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Leveraging Culture for Successful Business Transformation - Insights from the Commonwealth Bank of Australia and Bank of New York Mellon

Many organisations have launched continuous improvement, business improvement, process excellence or Lean Six Sigma programs with varying success.

However, the Commonwealth Bank of Australia and Bank of New York Mellon has successfully used a different approach to business transformation, one focused on fostering an organisational culture that embraces business change and innovation, through the application of five simple habits for driving behaviour, staff engagement and ultimately, business results.

Download the article to learn more about:

The 5 key habits driving a high performing culture embracing change
How organisational culture impacts innovation, collaboration, and successful change management and business transformation
Putting the customer at the heart of organisational culture to drive successful customer-centric transformation

The importance of people in business transformation: How to create a high performance culture that embraces innovation and change

Without employees on board with change, business transformation can become a very sticky venture. As a result, for all organisations – large and small, public and private – creating a high performance culture that embraces change is critical to the success of transformation.

In this report, SSON takes a look at the strategies Airways New Zealand, Queensland Shared Services, Auckland Council, Transport for NSW and New Zealand Post are using to transform their back- office through people and processes and how this is driving productivity and reducing inefficiency throughout each organisation.

How Lendlease is putting people at the heart of transformation

In this article, Michelle Cock, Head of Change Management at Lendlease, shares the strategies Lendlease is using to manage employee expectations throughout transformation and how her team is focusing on flexible and dynamic workplace practices to create and sustain a strong organisational culture now and in the years to come.

Ensuring Your New Structure is Adhered To Ensure Your Strategy is Realised

In a 50 week regionalisation project, LafargeHolcim has moved a significant part of its operations to Manila as part of a global mandate to migrate towards regional hubs, capable of servicing multiple countries.

In this presentation from Culture and Change Management for Business Transformation 2018, Victoria Jolley, Continuous Improvement Manager, LafargeHolcim, explores:

Minimising the negative aspect and connotation of restructuring
Ensuring the new processes and systems are understood and followed
Communication of the vision: senior executive support and leadership
Providing the right support to employees to make the transition as smooth as possible
Aligning the progress with KPIs

Ensuring Change Filters Through All Levels of the Organisation

In this presentation from Culture and Change Management for Business Transformation 2018, Thomai Veginis, Chief Procurement Officer at Telstra explores:

Ensuring managers understand the changes and any hesitancies are extinguished
Upskilling managers to become leaders and change ‘champions’
Providing the support to managers and fixing any problems with new practices
Securing buy in from and support from direct reports

Using Culture as the Driving Force Behind a Major Transformation

Metro Trains Melbourne has gone through a major change agenda, implementing an entirely new operating model. It has focused on business partners and service excellence, with a stronger emphasis on the customer and their journey. It has significantly reduced cost, saving $2.6 mil in HR alone. It has reengineered five product lines; digitisation for passenger and employees, rolling out RPA and automation of back office, insights and big data analytics through an integrated data platform, and the IOT to drive efficiency and maintenance.

In this presentation from Culture and Change Management for Business Transformation 2017, Jacques Liebenberg, Director of People & Performance at Metro Trains Melbourne, explores:

Working collaboratively and driving team culture through service delivery and integration into the business
Performance approach: less talk, more show
Bringing business acumen into the people and performance team
Driving organisational performance through strategy
Developing the entire approach around service leadership
Embedding a digital culture across the organisation and changing staff mindset

Exploring Culture and Change Management Best Practice to Drive Efficiency

Ahead of Culture and Change Management for Business Transformation 2018, we talk to John Hubby, Deputy Secretary Corporate Services at the Department of Family and Community Services (FACS) about:

Driving notions of leadership throughout to enable a progressive corporate culture.
Implementing change initiatives to ensure successful transformation.
Successfully delivering customer-centric services through consumer collaboration.

Effectively Transforming your Business: The Three Key "Must Haves"

Ahead of Culture and Change Management for Business Transformation 2018, we chat to Daniel Lee Smith, Independent Senior Change Manager at RMIT about:

The three qualities leaders need to ensure successful business transformation
Effectively managing change to overcome challenges to end goals
Overcoming internal resistance to change initiatives

Eight Strategies that Leaders Use to Get their Employees Excited for Change

With Culture and Change Management for Business Transformation 2018 approaching, here are eight popular strategies used by business leaders which discuss:

Taking a pro-active approach to presenting your change
Highlighting the pain points to show employees how transformation can help them
Presenting what's in it for your employees (WIIFM) to garner company-wide buy-in