Working with and alongside some of the leading digital organisations globally, the team that now form CUE-X, were integral to transforming Australia's largest government department in a highly secure and complex ICT environment. Leading the organisational change management team responsible for implementing the business change, over five years the department were guided through a significant shift in their ICT environment transforming the operating environment for more than 100,000 users accessing the technical environment for ICT activities each day.

Responsibilities included leading the change management team that developed the change implementation plan, undertook all the impact assessment activities across the organisations, developed all the communication, visited all major sites across the country, created one of the largest change networks, developed and implemented the training and measured the change activities.

Managing the communication activities included a significant complex technical web with hundreds of thousands of customised emails, surveys, user forms, intranet pages all tracked and managed to understand effectiveness, click-through, best times to engage and more. Stakeholder engagement included intricate planning to visit major sites throughout Australia engaging leaders their teams and people identified to be impacted by the change. These engagements were also a critical tool to manage issues and impacts experienced when implementing to quickly identify root-cause issues and maintain engagement and momentum of the change.

The change program was seen as one of the most successfully implemented across the department and was used a case study with other major technical implementations used in the future. Key insights were shared including:

1. The importance of planning beyond day one and week one, to help quickly manage issues and have processes in place to quickly communicate, guide and train people as the implementation changed and issues arose;

2. Best times to communicate and engage with a department of 100,000+ people, providing clear pinpoint accuracy on best time to send emails, subject lines, content structure and more that increased engagement;

3. The importance of stakeholder engagement, face to face meetings, staff briefings and site engagement;

4. The value of large change networks that can help build communities and drive engagement; and

5. The importance of the programme vision and clear tangibles benefits that stakeholders can associate with and connect to.

Leading the uplift of communication capability across a Departments ICT Group working with and alongside a major federal government consultancy to drive a step change in communication, collaboration, engagement and outcomes.

The capability uplift was a key stream in an ICT transformation program that was responsible for transforming communication capability across the Group.

The approach included baselining the current capability and aligning it to industry practice including Gartner’s and other industry practice communication capability.

The Group were assessed at a capability and skills level that then helped inform a three year roadmap to reposition communication in the Group. The roadmap addressed the criteria gaps and opportunities and took a practical approach to developing skills and capability.

The team worked side-by-side with communication teams, projects and leaders to drive communication capability. This included developing regular measures, dashboards and insights that could guide communication activity, leadership priorities and channel effectiveness.

It included training and development programs across presentation skills, stakeholder engagement and message structure that were developed and tested across multiple divisions and teams in the Group.

Assessments of the capability and skills were undertaken throughout the 12 month program that saw significant uplift in communication capability across the Group. Maturity of communication increased as did the skills of communication teams, leaders and other key stakeholders.

Leading the communication for Australia’s largest retail group and integral to the change management approach and delivery, a program of change and communication was developed to engage 200,000+ team members, industry partners, investors, media and more.

Working with stakeholders across the major retailer, a program was developed to manage the intricate changes that were to be implemented at scale across the supply chain.

Leading communication across the industrial relations environment including managing communication campaigns, supporting consultation processes and working along side leadership to increase communication and engagement with team members and unions.

The implementation of technology, process automation and new ways of working resulted in significant change that needed to managed transparently and delicately to reduce concerns and issues.

The role included working with stakeholders across the business and external agencies to develop communication materials, messages, tools and channels to engage at speed to a blue collar working environment working around the clock.

The communication and change capability was completely redesigned and developed to support the transformation efforts across the business.