Change Implementation

Case Studies

Change Implementation

Akela staff were engaged by a Federal Government organisation to design and implement a Corporate IT and Cyber Security Branch (IT&CSB) Change Management activity through a dedicated Change Implementation Program. The program consisted of several projects that were designed to:

  • Uplift existing cyber capabilities to the required levels to meet future state requirements
  • Develop and implement several new capabilities to meet stakeholder requirements
  • Implement a Cyber Security Centre of Excellence (CoE) to deliver shared services across a sector-level ecosystem
  • Implement a new capability model to enable the Cyber Security CoE
  • Redesign and automate many business processes
  • Significantly change the culture from a reactive model to a proactive service delivery model

Program Management

Akela staff were responsible for leading the design and implementation of the program. The Program established a series of projects/work streams that reported to a single program Lead and governance structure. The client organisation’s Governance requirements were streamlined into weekly Governance meetings, with decisions made in short timeframes.

Akela staff worked closely with the organisation’s senior leadership, middle management, and staff to ensure that all interdependencies, objectives, and strategic priorities were identified and delivered.

The program was tailored to progress in a rapid fashion, with program and project members working closely with client staff to codesign artefacts and solutions.

Rapid daily planning sessions occurred to ensure forward momentum was maintained to meet tight timeframes and budget requirements.

Change Management

The strategy supported the branch head in being able to determine the cost, quality and service delivery outcomes for each of the procurements and subsequent contractual arrangements which were agreed to with suppliers. The strategy was also instrumental in informing a vendor segmentation activity to better understand the supplier ecosystem and which supplier relationships needed attention and strengthening.

The transformation to the new capability model and Cyber Security Centre of Excellence was a complex task. It demanded significant business, process, and cultural changes to effectively deliver high-quality services and capabilities to its stakeholders. The change was a significant paradigm shift in capability structure, ownership, and accountability.

Akela staff

  • Established repeatable processes, tools, and ownership across priority capabilities
  • Developed a structured and repeatable method for delivering enterprise-level change
  • Developed branch services for the client organisation that were customer-centric, measured and well-communicated
  • Introduced a client-focused and service-orientated culture
  • Introduced performance measuring and monitoring to ensure services were delivered at the expected level.
  • Uplifted select capabilities to deliver services aligning with stakeholder requirements
  • Aligned capabilities into a best-fit structure that leveraged shared processes, tools and experience and delivered increased performance and quality
  • Linked the change program with the organisation’s key strategic initiatives

Business Analysis

  • Conducted extensive business requirements analysis at the operational and strategic levels, ensuring that the Government, organisation, and wider sector-level ecosystems business and capability requirements were identified.
  • Examined business processes within each cyber function to identify what processes can be automated through new technologies such as big data analytics, artificial intelligence, and machine learning platforms.

Business Modelling and Organisation Design

  • Designed a revolutionary new business capability model that significantly transformed the client organisation’s cyber security capabilities. Akela staff utilised methodologies and tools such as Business Analysis Framework, Business Process Management, and Business Process Improvement.
  • Each capability represented a logical cluster of compatible functions (Capability Bricks) that are scalable and naturally aligned to best practice service delivery outcomes.

Change Implementation and Management

Significant attention was paid to the following:

  • Methodology – The program identified key stakeholders, change management and communication forums, and activities required to manage the change.
  • It was critical to develop appropriate change management and communications activities and conduct regular reviews and analyses of its effectiveness.
  • Stakeholder Analysis – Stakeholder analysis was critical to ensure that stakeholders were engaged in a targeted manner which developed confidence and trust.
  • Change Readiness – Stakeholder engagement occurred at the right time, by the right people, with the right messages. These kept stakeholders informed and proactively managed organisational and individual resistance to enable buy-in.

Business Process Testing

  • The new capability model, including all business process, have undergone Initial Operating Capability (IOC), with several remediation activities occurring to adjust various business processes.
  • The capability model has transitioned to its 6-month Final Operating Capability (FOC) phase to commence Business as Usual (BAU) activities.

Outcomes Achieved

  • The Program uplifted the client organisation’s cyber security capabilities, established the Cyber Security CoE, and provided select shared services to counter cyber threats and provide proactive capabilities to support national services to Australia.
  • Small, medium, and large organisations across the sector were provided the opportunity to voluntarily consume its cyber security services either on a collective or individual basis.