Deloitte Touche Tohmatsu
Through a series of conversations with key stakeholders I developed a knowledge management strategy. We explored the knowledge flows crucial for sales growth and excellent client delivery, how to better enable these flows, and what the barriers were. I synthesised these ideas, developed and implemented initiatives. The essence of the national strategy was to build trust relationships between the business units to enable the flow of knowledge of clients, and expertise. This resulted in more integrated client service and increased revenue

Deloitte Touche Tohmatsu
I developed talent management priorities for the Australian Firm through change conversations with the senior executive. We explored what was required by the strategy and the market place, and the gap between what is and what could be. I synthesised and reported on these ideas and the recommendations that emerged.

Australian Technology Park
Through discussion with management, employees and other stakeholders, I conducted a review of the structure of small property management and conference centre business. The review resulted in a better integration of the two business streams, more effective leadership, and efficient use of resources and infrastructure.

Learning & Development function reviews
As part of a team examining HR systems, I undertook a review of structure, processes and effectiveness of training provision of the dominant company in a key national industry in Fiji. Through consultation, we developed recommendations for restructure and effective learning.

I reviewed the processes of a learning and development function in a large NSW public sector organisation. This review formed a component of the risk based internal audit program.

Deloitte Touche Tohmatsu
I initiated the creation of a steering committee to manage the strategic development of the intranet. The intranet had completed phase one of operational implementation, and needed next to reach out to the business units and give them agency in determining future direction, and an ability to mange content locally to build community. I identified and engaged stakeholders, worked with them to determine the composition of the committee, and built consensus for the governance process.

Charles Darwin University
After a recent merger, when clarifying future directions and issues critical to the success of the University, the senior team at CDU identified that a comprehensive review of People Development and Management practices was a priority. In association with Performance Through People, the review unfolded through interviews, a survey to audit current practices, and focus groups. Due to the review, the University was able to develop people management practices that:

• Facilitate continuous learning and development of all staff;
  
• Enable managers to take greater responsibility and accountability for managing staff.

Change Conversations - Strategic Learning - Knowledge Networks