THE CHANGE & TRANSFORMATION SUMMIT

Understanding the current key drivers of change that are leading organisations to transform

Do you really need a North, big idea or burning platform - do successful transformations require a unifying vision or principle to motivate the change and ensure impact?

Moving into the era of continuous transformation - exploring why business transformation is often no longer a time-limited project

Using business transformation to reimagine the core aspects of an organisation to adapt, innovate, and evolve

Contrasting adaptive change with transformational change

Ensuring that transformation programs have proper benefits tracking and measurable KPIs to demonstrate impact

Examining the latest thinking around the best tools, mechanisms and enabling methodologies to support transformation

Exploring why culture is often overlooked and under-appreciated as part of the change process

Discovering why culture resists change and can undermine even the best strategies for transformation

Learning what needs to be understood about culture to have any chance of a successful business transformation

How can we develop a change-ready culture and mindset across the workforce?

Examining organisational culture theories and exploring proven tools and change mechanisms for delivering culture change

Analysing the science of cultural measurement and assessment: How can we use behavioural metrics and ethnographic methods to effectively quantify and understand our organisational culture?

Developing the capability to measure the impact of cultural shifts on business performance

How are transformation and change management roles changing?

Developing Transformation Management Offices (TMO) – what skills and capabilities are needed

Building cross-functional teams to break down silos -understanding the contribution required from key teams

Investing in EPMO and other project management capabilities that support organisations to deliver complex change

Recognising that all successful transformations require tech enablement – how can this be best resourced and deployed to support transformation?

Understanding why transformation has become a strategic imperative requiring core sets of skills from leaders at all levels

Developing the capability within senior leaders, boards and executive team to develop a strategic vision for transformation and change within the organisation

What are the skills and capabilities required of leaders to effectively communicate change and transformation plans and engage staff across to the organisation to deliver?

How can organisations develop and embed the skills and capabilities across all levels of the business required to lead operational transformation on the ground

Upskilling leaders to drive innovation and adaptability

Fostering innovation through inclusive leadership

How can organisations effectively communicate the vision and strategy for change meaningfully to foster engagement with teams?

Beyond consultation and engagement – exploring bottom-up mechanisms for co-creating and co-designing change and transformation plans with the wider business

Exploring internal communication and engagement best practices

Using AI to support and improve change management communications

Beyond inclusion - building a participatory performance culture

Understanding the impact of change fatigue on staff wellbeing and how to mitigate risks to their psychological safety?

Developing and delivering a business transformation initiative in HCC powered by technology and digital innovation

Leveraging Digital Twin and geospatial technologies as unique enablers for transformation

Utilising Hamilton’s Digital Twin as a fast and cost-effective way to investigate options and model complex scenarios

Examining how Hamilton’s Digital Twin enables delivery of key Council strategies and plans

Exploring the productivity gains and other impacts achieved through the transformation

Harnessing the power of AI to transform businesses by enhancing productivity, solving complex problems, driving innovation and reducing operational costs

Integrating AI into transformation strategies - Understanding AI as a tool for strategic transformation rather than just a technology

Identifying the particular opportunities for transformational change that AI can support across a range of key sectors

Ensuring the safe, responsible and ethical deployment of AI and managing the risks

How can AI support change management and transformation professionals in the day-to-day execution of programmes?

Navigating AI and automation in organisational workflows

Understanding that one of the key reasons transformations fail is due to a lack of commitment to customer centricity but that most organisations believe that their transformation initiatives are customer-centric – how can we make sense of this crucial disconnect?

Exploring frameworks to transform your business around the customer experience

How can you practically embed a system within a transformation program that includes the customer in every decision you make?

Mapping customer journeys and aligning organisational transformation plans around them

How can chief customer officers best influence transformation strategy?

Addressing changing customer expectations in a digital-first world

Unpacking purpose, values and impact-based business models  

Outlining how businesses can better understand and improve the impact they have on customers, the communities in which they operate and the workers they employ

Delivering transformation to embed purpose in the business – how to deliver ESG impact while balancing competitive and commercial outcomes responsibility for a sustainable future

Tracking the organisations journey to develop a transformational plan to redesign the business - managing the long-term impacts across the interconnected "quadruple bottom line" of sustainability

Building the business case to create value though operating model transformation

Creating a Target Operating Model (TOM) to provide the strategic framework to inform the transformation of the business

Defining the key skills, processes, tools, data, and systems required

Executing the transition from the Current Operating Model (COM) to the TOM – ensuring the right team, technology delivery capability and governance oversight is in place