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Transforming the very nature of performance

We engage with an extensive diversity of both private and public sector clients — from the very large to the very small. Our expertise has been applied in a range of activities, from flagship leadership programs to risk mitigation workshops and strategic plan development.

Recent case studies

A selection of some of our recent activities is listed below. If you seek more-detailed information about either the process or the outcomes, we would be very happy to discuss what we do, and how we do it, with you at your convenience.

Many of the studies below use our Australian-built iMEET! collaboration meeting technology: if you would like to see iMEET! in action, we can arrange to present an online demonstration, or we can bring it to your office so that you can trial it first-hand.

Organisational renewal program

The challenge   The NSW Department of Planning undertook a major organisational renewal program over three years to transform its relationships with stakeholders, its capacity to deliver services to government and the community, and its overall skills and capabilities. Driven by the Director-General and Board, who named the process ‘Project our Future’, the change program was implemented by Global Learning using six major focus areas: leadership, corporate planning, communication, people and learning, information management and external relations.
The process Key initiatives were:
  • Having a Global Learning change manager work onsite within the Department
  • Workshops and coaching for senior management and functional teams
  • Co-ordination of the change process with other management and HR initiatives
  • An intense focus on increasing effective communication internally and externally.
The results In its first year, the project saw major restructuring of the top-40 directors, improved response from both internal and external stakeholders, more cohesive leadership, a performance management process for the whole organisation, a targeted skills development program, and new products and processes in planning and the delivery of planning services. One of the most significant outcomes was the agency’s increased capacity to grow and adapt to satisfy stakeholder expectations. The strong increase in both formal and informal communication was enthusiastically supported by staff at all levels, building organisational morale.
 
Strategic planning workshop for executive team

The challenge   Headed by a new CEO, Forests NSW wished to refocus its priorities and create a mission, vision and two-year strategic plan to respond to changing market conditions and requirements by its government owner. Global Learning was commissioned to design and facilitate the process.
The process Global Learning proposed an efficient and comprehensive approach, completed in three weeks, combining online surveys and face-to-face workshops. This integrated the thinking of the executive team of six with the 30 senior managers in Forests NSW. The executive completed an online survey, and met for a two-day workshop, capturing their ideas using Global Learning’s iMEET! collaborative platform. Senior managers completed their online survey, and met with the executive to compare their views and align on the organisation’s priorities and direction.
The results The agency found that the process provided speed, accuracy, immediacy and breadth, allowing a complete process to be delivered in a short timeframe. The design also provided for a full range of views to be expressed, while leading to a position of team alignment.
 
Local council sustainability strategy

The challenge   Design an innovative ten to twelve-year environment strategy for Yarra City Council in Victoria. The challenge included a progressive but politically-divided Council, a silo operational structure, staff not strongly engaged in key issues, an economically and socially diverse community, including older immigrant groups and newly-arrived migrants and refugees. Constraints included limited Council powers, a lack of open space or land under Council control, and many in the community with high expectations.
The process Sustainability in Mind was employed to design and facilitate the strategy development process, including design of research, facilitation of topic and neighbourhood workshops and write-up of the strategy. An initial design workshop was conducted with councillors and senior staff to agree on scope the project, assess risk and to build ownership and confidence in the process. A steering group was formed from this group to oversee the project and advise on key design issues such as staff and community engagement methods and maintaining Council buy-in.
The results The process led to a partnership approach with the community in achieving sustainability and a strong between the social and environment divisions in strategy delivery. It was an innovative strategy insofar as it focussed more on the environmental dimensions of how people live, rather than the traditional division of environmental management components typical of most environment strategies. It provided a framework for future Council environmental activities with a strong focus on cultural change and leadership within Council.
 
Flagship leadership training program

The challenge   To support its rapidly expanding middle management ranks, the Department of Employment and Workplace Relations selected Global Learning to design and deliver The Learning Edge, a flagship middle-management leadership development program to more than 650 participants from all parts of Australia.
The process The project involved over 30 programs, delivered over a six-year period. Each program was a blend of online and face-to-face workshops, with a two-week online pre-workshop phase, development of a learning contract between the participant and supervisor, completion of a personal 360° feedback leadership survey with feedback, a four-day residential experiential workshop followed by an eight-week online ‘on-the-job’ learning program, a series of weekly online leadership modules encompassing each core leadership role applied to a workplace leadership project, video-conferences facilitated by members of each learning group, and culminated in a ‘transition day’ recall workshop to review and reflect on the program, present learning insights to the senior manager sponsor, to celebrate successes, and to consolidate the key outcomes and to prepare confidently for the future.
The Deep Dive Learning Lab (based on key adult learning principles) was a key component of the workshop. It provided a short, intensive simulation of workplace and learning challenges that tested and built critical team and leadership capabilities. The Deep Dive required research and content learning, and stimulated creativity and a sense of play — all designed to build emotional intelligence and leadership authenticity.
The results The program resulted in the graduation of more than 650 participants, and through long-term evaluation, has delivered key strategic organisational outcomes, with 100% of participants believing that the program will provide long-term benefits to them as leaders. A long waiting list of potential participants became a significant indicator of the success of the program. Both Department Secretaries in the period of the program acknowledged that the program was a major strategic change driver.
 
Community consultation

The challenge   A strong commitment to hearing in detail the views and concerns of residents underpinned this community consultation, in which Global Learning collaborated with the NSW Roads and Traffic Authority (RTA). The consultation involved a planned upgrade of a major road, through an area with historic villages and settlements, indigenous heritage sites, world heritage national parks, and challenges to its biodiversity. Groups of up to 50 residents, who attended six workshops, brought a wide range of concerns.
The process The consultations were facilitated using the World Café format, in which participants move from group to group, allowing them to explore issues in greater depth and breadth. Global Learning supported workshops with the iMEET! collaborative platform with wireless-linked laptops to capture rapidly and accurately a mass of information, and to quickly sort the data into comprehensible categories for attendees to review and comment. Groups were supported by expert facilitators.
The results Residents who participated in the workshops expressed satisfaction at how fully and accurately their views were recorded. Facilitators benefited by being collecting a greater than usual volume of more complete information. The RTA and its project managers were able to accelerate their process, because all the output from the six workshops was available immediately for analysis, aggregation and further consultation. This compared very favourably with the previous process of recording data by hand, which would normally delay progress by up to two weeks.
 
Delivering innovation and engagement

The challenge   The Computer Science Corporation wished to more-deeply engage participants of an annual sales conference involving more than 150 sales staff, and to inject a greater degree of innovation and excitement into their yearly event.
The process Global Learning was engaged to design and provide the iMEET! collaborative meeting platform at the proposed venue, and to offer delegates the opportunity to provide feedback about a series of proposals, to permit instant feedback to each speaker, and to build and vote on a series of responses to an innovative and not-yet-released advertising campaign.
The results The sales conference was declared by the CEO as very successful. Participants identified that iMEET! allowed them to engage more effectively with the presentations and to explore and prioritise the issues raised in real time, and enjoyed the innovation that iMEET! delivered.
 
Risk mitigation workshop

The challenge   Biosecurity Australia is a Federal Government agency that provides science-based quarantine assessments and policy advice that protect Australia's favourable pest and disease status and enhance Australia's access to international animal and plant-related markets. The Australian Government sought consultation with members of the Biosecurity Risk Mitigation Working Group to manage six key areas of identified risk and to use this input to inform effective decision-making.
The process Global Learning facilitated a one-day workshop with the 80 members of the Risk Mitigation Working Group, using the iMEET! conference support system. Agreement was sought through a framework of templates, based on the following areas of focus:
  • What could be developed and implemented to achieve the desired outcome?
  • Actions required to achieve the outputs
  • Assignation of roles and responsibilities to specific agencies, positions or people
  • Funding (or otherwise) implications for governments, sectors, including staff and other resources required
  • Initial budgetary requirements
  • Ongoing budgetary implications
  • Timeframe, and performance indicators
  • Engagement of stakeholders.
At the completion of the workshop, an electronic and paper record of all input was provided to Departmental officials to permit the preparation of an agenda for the subsequent decision-making meeting.
The results The workshop was highly successful, with qualitative information collected and a broad perspective gleaned of the issues at hand. The subsequent decision-making meeting was well-informed with the recognition that Biosecurity Australia continues to engage effectively with its stakeholders.
 
Community collaboration and planning event

The challenge   The Lake Eyre Basin Co-ordinating Group, formed as part of an intergovernmental Agreement between the Queensland, South Australian and Commonwealth governments, wished to update its Five-Year Action Plan with the full collaboration of a diverse group of organisations, individuals, stakeholders and agencies, including a Ministerial Forum and a Community Advisory Committee. Global Learning was asked to co-ordinate the process, and to use its iMEET! collaborative platform to capture and prioritise data rapidly and effectively.
The process Global Learning was engaged to collaborate in the design of the two-day intensive workshop, and to produce a final document at the culmination of the event in preparation for further work via a team of consultants. The program of events entailed a series of parallel workshop sessions, at which brainstorming, filtering, ranking and prioritisation allowed the formation of a final document. During the event, groups were rotated to permit full and frank discussions over the six major themes of the event. Recommendations were distilled from the collective wisdom of the group, resulting in a complete document of the summary view on all six sessions, and comprehensive comment and recommendations. All data was retained for reference by consultants, allowing for deeper analysis of the input over that period. The event itself was held in remote Central Queensland, and Global Learning was responsible for the setup and configuration of iMEET!, including all computer equipment required to manage the process, and desktop computers at the vent itself.
The results
  • Complete data of the event was captured and recorded, across all stakeholder groups.
  • Conference delegates were surveyed following the event to gauge their views on effectiveness and accuracy of the process: all found that iMEET! was an invaluable tool and allowed for rapid collaboration and agreement in key areas.
  • The ability to track comments in real time created a very lively atmosphere, and one in which all delegates were comfortable in offering their views and opinions on the planning process.
  • Delegates also appreciated the opportunity to review all material online immediately following the event, and to refer comments to their supervisors and colleagues in the workplace.
  • A memorable quote from the survey: “That far in front of butchers paper it’s not funny”.