The Situation
The council was planning to undertake major change projects and Implements Activity-Based Working, including the relocation of 400 staff members to a new office, requiring the relocation of three existing sites into one office. This move was also dependant on the implementation of activity-based working and their Digital Transformation Program of work. The later program had an impact across all 900 staff, including those in the field, and members of the community.
They were aware that there had been a history of poorly delivery change, that they operated in a unionised workforce and were making changes that impacted the broader community. They were also undergoing changes that were politically sensitive.
Action
The council sort strategic advice on leading and landing better change and embarked on a program to building change capabilities within the organisation. This included our support with training and strategic change consulting as
- They planned to land their change initiatives by developing an enterprise wide change management strategy that clearly aligned with the organisation’s strategic plan.
- They stood up a change Management office, and investing in change management training and consulting support for the change team
- Senior leaders/sponsors and other people leaders were orientated to the importance of their role as leading and landing change
- Engaged us to provide strategic change consulting to support them on their journey
- Most importantly they took all the above and proceeded to build change muscle by using the new organise wide skills on key projects and further develop their capability at an individual and organisational level
Results/Outcomes
They now have 12 change managers across the business with 4 sitting within the CMO applying change management to the councils change program. All people leaders, from the executive team to frontline managers in the organisation have been trained on how to lead their people to land successful change initiatives.
During the COVID-19 pandemic, their investment in and commitment to change capability came to the fore. The organisation, due to effective change leadership was able to pivot quickly, settle all their people into the new environment and continued with the projects underway. Not only that they were able to leverage the conditions to accelerate progress on their digital and activity-based working projects. This meant that post COVID they are further advanced with their projects than anticipated.
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