SIRF Roundtables Blog

SIRF Effective Change Management Workshop

27 people attended from  6 States in Australian and 17 companies including BlueScope steel , Bulla Dairy Foods,Ixom Loy Yang B Ops & Maintenance, Melbourne Water, Nufarm , Nyrstar, Orica, Tomago Aluminium, Tronox, CCEP, Delta Electricity, ISC , Rheem Australia ,and Viatris ,

Effective Change Management

Who came with the following AIMS :


Some gathered before the workshop

Change AIMS

And other AIMS on the day itself :

  • Learn from others.
  • Understand what other companies are experiencing and applying in their organisations as change is upon us.
  • To learn from others and gain a different perspective/ approach to managing change
  • First SIRF session, see what its all about and hope fully learn a thing or two regarding change management.
  • Learn from others, for sure. Get ideas on how to do it effectivelly.
  • Change management cycle used, learn from others
  • I'd like to get some understanding of what level of assessment is required.
  • the workshop is recommended by my manager... :)
  • learning from others to see how complex or simple this can be.


A couple of POLLS were conducted to stimulate discussion and clarify the groups perspective of CHANGE


  1. What were the major reasons for Successful Change that you have been a part of :Change Poll 1

It is clear that all options listed were considered important with EMPLOYEE involvement in the CHANGE that affects the seen as the stand out

  • Culture that promotes/supports change is one that implements all those other points well. Otherwise the change culture will not get off the ground.
  • Honesty and Authenticity of all involved in the change is a necessity.
  • Having leaders from other areas,'swap' roles and be change leader for other departments works quite well

2.What were the major reasons for Failed or Stalled  Change that you have been a part of :Change Poll 2

Poor COMMUNICATION and NO CONSULTATION were the stand outs.

Other comments :

  • Lack of objective or vision and purpose of the change.
  • high turnover
  • Lack of resources to deliver the change.
  • Assuming people know what to do.
  • Also not measuring the change!
  • nothing is impossible for the person who don't have to do or implement it.
  • Help the person understand what is the purpose and involve in the process
  • Stakeholder management


  1. What CHANGE MANAGEMENT TRAINING has your company provided  :

Change Poll 3 


Other comments in regard to Change Management TRAINING :

  • ADKAR and GRIEF is mentioned in our in-house leadership training, but definitely no specific change management training.
  • Change is something that really needs to be owned by the business to aide in the development of a change culture
  • We use VelocityEHS program for change management
  • ADKAR is used in our Graduate Development program

More than half of those attending didn’t have formal Change Management training that they are aware of but some 42% cover this in some for of internal training.


We had a brief presentation introducing the main Change Management Models used :

  • Lewin’s Change Management Model
  • Kotter’s 8 Step
  • Prosci’s ADKAR model
  • Kübler-Ross Change Curve
  • CYNEFIN model


Contact your SIRF State manager if you want a copy of this presentation


In the large group discussions, many shared there experience of successfully implemented change:

Therese Jackson ,  Manager, Human Resources for Tronox,  outlined a elements of a successful global organisation redesign. Some of the key points raised by Therese:

  • Looking at Process and Systems
  • Bringing in the Lead Team and aligning for a shared VISION to engage each Leader and HR
  • Structured Stakeholder management
  • Go Hard & Fast – implement 3 new systems in 1 year
  • Need to ‘Step Back’ to ‘Go Forward’
  • Launched systems with only 80% capability built at time of launch
  • Used Feedback and 5 Step Change process to complete the capability
  • The power of an exceptional leader who can lead, inspire and listen

Therese has kindly shared a couple of summaries that are available to SIRF member companies - let your SIRF State manager know if you want a copy


Sandy Quirino , Tomago C.I. Superintendent , outlined a couple of key lessons for a number of successful C.I. changes Tomago have delivered :

  • Assign someone to drive the change
  • Project leaders to be passionate about the Change
  • The power of involving the Operators in the change – even if technical eg Gas Consumption


We had a good brief discussion on the Management of Change and risk and what can be sometimes seen as slow processes to manage change risk particularly in high risk work places.

Carmel Gillies, Head of C.I. from Ixom , outlined briefly the Kodak organisation redesign implemented at Kodak under their High Performance Work Team model with the lesson :

  • Get HR team involved

We also had a chance to network and discuss Change Management in smaller break out groups

Those attending left with the following Key Take Aways:

  • use the W's to assist with change - Who, what, when, where, why
  • Don't forget the people when managing changes
  • Different types of Change Management Model
  • implement change management training program
  • Have a clear well thought out vision of where you wish to be, or seek to achieve which has been communicated up/down. Possibly modified from discussion prior to implementing change
  • An effective Change depends a lot on people's desire to do it, so we need to be aware and work to increase it
  • change management models
  • importance of communication
  • involving the end user in the process


Some screenshots to remember the event:




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