A.
Strategic Plan and Approach Drives Employee Adoption of New HCM System
A provincial Canadian government agency required support for the people-side of digital transformation in the Cloud implementation of an ERP HRIS (SuccessFactors) system. The agency’s management had been through several disparate systems and excel sheets, resulting in multiple data sources and an unreliable single source of truth.In partnership with the client, developed a comprehensive change strategy and project plan to engage the targeted human resource and senior leadership communities whilst working to define and integrate the different talent modules into a cohesive, collaborative system.By bringing stakeholders together, designing with the employee experience in mind, and aligning focus to strategy, we were able to get senior leaders to realize the impact on their teams and agency thereby driving by 2%, unique platform visits in the first few days of launch.
B.
Organizational Design for Better Health Outcomes
A government ministry had embarked on a transformation journey in devolving accountability to local health intermediaries, shifting from primarily a service delivery organization to a policy development and program management organization. It was committed to finding new and smarter ways of improving health outcomes while meeting the government’s fiscal commitments.Completed three comprehensive divisional analysis and over a dozen program reviews providing future state design recommendations. Led organizational design sessions to fully understand the gaps and needs of each program, service, delivery vehicle and funding model.Through ongoing partnership with the Transition Office, the ministry has been able to transform the way health care is delivered, allowing the focus to be on outcomes and ensuring the health care system is sustainable. This increased efficiency has enabled the ministry realize a reduced fiscal growth, build internal capacity, leverage partnerships and horizontal integration.
C.
Global Development of an IT Service Management Product
Development of an IT service catalogue product for the workplace support services function. This was a complex engagement spanning 6 business units, across 3 global regions, defining a baseline for service expectations. The initiative was a precursor to the release of an RFP to streamline their Level 1 and 1.5 support functions.Led a global team, collaborating with the service tower lead and BU service management teams in facilitating workshops, defining services, managing expectations and leading discussions with BU leaders in identifying opportunities for service improvement and innovation, in supporting the acceleration of the organization’s service management transformation.Successfully drove product development in alignment with tower strategic needs, expanding product globally (NA, EMEA and ASIA) facilitating dependency management, velocity and predictability across BUs.
D.
Operating Model Design for Improved Business Engagement
The technology organization at a leading financial institution had faced years of complexity and growth. It was transitioning leadership with the imperative to integrate teams closer to the customer in order to provide better service.We partnered with the organization's Head of Technology and her leadership team to define and implement a transformation roadmap based on a new portfolio-aligned operating model and help rally employees around a shared future.There were many sessions we lead ensuring there was continued communication and explanations as to why the change was essential. Conversations often met with resistance, however important in capturing the diverse and unique viewpoints.The co-creative process helped boost leadership cohesion. It also supported the various teams to build alignment, identify areas of opportunity and priority, engage in productive dialogue,and deeply collaborate in shifting to new ways of working.