One-day connected forum and workshops
13-14 June 2012, Citigate Central, Sydney
$1495 + GST
Before 11 May 2012(Save $200)
Hear from our expertpanel of speakers:
Qantas AirwaysChange Management InstituteCarbon Group Change ConsultantsDepartment of Primary Industries (VIC)
PwC Australia
Ausgrid
www.arkgroupaustralia.com.au
| S t r a t e g y | L e a d e r s h i p | C u l t u r e | C o m m u n i c a t i o n | E m p l o y e e E n g a g e m e n t |
Post-forum workshops
Thursda, 14 June 2012
Helen Palmer, Principal Consultant,
RHX Group
[A]
[B]
Being a change-savvy teamMimi Lee, Organisational Change ManagementConsultant,
Hewlett Packard
Organisational change management: the rewards ofeffective communication
Produced By:Supported By:
Achieving an Organisational Evolution through
Change Management
Involve and work with the resistorsIgnore and work around the resistors
Victoria Keesing,
Partner,
PwC
Australia
Victoria is a Partner in Advisory Practiceand specialises in performanceimprovement and organisational change.She has over twenty years experienceundertaking large scale change projectsacross a large number of industrysectors including Finance, Transport andGovernment. .
Lorna Treutlein,
Change Consultantwithin Professional Services
Lorna is a senior change manager with 20years' experience delivering change projects.With experience in the public sector andprivate industry, Lorna has worked for leadingorganisations in professional services andfinance including
KPMG Australia, AMP, NAB,St George, CBA and Aussie Home Loans.
Forum eaturing an interactie debate:
Dealing effectively with resistance to change
| S t r a t e g y | L e a d e r s h i p | C u l t u r e | C o m m u n i c a t i o n | E m p l o y e e E n g a g e m e n t |
#change
Achieving an Organisational Evolution through
Change Management
CONNECTED FORUM
Wednesday,13 June 2012
Organisations constantly find themselves undergoing change and moving throughtransitional periods, so it is therefore crucial to know how to actively and effectivelymanage the change process to ensure that all objectives are met and that businesscontinues to function efficiently.In order to see change initiatives through successfully, those responsible forthem need to first identify a strategy that will work for their particular situation andfind the best means of implementing it. Beyond that they must effectively utilisecommunication frameworks and seek to actively engage the organisation anddevelop a culture conducive to change.It is also important to have the leadership of the organisation onside, to helpminimise and negate any barriers to change.This forum will provide practical insights on how to deal with these challenges andwill assist you with:Devising change management strategies that match organisational objectives
Linking communication strategies with change initiatives
Overcoming roadblocks to change and effectively engaging the organisation
Engaging the support of organisational leaders and developing change
championsImplementing new processes during and after change to ensure a smooth
transition
8:30 Registration and refreshments9:00 Chairperson’s opening remarks
Theodora Zourkas,
Independent Organisational DevelopmentExecutive9:15 Making change management an organisational priority
Why organisations need to focus on their ability to manage change,
ó
from the boardroom down Aligning organisational change management capability to business
ó
strategy and agilityUnderstanding industry benchmarks and key change measures
ó
Caroline Perkins, Director,Carbon Group Change Consultants;President and Spokesperson,Change Management Institute
10:00 Implementing a change strategy
Identifying a strategy that will work for your particular situation and
ó
finding the best means of implementing itEffective strategies for communicating change to individuals, teams
ó
and the organisation as a wholeEmbedding change in the company processes and culture
ó
Victor Zalakos,
Change and Communications Consultant10:45 Morning refreshments and networking11:15 Engaging employees in the change process – a Department ofPrimary Industries case study
Demonstrating the need for change
ó
Changing attitudes, behaviours and culture around change
ó
Providing training and support to employees
ó
Stacey Walton,
Manager Organisational Change,Department of Primary Industries (VIC)
12:00 Interactive debate: Dealing effectively with resistance to change
The debaters will each pt forward their arguments about dealing withresistors, and then the floor will be opened to questions from the audience.
The best way to deal with resistance to change
ó
is to involve theresistors and work with them
Debater: Victoria Keesing, Partner,
PwC Asaia
The best way to deal with resistance to change
ó
is to ignore theresistors and work around them
Debater: Lorna Treutlein,
Cae Cosa wii Poessioa Sevices
Facilitated by:
Theodora Zourkas,
Idepede Oaisaioa Deveope Eecive
1:00 Networking lunch2:00 Managing change from the top: The role of leadership –an Ausgrid case study
Employee engagement: involving top management in ‘selling’ and
ó
communicating changeEnforcing change governance: ownership and accountability
ó
Change champions: vehicles for success
ó
Communicating responsibly: clear and visible feedback and escalation
ó
pathsContinuous improvement: what comes after?
ó
Maree Slater, Executive General Manager- Human Resources,Ausgrid
2:45 Developing a strategic communication roadmap for change – businesscase studies
Incorporating a communication plan in your change strategy
ó
Devising a communication timeline that coincides with crucial points in
ó
the change processTargeting communication, including the impact of language
ó
Rebecca Keith, Senior Change Manager,Specialising in Private &Institutional Banking and Finance
3:30 Afternoon refreshments and networking
4:00 Reviewing and evaluating the change process – a Qantas AirwaysTransformation case study
Examining the dynamics that contribute to the success or failure of
ó
change and transformation initiatives in your organisationRecording the learnings and making them available for future reference
ó
Measuring your organisation’s evolution after restructuring
ó
Johanne Parniczky, Executive Manager Change, WorkplaceTransformation,Qantas Airways
4:45 Chairperson’s closing remarks and end of connected forum
POST-FORUM WORKSHOPS-
Thursday, 14 June 2012
About the workshop:Communication plas a piotal role in engaging our people on the change journe, especiall during periods o uncertaint. An eectie communication campaign cangreatl strengthen the trust and relationship between aected emploees and the project, inuence our ke stakeholders, and support the rest o project and changeactiities to ensure a successul project delier. The session will include an oeriew and hands-on case studies actiities or the participants. Take awas rom this workshop include:- Oerall understanding o how communication actiities fts into organisational change management and complement the oerall project actiities- Outline o what should be included in a tpical communications strateg and plan, including ke communication actiities and channels- Be able to produce a sample communications plan in a practical exerciseAbout our workshop leader:Mimi Leeis a Senior Organisational Change Management Consultant within a top-tier consulting practice. With demonstrated experience in deeloping andexecuting eectie change and communication strategies or large scale global projects, Mimi’s primar expertise is in organisational design, leadershipdeelopment, organisational culture, stakeholder engagement, communications, as well as acilitating training and workshops.About the workshop:Managing change is both a proessional expertise and a aluable skill or eer indiidual. As organisations seek to respond to constant change, there is a need to grow inter-nal capabilit or dealing with change.What attributes, expertise and knowledge can be cultiated b Managers and team members to acquire a change-sa disposition? And how do ou know when ou needmore than a basic approach and need to call in a proessional expert? In a highl interactie session, ou will experience actiities and explore rameworks to increase ourgeneralist abilit in shaping and making change at the local leel, and participating in enterprise change.
Organisational change management: the rewards o eectie communication
Registration: 9.00 amWorkshop time: 9.30 am - 12:30pmFacilitated b:
Mimi Lee, Organisational Change Management Consultant , Hewlett Packard
A
Being a change-sa team
About our workshop leader:Helen is a organisational change and learning acilitator. She helps organisations make the most o their people, knowledge and inormation to grow theircapabilit.With 20+ ears applied experience, Helen has shaped and acilitated inormation and knowledge-related change in large and small organisations inNew Zealand and Australia. Helen is passionate about enabling micro changes that empower the bottom and middle leels o organisations. She is also amember o the Change Management Institute.Registration: 1.00pmWorkshop time: 1.30 pm - 4.30pmFacilitated b:
Helen Palmer, Principal Consultant,
RHX Group
B
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I Just Don't Want to Change
Dealing effectively with resistance to change - INVOLVE OR IGNORE? This will be debated at:
Achieving an Organisational Evolution through Change Management
http://www.arkgroupaustralia.com.au/Events-E010ChangeManagement.htm
14-15 June 2012, Sydney, Australia
Hear from our expert panel of speakers from:… (More)
Achieving an Organisational Evolution through Change Management
http://www.arkgroupaustralia.com.au/Events-E010ChangeManagement.htm
14-15 June 2012, Sydney, Australia
Hear from our expert panel of speakers from:… (More)
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