Client organisations
Peak cultural institutions in the ACT – National Library of Australia, Australian War Memorial, National Film and Sound Archives, National Gallery of Australia, National Museum of Australia, Australian Institute of Aboriginal and Torres Strait Islander Studies, National Archives of Australia
Date of commencement
2003
Length of engagement
Three years
Brief description
As a result of emerging digital imaging and sound technology from 2003 onwards, the national museums and libraries in the ACT were required to change strategic direction, re-design modes of business, restructure organisation units, and re-educate and train staff at all levels. In essencethey had to undertake a cultural change initiative aimed to develop improved styles of leadership and introduce new skills and knowledge at the operational level based on redefined directions and business. Not all the necessary expertise to manage change or provide education opportunities was available within any one institution. Where there was a gap in expertise, either at the executive or operational level, often contracting or recruiting initiatives failed as performance criteria could not be met. The required expertise did not exist in the marketplace. This led to a collaborative approach across institutions to find innovative responses in order to move forward.
Robert Styles, an executive member with The Human Dimension, working through an agreement with the ANU, was contracted by the NLA initially to work with them, and their network, to help address this problem. The outcome was the development of customised and targeted training initiatives for staff and new recruits designed to deliver outcomes against actual business cases. A partnership between the ACT Government, NLA and ANU delivered against strategic priorities in three areas – for the ACT government boosting the local economy through job creation; for the NLA changing ways of business and increased client access to the NLA collections; and for the ANU innovative creation of new training initiatives within the Australian Qualification Framework.
Outcomes achieved
- Alignment with organisation agenda (vision, mission/s, core business and strategic intent)
- Clarified key organisation function areas and roles (responsibilities and accountabilities)
- Developed people at all levels (skills, knowledge, beliefs, attitudes and behaviours)
Each area of weakness required a specific response – ranging from facilitated high-level processes involving leadership, designed to check and adjust strategic direction – down to tailored training and education programs designed to provide skills and knowledge to process workers.
This initiative demonstrated an ongoing need for innovative responses to organisational and cultural change. Rapid changes in strategic intent, modes of business and worker/client demographics have required ongoing flexible adjustment and adaptation of the disciplines that integrate and form the organisations, government and private, that aim to provide effective services. This required working creatively within the context of the Australian Qualification Framework in partnership with institutions such as the Australian National University. This approach became key to the ongoing success of this initiative being acknowledged by the Australian Flexible Learning Framework.
Relevance to potential clients
- Focus was maintained on the strategic intent of the organisation and its senior leaders as capabilities in leadership and personal effectiveness of staff were developed.
- Leadership development and learning outcomes were designed to deliver against actual business cases.
- Innovation was born out of collaboration with the organisation’s leaders and program participants as program and personal development outcomes were negotiated.
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