Cathara Consulting provided Change Management services for multiple initiatives for a Government Agency, including Online Licensing, Electronic Document Record Management System, Bonds Online and for Human Resources Management Information System. All of these initiatives had to transform the interaction between the public and the services.
At the start of these initiatives, many of the processes were paper-based, involving multiple touch points across the organisation, which supported fragmented ways of working, duplication of work and growing frustrations across teams. The opportunity was to use digitisation as an opportunity to enable constructive change in the ways people worked.
Our Change Managers, using the PROSCI methodology, were responsible for preparing the business for change in relation to each of the initiatives. The Change Managers contributed to defining the Change Management strategies for each of these initiatives and documented an approach. Each initiative had a Change Impact Assessment deliverable, which assessed the three dimensions of change; Capacity, Capability and Culture. This was enabled by possessing a realistic understanding of how the change would impact the Department and the stakeholders.
The Change Impact Assessments then triangulated each factor into risk-based assessment of the change. Further tools developed included the use of dashboards for reporting, development of training plans, training packages and creation of scenario workbooks to ensure learning was progressive. Through this process, employees were able to better understand the rationale for change, benefits, transition-steps and new ways of working.
Cathara Consulting has gained the trust and buy-in of key stakeholders by delivering Change Management for the entire project. People understood the changes in process and systems and as a result, adoption rates were higher. Training and formation of the new ways of interacting with clients became a focus area. Some of the complex behavioural issues were addressed locally in teams. The facilitated approach helped to assess the root-cause of individuals’ situations, which allowed management to address specific people-concerns.
As an outcome, the Department became a more change-capable environment as resources from the business were seconded to various projects as champions. They then had the opportunity to learn more about Change Management and how they might support each initiative in their business area.