Twiga Group Managing Director Jo Smyth said the project was extremely complex. The bank was undertaking a five-year program impacting four major business units. It needed to mitigate change risks, ensure the change was adopted, create an understanding of the roadmap as well as to align and integrate the change projects with delivery teams.
With more than 100 projects impacting the same national frontline audience daily, it was critical for the leadership team to understand all the change projects happening across the division while staying on top of any impact for frontline teams.
To allow for more informed leadership decision-making, the most important aspects of this work were being able to drive effective divisional leadership of change at scale, as well as building the enterprise change leadership capability across the program.
It was important to have a well-sequenced delivery model along with on-demand aggregated impact data so there was a logical sequencing of change and communication to mitigate risks.
“To ensure these outcomes, a change analytics tool was used to provide predictive and integrated data. Our consultant developed an organisational-wide change framework, using a suite of tools to understand and aggregate change impact, simplify change planning and provide a consistent approach for both change practitioners and stakeholders.
“This created leadership for a divisional organisational change practice, using predictive change analytics to plan and sequence project delivery. In addition, a functional change capability was implemented along with the delivery of requisite skills, tools and information to deliver sustainable business outcomes,” Ms Smyth said.