Case Study:

Convergence Australia, a change management conference

Into its third year, Convergence Australia is fast gaining a name as the change management event to attend in the Asia Pacific.  With over 300 attendees to date, 10,000 website hits and stories popping up in a range of local, national and international forums, Convergence has developed a reputation for uplifting capability, building a change community and increasing individual motivation to deliver change effectively.

Our speakers are drawn from a wide range of large, medium and small organisations, who are excited about their ideas and passionate to share. It’s a bit of who’s who at our event, with organisations such as KPMG, Deloittes, Synergy, Department of Finance, IP Australia, Helmsmen International, and well know change experts from Being Human along with Ralleo, Microsoft and the Change Management Institute supporting us. We are lucky to have had Tim Longhurst open the last two events, have well known and highly respected journalists Ginger Gorman and Virginia Haussegger facilitate our panels, and welcome over 100 organisations with their teams from around Australia to participate in our event.

We have our own Youtube channel, Facebook Page, Twitter account and Vimeo film archive if you want to find out more!

Convergence creates an atmosphere that encourages community building and trust, that brings collaboration and innovation centre stage, and harnesses both the power of the individual and the group. Change is hard. Convergence helps our clients connect, collaborate and create new ways to motivate change in organisations.

Our next event will be held at the RACV in Melbourne, Australia  on 23 and 24 April 2018. Check out our event website for more details.

Case Study:

Team Futures Workshop, creating group alignment and collaboration

We recently worked with a large government department that had a team of 30 or so professionals. The bulk of the team had been together for a long time, upwards of 10 years. Due to rapid changes in technology senior management had recruited specialists to assist the team with business as usual and to modernise some of the work that was being done. As a result, two very different informal groups emerged in the team, with very distinct characteristics which caused a lot of stress that contributed to a drop in productivity. You can imagine what emerged.

The specialists that arrived were from a younger generation (generally) and they had strong ideas about how to take the team forward.

The established members felt that things were just peaches and didn’t want to change anything. They were, in principle, not opposed to having more people in the team to help with the workload. They just didn’t understand, or felt like they hadn’t heard, the rationale for the new people.

No one was sure what they were supposed to do, how to create alignment and start working together more productively. Negative gossip, undermining and friction crept into the team. Everyone was passionate about why they were there. They just didn’t know how to work together effectively. Nor did they understand each other’s point of view. A case of old-timers versus pioneers.

Redgrass helped them to create their own preferred future through story which was achieved through a two day workshop. We assisted the team to determine the measurable objectives required to get to their ‘preferred future’ in a reasonable time frame. We helped them build alignment, appreciate each others strengths. At the end of the assignment, the team made significant progress towards owning a joined up future, that was supportive of each other and harnessed their passion.

Case Study:

Change Mentoring, building change capability

We were engaged to work on advisory services to a large government organisation that was undergoing significant business, system and organisational transformation. The project had been running for two years and was in the final stages of the funding and deliverables were not being met. Not only was the organisation adopting an Agile methodology with a waterfall mindset, it has been forced to bring five different cultures together to create a hub experience offering whole of government services.

The client was in free fall, with increasing budget limitations, a number of adverse reviews and staff that were openly unhappy and in some cases externally hostile. Day four in the role resulted in a restructure of the change capability, day 15 included the development and rollout of a suite of new change templates, and day 30 resulted in an organisation cultural assessment with a range of mechanisms identified to improve staff morale and uplift capability. At day 75 we were finally allowed to run in-house workshops which received rave reviews.

At the end of the project and after a roll out of IT capability to 4500 users, the client asked “what did you do differently that made you so successful? Redgrass focused on believing that the staff wanted to do their job well, that they needed a boost in confidence and energy and active encouragement of the attributes of leadership and collaboration within themselves through a safe space facilitated by a change advocate. By helping the staff communicate and connect, the multi-disciplinary, cross branch team had uplifted their capability and met their deliverable in very tight timelines, resulting in excellent management reviews.

Get in contact with the Redgrass team


Sonia Irwin
Mobile: 0423 878 226
James Young
Mobile: 0408 765 349

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