By Brooke Audsley

In the midst of a large and complex reform program, the Chief Information Officer Group (CIOG) is taking a proactive approach to change management by creating initiatives that involve and empower staff.

The Group is transforming the way it works to ensure it can meet the ambitious ICT Reform Program, which will underpin the foundation work for other reform projects throughout Defence, assist with the implementation of ICT shared services, and provide better service to Defence. For CIOG, this reform has required the workforce to think differently about the way it provides an ICT service to Defence.

To embed change in its culture, CIOG has developed and implemented a tailored cultural change workshop for its staff to ensure every person within the Group is aware of the reasons for change, has a good understanding of the changes occurring and is updated on reform milestones.

First Assistant Secretary ICT Reform Lynwen Connick says effective change management depends on change leaders and advocates at every level of the organisation - not just in the boardroom.

"That's why we are creating genuine opportunities for staff to have a positive impact on the change process in the Group," she says.

The Group's cultural change journey has continued with the launch of the Change Advocate Network - known as the 'CAN' - by Chief Operating Officer Simon Lewis at an event at Anzac Park West in August.

The CAN, which was developed by staff at the APS level, brings people from all levels and locations in CIOG together to share information and gauge how different parts of the organisation are affected at different times. It creates a supportive environment where staff can discuss the latest change information and express their opinions. There are now 120 staff from across the country signed up to be Change Advocates.

The CAN draws on the experience of senior leaders across Defence and the APS to share knowledge and wisdom in leading change. It also works closely with facilitators from Defence People Group to deliver workshops focused on communicating change and having difficult conversations.

The CAN is successful because it has the support of senior leaders who are strong advocates for the initiative and committed to helping staff through the changes.

"We're working hard to be active and visible in the organisation to ensure we're supporting staff and modelling the changes we want to see," Lynwen says.

The senior leadership team and the CAN will conduct a variety of activities to ensure the messages of Pathway to Change are incorporated into 'business as usual'.

"The Group's cultural change program is just the beginning of our work around Pathway to Change - we have a lot more to do," Lynwen says.

CIOG needs to adapt to meet the needs of its customers and the Defence mission by providing a world-class ICT capability. The cultural change work is an important step in achieving this aim.

"We are almost a third of the way into a significant reform program and we recognise that cultural reform is key to its success," Lynwen says.

"Engaging our people at every level is essential and the CAN is central to empowering our people to make reform work."