Making significant change last
The challenge
A large federal government department needed to embed a new, organisation-wide way of working across thousands of people and many teams. The change meant a fundamental shift in how people worked, asking them to change how, and how early, they began engaging one another, factoring in long-term support from the start rather than the end stages of the process. Without genuine buy-in, it would be dismissed as just another initiative from above and forgotten once the program ended.
What we delivered
Openloop designed the change management strategy that took the initiative from a top-down program to an everyday habit. Drawing on a range of proven methodologies, including Kotter, ADKAR, Burke-Litwin and McKinsey 7-S, we secured leadership sponsorship, made the change relevant to every role with plain “what this means for me” messaging, equipped the workforce to apply it with confidence, and built it into existing governance so it stuck without adding administrative burden.
The outcome
A clear, credible roadmap for embedding a significant organisation-wide change. Because the approach was built around people and behaviour, not just process, the change is set up to be owned by the organisation itself. The result is better, earlier decisions and a workforce that adopts the new way of working by default, the point where a program stops being a program and simply becomes how things are done.