Transformational Change

We blend strategy and design thinking with deep program management expertise to deliver your transformational change.

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We see opportunities in challenging current practice. We blend strategy and design thinking with deep program management expertise to deliver your transformational change. Preparing for and executing transformational change is not a capability all companies possess. It simply makes good business sense to gather specialist help in extraordinary times of change such as business reengineering, outsourcing or offshoring, fundamental operating model or structural changes.

We partner with companies to help them identify the best solutions – we are creative, adaptive and importantly we bring fresh thinking to an often theoretical, heavily jargoned domain. We bring our insights, perspective and practical experience to craft the best approach to getting your leader change ready and set up for success. And our proven expertise delivering transformational change programs across wide-ranging industries, geographies and business cultures means we are exceptionally good at what we do.

Areas of focus:

  • Change strategies and initiative design
  • Internal change communications
  • Executive and leadership coaching in leader-led change
  • Tailored “Managing through Change” workshops


Latest Article


Get ready for 2025

The rise of the digital economy will not only change how we work in the future; it will dramatically change what we do.  Add to this backdrop the rise of the Millenials [Gen Y] as the dominant segment in the global 2025 workforce and some big challenges start to emerge on how talent and succession management can support future growth.

Sparks and Honey, a New York trend spotting agency, recently published their predictions of the ‘8 new jobs people will have in 2025’.  There is the Urban Shepherd who tends to new infrastructure as major cities become ‘greener’, the Corporate Disorganiser who creates chaos and gets big companies thinking more like startups where innovation is vital to success, and the  Digital Detox Specialist who facilitates digital ‘rehab’ to restore personal balance when overload kicks in.  Whilst entertaining and intentionally left-of-field, the crux of the piece – that within a very short time the digital economy will transform not only how we work, but the work that we do – can’t be ignored.

Converging head-on into this new economy is the rise of a new workforce.  By 2025, according to research by AT Kearney, ‘Gen Y and its successors will comprise more than half of the global population and 75% of the workforce’.  The ‘Millenials’ want to be productive in a different way – working when, how and where they work best and they want recognition for what they do.  They want flexibility and will switch roles more freely than prior generations.

The 2025 scenario presents a huge talent management challenge for senior business and HR executives as they navigate the emerging new workplace.

As thought leadership continues to build on this topic we share some of our insights and perspectives.

  • Pinpoint critical future capabilities now: Before thinking about ‘who’ you need for the future, it is critical to define ‘what’ you need and ‘how’ you need it.  Too often talent and succession planning solely focuses on today’s high potentials that can ‘step up’ the career ladder and bolster leadership capability in the short to medium term. Whilst strong leadership remains critical, research points to specialists holding the key to predicting and driving innovation.  ‘Big data’ specialists – who gather, synthesise and break down trends from consumer spending through to emerging technologies- have already been identified as the critical talent gap in 2013.
  • Think ‘behaviours and mindset’: Whilst high-tech innovations create new possibilities, we need to think beyond what ‘skills’ are needed for the future.  We need to hone in on the behaviours and mindset that breed success and propel a company forward – a bias for action, innovation, the ability to work collaboratively, confidence, navigating through ambiguity, embracing change, tenacity, resilience.
  • Hardwire data gathering into today’s performance process: Performance conversations provide rich data on individual strengths, weaknesses and aspirations.  Yet how many companies have this information at their fingertips?  It’s time to start collecting and analysing ‘big HR data’ to baseline current capabilities and identify critical gaps.  Ask employees to complete a talent profile.  Merge this data with centrally stored performance ratings, job history and commentary to drive the effectiveness of talent reviews at the leadership table.
  • Be proactive and hold on to talent:  As organisations become flatter and ‘specialists’ emerge as a source of competitive advantage, companies need to get creative on how to retain the best.  Lateral career moves, investment in cutting-edge learning, commitment to flexible work practices and diversity, creating dynamic and collaborative work spaces, thinking outside the box for rewards and recognition and offering project-specific development opportunities all make for a compelling value proposition.  Be proactive and have retention conversations with key people.  Find out what motivates them and get a sense of how engaged and committed they are.
  • Buy-it in or build-it? Preferably both:  Where gaps exist it is time to re-think sourcing and selection practices.  Create new candidate profiles for critical roles.  Leverage the best channels, branding strategy and value proposition to attract the top candidates.  Formulate a targeted strategy to close gaps as the starting point for L&D investment and design.
  • Break down traditional silos and foster talent mobility: Accenture recently made the case that in an ‘increasingly volatile and unpredictable’ world it is those organisations that can ‘quickly and easily adapt to changing business conditions that will outpace their competitors’.  The agile organisation will be ‘one designed around highly nimble and responsive talent’.  To be agile, organisations need to move to a ‘pull’ talent model ‘where worker mobility in all dimensions- within and between organisations, across jobs, careers, geographies and business units – is critical to enabling people to pull in the human resources they need when and where they need them’.

It is a lot to digest.  The research is building daily and bold ideas are gathering momentum at lightning speed.  What we can be sure of is that people – talented, innovative and agile – will help transform what companies do and how they do it.  However, the message is clear. If you are not thinking about what your business needs to look like in 2025 … it is time to start.