Change & Transformation Impact
Delivering sustained adoption across complex, systems-led and organisational transformations - so outcomes are absorbed, embedded, and owned at enterprise scale.
Large-scale systems-led people transformation
Bega Cheese Limited
Context & Scale
The enterprise challenge
Change delivery & leadership
Outcomes & impact
Bega launched a major enterprise people transformation involving HR systems, operating model redesign, and capability uplift. Mid-delivery, the organisation acquired an additional 2,000 employees, significantly increasing delivery risk and complexity.
Maintain strategic momentum while rapidly integrating a large acquired workforce, ensuring adoption, continuity, and a consistent employee experience during a high-risk transformation period.
Led change delivery with end-to-end lifecycle accountability across the transformation, aligning system implementation, operating model changes, and workforce integration. Applied human-centred design principles to shape engagement, readiness, communications, and training, while working closely with leaders to sustain confidence and performance.
Achieved 74% adoption within one week and 85% within one month. Successfully integrated 2,000 employees in 156 days while maintaining compliance, cultural alignment, and workforce confidence during a period of significant change.
Global enterprise change capability uplift
Worley Ltd
Context & Scale
The enterprise problem
Diagnostic-led Capability Uplift
Outcomes & impact
Worley’s global transformation portfolio spanned more than 50 countries, with inconsistent change delivery, limited governance, and declining leadership confidence across programs.
Change practices were fragmented and person-dependent, reducing visibility, increasing risk, and undermining adoption across large-scale global transformations.
Led an enterprise change diagnostic to identify maturity gaps and delivery risks, then embedded a Global Change Management Office to apply consistent governance, standards, and capability across global programs.
Co-designed and embedded a single enterprise change methodology, governance framework, and data-driven reporting approach, integrating people, culture, capability, structure, and technology.
Delivered a 34% uplift in awareness, capability, and leadership confidence. Restored alignment across global programs, strengthened governance, and embedded change capability as a durable organisational asset supporting consistent adoption at scale.
Enterprise change governance in practice
SA Water
Context & Scale
The governance challenge
Governance & risk discipline applied
Outcomes & impact
Across regulated and complex enterprise environments, leaders faced increasing volumes of concurrent change initiatives with limited visibility, inconsistent prioritisation, and growing delivery and adoption risk.
Enable leaders to see, sequence, and govern change more deliberately — balancing transformation ambition with organisational capacity and operational performance.
Applied change governance as a delivery and decision-making discipline to surface change demand, clarify decision rights, inform sequencing and prioritisation, and provide leaders with insight into readiness, resourcing, and adoption risk. SA Water provides a visible illustration of this governance lens in practice within a regulated utility context.
Improved enterprise visibility and decision discipline, reduced change saturation risk, and restored leadership confidence to proceed with transformation in a more controlled and deliberate manner.