Twiga Group Managing Director Jo Smyth said the project had multiple objectives which included changing technology, reducing costs, finding new ways of working and importantly, cultural change.
“Design-centric activities were introduced to co-design and embed new ways of working for the organisation.
“This established new tools to support better roadmap and delivery planning which enabled change decisions to be made in a timely and effective way, minimising operational and service risk.
“Key to the cultural change impact was designing and delivering an innovation experience, grounded in design-thinking techniques, to co-design new and different ways to improve organisational culture.
“The innovation day resulted in staff-led solutions for cultural change and increased staff engagement in solving cultural challenges. The new tools supported leaders to understand change and the impact of change on the frontline staff and end user.
“The client said that its people were working hard to earn the trust of the community and were now well positioned to embrace new ways of working to lead and deliver rapid change,” she said.
A key piece of work was the delivery of an integrated change program. This incorporated a suite of tools for assessing impact, including combining and analysing the scale of impact-to-transformation and providing executive insights for change deployment decision making.
“The program was able to combine known change methodologies and design-thinking to build change leadership capability and shift the cultural focus towards the customer outcomes to support better regulatory compliance and customer focus,” Ms Smyth said.
