Enterprise Change Leadership

Organisations undertaking complex transformation initiatives require strong leadership of the change dimension to ensure delivery translates into sustained organisational outcomes.

Felicity’s work focuses on three connected areas of enterprise change leadership.

Enterprise Change
Leadership

Leading the change dimension of complex transformation initiatives to ensure major programs translate into adopted organisational change.

Working with executives, transformation leaders and delivery teams to align stakeholders, coordinate change activity across initiatives and support adoption of new systems, operating models and ways of working.

Outcome

Transformation initiatives translate into organisational adoption and sustained business outcomes.

Enterprise Change Capability

Strengthening the organisation’s ability to deliver change by establishing enterprise change practices, methodologies and tools and building change capability across leaders and delivery teams.

This includes improving visibility of change activity across programs and initiatives and strengthening how organisations coordinate and manage change across transformation portfolios.

In many organisations this also involves establishing or strengthening enterprise change practices or Change Centres of Excellence.

Outcome
Organisations gain the capability to deliver change consistently across transformation initiatives.

Enterprise Conditions for Change

Strengthening the organisational environment required for transformation initiatives to succeed, focusing on leadership alignment, stakeholder engagement, organisational readiness and change capacity.

Working with executives and delivery leaders to clarify change priorities, increase visibility of change activity and ensure the organisation is prepared to absorb and sustain change.

Outcome

Transformation initiatives operate within an environment where change can be successfully absorbed and sustained.