In 2017, a comprehensive organisational survey was conducted within WA Health Support Services (HSS) to assess the existing organisational culture. The results, when compared to global benchmarks, revealed that HSS ranked in the lowest 10% of all participating organisations.
Low customer satisfaction and the presence of silos were identified as significant contributors to these poor results.
To address these challenges and create a more positive workplace for employees and customers, HSS embarked on a Culture and Engagement Journey to be more Customer Centric. This initiative involved revitalising the organisation’s values, developing a comprehensive cultural strategy, and implementing transformative initiatives.
The newly appointed CEO initiated a cultural transformation by starting with the executive team. The focus was on aligning the team around a desired culture, a new organisational structure, and innovative ways of working.
Beyond building trust, addressing conflict, and enhancing accountability, the executive team was tasked with collaborative efforts to redefine the desired culture, reset organisational priorities, and lead transformative change. A central theme underpinning these initiatives was improving ‘customer focus’.
MODAL began this process with the executive team and then expanded the work to lower levels of the organisation, aiming to foster clarity, alignment, engagement, and enhanced leadership and teaming capabilities.
Assessed the current cultural state through various measurement tools, including surveys, interviews and focus groups, to gather insights into the existing culture.
Facilitated the development of a clear desired culture by updating organisational values and adopting a specific culture archetype, in this case, ‘Customer Centric’.
Developed strategies to address systems, symbols, and behaviours that aligned with the desired culture.
Aligned the team, clarified purpose, synergised efforts, and enhanced personal impact.
Worked with each Executive Director and their teams to align them with the desired culture.
Implemented specific culture development initiatives, including focus groups, business planning, team development, consulting, and coaching, in selected departments.
Facilitated workshops to promote collaboration and alignment across different departments.
Co-designed and facilitated summits to engage leaders from the top four organisational levels.
Provided leadership development programs, including executive team and individual leadership coaching at various levels.
To enhance self-awareness and development.
Designed and facilitated “leading through change” programs for leaders at two organisational levels.
Over the course of two years the following results occurred:
