HEAR FROM PROGRESSIVE LEADERS

This unique approach for transforming an organisation has resulted in us being recognised by the Customer Service Institute of Australia, who awarded us the ‘Customer Service Project of the Year’ for continuous improvement.Danik Lucas, Executive, WorkCover Queensland

In an age where service is quickly becoming the only differentiator amongst competitors, reconceiving service, leadership, and culture drives advocacy by delivering what actually matters to a customer. By designing and managing work in a truly customer-centric way, it challenges the way an organisation works, including leadership and culture, at all levels. Reconceive taught me to unlearn the way I had worked for nearly two decades. The things I was recognised and rewarded for as a leader in the past were challenged. Once you unlearn, you cannot go back.Anna Leibel, Non-Executive Director Ambulance Victoria, Non-Executive Director Alfred Health, Director, Secure Board

This is a thinking thing. It starts with unlearning. Everything you currently think you know, just park it, reserve judgement, and unpack those myths and unpack your assumptions. Once your thinking changes, even a little bit, there is a point of no return. There reaches a point where you actually can’t go back. It is completely transformational, both personally and also for your organisation. This has done far more for staff satisfaction than anything else we have done in our organisation. This learning and rethinking experience has led to a transformation in our strategy. Our strategy is linked to our purpose; our purpose has come through the demands from our customers, which has come through this whole process. Renato Mota, Chief Executive Officer, Insignia Financial

Through reconceiving work, leadership and culture, our people are redesigning their own work. Their methods are being liberated, and with incredible results in terms of increased value for actual court users. They are really thinking about the people who are coming through our court who really need to resolve a matter. They are seriously energised. You’re teaching people to think differently. Once the staff get into this, they love it. The judges are engaged and happy; the results really resonate with them. We have seen incredible results: time saved, convenience, usability, and registry staff focused on getting an outcome with court users rather than transacting for an output.Fiona Chamberlain, Chief Operating Officer, Court Services Victoria

This is about gaining a different perspective and a way of looking at things. It’s a mindset, method, and way of thinking rather than a handbook. As a progressive leader, this resonated immediately: the need to completely rethink how you do things rather than tinker around the edges. There’s real merit in thinking differently in terms of value to the customer and how you actually design your organisational systems to deliver that value. Thinking differently about service, leadership and culture helped me drive service improvement and lower costs, and at the same time, bring more meaning and colour to the working lives of my team. What more could I ask for? This has built my capability as a leader.Steven Leach, General Manager Operations, Vision Super

How does real transformation happen? It happens by thinking about the purpose of a business from the perspective of its customers, then working on ensuring that all activity, processes, thinking, and ultimately leadership is focused on meeting that purpose. It goes to the very roots of the organisation and its leadership and their principles and thinking. It’s inspiring to see the outcomes and their effect on customers, employees and the organisation itself – they are actually transformative.Andrew Todd, Chief Technology Officer, Iress

I like the way this approach teaches our people to study the work, use better measurement, and identify and reduce failure demand as a priority. It starts with a better understanding rather than rushing off to implement even more technology which all too often only adds to the problem. I am keen to encourage this way of understanding and improving work. It’s an important evolution to improving customer value and teaches us all a lot about how our organisations work today and how that current approach is often unhelpful.Patrick Eltridge, Chief Operations Officer, Nationwide Building Society, Non Executive Director, NHS Digital

This challenges old-world thinking and allows us as leaders to truly empower our people to drive new and better ways to deliver what matters to customers, by encouraging challenges to current organisational systems and rules and by providing role clarity and leadership that truly supports the team to drive changes that make a difference. It shakes the foundations of management thinking, which drives effective leadership. This has helped me to deliver improved service for our customers at lower cost and improved satisfaction within the operation.Joe Zahra, General Manager, Operations, UniSuper

This approach has helped us look at the way we do IT and re-orient it back to the customer. In doing so we have been able to strip away all of the waste, theatre, rituals and internally focused, opinion based decision making from our work,Rob Butera, former Head of Client First Technology at IOOF, currently Global Head of Engineering Capability at IRESS