Transformation: Driving Enterprise Leadership Across a Leading University’s Health Sciences Faculty
The Brief
The Faculty of Medicine, Dentistry and Health Sciences at a leading Australian university embarked on a transformative journey to develop a new strategy, workplace culture, and operating model based on Enterprise Leadership.
This initiative began with the appointment of an interim Dean, later confirmed in the role, who sought to drive alignment and accountability across the Faculty’s Schools and Departments.
Improved Employee Engagement
Companies that undergo successful organisational transformation experience a 30% increase in employee engagement. Engaged employees are more productive, less likely to leave, and contribute to a positive workplace culture.
Reference: McKinsey & Company, "The People Power of Transformations" (2018)
Financial
Organisations that successfully implement transformation initiatives see an average 25% improvement in their financial performance, including revenue growth and profitability.
Reference: BCG, "The Role of Leadership in Transformation" (2020)
Return on Investment (ROI)
Transformation projects with effective change management practices are six times more likely to meet their objectives and achieve a 143% return on investment (ROI).
Reference: Prosci, "Best Practices in Change Management" (2019)
Reduced Time to Market
Organisations that undergo successful digital transformation reduce their time to market by 20-50%, allowing them to bring products and services to customers faster and stay competitive in rapidly changing markets.
Reference: Deloitte, "Digital Transformation: A Roadmap for Billion-Dollar Organizations" (2021)
The Process
Future Leadership implemented a comprehensive multi-year program, which included:
- Workshops and Executive Forums: Planning and facilitating a series of workshops and executive forums to build a roadmap for the development of an enterprise leadership approach. The goal was to create a shared accountability for strategy that could be cascaded throughout the Faculty.
- Robust and Flexible Framework: Guiding the Faculty Executive Committee (FEC) through a flexible framework that allowed for co-authorship, ensuring buy-in and alignment with the enterprise leadership vision.
- Alignment Across Schools and Departments: Extending the program’s activities to other levels of the organisation, including the Schools of Medicine, Health Sciences, Psychological Sciences, Dentistry, and Biomedical Sciences, to ensure alignment with the FEC’s vision.
- Strategy Days and Planning Workshops: Designing and facilitating strategy days and planning workshops, creating new operating models, governance frameworks, processes, and ways of working aligned with the Faculty’s goals.
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
Over the last three years, Future Leadership successfully delivered the program across various Schools within the Faculty.
The FEC reported significant improvements in the environment, clarity of goals and strategy, and workplace culture. The program led to new levels of positive collaboration, resource sharing, and effective resolution of challenges. The Enterprise Leadership framework was adopted as an organising principle at both the School and Department levels, resulting in a practical, actionable strategy with clear accountabilities communicated throughout the Faculty.
