Supporting change & transformation in the Culture & Arts sector.

Context 

Our client in a national leader in the Culture & Arts sector, employing 400 staff and volunteers and driving significant change on behalf of the State and achieving international recognition for its contribution to economic and cultural development on behalf of the government.

J&G were engaged 3 months after a significant organisational restructure had occurred in order to:

• Assess change management actions taken to implement the functional structure
• Assess how the organisation was tracking in transitioning to a functional rather than location based structure
• Identify any actions required to ensure the achievement of the intended benefits of the restructure
• Ensure allocation of responsibility and accountability for undertaking structural re-alignment change management actions including further actions to achieve the intended benefits; and
• Provide skill development for change participants to the extent practicable

Delivery 

J&G worked closed with the CEO, Director Operations and Manager, Human Resources to:

• Assess change management actions taken to implement the functional structure
• Assess how QMN is tracking in transitioning to a functional structure;
• Identify any actions required to ensure the achievement of the intended benefits of the restructure
• Ensure allocation of responsibility and accountability for undertaking structural re-alignment change management actions including further actions to achieve the intended benefits
• Provide skill development for change participants to the extent practicable

Results

Pre-engagement status

• Early days of change – staff at all levels at different points of the change acceptance pathway
• Pockets of accelerated momentum and progress, some parts of the organisation still unsure about reporting lines, accountabilities, responsibilities, new model of internal end-to-end connection
• Opportunities for better connecting layers of leaders and managers to achieve more together 

Post-engagement status

• Improved visibility for the Board and government stakeholders on progress through the implementation of the new structure
• Improved staff engagement and active participation in being part of a solutions focused & positive future with the organisation
• Clarity around next horizons for ongoing development and continued performance improvement
• New internal governance structures
• Improved integration of second and third tier leadership layer