I have over two decades of experience leading change from the ubiquitous technical/transactional driven change through to comprehensive organisation driven transformation. My approach is based on eight principles:

1. Understand the purpose

Success comes from understanding the vision, experience, and outcomes, not just the deliverables, sought from a change initiative and an understanding from the outset of how success that will be measured, it’s alignment with the organisation’s strategies and how progress will be monitored.
      

2. Understand the execution constraints.
The investment/budget, resources,quality standards and time.

3. Understand the culture
Workout the cultural context, what changes and how that will be accomplished.
 

4. Identify who is affected and how are they affected?
Identify the people and teams that are impacted, the nature of the impact and how it can be handled.
       

5. Make room; what are the business-as-usual matters that need addressing to release capacity and capability.
Change requires additional effort on top of business as usual. It’s necessaryto “make room” for the work and it might be necessary to “fix” some things associated
with the change initiative first.

Active collaboration with the people and teams affected by the change. This builds trust and respect and ensures aclear understanding and adoption of the change process and outcomes. Experience has shown me that whether it's a small group of administration staff in a finance team or a large group of unionised workers they all respond well to being involved in the change rather than having the change put upon them.
 

6. Establish the method framework(s) to use.
I integrate organisation change management with project and programme management methodologies to ensure an effective and permanent change. I am known for being skilled in adapting formal methodologies (PMI, PRINCE2, ADKAR, Agile, etc.) to suit the work being undertaken.

7. Build the technology infrastructure.
Address the underlying processes and technology requirements.

8. Transfer to and adoption by BAU, outcomesrealisation and purpose achievement.

Optimise the adoption of the changeby BAU (both operations and support functions).

My formative years were spent putting my BCom (Accounting) to good use with Accountant roles (private and chartered). That provided a solid grounding in Finance (GL and P&L, consolidation, reporting, Payroll, Risk, asset management, etc.) and a focus on business perspectives that has remained central throughout my career. Following this, I took on various Digital roles from IT/systems management through to development management. I’m experienced with on-prem, hosted and SaaS Digital infrastructures.
  

I am experienced in a number of industries (government services and councils, manufacturing, utilities, fast moving consumer goods, food and beverage, primary industry, transport, consulting), and have worked throughout New Zealand and in Australia.

"Change almost never fails because it's too early. It almost always fails because it's too late"

Seth Godin