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Consulting Model/s

CS2. Transform from state owned to state enterprise.

CS 2. State Government owned corporation that builds, maintains and operates the electricity network in a region of Australia, daily delivering power to more than 1.5 million Australians with the vision to be recognised as a world-class, commercial electricity network and system management business. The Challenge: Moving from a fully regulated government department to a … Continue reading CS2. Transform from state owned to state enterprise.

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CS3. Transformational change

CS 3. Transformational change [from one operating model to another operating model]. Engaged by a central Government agency to transform the operating model from a redundant heavy functional model to a client focussed service delivery model. A key reason for seeking us out was that we came without baggage yet bought superior commercially driven project … Continue reading CS3. Transformational change

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CS4. National organisational redesign and implementation.

CS 4. Transformational change. Invited by a leading Agribusiness with a keen eye on cost to service a customer the organisation was redesigned around services and product delivery. On this project once the national design was completed and deployed across the Executive levels operational level embedding of the new structures was undertaken.

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CS1. Confident predictability with good governance

CS1. ASX listed off shore Gold and Silver miner. Head Office in Brisbane, operations in Asia and South America.  The Challenge: Establish and embed an integrated program level project services solution. A solution that enables confident predictability; a solution that can be traced from estimating, to contracts, to execution, to handover and value improvement which translates … Continue reading CS1. Confident predictability with good governance

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CS6. Proactively minimise misalignment between the organisations operating model and its environment.

CS 6. Proactive change. Asset sales forced deregulation requiring Government infrastructure entities to transform from employees ‘doing work’ to servicing customers within a cost imperative. Genéne designed and implemented proactive changes management projects for gas, water and electricity across SA and WA. On the WA program Genéne was appointed Manager Operational Excellence. These change projects … Continue reading CS6. Proactively minimise misalignment between the organisations operating model and its environment.

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CS8. Fixed organisational OHS&W operating model.

CS 8. Remedial change. Identified disputation source as occupational safety and health then obtained approval to build remedial change around OH&S. It meant re-engineering the processes that caused harm then, redesign all positions, created a new organisational structure, established behavioral recruitment [to enhance engagement] rendered all positions vacant and started again.

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