Strategic Design
Support shaped around the situation,
not a predetermined solution.
Organisational challenges do not always fit neatly within a single discipline. A workforce issue may involve strategy or governance. Conflict may be influenced by structure, role clarity or change. A transformation may be technically sound but difficult to implement without the right relationships, capability or engagement.
I work with organisations to understand the situation in context, identify what needs attention and shape support around what is actually required.
My work is offered across five core service areas. Depending on the engagement, these can stand alone or draw on different aspects of my multidisciplinary experience.
Strategic Design
Operating Models & Workforce Planning
Align workforce capability with where the organisation is going.
Workforce planning is more than forecasting headcount. It connects organisational purpose and strategy with the workforce capability, capacity, configuration and pathways required to deliver them.
I work with organisations to understand their current workforce, anticipate future requirements and develop practical strategies for building a workforce that can sustainably deliver organisational and service priorities.
When this useful
A review may be helpful where there are concerns about
It can also provide an independent current-state assessment before significant organisational change, strategic planning or transformation.
Adopted a new strategy or direction
Acting on review recommendations
Introducing a new operating or service model
Addressing stalled transformation activity
Clarifying governance and sequencing
What we can
explore
Depending on the organisation, this may include workforce supply and demand, capability and capacity, workforce demographics and pathways, attraction and retention, workload, service requirements, funding, industrial arrangements and external labour-market factors.
The focus is both on the workforce that exists today and what may need to change to support future organisational priorities.
Workforce Supply & Demand
Capability & Capacity
Workforce Profile & Pathways
Attraction & Retention
Service & Operating Requirements
Industrial & External Environment
Approach & outputs
Workforce evidence is considered alongside organisational strategy, future service requirements, stakeholder knowledge and the external environment to identify priorities and practical responses.
Outputs may include a strategic workforce plan or workforce strategy, current and future-state analysis, workforce priorities, capability requirements, risk assessment, implementation priorities and targeted training or capability-building initiatives.
Where workforce planning identifies capability gaps, I can also design and facilitate targeted training, practical tools and knowledge transfer to help the organisation build the capability needed to implement and sustain its workforce priorities.
How Engagements Work
Start with the situation. Shape the right response.
You do not need to determine which service you need before getting in touch.
Every engagement begins by understanding what is happening, what you are seeking to achieve, what has already been tried and the organisational context in which the issue sits.
From there, we can determine the appropriate scope and approach. This might involve one clearly defined service, a combination of capabilities, or a staged engagement that begins with understanding the current state before determining what comes next.
Engagements can range from a discrete piece of advisory or facilitation work through to a defined project or longer-term implementation partnership, depending on what is required.
The aim is not simply to find a solution that works in one dimension, but one that holds together across all.
Aligning to Purpose | Restoring Trust | Creating Sustainable Impact
I acknowledge the Traditional Custodians of our State and its waters and wish to pay my respects to Elders past and present. I extend this to all Aboriginal and Torres Strait Islander peoples.