Approach

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Situation
A global financial services organisation, navigating multiple mergers, needed to standardise its device strategy and embed Zero Trust principles. Previous transformation programmes had created change fatigue, low awareness, and poor user experiences. Trust between Business and IT was strained, creating significant adoption risks.

Actions
Delivered an ADKAR-aligned adoption and change framework focused on rebuilding confidence and reducing resistance. Launched an Early Adopters programme to test technologies in real business settings, generating quick wins and credibility. Converted Early Adopters into Champions, who became trusted advocates across business units. Introduced targeted awareness campaigns, executive-led communications, tailored workshops, and feedback loops to improve user experience.
Developed communication strategies and learning content, designed senior leadership messaging via videos and Viva, and coached leaders to foster authentic peer-to-peer engagement. Chaired cross-functional forums to surface resistance, address root causes, and strengthen collaboration between Technology and the Business.

Outcomes

• Rebuilt trust and alignment between Business and IT.
• Early Adopters and Champions drove peer-to-peer advocacy, reducing resistance.
• Increased awareness and confidence in the new global device plan.
• Smooth migration execution across merged entities.
• Stronger adoption of the desktop solution and clearer understanding of Zero Trust principles.
• Improved user experience, repositioning IT as an enabler of transformation.

Situation

A major O365 rollout was being driven as a technology-led initiative, with limited stakeholder mapping and weak engagement across offshore and onshore teams. Remote staff lacked service desk access, creating a high risk of prolonged disruption. Business units and IT operated in silos, with minimal collaboration or trust.

Actions
Designed and implemented an ADKAR-aligned adoption and change framework to bridge the gap between Technology and Business. Organised full stakeholder engagement, ensuring both offshore and onshore teams were included in planning and decision-making. Introduced an Early Adopters programme to validate solutions, generate feedback, and build champions. Established a structured feedback loop, enabling the service delivery team to capture and act on real user insights. Chaired regular cross-functional calls, bringing Business and IT teams together to resolve issues, build trust, and create a shared sense of ownership in the rollout.

Outcomes

• Stronger collaboration and trust between Business and IT.
• Offshore and onshore teams aligned, reducing disruption risk.
• Early Adopters created internal champions, boosting adoption and confidence.
• Organised service delivery team with improved responsiveness to user needs.
• Higher business confidence in the rollout, with visible buy-in across units.
• Increased adoption of Microsoft 365 tools, delivering smoother transition and stronger productivity outcomes.
  
  
  

Situation

The agency’s legacy network was fragile and poorly understood due to limited documentation and knowledge gaps. Staff were demoralised, key pain points were not fully recognised, and a high volume of Priority 1 incidents disrupted public services monthly. Funding had been restricted, with leadership lacking visibility into the scale of risks and the need for investment.
Actions
Led the delivery of the network modernisation initiatives, working closely with cross-functional teams to uncover undocumented knowledge and identify root causes of recurring incidents. Conducted workshops and interviews to capture pain points and link risks directly to service impact. Provided periodic updates to senior leadership and oversight bodies, building visibility and support for change. Developed a prioritised improvement roadmap and a compelling business case that secured funding and approval for modernisation.
Outcomes

• Significant reduction in Priority 1 incidents and public service disruptions.
• Rebuilt staff morale by recognising and including operational expertise.
• Strengthened collaboration between operational teams, senior leadership, and oversight bodies.
• Secured funding for a modernised, resilient network.
• Increased leadership awareness of operational risks and the true cost of under-investment.
  

Situation
A major South African government agency faced significant security and operational challenges. Its existing security measures were fragmented, with limited coordination across teams and unclear ownership of processes. The agency needed a centralised Security Operations Centre (SOC) to strengthen monitoring, streamline response, and ensure compliance. However, adoption posed a risk: different departments had siloed practices, role confusion, and varying levels of digital maturity.

Action

• Process Alignment: Conducted a full audit of existing security processes, mapped gaps against SOC best practices, and created a unified process framework tailored to the agency’s operating model.
• Role-Based Adoption Strategy: Defined clear responsibilities for each stakeholder group (from analysts to leadership) and developed tailored adoption pathways, training modules, and communications to build understanding and trust.
• Stakeholder Engagement: Brought department leaders into workshops to co-design operating procedures, reducing resistance and ensuring alignment.
• Change Enablement: Introduced phased onboarding, hands-on sessions, and regular review checkpoints to address resistance early and reinforce adoption.
• Technology Integration: Oversaw the deployment of monitoring and incident management tools, ensuring configuration aligned with agreed processes and roles.

 Result

• Successfully established the first centralised SOC for the agency, reducing response times to incidents by over 40%.
• Delivered clear process alignment, eliminating duplication and confusion across departments.
• Achieved measurable adoption outcomes: all defined roles had completed targeted training, with role clarity reported as one of the biggest improvements by staff.
• Built organisational confidence in the SOC, enabling it to become a trusted backbone for national security operations.
• Left behind a sustainable governance and reporting framework so leadership could track adoption progress and security performance long after implementation.

Situation
A governmental agency needed to modernise how their scheduling services were managed. The old system was manual, inconsistent, and created inefficiencies in staffing and coverage. A new digital system was introduced to improve planning, visibility, and fairness. However, the challenge was adoption: staff and clerks had relied on established patterns for years, and any disruption risked undermining daily operations.

Action

• Stakeholder Engagement: Consulted with clerks, administrators, and operational leaders to understand frustrations with the old system and expectations for the new one.
• Role-Based Adoption Strategy: Built tailored training and adoption plans recognising that clerks, administrators, and supervisors interacted with the system differently.
• Change Communications: Developed clear messaging about the benefits — fairness, transparency, and reduced admin — and addressed concerns early.
• Pilot Implementation: Tested the rota system in a smaller environments, gathered feedback, and refined workflows before wider rollout.
• Training & Support: Delivered practical, hands-on sessions and provided floor-walking support at go-live to build confidence and reduce errors.
• Process Alignment: Adjusted existing scheduling procedures to fit the new digital workflows, ensuring compliance with court requirements while improving efficiency.

Result

• Successful rollout of the new rota system across targeted business units with minimal disruption to day-to-day operations.
• Staff adoption exceeded expectations, with >80% actively using the new system in the first three months.
• Improved transparency in scheduling reported, with staff highlighting greater visibility into shift patterns.
• Reduced admin workload for clerks and supervisors, freeing time for higher-value tasks.
• Created a repeatable adoption model that could be applied to future process or system rollouts within the agency.