Twiga Group Managing Director Jo Smyth said the energy retailer was embarking on a $300m Customer Experience Transformation program and needed this to be aligned and integrated with their program office to ensure a smooth project delivery.
“Our consultant established and led an enterprise change management office aligned to their Customer Transformation Program to accelerate cultural change, build customer focus and embed agile ways of working,” she said.
One of the most successful strategies was creating an enterprise-wide design and delivery of customer and employee engagement activities to drive awareness of digital change.
This included an Expo for customers, a bi-monthly Town Hall series, fortnightly digital program communications and change leadership immersion for business leaders.
Critical to success was creating an alignment with the enterprise PMO to ensure change impacts were logically sequenced and delivered. Impact data was able to be used for leadership insight and change, and project delivery was tightly integrated.
“The biggest impact from this work was creating an agreed and consistent leadership approach to change strategy and delivery. This was backed by data-informed decision making to ensure a logical sequencing of change and communication.
“These steps led to an increase in the enterprise change leadership capability across the program.
“A key factor for success is that, from an enterprise change perspective, there is tight integration between the enterprise PMO and change management office.
“This enables change strategies that can be delivered in a logical way to help manage the risk of impact on teams,” Ms Smyth said.