Celebrating SA’s best in change

If we accept as they say that change is a constant, getting it right becomes even more important. On Thursday night, the 2017 ChangeConnect Awards will again pay tribute to the best examples of SA businesses taking their change management seriously – and it’s paid off. 

The four projects that are finalists in this year’s ChangeConnect Awards are all exceptional examples of how investing time, money and effort in change management is paying dividends for some of Adelaide’s most prominent businesses.

The Judging Panel, featuring outstanding change leadership experience, was led by Commissioner for Public Sector Employment Erma Ranieri, and included Chris Wood, General Manager People, Performance and Culture at Adelaide Football Club, Peter Seltsikas, Senior Manager, Asset Management for SA Water (and 2015 ChangeConnect Award winner) and ChangeConnect Chair Susan Stewart.

“Sharing stories and acknowledging excellence is key to elevating the value and role of change management,” Ms Stewart said. “ChangeConnect is proud to again celebrate the best change management projects in South Australia with the ChangeConnect Awards, featuring some outstanding examples in this year’s finalists.”

The ChangeConnect Award Finalists

Finalist 1: Adelaide Health and Medical Sciences Building (AHMS) Project

The Adelaide Health and Medical Sciences Building (AHMS) Project sought to establish a presence for the University of Adelaide within the South Australian BioMed City precinct, alongside existing research partner SAHMRI.

Through the development of a 13-storey building, the AHMS Project co-located the Schools of Medicine, Dentistry, Public Health and Nursing adjacent the new Royal Adelaide Hospital, representing a once-in-a-generation opportunity to redefine research and teaching, and enable the University to bring together previously dispersed teams.

To date over 700 staff have transitioned into the AHMS building and are currently occupying four shared laboratory spaces, teaching in more than a dozen state of the art learning spaces and conducting clinical trials in a purpose-built trial facility. Through a comprehensive change management program, the benefits of this cutting-edge facility are now being realised.

 

Finalist 2: Department for Environment, Water and Natural Resources (DEWNR) Workplace Relocation Project

 In 2012 the Department of Environment and Natural Resources and the Department for Water amalgamated to establish the Department for Environment, Water and Natural Resources (DEWNR).

The physical impact of the amalgamation was significant – out of 1,800 people, 900 Adelaide-based people were operating out of seven locations across the CBD; essentially dividing the culture, hindering collaboration, escalating leasing and travel costs and increasing the environmental footprint of the sustainability-driven organisation.

The modern, flexible 6 Star Green Star rated fitout has reduced the organisation’s environmental footprint an astonishing 40%, with expected cost savings of $30m returned to the state government over the organisation’s 12-year lease. Significantly, the project was awarded the ‘People’s Choice’ award at DEWNR’s internal staff awards program; a remarkable achievement considering the relocation disrupted every staff member involved in the move.

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 Finalist 3: SA Power Networks Project Lhotse

Technology upgrades are generally disruptive and often unwanted by staff. This was the challenge faced by the “Program Lhotse” (named after the fourth highest mountain in the world) team at SA Power Networks, when upgrading their Citrix platform and ten-year-old Microsoft Office suite, and standardising the server configuration.

With little ‘appetite for change’, the project team needed to make sure that there was minimal impact and disruption to the staff, and determined that going directly to the people to build a sustainable support framework was going to provide the best outcomes longer term.

However geography was not on their side but the team persisted, engaging 2,500 staff dispersed across 35 geographically disparate sites requiring more than 30 000km travel. The change team developed a continuous improvement approach to the project, aligning objectives and milestones to change management framework ADKAR. Training was paramount in all stages of the pre- and post-implementation, along with reviews and improvements to the approach following each site implementation.

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Finalist 4: SA Power Networks RedEye Project

In 2016, SA Power Networks reimagined the way they could work together using emerging technology. In the past, primary communication for field teams was via paper copy drawings – not ideal when working with critical infrastructure during major weather conditions, often in hazardous areas across South Australia.

The result was a joint initiative between Network Planning, Field Services Engineering, construction groups and IT, to implement a central drawing management solution, called RedEye, across 400 substation assets and over 100,000 drawings.

Letting the end users decide which drawing management solution would be best for the business, how it could be used and implemented to suit their needs, created buy-in by end users.

SAPN RedEye 1 v1 - change connect

2017 ChangeConnect Awards

Thursday, 9 November 2017, 5:30 pm – 7:30 pm CDST

 

 

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A minimal disruption goal and a hands-on strategy drives end user experience outcome.

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Technology upgrades are generally disruptive and often unwanted by staff. This was the challenge faced by the “Program Lhotse” team at SA Power Networks, when upgrading their Citrix platform and ten-year-old Microsoft Office suite, and standardising the server configuration.

Program Lhotse, named after the fourth highest mountain in the world, set a clear mantra: “Improving your end user experience”, which not only drove the project outcomes, but also the change approach.

“We realised that with little ‘appetite for change’, we needed to make sure that there was minimal impact and disruption to the staff, and the best way to do this was to consolidate our approach, go directly to our people and build a sustainable support framework,” says Fiona Longhurst, Change Lead, SA Power Networks.

Going to the staff wasn’t as easy as it sounds. SA Power Networks has 2,500 staff dispersed across 35 geographically disparate sites (requiring more than 30 000km travel).

The change team developed a continuous improvement approach to the project, aligning objectives and milestones to ADKAR. Training was paramount in all stages of the pre- and post-implementation, along with reviews and improvements to the approach following each site implementation.

“Previously we would remotely deploy our technology. However, this time we really focused on being hands-on and present. The infrastructure team was onsite during deployment, and we had ‘floor walkers’ supporting people when we went live and training was in real time,” says Holly Waltham, Change Lead, SA Power Networks.

Real time training meant that staff attended mandatory training, whilst the infrastructure team upgraded the system. When staff returned to their desks following training, the new platform was live and they could directly apply what they had learnt. Staff were provided with handouts to guide them through their first logon and issues were immediately addressed with support on the ground. Notably, the ‘floor walkers’ were also well trained, not only in the new platform, but change management to help them understand what people were going through.

To further ensure minimal disruption the back of house activities for the upgrade, which required the sites to be offline, were scheduled outside of business hours.

Feedback from staff on the implementation verified the team’s minimal disruption and hands-on approach.

“Staff said that they anticipated that the upgrade would be far more difficult that it was,” says Fiona Longhurst. “And they acknowledged that there was minimal disruption and that issues were immediately addressed.”

“We continually improved the end user experience per site as we received more feedback throughout the implementation. This method was so successful, we have adopted it in other projects,” says Holly Waltham.

“Project Lhotse – Improving your end-user experience” project is a finalist in the ChangeConnect Awards 2017. The winner of the change management award will be announced on 9 November 2017 at the ChangeConnect Awards & End of Year Party. Tickets available at Eventbrite. #celebratechange

SA Power Networks operates a distribution network that stretches across South Australia, comprising thousands of kilometres of powerline and hundreds of substations. The key services include: delivering electricity from the high voltage network through poles and wires to your property or business; installing, maintaining and reading meters; providing an emergency response in the event of blackouts; and repairing street lighting.

 

An open mind philosophy becomes the catalyst for change.

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In 2012 the Department of Environment and Natural Resources and the Department for Water amalgamated to establish the Department for Environment, Water and Natural Resources (DEWNR). The physical impact of the amalgamation was significant – 900 people were operating out of seven locations across Adelaide; essentially dividing the culture, hindering collaboration, escalating leasing and travel costs and increasing the environmental footprint of the sustainability-driven organisation.

“At the core we understood that we couldn’t build on the strength and skills of our people and network across the organisation unless we had the right space,” says Michelle Griffiths, Director Finance & Business Services, DEWNR.

The decision to co-locate the organisation was driven by both cultural, wellbeing and sustainability drivers; with an ambitious plan to relocate within 12 months to the former Australian Tax Office building on Waymouth Street.

“The relocation enabled us the seize the opportunity to demonstrate leadership as an environmental department,” says Andrew Copus, Manager Performance and Strategy, DEWNR. “A key philosophy for us was to have an open mind about what we could achieve for our culture and at the same time show that an old building can be sustainable.”

The outcome is a 900-people workforce centrally located in an activity-based working 6 Star Green Star rated fitout (Green Building Council of Australia). The organisation’s environmental footprint has been reduced by 40%, with expected cost savings of $30m returned to the state government over the organisations’ 12-year lease. Significantly, last year the project was awarded the ‘People’s Choice’ award at DEWNR’s internal staff awards program, which is a remarkable achievement considering the relocation disrupted every staff member involved in the move.

The DEWNR Relocation to Waymouth Street project is a finalist in the ChangeConnect Awards 2017. The winner of the change management award will be announced on 9 November 2017 at the ChangeConnect Awards & End of Year Party. Tickets available at Eventbrite. #celebratechange

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The Department of Environment, Water and Natural Resources aims to help South Australians conserve, sustain and prosper. To do this they take on the roles of facilitator of community involvement in and taking responsibility for the environment; steward of the state’s natural resources to enable sustainable development; custodian of public parks, gardens, heritage places and crown lands for public benefit and enjoyment, and for their intrinsic value; and authority on the state’s environment and natural resources to help governments, businesses and individuals make good long-term decisions.

A natural change approach creates buy-in for a new way of working.

SAPN RedEye 2 v1 - change connect

In 2016, SA Power Networks reimagined the way they could work together using emerging technology. In the past, primary communication for field teams was via paper copy drawings –  not ideal when working with critical infrastructure during major weather conditions, often in hazardous areas across South Australia.

The result was a joint initiative between Network Planning, Field Services Engineering, construction groups and IT, to implement a central drawing management solution, called RedEye, across 400 substation assets and over 100,000 drawings.

“We could see the value of a technology solution, but we wanted end users to be a major part of the selection and development of the system, and in turn ‘want’ this positive change to be achieved”, says Emlyn Hughes, Quality & Business Improvement Engineer, SA Power Networks.

“This is why our approach was not to make decisions by a dedicated change team, but instead enable the Engineering and Field Services teams who were being impacted to test the options, be part of the decisions and the implementation.”

Letting the end users decide which drawing management solution would be best for the business and how it could be used and implemented to suit their needs created buy-in for end users.

“This type of engagement response by our workforce to achieve this result was fantastic and it is exciting to see how this is helping support our people and become even more effective in this ever-changing workplace,” says Emlyn Hughes.

The RedEye Drawing Management System project is a finalist in the ChangeConnect Awards 2017. The winner of the change management award will be announced on 9 November 2017 at the ChangeConnect Awards & End of Year Party. Tickets available at Eventbrite. #celebratechange

SAPN RedEye 1 v1 - change connect

SA Power Networks operates a distribution network that stretches across South Australia, comprising thousands of kilometres of powerline and hundreds of substations. The key services include: delivering electricity from the high voltage network through poles and wires to your property or business; installing, maintaining and reading meters; providing an emergency response in the event of blackouts; and repairing street lighting.