profound impact on preventing burnout.
In this article, we will cover four things that organisations can do to better design “work” to prevent burnout and subsequently improve performance.
Read MoreOrganisations are getting better at the discipline of ‘change management’. However, we’re still consistently asked “how can we manage change better?”
To truly improve how change is delivered, perspective needs to shift from being project-centric, competing for attention and pushing out messages, to stakeholder-centric, supporting people to navigate their experience of multiple, complex changes.
Read MoreERPs like SAP S/4 HANA are complex and will change the way people in your organisation do their job. Implementing the system is easy. Getting your employees to understand the new world and adopt the changes is the hard part. It’s critical that you engage your workforce early and frequently to ensure successful adoption and maximise the return on your technology investment.
Read MoreThere is no quick and effortless way to design a technology operating model – every organisation is different.
However, based on our extensive work on technology operating models in medium to large organisations, across various industries, here are 6 key insights that will hopefully help you when you’re next designing a tech operating model.
Read MoreIn times of uncertainty and tough economic conditions, ensuring your organisation is set up to deliver your priorities is more important than ever. While it’s tempting to jump straight into ‘solution mode’ when looking to evaluate or redesign your organisation, considering what you want it to be, or what you want to achieve is critical. The answers to these questions will help guide both your leaders and what’s needed for effective operating model design.
Read MoreIf you are a leader, you will have or are most likely leading a change or multiple changes. The very nature of change can take its toll on people mentally, energetically, physically, and emotionally. Leaders are faced with the challenge of sustaining their own and their team’s well-being, energy, focus, motivation, and resolve.
There is increasing recognition of the need to support leaders to develop their ability to regulate and co-regulate emotions in the workplace. Here are four key strategies for emotion regulation.
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