agile coaching in government – case study

The client is the Risk function of one of Australia’s largest retailer, with over 200,000 employees and 1000 stores nationwide. The Risk function was decentralized, with cells of  highly-skilled risk professionals  spread across the organization​.

This led to challenges relating to:

1. Alignment: Team members were not clear on their roles and responsibilities. They lacked clarity around how their work, or the work of others, fit into a bigger picture to deliver results 
2. End-user focus: There was a disconnect between the work being done and the value sought by the end user in their efforts to control material risks 
3. Visibility: Risk management was too reactive and event-focused, rather than proactive or predictive and system-focused 
4. Community: There was a sense of limited opportunity to connect and share with their fellow risk team members 

Context

The client’s objective was to centralize the risk team, allowing for enhanced alignment, end-user focus, and increased visibility and community. 

ADAPTOVATE worked with senior leaders to align on a set of principles to guide the operating model codesign toward best addressing those challenges. The operating model was then codesigned with key stakeholders through a series of immersive virtual workshops. Teams were designed to provide the tools, frameworks and foundations required by business to manage material risks. Cadences were added to support business in applying these tools effectively, and align risk teams to business needs. 

Key Activities