Behavioural Change

I stepped into a company that had no defined role profiles or behavioural standards. This led to subjectivity in staff assessments, resentment, and a fractured workforce. Working with both the employees and HR, I introduced clear acceptable behavioural standards and measures, TNA (training needs analysis) models, defined role profiles and a full support toolkit for employees. Resulting in a fair and unbiased approach to employee assessment; creating greater collaboration and teamwork within the business.

Regulation and compliance are often viewed as changes that just "needs to happen" or a blocker to the day job. But taking a change management approach helps to translate what feels like a dry topic into something relevant and meaningful for individuals, so that not only do they feel safe and protected in their roles, they also fully understand their responsibility in a culture of treating customers fairly.  I have worked on many regulatory and compliance projects throughout my career.

  In today's world, digital initiatives are the norm. And sometimes we expect all our customers to be online, but many customers still prefer to have options available to them. Working with project teams on multiple digital initiatives  I help the teams to identify the different impacted user groups and their needs, map the customer experience, automation opportunities, and human impact points.

For one particular company, I mapped their online customer claims journey, ensuring the process included omnichannel servicing to allow customers to choose how they wanted to interact. I worked with the developers to design and test the user interface as well as the business owners to connect the servicing model so that whether picking up the phone or choosing to self serve or even both, the customer always felt the same connected experience, irrelevant of the channel.

Using LEAN Six Sigma within this lending company, I identified many unnecessary operational steps that were there "just because that's the way things have always been done".

 Leading employee workshops, I challenged the individuals to think differently and identify all the touchpoints that bring value to the customer and all the points of waste. We redefined, documented, and embedded new standard operating processes (SOP's) across the business. measuring output and cycle times. Coupling the LEAN model with change management ensured these changes were embedded fully. Resulting in gained efficiencies and unlocking capacity to focus on where expertise was most needed; not only adding value for the customer but adding value and purpose for employees.

From full IT Transformations changing organisation-wide operating systems, EUC equipment, telephony, data flows and reporting to administration systems, software upgrades, and even security patching cycles. I approach all these with scalable change and communication plans. I have worked on many different technical programmes over the years, for detailed information on a selection of examples click the button.

This programme was for a global organisation with operations spanning 22 countries and 3 continents.

A very complex programme, where not only was I the Change Manager, I also doubled up as the  Programme Manager.

Consisting of multiple technologies, processes and people projects, the initiative transitioned the company from a transactional business model to one of customer-centricity by focussing on the customer outcomes rather than  deliverables.

I was brought in late to the project. Working with the project team, I swiftly undertook impact assessments where I identified that certain user groups and key process steps had been missed in both onshore and offshore finance departments.  This enabled me to help the team mitigate the immediate risks without delaying the project, setting further actions to close these gaps with permanent solutions.  If the project had not involved change management, these gaps would have resulted in fractured workflows and failure to settle accounts for our major suppliers with business services being terminated. 

Working for a large organisation, the group IT department had an unfair reputation of being closed off to the rest of the business. I was challenged to change the culture within the department and help them overturn this unjust image.

Using the appreciative inquiry model, I worked with the employees and different stakeholder groups, including senior leadership to create the future vision; building the change map to deliver on this. Coupled with a communications strategy that enabled the department to connect with the wider business, the employees were eager to deliver on the plan. This resulted in building bridges and empathy between departments, enabled greater collaboration across the organisation, and ultimately changed the perception of the IT department from service provider to innovation partner.

I'm passionate about helping others and my style is very much collaborative. I have coached technical and business project teams and leaders in Change Management and Change Acceleration disciplines. 

I have coached C-suite stakeholders on their roles and responsibilities within change, project managers in governance, and employees on how to navigate change, embrace innovation and continuous improvement.

I believe the more we can share, connect, and work together, the greater the success for the company and its employees.

Working with leaders within organisational change management initiatives, I helped to define Target Operating Models; mapping the "as is" and the "to be" (current and future) states. The target customer journeys and defining the capabilities required to meet these; articulating the changes needed and transition plans to move through the change to the desired future state.

  Partnering with the project team, I used the ADKAR model.

This was the catalyst for increased awareness and engagement for an emotive subject which employees felt passionate about. Resulting in a pull from staff to be involved and ultimately resulting in a culture where everyone's unique contribution was valued, growth supported and a safe space where people can realise their potential.

I have worked for B2C, B2B and B2B2C  companies affording me a true people-centric mindset.

In one company, I worked with a project team to review the customer experience and map customer journeys and needs from cradle to grave. Identifying the various customer profile groups and acknowledging the diversity within customer profiles.

Enabling the business to redesign their product offerings to align with the critical life stages for their customers and deliver a personalised experience.