Organisational Change
LINK Learning focuses on the ‘people’ aspect of organisational change. We believe that whilst the reengineering of business processes is important, the people side of organisational change must also be comprehensively addressed. The people side of business can be complex and filled with uncertainty. LINK has therefore developed a number of strategies which address this aspect of organisational change.
LINK’s approach to Organisational Change is based on two key frameworks, both of which have been endorsed by the Australian Public Service Commission.
1. The 70:20:10 model
The 70:20:10 model for learning and development1 posits that 70% of learning is role-based, and occurs on the job; 20% of learning is network-based, and occurs through coaching and mentoring; and 10% of learning is achieved through formal training.
When dealing with Organisational Change, Link applies the 70:20:10 model to both People Processes and Organisational Culture in the following ways:
2. Knowing, Doing, Being
According to the Australian Public Service Commission, "being an effective leader in the APS is a combination of Knowing, Doing and Being".2 Given that strong and effective leadership is especially important during times of change, LINK applies these principles in the following ways:
Whole Brain ThinkingTM is one of LINK's key tools in the change management arena. The Whole Brain Model addresses both the organisational and personal dimensions of the change process, and offers a practical framework to assist individuals, teams and organisations as they manage the implications of change.
Track Record
LINK has assisted a number of clients with Organisational Change, including:
- The Government Networks Service Branch within the Department of Finance and Deregulation.
- The Department of Defence, as they introduced Job Families across their 20,000 APS employees.
- The Technical Services Division of the Australian Bureau of Statistics, as they wrestled with the organisation’s Strategic Alignment Program.
- The Corporate Services Division of the Australian Bureau of Statistics, where we designed and delivered a Capability Development Program to help them move to a new business model
Case Study: The Corporate Services Division of the Australian Bureau of Statistics
Corporate Services Division (CSD) was required to change its business model to become a more professional contributor to the organisation’s mission. To achieve this, team restructuring occurred to allow for a greater focus on ‘national contribution streams’ (e.g. National Recruitment).
The ‘people’ side of the organisational change process - the CSD Workforce Capability Development Program - was designed and delivered by LINK Learning in 2011. This program targeted capabilities (skills and knowledge) that would be needed by CSD leaders and their teams under the new business model. LINK designed a learning model that allowed these capabilities to be cascaded down to all 250 CSD staff, via coaching and mentoring of the team leaders.
LINK organised the program content around the Whole Brain framework, as follows:
- Strategic Relationships (BLUE)
- Innovative Business (YELLOW)
- Relationships, Influence and Customer Service (RED)
- Implementing Initiatives (GREEN)
All CSD staff were HBDI profiled and debriefed. Each team also received a composite team profile. Leaders and team representatives then attended the HBDI workshops, with the challenge of returning to their teams to share their new knowledge and skills. LINK coaches visited each team, to assist them with the cascading of this learning.