14 - 16 October, 2019 | Mercure Sydney Central, Sydney, NSW

Conference Day Two: Wednesday, 16th October 2019

8:30 am - 9:00 am Coffee & Registration

9:00 am - 9:10 am Opening Remarks from Conference Chairperson

Wen Smallwood, Director, Digital Transformation and Agile Implementation at Optus

Wen Smallwood

Director, Digital Transformation and Agile Implementation
Optus

9:10 am - 9:50 am INLAND REVENUE CASE STUDY: What Can Be Learnt From The Change Management Of An Entire Country?

The Inland Revenue NZ has witnessed a complete restructure, bringing their operations into the modern day. The result of this huge transformation initiative, involving 6000 people and impacting a population of 4.8 million, saw streamlined processes replace 30 years of technology and a way of working which was seen to be effective. Here Greg and Dianne will discuss the planning, considerations and execution of transformation on a gigantic scale and difficulties faced along the way.

  • Reshaping the Inland Revenue and how it deals with customers and citizens
  • Technological, organisational and operational restructure
  • Change management strategies for unpopular decisions such as replacing processes, reductions in staff, new ways of working and broad based capabilities
Greg James, Deputy Commissioner for Transformation at Inland Revenue NZ

Greg James

Deputy Commissioner for Transformation
Inland Revenue NZ

Dianne Saker, Business Transformation Change Director and ongoing advisor at Inland Revenue NZ

Dianne Saker

Business Transformation Change Director and ongoing advisor
Inland Revenue NZ

Within the transformation space there exists some debate as to the value of the transformation role and the ultimate goal of the function. Does having a transformation team cause such change to be siloed into a departmental issue rather than something each individual is responsible for?

  • Transformation as a core capability and not a departmental responsibility
  • How to ensure accountability for transformation across all business units
  • How can transformation work be scaled?
  • Does transformation ever end?
  • In the world of transformation where change is a constant, how do we deal with change saturation? Is change saturation real or a myth?
  • What happens after transformation? How do we deal with the aftermath?
Ben Frederiksen, Head of Customer Strategy and Operations across ANZ at Uber Eats

Ben Frederiksen

Head of Customer Strategy and Operations across ANZ
Uber Eats

Greg James, Deputy Commissioner for Transformation at Inland Revenue NZ

Greg James

Deputy Commissioner for Transformation
Inland Revenue NZ

Ginger Nocom, Group Head of Change Management at Ruralco Holdings

Ginger Nocom

Group Head of Change Management
Ruralco Holdings

Roly O'Connell, Head of Portfolio & Transformation at Transgrid

Roly O'Connell

Head of Portfolio & Transformation
Transgrid

Simon Belousoff, Head of Personalisation (Customer Transformation) at BUPA Australia & NZ

Simon Belousoff

Head of Personalisation (Customer Transformation)
BUPA Australia & NZ

10:30 am - 11:00 am MORNING TEA

STREAM A: Transformation, Strategy & Project Management

11:00 am - 11:40 am Building The Plane While Flying It: How To Maintain Transformation Momentum While Rapidly Scaling
This session explores the art of decision making for the transformation expert. Balancing the priorities of differing functions of a business, whilst ensuring that you are delivering for your customers is a central challenge for the transformation role. This includes those of the leadership and the stakeholders as well as business units. Here Ben talks to how to approach this while scaling the business and achieving transformation outcomes.

  • Securing cross functional alignment in a highly matrixed environment
  • Achieving shared vision and direction with leadership
  • The challenges of scaling at a fast pace
  • Switching to an external focus: the customer as the priority

Stream chair:
Wen Smallwood, Director, Digital Transformation and Agile Implementation at Optus

Wen Smallwood

Director, Digital Transformation and Agile Implementation
Optus

Ben Frederiksen, Head of Customer Strategy and Operations across ANZ at Uber Eats

Ben Frederiksen

Head of Customer Strategy and Operations across ANZ
Uber Eats

STREAM A: Transformation, Strategy & Project Management

11:40 am - 12:20 pm How NewsCorp Is Getting Big Results Fast As It Transforms To Become Future-Ready
NewsCorp is dramatically transforming its business to get closer to its customers. In this session, Michael shares some key approaches for how to achieve big results quickly, while ensuring the long-term success of transformation and building for the future.

  • Energising a workforce to create momentum
  • Securing early-wins to free up funding that fuels ongoing delivery
  • Establishing a clear blueprint for success
  • Executing initiatives with a ‘delivery engine’ that drives results
Michael Vullings, Head of Customer Experience Transformation at Newscorp

Michael Vullings

Head of Customer Experience Transformation
Newscorp

STREAM B: Culture & Change Management

11:00 am - 11:40 am Strategy and Change Considerations When Mobilizing Transformation in Legacy Institutions
A key challenge of transformation is getting the decision makers to see the value in the proposed projects and breaking free from the shackles of legacy systems. Here Kate shares how people and processes management can be advocates of change.

  • How to unshackle from legacy systems
  • Project, change and strategic management as key elements to transformative work
  • Moving beyond project delivery to embedding transformation as a holistic change
  • Arming people on driving change at Slater and Gordon: culture, capability and process adaptation

Stream chair:
Ginger Nocom, Group Head of Change Management at Ruralco Holdings

Ginger Nocom

Group Head of Change Management
Ruralco Holdings

Kate Malone, Chief Transformation Officer at Slater and Gordon

Kate Malone

Chief Transformation Officer
Slater and Gordon

STREAM B: Culture & Change Management

12:10 pm - 12:50 pm Ruralco Holdings Case Study: Operational Excellence As The Next Critical Step In Transformative Work
In this session Ginger looks to unravel the stages of transformation. She discusses Ruralco’s journey of maturity, moving away from project-to-project transformation, towards operational excellence.

  • The next step in transformation: operational excellence and embedding change
  • How customer focused and people-centric change management can unlock opportunities for continuous improvement
  • The impact of transition from project-led transformation to business ownership of transformative initiatives
Ginger Nocom, Group Head of Change Management at Ruralco Holdings

Ginger Nocom

Group Head of Change Management
Ruralco Holdings

12:20 pm - 1:20 pm LUNCH

STREAM A: Transformation, Strategy & Project Management

1:20 pm - 2:00 pm Negotiating Transformation Across Multiple Government Agencies To Enable Joint Vision and Consistency Of Experience For The Customer
The difficulties of aligning transformative practice to business needs are felt on a much larger scale when attempting to implement change across government agencies with differing agendas. Here Tom will explain the framework which has been drawn up to help maintain congruency on multiple levels.

  • ‘The digital design standard’ - a transformation framework for consistency in across government agencies
  • The importance of providing a consistent language for transformation services
  • The challenge of setting the broad agenda for an omni-channel experience
  • Keeping the system alive through continuous engagement strategies
Tom Ryan, Director of Digital Transformation at NSW Department of Finance, Services and Innovation

Tom Ryan

Director of Digital Transformation
NSW Department of Finance, Services and Innovation

STREAM A: Transformation, Strategy & Project Management

2:00 pm - 2:40 pm How Endeavour Energy Organise Strategy and Transformation To Better Face Industry Disruption
As an organization which had not seen a great amount of change, Endeavour Energy sought to introduce initiatives which would transform how they positioned themselves in the ecosystem. Technological advances and evolving customer expectations meant that they needed a plan to adapt to the disruptive marketplace. Here Miwah shares how they involved all business units in the composition of this operational strategy and the positive impacts already seen from the changes.

  • Constructing a business wide strategy to better face industry disruption
  • Consulting all business units and stakeholders in the strategic planning: 56 workshops directed at 2000 people
  • The difficulties of introducing change into a workplace with an average tenure of over 30
  • The results and impact: cultural shifts, employee engagement, customer centricity and cost efficiencies
Miwah Van, Head of Group Strategy & Transformation at Endeavour Energy

Miwah Van

Head of Group Strategy & Transformation
Endeavour Energy

STREAM B: Culture & Change Management

1:20 pm - 2:00 pm Embedding A Change Management Framework To Support The Implementation of Strategic Programs at the University of Queensland
The University of Queensland see the necessity of adapting business processes on the back end in order to fully support transformative work. As a result they are implementing a change management framework to guide change and ensure any adjustments aligns with business vision.

  • Increasing capability and capacity for dealing with change
  • Changing business processes to introduce a mature system into an developing environment
  • The key to success: transformation guided by the business strategic vision
  • Working with Sponsors and Business Owners to understand the interdependencies between various programs and impact on the sequencing of such programs
  • Lessons learned from previous transformation failures
Dr Jacques Liebenberg, Director, Strategic Program Office at The University of Queensland

Dr Jacques Liebenberg

Director, Strategic Program Office
The University of Queensland

STREAM B: Culture & Change Management

2:00 pm - 2:40 pm How to Build Organisational alignment - Through Transformative Work To Improve Services and Rebuild Customer Trust?
As the energy market is experiencing rapid and radical change, transformation is proving key to maintaining pace. Here Duncan shares Energy Australia’s approach to transformation, including the need to address organizational apathy and the customer voice.
Why transformation is critical to an ever evolving energy market

  • A 7 step plan to transformation including: capability uplift, a winning culture, strategy rebuild & customer centricity
  • Confronting organisational inertia with a clear vision and robust agenda for transformation
  • Building the voice of the Customer
Duncan Bryce, Head Of Business at Energy Australia

Duncan Bryce

Head Of Business
Energy Australia

2:40 pm - 3:10 pm AFTERNOON TEA

3:10 pm - 3:50 pm CASE STUDY: Ausnet Services Energizing Futures: Unwinding 100 Years Worth Of Legacy Culture To Remain Relevant And Successful

In this session Matt shares how Ausnet Services are charting a path for the future to invest well and ensure future relevance. He will share perspectives on the modern market and how to confront challenges facing legacy industries.

- Drawing up a 5 year transformation strategy
- The objectives:
  • Improving cost efficiencies
  • Realigning culture to address a radically disruptive market: education and capability
  • Focusing on customer centricity: finding the true North
  • Becoming a digital utility
  • Enhancing capabilities
- Tracking the results and predicting the future state
Matt Guthridge, Chief Strategy Officer and Transformation Executive at Ausnet Services

Matt Guthridge

Chief Strategy Officer and Transformation Executive
Ausnet Services

3:50 pm - 4:30 pm ICARE NSW CASE STUDY: A Strategic Approach To Implementing Agile Across Both Business and Technology Functions

icare NSW have built up their transformation function, with a transformation portfolio which emerges from strategic business planning. Hear Amy discuss their project to transform the entire business to Agile and the process and approach needed for such large scale transformative work.

  • Building a transformation portfolio through strategic and business planning
  • Coordinating multiple business units by aligning long term direction with projected 12 month priorities
  • Introducing Agile across strategic planning as well as technology delivery
  • Overcoming the challenge of project governance and decentralised delivery
  • Measuring successes by evaluating the time, cost and quality of change delivery (outputs) and benefits (outcomes)
  • Tracking the total cost per unit of change
Chris Keogh, Head of Transformation at icare NSW

Chris Keogh

Head of Transformation
icare NSW

4:30 pm - 4:40 pm CHAIRPERSON CLOSING REMARKS

4:40 pm - 4:40 pm END CONFERENCE