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Joanne Bradshaw, Fraud, Error & Debt Programme Director & Head of the DWP Project Delivery Profession, Department for Work and Pensions (DWP)
Joanne is a Senior Civil Servant in the Department for Work & Pensions.
The FED Programme is included within the Government’s Major Projects Portfolio, and includes a number of critical technology, digital and business transformation projects. Joanne is the Head of the DWP Project Delivery Profession and has also been closely involved in the departments’ activities to grow digital capability.
Before joining DWP, Joanne worked in the Home Office and was involved in the delivery of shared service, civil registration and immigration transformation projects. Earlier in her career she held a number of operational roles in the UK Immigration Service both in the UK and overseas.
Joanne holds an MSc in Project and Programme Management and is a graduate of the Major Projects Leadership Academy.
Key-note speaker - Session summary: "Overarching approach to change / change success factors"
Joanne will explore the critical success factors than underpin transformational change in organisations. She will draw on her experience as a Programme Director leading a programme on the Government’s Major Projects Portfolio, to illustrate how these success factors operate in government projects, and how they fit together as part of an overarching approach to managing change.
Sabine Jaccaud, Director, Cambridge Communications, AstraZeneca
Sabine Jaccaud is a communications and change practitioner who works with global organisations going through complex transformation. With change as a norm in day to day organisational life,
Sabine focuses on connecting disruptive strategy and stated directions of travel with the needs and experiences of the organisation’s key stakeholders and influencers. Following a doctorate in humanities on cities in postmodern fiction, film and architecture, her career evolved into applying her research skills and curiosity about what forms a culture to organisational life. From finance to pharma, in house and in consulting over twenty years, Sabine is now bringing her cross-sector and cross-cultural experience into play at AstraZeneca, leading communications and engagement for their presence in Cambridge as part of AZ’s transformation around scientific leadership.
Session summary: "Method and madness"
Change is a rigorous process. Or is it? What place do emotion and personal experience have in the rigour of programmes, and in communication with stakeholders? Sabine will discuss some of her learnings around how to connect emotion and reason, as well as the importance of listening and bridging personal and organisational needs at times of complex change. This will draw on her work at AstraZeneca and the methods at play to bring human insights into change processes that achieve multiple outcomes, and how this supports an overarching approach to change
Martin Taylor, Chair of the APM Enabling Change SIG and Lead Consultant at WeDeliverChange
Martin Taylor's background is in finance and IT, working in FTSE100 and FTSE250 organisations developing and implementing organisational and IT strategy. Martin established Allasso Consulting ten years ago to help organisations achieve their strategic objectives by delivering effective change. Successful assignments have been completed in numerous private and public sector organisations, leading the implementation of integrated process, people and technology change.
Martin has an MSc in Change Management, is a Fellow of The Chartered Institute of Management Accountants and a Chartered IT professional. Martin is also a member of the APM having originated and developed the idea for a SIG focused on Change.
Rebecca Bryant, Chief Fire Officer (CFO)/Chief Executive, Staffordshire Fire and Rescue Service
Becci is the first woman CFO having progressed through the 'ranks' in the UK, not just England. Over the last 5 years she has lead the Service through various transformative changes using the Vanguard Method to Systems Thinking. This has seen numerous changes within the Service including a restructure of the management teams, a new crewing model for whole-time stations, changes to the emergency response model and a new approach to vehicle procurement and maintenance to name but a few. Her current responsibilities include providing the strategic leadershipfor the continued transformation of the Service along with providing professional support to the Fire and Rescue Authority.
Becci has been working with a range of partners in redesigning the method for public sector services within Stoke on Trent. She chaired the Working Together for our Stoke Communities Strategic Board for 2 years, which was successful in gaining £5m of funding from the Local Authority Transformation Grant in 2014. This funding is supporting the change from silo based organisational service delivery to a holistic multi-agency delivery approach based in understanding the needs of the citizen to drive the support they receive.
Becci is a published author within the Systems Thinking arena and has successfully completed academic studies with the University of Central Lancashire, the University of Warwick and Keele University. She is the Lead Facilitator for the Cross Sector Leadership Exchange Leading into Action programme and supports the development of the CSLE Leading into the Future Programme on behalf of the Chief Fire Officers Association (CFOA).
Becci is the Programme Director of the Executive Leadership Programme which is run in conjunction with the Fire Service College, Warwick University and CFOA. This programme is designed to support current and aspiring strategic leaders in the Fire and Rescue Service in their leadership development.
In 2010-2011 Staffordshire Fire and Rescue Service started its journey of transformation using a systems-thinking methodology. This approach resulted in the Service taking a decision to change focus from a silo based change programme to one examining the whole system. This ensured an understanding of demand and waste/value work from a Fire Service viewpoint whilst ensuring the re-designed approach delivered against the newly defined purposes.
The development of an internal Business Transformation Team (BTT) created the necessary internal skills to support a redesign of the Service whilst reducing its budget by £6m over the subsequent 5 years. At the same time as reducing budgets, the focus on delivering activities aimed at preventing emergency calls has seen a continuing reduction in 999 calls with a 35% reduction in the last 5 years alone. During the same time period the numbers of deaths and injuries in accidental house fires have reduced by 50%. By ensuring measures are considered at the start of any change initiative staff focus on delivering activities that will deliver success against the purposes of the Service.
Jason Smith, Programme Change Manager for Corporate Programmes, British Airways
Jason developed British Airways’ change management methodology and established a range of portfolio level change impact reports for transformational programmes that are shared at board level to support strategic decision making.
Jason initially joined Corporate Programmes in the Professional Development Team. He played a key role in designing and delivering learning and development strategies that successfully raised British Airways’ project and programme management maturity.
All in all, Jason has over 12 years’ experience in a range of different roles within the British Airways Learning Academy. These included leading the design and development of learning interventions for a number of transformational and step-change cabin crew programmes. Jason developed a deep appreciation of the importance of taking a holistic approach to supporting colleagues through change. Working with change partners, Jason has aligned communications, engagement, learning and leadership activities in order to support the successful embedding of change.
In addition to his Programme Change Manager role, Jason is an active member of the British Airways Apprenticeship Champions Team, leading the Project Management Scheme.
Jason holds accreditations in both change and programme management.
Session summary: Measuring and managing the impact of the change portfolio on stakeholder communities
We know that multiple factors will affect the potential success of change programmes. BA, like most large organisations, deliver multiple change programmes at the same time, often with overlapping stakeholder communities. BA has developed a series of tools for monitoring and measuring the impact of its change portfolio on its stakeholders, and so assessing their readiness and ability to absorb change.
Together, these tools provide a dashboard to advise and influence BA’s change management team on the prioritisation and implementation of its change programmes. Could this be a model for other organisations to adopt as part of an overarching approach to change?