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Business Change Management Success Stories and Case Studies

P2R Business Change Case Studies

Business Transformation, Reform, Organisational Change - whatever you call it, once announced it will likely create disruption, anxiety and uncertainty.

We're hard-wired for stability and while disrupting the status quo is often necessary, it often unleashes complexity, additional work, power struggles and often covert resistance.

P2R Change Management is a proven approach that unites disparate stakeholders around shared goals and creates cohesive teams to achieve them. I help you remove the barriers, resolve conflict and breake change down into achievable stages.

Spanning the corporate, private business, government and non-profit sectors, here are some of of my clients inspiring stories to help you see what’s possible for you…

*Note: Names have been changed to respect client confidentiality

Rapid response lifts morale, reconnects and unites disengaged team

The Situation:

Whilst a restructure was believed to be the cause of growing unhappiness, widespread inability to adapt to change was the real culprit driving this division’s disengagement.


Employee survey results were plummeting; frustration and stress were alarmingly high and the 50 strong team was spinning its wheels. The increasingly bad vibe was toxic and infecting those who otherwise would have taken the change in their stride.


A new strategic direction for the department meant this division’s work was increasingly important, placing them under greater scrutiny and pressure to deliver results.


Recognising the growing disconnect between executive management and staff, I was brought in to help the team define and solve the problem.


Let’s Make This Work   →   Taking Action   →   Making Progress    →   Achieving Results


A series of 6 confidential focus groups highlighted a disconnect in behaviours and expectations.  Staff felt they hadn’t been consulted about the restructure while management believed they couldn’t have consulted more.


However, mutual commitment was high and people cared deeply enough to do whatever it took to turn things around.


The division identified Honesty, Trust and Respect as the values that mattered most and decided what behaviours they’d all need to do and see to improve communication, understanding and performance.


Guiding principles, desirable and undesirable behaviours were identified to create an agreed way to be and define the culture the division wanted to create. Each of the values was given a score out of 10 and realistic improvement goals were set by each individual and the branch, to be achieved within 3 months.


Tangible, achievable actions were identified including a commitment to speak up (rather than let things fester); pragmatic transition planning; visual management boards to provide greater transparency of work; regular social activities to improve connection; acknowledging effort and success and targeted professional development to fill skill gaps.


Regular team coaching sessions provided the opportunity for members to rate how the division was tracking on the 3 values, reflect on progress and maintain high awareness of their own responses. 


Together with individual coaching,  team members took greater accountability for their own behaviours lifting empowerment and resilience.


Within 2 months the division had reset its path.  Staff are happier and more engaged, executive managers are more connected and aware and the team is well positioned to deliver what their stakeholders expect.


RESULTS:

  • Employee Engagement Satisfaction Results – within 6 weeks the division achieved a significant improvement across all criteria:
    • Clarity of work tasks: ↑ 32%
    • Impact/contribution of work: ↑ 41%
    • Capacity to influence how work tasks are completed: ↑ 31%
    • Having interesting/challenging work:  ↑ 14%
    • Amount and usefulness of feedback on performance: ↑ 16%
    • Opportunities for professional growth and learning: ↑ 15%


  • Within 3 months, each team within the division made significant and steady progress to achieve the goals they set demonstrating increased Honesty, Trust and Respect

The Problem:

xXX

The Solution:

xXXX

The Outcome:

  • xXX

Actionable Advice:

If something doesn't feel right, it probably isn't! Taking action early will prevent the slide into frustration and self doubt. Start by writing down what's important to you and build your brand based on what you want to be known 'for' and 'as'.

Curious to discover how to restructure in a way that keeps people engaged and works?

Controlled change successfully delivers divestment, separation, restructure and reform

The Situation:

When this major utility was required to separate transmission and distribution from its energy business, previously shared IT and commercial services were separated to support the new structure.


It was vital that impacted staff transferred roles, responsibilities, knowledge and skills to achieve the objective of two, successful, independent businesses.


In a highly political environment, I guided the divisional re-structure of the new customer and business services function, facilitating 6 Strategic Design Workshops where key decision makers separated and allocated resources to support both businesses.


The goal was to make a complex and emotionally charged organizational change as easy and painless as possible, providing change management expertise, change leadership coaching, team coaching, and facilitation.


Transition Action Plans provided a simple, controlled and effective way to transfer responsibilities, skills and knowledge previously held in people’s heads.


RESULTS:

  • Resources were allocated and assigned to the newly separated businesses in a fair and equitable way. This created a controlled hand-over of responsibilities to ensure both businesses had the required capability to function independently.


  • Complex organisational change often results in high attrition and the loss of vital skills as people who become disillusioned with the process decide to leave.

    As all impacted staff were heavily engaged and given choices, there was no loss of staff during the transition.


  • With a new Mission, Vision and Strategic Plan, the newly formed Customer and Business Services Team created a compelling value proposition, aligned individual, team, department and company objectives and ensured the successful integration of 50 staff and core services.

“I have been very impressed with the level of commitment and professionalism exhibited by Caroline. Her ability to relate to staff, level of energy to keep them motivated and focused was extremely impressive especially under such stressful situations.   This combined with a deep level of understanding of the organisation, the people and theory of change led to a number of successful assignments."

CD, CIO, Utilities Company


The Problem:

xXX

The Solution:

Xxx

The Results:

  • Xxxx


Actionable Advice:

IXxx

Creating Successful Change is easier than you may think...

Clinician masters change management to deliver new model of care

The Situation:

As part of a major overhaul of its models of care, this large and iconic public hospital turned it’s focus to improving rehabilitation services.  


Realising that the change would only be supported if it was led by a well-respected clinician, an experienced senior nurse was selected to deliver the project.  I was brought in to provide her with coaching, guidance and support.


Eager and quick to learn and apply professional change management techniques, including change leadership, stakeholder engagement, workshop facilitation, communication and project management, Fiona successfully:

  • Secured the buy-in and support of previously change reluctant stakeholders.


  • Gained a clear understanding of the current state and identified the best opportunities for redesign.


  • Designed and implemented a highly effective, patient focused model of care.

“When I was offered the opportunity to manage a major change project, I knew it would be very different from my usual role as Nurse Coordinator. It was for a 12 month period and I knew it was a great opportunity but had reservations about taking on something that I didn’t have a great deal of experience in.


The one thing that tipped my decision was the offer of working with an ‘External Consultant’ who I was told would help guide me through the process. This person was Caroline Cameron who did more than ‘guide’ me through managing a project!


I cannot speak highly enough of Caroline’s approach, manner and obvious wealth of knowledge in a vast array of areas that related to not only the project but also my own professional development. Working with Caroline gave me excellent direct access to learning as well as invaluable encouragement and insight into how to put this learning into practice.


Working on the project has been a great experience and I attribute the success of this experience to the fact that I was so well supported and mentored throughout by an expert in change management and many other fields which is quite rare in the health care setting!!

FM, Director Ambulatory Care, Public Hospital

The Problem:

Xxx

The Solution:

Xxx

The Results:

  • Xxx

Actionable Advice:

Xxx

Wondering how to cut costs and deliver an even better result?

Setting the future direction from the ground up gets critical buy-in

The Situation:

Charged with providing an essential and highly sensitive government service, this branch was recovering from a period of significant upheaval and change.


Disruptive managers and staff had been replaced but remaining staff bore the scars and the culture had become passive aggressive.


Marking 10 years of service provision and facing increased community expectations triggered the need to regroup and change direction. Breaking with the normal practice of strategic planning being ‘secret executive business’, the leaders of this branch chose a different approach.


All 40 staff attended Strategic Planning Workshops, to set the future direction together. The first workshop helped them resolve the past, identify where they were currently, what they wanted and needed to achieve and what this would result in.


Innovative yet realistic ideas were explored and the energy visibly lifted as the team gained clarity and built commitment.

Small teams further developed the most likely options.In the second workshop, creating a consolidated 5 year Business Plan, aligned with the Corporate Strategy.


RESULTS:

  • The Strategic Direction and supporting Business Plan were approved and vital senior executive support was gained.


  • Buoyed by the success of their unorthodox approach, leaders and staff immediately refocused their effort to bring their strategic initiatives to life. Within 6 weeks four major projects got underway without dropping the ball on daily service provision.


  • Many of the attendees had never been exposed to strategic planning before and gained both insight and skill to regularly revisit and refine their Business Plan.


  • Empowered to develop the branch’s strategic direction converted a formerly disengaged and change weary group into a united, committed, results oriented team.

The Problem:

Xxx

The Solution:

Xxx

The Results:

  • Xxx

Xxx

!

XxxS -  Xxx

Actionable Advice:

IXxx

Curious to see why and how 'bottom-up' change works so well?

Collaboration framework holds the key to helping vulnerable, ‘at risk’ young people

The Situation:

This well known and widely respected non-profit organisation recognised the chronic and growing need for co-ordinated and integrated services to support homeless young people.


Working with three separate funding partners and 8 disparate service providers, Caroline designed and implemented an effective governance structure, common operating platform and service delivery model to enable delivery of an effective service to “at risk” youth in the CBD.


Caroline interviewed key stakeholders including governance members, staff and service providers. Through a series of facilitated workshops, she helped the team identify issues, develop solutions, gain consensus and create a shared vision.


Implementing their Strategic Plan included redesigning and documenting key processes (including service agreements and common intake/referral) and developing a comprehensive marketing strategy to attract ongoing financial support to sustain the service.


RESULTS:

  • The service successfully transitioned to their new, co-located operating model within 6 months, with key service providers working collaboratively and seamlessly.


  • 15 years later, the service has evolved to become a recognised leader within the sector, sought out both locally and nationally as setting the benchmark.


  • Service Managers are called upon to provide input into federal and state government white papers, initiatives and policy development. This was further validated with the organisation gaining recurrent government funding.


  • The organisation was able to use this and other services to successfully develop an innovative early intervention and prevention approach that provides coaching services to help vulnerable young people achieve their potential and reduce their risk of ongoing homelessness.

The Problem:

Xxx

The Solution:

Xxx

The Results:

  • Xxx

Shery's testimonial

SB -  General Manager, Homelessness Services

Actionable Advice:

Xxx

Want to know the secret to uniting diverse stakeholders with vested interests...?

Creating a strong, cohesive branch identity strengthens unity and reputation

The Situation:

Following a major restructure, 5 highly specialised but disparate teams were brought together to form a new branch.


Unable to see the links and synergies between their services, the branch was at risk of perpetuating a formerly siloed and fragmented culture.


A one day Planning Workshop for 25 branch leaders set the scene for creating a new identity to clearly communicate who they are; what they do; where they’re heading and how they’d get there.


4 months later, a subsequent Leadership Team Building Retreat, enabled the team to understand how they were perceived and decide the reputation they wanted.


Together, they developed an Action Plan to strengthen trusted relationships within the Department, across government, with ministers and their advisors.


RESULTS:

  • Established Reputation Goals, a Team Charter and Business Plan set expectations and provided the necessary tools to create a service oriented culture, focused on performance, relationships and quality.


  • Where in the past, the typical response to a phone enquiry was likely to have been, “I don’t know…”, if you ring this branch today, you’ll be put directly through to the right team who can help you.


  • The branch has established a strong 'outcome focused' reputation as they actively support significant reforms across their sector.

The Problem:

Xxx

The Solution:

Xxx

The Results:

  • Xxx

Xxx

Xxx -  Xxxl Xxx

Actionable Advice:

Xxx

Let's see how you can create and unite a high performing team

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Caroline Cameron


Caroline Cameron is an award winning, master certified executive, career and business coach, speaker and author.  Caroline is on a mission to help mid-career professionals and evolving organisations harness the power of change to achieve success in business, work and life. More About Caroline

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