Change & Transformation
Atlin’s approach to organisational change focuses on tailored strategies for business readiness and transformation. We ensure change is visible and integrated within the delivered solution. This is achieved through culturally appropriate, measurable outcomes that lead to benefits realisation.
We design and embed change programs with proven Organisational Change Management (OCM) strategies that integrate industry accepted methodologies. Atlin’s OCM toolkit, provides a scalable framework of change modules that can be executed at the relevant stage of the project lifecycle to implement effective change processes within each business area. The tailored outcomes ensure optimised stakeholder engagement to meet unique, site-specific, business readiness needs.
Delivering a close alignment between the technology, project and change streams of work ensures that the strategies and key project outcomes are cohesive at the team, project and program level. Understanding business goals and the proposed business benefits ensures realisation is managed and monitored beyond the project's lifespan.
Through extensive analysis, we determine key organisational change drivers to develop and enact changes to people, processes and technology within any business. We are experienced in assessing and understanding the local implementation characteristics and differences that must be considered to effectively implement change and transform organisations. The cultural differences that may exist between business areas and locations mean that Atlin's stakeholder engagement approach, to develop and support the local leaders and the change agent network, is critical to successful implementation.
Atlin's knowledge sharing and collaborative approach empowers our clients to effectively manage change and distinguish between OCM ‘enabling’ functions at the portfolio or program level and the ‘delivery’ functions for change work streams in each discrete project. The OCM enabling functions include key performance indicators, OCM coordination, program level change risk management and business transformation functions.
Our services include:
- OCM strategies & plans
- Central and local OCM implementation
- Building in-house change program capabilities
- Business Transformation Services
- Change Leadership Sponsorship
- Learning & Development Services
- Procedure development frameworks & delivery
- Technical writing & authoring
- Detailed Change Impact Assessments
- Concurrent Change & Interdependency Analysis
- Business Readiness
Capability Acquisition and Sustainment Group (CASG) - Land Systems Division (LSD) Commodity Reform Program (CRP) & Sustainment Support/Continuous Improvement & Innovation
Atlin was the prime ‘above the line’ business transformation contractor engaged by Defence-CASG to Partner in transforming the inefficient and highly transactional Defence Commodity Supply Chain network.
Results
Atlin played a key role in delivering the strategic vision for an agile, affordable, sustainable, and highly automated business solution for the acquisition and strategic management of Defence Commodities. Atlin has been embedded in the CRP program as a trusted partner directly responsible for:
- Phase 1 – Program Initiation
- Phase 2 – Program mobilisation
- Phase 3 – Transition In
- Phase 4 – Sustainment support and continuous improvement and innovation
As part of the Transition In phase, an assessment of the magnitude, profile and scope of change and impacts was conducted by Atlin. This identified the processes, roles and level of impact (low, medium, high) to feed the communication and stakeholder engagement approaches, identify training requirements and the business readiness needs.
Court Services Victoria
Case Management System
The Case Management System was part of an investment program of $1.9 billion, which contributed to the courts’ response and recommendations to the Royal Commission into Family Violence. The benefits aimed to deliver greater automation of systems, processes and improve information sharing with authorised external agencies.
Due to the significant changes impacting the future operating model and strong internal change resistance, previous attempts to deliver reform had been unsuccessful.
Atlin was engaged to deliver Organisational Change Management services as part of their digital transformation journey. The courts had not experienced change on this scale before.
As part of a joint initiative, Atlin was required to bring together internal and external stakeholders which included, the Magistrates’ Court of Victoria, Children’s Court of Victoria, Court Services Victoria, Victoria Police, Corrections Victoria, Department of Justice and the Department of Health and Human Services.
Results
Atlin’s performance in delivering an organisational change management advisory service, provided a roadmap for the successful transition to a new operating model for case management in Victorian courts.
Successful collaboration in this engagement resulted in:
- Organisational Change Management strategies and implementation plan. The overall services to support the implementation included:
- Change impact assessment and risk mitigation planning
- Stakeholder engagement and analysis
- Communication campaigns
- Standard Operating Procedures
- Training design and delivery
- Business readiness
- Go live support
- Continuous improvement
- Scalable workforce model using a collaborative approach for workforce planning, providing targeted support when and where it was needed.
- High performing teams to support the Courts through a difficult and complex change, fully embedding the team as part of transition to sustainment.
- Trusted working relationships providing an integrated stakeholder engagement and communications program, that used the language and tone of the people: practical, relevant, and timely, to both internal and external stakeholders.
Australian Government - Department of Defence
Enterprise Resource Planning (ERP) Transformation Program
The Defence ERP Transformation program is a $17 billion integrated investment package. The roll out is being delivered over several years in a series of stages to manage risk, prioritize implementation areas, and minimize impact on ‘business as usual’ activities.
The integrated system approach is modernizing, standardizing, simplifying and aligning processes across all Defence Groups and Services to deliver the One Defence strategy.
Over 120,000 Defence workforce and global industry partners are affected by the change.
Atlin is responsible for aligning policy, training, data management and business processes with activities to the interconnected nature of the ERP system transactions.
Our approach is delivering capability within Defence by:
- Re-engineering and simplifying processes that work end-to-end across the logistics supply chain
- Creating time and value adding activities for people by eliminating duplication and manual effort
- Replacing and/or automating aging systems and processes with
the latest technology platforms - Using business intelligence reports and data analytics for improved
and informative decision making.
Results
Atlin’s work is currently directly contributing towards:
- Data Remediation capability uplift by planning, managing and creating knowledge transfer pathways towards sustainment transition activities. The roadmap is part of a minimal viable product and continuous improvement strategy.
- Data Analytics and reporting to support decision making activities, providing insights and recommendations for future operations.
- Automation using a workflow management system for data remediation activities. Improving data integrity and business logic from legacy systems including auditable historical records.
- Business Process Modeling to support the lifecycle of business processes in all aspects of design, deployment, execution, measurement and optimization.
- Documented Information for online end-user access. AI solutions are documenting all technical instructions, procedures and reports.
Infinite Platforms for Logistics by Say Hello to the new Saudi Post
HR Transformation and People Transition Program
The Human Resource (HR) Transformation and People Transition Program was part of an 3.4 د.إ million AED initiative, in a government technology scale-up in the Kingdom of Saudi Arabia. The transition of people was critical for the success of a digital merger between Infinite Platforms for Logistics (IPL) and Say Hello to the new Saudi Post (SPL).
Atlin’s partnership enabled both entities to align the culture, empower leadership and people operations as part of a three-phase transformation.
The establishment of a scalable organizational structure provided a solid foundation for future growth. Leadership empowerment initiatives equipped leaders with personalized development plans and strategic coaching, enabling them to drive change and effectively navigate challenges.
The HR Transformation & People Transition and Future Operational model strengthened the unified collaboration between both organizations.
This partnership has enabled them to be a key competitor in the Saudi Arabian technology industry, positioning it well for long-term growth and success.
The Atlin approach facilitated the success of this partnership by delivering:
- HR Technology solutions leading end-to-end implementations of three software solutions aimed at enhancing operational excellence and improving employee experience.
- Operating Models built to be scalable and in line with core business strategies, enabling long-term business growth in collaboration with senior executive teams.
- Workforce Plans designed and tailored for business gaps and enabling stakeholders to make fast, data-driven decisions about resource planning.
- 360-degree feedback review implemented a comprehensive performance evaluation to improve all employee processes.
Results
HR Transformation Phase
Atlin’s work resulted in:
- Performance Management plans for succession planning and identification of capability growth areas aligned to the Performance Management framework.
- Talent Acquisition framework established to optimize processes, workforce assessments, development of professionalization programs and training.
People Transition & Future Operating Model
Atlin continues to work closely with stakeholders for:
- Culture activation plans to conduct cultural assessments aligned with the organization’s vision.
- Recruitment processes streamlined and standardized. The Employee Branding Strategy continues to ensure they remain Employer of Choice in the technology sector.
- Leadership Development programs implemented to provide ongoing coaching to support current and future leaders.
- People Operations playbook, detailing HR policies, and procedures to streamline operations.
Case studies
Capability Acquisition and Sustainment Group (CASG) - Land Systems Division (LSD) Commodity Reform Program (CRP) & Sustainment Support/Continuous Improvement & Innovation
Atlin was the prime ‘above the line’ business transformation contractor engaged by Defence-CASG to Partner in transforming the inefficient and highly transactional Defence Commodity Supply Chain network.
Results
Atlin played a key role in delivering the strategic vision for an agile, affordable, sustainable, and highly automated business solution for the acquisition and strategic management of Defence Commodities. Atlin has been embedded in the CRP program as a trusted partner directly responsible for:
- Phase 1 – Program Initiation
- Phase 2 – Program mobilisation
- Phase 3 – Transition In
- Phase 4 – Sustainment support and continuous improvement and innovation
As part of the Transition In phase, an assessment of the magnitude, profile and scope of change and impacts was conducted by Atlin. This identified the processes, roles and level of impact (low, medium, high) to feed the communication and stakeholder engagement approaches, identify training requirements and the business readiness needs.
Court Services Victoria
Case Management System
The Case Management System was part of an investment program of $1.9 billion, which contributed to the courts’ response and recommendations to the Royal Commission into Family Violence. The benefits aimed to deliver greater automation of systems, processes and improve information sharing with authorised external agencies.
Due to the significant changes impacting the future operating model and strong internal change resistance, previous attempts to deliver reform had been unsuccessful.
Atlin was engaged to deliver Organisational Change Management services as part of their digital transformation journey. The courts had not experienced change on this scale before.
As part of a joint initiative, Atlin was required to bring together internal and external stakeholders which included, the Magistrates’ Court of Victoria, Children’s Court of Victoria, Court Services Victoria, Victoria Police, Corrections Victoria, Department of Justice and the Department of Health and Human Services.
Results
Atlin’s performance in delivering an organisational change management advisory service, provided a roadmap for the successful transition to a new operating model for case management in Victorian courts.
Successful collaboration in this engagement resulted in:
- Organisational Change Management strategies and implementation plan. The overall services to support the implementation included:
- Change impact assessment and risk mitigation planning
- Stakeholder engagement and analysis
- Communication campaigns
- Standard Operating Procedures
- Training design and delivery
- Business readiness
- Go live support
- Continuous improvement
- Scalable workforce model using a collaborative approach for workforce planning, providing targeted support when and where it was needed.
- High performing teams to support the Courts through a difficult and complex change, fully embedding the team as part of transition to sustainment.
- Trusted working relationships providing an integrated stakeholder engagement and communications program, that used the language and tone of the people: practical, relevant, and timely, to both internal and external stakeholders.
Australian Government - Department of Defence
Enterprise Resource Planning (ERP) Transformation Program
The Defence ERP Transformation program is a $17 billion integrated investment package. The roll out is being delivered over several years in a series of stages to manage risk, prioritize implementation areas, and minimize impact on ‘business as usual’ activities.
The integrated system approach is modernizing, standardizing, simplifying and aligning processes across all Defence Groups and Services to deliver the One Defence strategy.
Over 120,000 Defence workforce and global industry partners are affected by the change.
Atlin is responsible for aligning policy, training, data management and business processes with activities to the interconnected nature of the ERP system transactions.
Our approach is delivering capability within Defence by:
- Re-engineering and simplifying processes that work end-to-end across the logistics supply chain
- Creating time and value adding activities for people by eliminating duplication and manual effort
- Replacing and/or automating aging systems and processes with
the latest technology platforms - Using business intelligence reports and data analytics for improved
and informative decision making.
Results
Atlin’s work is currently directly contributing towards:
- Data Remediation capability uplift by planning, managing and creating knowledge transfer pathways towards sustainment transition activities. The roadmap is part of a minimal viable product and continuous improvement strategy.
- Data Analytics and reporting to support decision making activities, providing insights and recommendations for future operations.
- Automation using a workflow management system for data remediation activities. Improving data integrity and business logic from legacy systems including auditable historical records.
- Business Process Modeling to support the lifecycle of business processes in all aspects of design, deployment, execution, measurement and optimization.
- Documented Information for online end-user access. AI solutions are documenting all technical instructions, procedures and reports.
Infinite Platforms for Logistics by Say Hello to the new Saudi Post
HR Transformation and People Transition Program
The Human Resource (HR) Transformation and People Transition Program was part of an 3.4 د.إ million AED initiative, in a government technology scale-up in the Kingdom of Saudi Arabia. The transition of people was critical for the success of a digital merger between Infinite Platforms for Logistics (IPL) and Say Hello to the new Saudi Post (SPL).
Atlin’s partnership enabled both entities to align the culture, empower leadership and people operations as part of a three-phase transformation.
The establishment of a scalable organizational structure provided a solid foundation for future growth. Leadership empowerment initiatives equipped leaders with personalized development plans and strategic coaching, enabling them to drive change and effectively navigate challenges.
The HR Transformation & People Transition and Future Operational model strengthened the unified collaboration between both organizations.
This partnership has enabled them to be a key competitor in the Saudi Arabian technology industry, positioning it well for long-term growth and success.
The Atlin approach facilitated the success of this partnership by delivering:
- HR Technology solutions leading end-to-end implementations of three software solutions aimed at enhancing operational excellence and improving employee experience.
- Operating Models built to be scalable and in line with core business strategies, enabling long-term business growth in collaboration with senior executive teams.
- Workforce Plans designed and tailored for business gaps and enabling stakeholders to make fast, data-driven decisions about resource planning.
- 360-degree feedback review implemented a comprehensive performance evaluation to improve all employee processes.
Results
HR Transformation Phase
Atlin’s work resulted in:
- Performance Management plans for succession planning and identification of capability growth areas aligned to the Performance Management framework.
- Talent Acquisition framework established to optimize processes, workforce assessments, development of professionalization programs and training.
People Transition & Future Operating Model
Atlin continues to work closely with stakeholders for:
- Culture activation plans to conduct cultural assessments aligned with the organization’s vision.
- Recruitment processes streamlined and standardized. The Employee Branding Strategy continues to ensure they remain Employer of Choice in the technology sector.
- Leadership Development programs implemented to provide ongoing coaching to support current and future leaders.
- People Operations playbook, detailing HR policies, and procedures to streamline operations.
Our key services
Project & Commercial Management
Engineering & Integrated Logistics Support
