AN EXTERNAL PERSPECTIVE

Industry: Performing Arts

With an array of venues under its spire, Arts Centre Melbourne is the flagship of the performing arts in Victoria and focal point of Melbourne’s cultural precinct.

Australia's largest and busiest performing arts venue, the Arts Centre stages more than 4400 performances and public events at its three venues: the Theatres Building, hosting the State Theatre, Playhouse and Fairfax Studio; the Hamer Hall concert venue; and the Sidney Myer Music Bowl.

Arts Centre Melbourne is host and partner to national and state companies such as Opera Australia, the Australian Ballet, Melbourne Theatre Company, Melbourne Symphony Orchestra, Australian Chamber Orchestra, Victorian Opera, Sydney Dance Company and Bangarra Dance Theatre. The centre also operates the largest performing arts learning and participation program in Australia.
In addition, the large Performing Arts Collection houses an important collection of items documenting nearly 200 years of performance in Australia across theatre, music, dance, circus and opera.

GOOD VALUE FOR GOOD WORK

Industry: Microfinance Not-for-profit 

Good Shepherd Microfinance is a world leader in financial inclusion products, services and advisory. We offer fair and affordable financial programs to people on low incomes, and advisory services with a global reach.

We work collaboratively with the corporate, government and community sectors to create people-centred programs that enable clients to realise their own economic wellbeing, as they define it themselves. This approach leaves clients feeling valued and in control of their finances and lives.

GOOD VALUE FOR GOOD WORK

Industry: Microfinance - Not-for-profit 

Good Shepherd Microfinance is a world leader in financial inclusion products, services and advisory. We offer fair and affordable financial programs to people on low incomes, and advisory services with a global reach.

We work collaboratively with the corporate, government and community sectors to create people-centred programs that enable clients to realise their own economic wellbeing, as they define it themselves. This approach leaves clients feeling valued and in control of their finances and lives.

GOOD VALUE FOR GOOD WORK

Industry: Microfinance - Not-for-profit

Good Shepherd Microfinance is a world leader in financial inclusion products, services and advisory. We offer fair and affordable financial programs to people on low incomes, and advisory services with a global reach.

We work collaboratively with the corporate, government and community sectors to create people-centred programs that enable clients to realise their own economic wellbeing, as they define it themselves. This approach leaves clients feeling valued and in control of their finances and lives.

AN EXTERNAL PERSPECTIVE

Industry: Performing Arts 

With an array of venues under its spire, Arts Centre Melbourne is the flagship of the performing arts in Victoria and focal point of Melbourne’s cultural precinct.

Australia's largest and busiest performing arts venue, the Arts Centre stages more than 4400 performances and public events at its three venues: the Theatres Building, hosting the State Theatre, Playhouse and Fairfax Studio; the Hamer Hall concert venue; and the Sidney Myer Music Bowl.

Arts Centre Melbourne is host and partner to national and state companies such as Opera Australia, the Australian Ballet, Melbourne Theatre Company, Melbourne Symphony Orchestra, Australian Chamber Orchestra, Victorian Opera, Sydney Dance Company and Bangarra Dance Theatre. The centre also operates the largest performing arts learning and participation program in Australia.
In addition, the large Performing Arts Collection houses an important collection of items documenting nearly 200 years of performance in Australia across theatre, music, dance, circus and opera.

CHALLENGE & SOLUTION

The Learning and Organisational Development team had drafted a strategy and approach to address organisational wide leadership and learning needs.
They now needed a partner to help shape up the comms, launch and execution strategies and plans for their big programs:
• Learning & Organisational Development framework
• Leadership programs
• Culture plan

The development / delivery of the programs was to be done largely in house due to cost constraints. However, they needed a partner who they could work quickly with, who would have the capability to deeply understand their goals and bring value to the thinking, as well as some practical support to finalise tools ready for launch.

CHALLENGE & SOLUTION

Our client was wanting to provide a 6 month learning program called “LaunchME”, initially targeting at risk 18-25 year old carers but with a longer view to extend to other audiences. The program needed to be blended in nature: face to face, virtual coaching and online learning.
They were seeking a partner to work with them on a critical aspect of the program, ‘Personal Finances’. Whilst the client had some face to face training content available, they wanted this used as the basis of a series of elearning modules that could be applied for the benefit of this immediate cohort, and beyond.

CHALLENGE & SOLUTION

Our client was wished to launch a 6 month learning program called “LaunchME”, initially targeting at risk 18-25 year old carers but with a longer view to extend to other audiences. The program needed to be blended in nature: face to face, virtual coaching and online learning. They were seeking a partner to work with them on a critical aspect of the program, ‘Personal Finances’.
While the client had some face to face training content available, they wanted this used as the basis of a series of elearning modules that could be applied for the benefit of this immediate cohort, and beyond.

CHALLENGE & SOLUTION

Our client was wanting to providewished to launch a 6 month learning program called “LaunchME”, initially targeting at risk 18-25 year old carers but with a longer view to extend to other audiences. The program needed to be blended in nature: face to face, virtual coaching and online learning.

They were seeking a partner to work with them on a critical aspect of the program, ‘Personal Finances’. Whilst the client had some face to face training content available, they wanted this used as the basis of a series of elearning modules that could be applied for the benefit of this immediate cohort, and beyond.

CHALLENGE & SOLUTION

The Learning and Organisational Development team had drafted a strategy and approach to address organisational wide leadership and learning needs.
They now needed a partner to help shape up the comms, launch and execution strategies and plans for their big programs:
• Learning & Organisational Development framework
• Leadership programs
• Culture plan

The development / delivery of the programs was to be done largely in house due to cost constraints. However, they needed a partner who they could work quickly with, who would have the capability to deeply understand their goals and bring value to the thinking, as well as some practical support to finalise tools ready for launch.

WHAT WE DID

Desktop review of draft documents and developed enterprise capabilities
Brainstorm sessions to add to thinking to date
Shared examples of relevant programs and approaches
Provide of a range of related external content links
Review of finalised documents

WHAT WE DID

Accelerated co-design of Learning Taxonomy and program architecture
Research and provision of missing information
Desktop review and sorting of existing material
Design and build of three elearning modules for ‘Personal Finances’
Rebranded an additional three elearning modules related to the overall program

WHAT WE DID

Accelerated co-design of Learning Taxonomy and program architecture
Research and provision of missing information
Desktop review and sorting of existing material
Design and build three elearning modules for ‘Personal Finances’
Rebrand an additional three elearning modules related to the overall program

WHAT WE DID

Accelerated co-design of Learning Taxonomy and program architecture
Research and provision of missing information
Desktop review and sorting of existing material
Design and build three elearning modules for ‘Personal Finances’
Rebrand an additional three elearning modules related to the overall program

WHAT WE DID

Desktop review of draft documents and developed enterprise capabilities
Brainstorm sessions to add to thinking to date
Shared examples of relevant programs and approaches
Provide of a range of related external content links
Review of finalised document

 

CALLOUT

The value of an external view

While Arts Centre Melbourne had the internal capability to complete the work at hand, there was value gained by calling on an external partner to bring new thinking and perspective to the work. This led to the introduction of some new concepts and material as well as providing confidence that the base of the proposed solution was strong.

Extra value for money

As a not for profit organisation, Arts Centre Melbourne received a heavily discounted rate which fitted their budget and represented excellent value.


CALLOUT

Funding challenges

While our client had received some funding and allocated a budget for this work, they do not have the means or budgets of corporate clients. We provided this solution at less than half the normal cost whilst providing the same quality of work that all our clients would expect.

Durability across purposes

While core to LaunchME, our client wanted this online content to be able to be repurposed. Our client was targeting a specific learning demographic. The learning needed to be cognisant of their learning preferences but also work for other possible audiences.

Demonstrates impact

Measuring completion, knowledge acquisition and ultimately impact were important to demonstrate value to funders.


Appropriate for aggregation

The client wanted to use a range of sources to curate content for their audience. Designing with this in mind was important.

Award winning

While not the primary intent of this work, any profile that celebrates the wonderfully valuable work of Good Shepherd Microfinance and promotes positive storytelling and action for those financially excluded, would be a valuable outcome.

CALLOUT

Funding challenges

While our client had received some funding and allocated a budget for this work, they do not have the means or budgets of corporate clients. We provided this solution at less than half the normal cost whilst providing the same quality of work that all our clients would expect.

Durability across purposes

While core to LaunchME, our client wanted this online content to be able to be repurposed. Our client was targeting a specific learning demographic. The learning needed to be cognisant of their learning preferences but also work for other possible audiences.

Demonstrates impact

Measuring completion, knowledge acquisition and ultimately impact were important to demonstrate value to funders.


CALLOUT

Funding challenges

While our client had received some funding and allocated a budget for this work, they do not have the means or budgets of corporate clients. We provided this solution at less than half the normal cost whilst providing the same quality of work that all our clients would expect.

Durability across purposes

While core to LaunchME, our client wanted this online content to be able to be repurposed. Our client was targeting a specific learning demographic. The learning needed to be cognisant of their learning preferences but also work for other possible audiences.

Demonstrates impact

Measuring completion, knowledge acquisition and ultimately impact were important to demonstrate value to funders.

 

CALLOUT

The value of an external view

While Arts Centre Melbourne had the internal capability to complete the work at hand, there was value gained by calling on an external partner to bring new thinking and perspective to the work. This led to the introduction of some new concepts and material as well as providing confidence that the base of the proposed solution was strong.

Extra value for money

As a not for profit organisation, Arts Centre Melbourne received a heavily discounted rate which fitted their budget and represented excellent value.

KEY OUTCOMES

Collegial support of a “thinking buddy” to test and stretch ideas 

Hands on support to complete some of the time critical materials

Introduction of new material to fill gaps within drafted programs

Review of materials by an external party

KEY OUTCOMES

Co-design of the learning taxonomy meant that our consultants developed a deeper understanding of the organisation and its goals as well as our client building skills and knowledge of designing learning architectures

Our previous experience building elearning modules for a broad range of clients and industries, meant that we could utilise related modules to fill gaps in our client’s overall program

The modules we provided for this program, can be utilised for other audiences and programs as required

Our client received exceptional value for money, so they could afford to use a high quality, evidence-based solution within their budget

KEY OUTCOMES

Co-design of the learning taxonomy meant that our consultants developed a deeper understanding of the organisation and its goals as well as our client building skills and knowledge of designing learning architectures


Our previous experience building elearning modules for a broad range of clients and industries, meant that we could utilise related modules to fill gaps in our client’s overall program


The modules we provided for this program, can be utilised for other audiences and programs as required


Our client received exceptional value for money, so they could afford to use a high quality, evidence-based solution within their budget

KEY OUTCOMES

Co-design of the learning taxonomy meant that our consultants developed a deeper understanding of the organisation and its goals as well as our client building skills and knowledge of designing learning architectures


Our previous experience building elearning modules for a broad range of clients and industries, meant that we could utilise related modules to fill gaps in our client’s overall program


The modules we provided for this program, can be utilised for other audiences and programs as required


Our client received exceptional value for money, so they could afford to use a high quality, evidence-based solution within their budget

KEY OUTCOMES

Collegial support of a “thinking buddy” to test and stretch ideas 


Hands on support to complete some of the time critical materials


Introduction of new material to fill gaps within drafted programs


Review of materials by an external party

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EXECUTING A CUSTOMER-CENTRIC ENTERPRISE STRATEGY

Industry: Energy
As one of the largest ASX listed investors in renewable energy, the organisation recently refreshed its enterprise strategy to respond to the changing environment in which they operate. The Customer Market Operations team sought out a partner to support them with the execution of their enterprise strategy which centred around three simple priorities: growth, transformation and social license.

 

WHAT WE DID

Leadership Development
eLearning
Workshop Facilitation
Peer Coaching
Train the Trainer
Digital & Print Collateral
Learning Consulting
Blended Learning

 

CHALLENGE & SOLUTION

Following the success of the Everyday Leader program (which was Highly Commended at the 2017 AITD Excellence Awards), they seized the opportunity to continue building the skillsets of ‘everyday leaders’. This continued investment recognises that it’s often the small things, done well and consistently, that have a big impact on performance and engagement.
We partnered with the retail asset management company to create Everyday Leader Beyond, a six month leadership development program that reinforces the role of leaders in embedding the organisation’s new values and translating its brand strategy of Making Things Better, Easier and More Enjoyable into a lived experience for teams.
Everyday Leader Beyond consists of a masterclass series, peer coaching sessions, eLearning modules, People Leader Portal resources and a “Better Way” Showcase to highlight new ideas and ways of leading.

 

CALLOUT

Blended Learning Nous
Our ability to craft a multi-faceted program combining experiential, social and formal learning through both digital and face-to-face channels was key to success. This blended approach sparked deeper dialogue between participants, a greater level of comfort using technology for learning and increased commitment to reflective practice (leaders regularly blogged about their experiences and reflections).

Joined Up Approach
While the target audience for Everyday Leader Beyond was frontline to mid-level managers, we understood the need to involve senior leaders in the solution to create a unified leadership community. One mechanism for this, was the creation of specific roles for senior leaders as ‘captains’ of the peer coaching groups. This role enabled leaders to share their experience and insights with the next level of leaders, while getting to know talent from different parts of the business.

Facilitation Firepower
With 82 shopping centres across the country, the workshop and masterclass components of the Everyday Leader programs required our support for national delivery. We drew on our pool of dynamic facilitators located in every major capital city to engage and stretch participants in immersive and highly interactive sessions.

 

KEY OUTCOMES

The development of new, ‘everyday’ leadership skills with 84% of participants agreeing that they were able to put this learning into practice. What’s more, 69% of senior leaders sponsoring the program noticed the subsequent capability uplift.
Post program, 87% of participants said they had a better appreciation of a leader’s role in creating memorable employee experiences and felt confident to do so. 82% of participants felt more connected with their peers, willing to collaborate and united as one leadership community.
92% of senior leaders agreed that their sponsorship and involvement in the program added value to their own leadership development.

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