The power of our approach is our independence, the freedom to be objective, the experience of our consultants, their recognition as authorities, our

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2 The power of our approach is our independence, the freedom to be objective, the experience of our consultants, their recognition as authorities, our rigorous attention to quality, time and cost controls and the outcomes we deliver

3 INTRODUCTION Change Management is one of Azimuth s core disciplines and refers to our structured approach to facilitating the adoption of change by groups and individuals within large Public and Private organisations. Our view is that Change Management emphasises the "people-side" of change and targets leadership within all levels of an organisation including executives, senior leaders, middle managers and line supervisors. Economic pressures and consolidation are two of many factors that mandate everincreasing rates of change by both Public and Private entities. A structured and systematic approach to Change Management can greatly enhance both an organization's ability to successfully change, as well as the return on investment from those changes. Our experience is that, there is a direct correlation between the emphasis and quality of the Change Management on major projects, to, the project meeting its objectives, coming in on or ahead of schedule, staying within or below budget and delivering the promised business benefits. Whilst there are numerous Change Management Methodologies available, qualification in any or all of these does not ensure or guarantee an effective change outcome. It is our belief that as Change Management is all about the people-side the most significant attribute of a successful change initiative is the hands-on experience of the Change Manager. When this is coupled with knowledge and experience of world class best practice you have a winning formulae and an Azimuth Senior Change Manager.

4 OUR APPROACH A Principled Approach In approaching change management assignments, our activities are guided by the following principles: Understanding the organisation it s important to grasp the overall strategic intent, core capability, mission, so that change initiatives are aligned with these top-level settings. Understanding the change whether a re-organisation, merger, divestment or a large-scale technology implementation, the change practitioners need to comprehend the programme causing the changes and its business imperative in order to realise the planned benefits. Aligning with the core programme the change effort is dovetailed with the core change programme, aligned to its timing and milestones and subject to its reporting disciplines, risk management requirements and overall governance. The programme manager and change manager need to be joined at the hip. Understanding the real impact for people the change programme needs to be disaggregated so that individual workplace impacts may be discerned, in order to provide the right mix of support interventions to individuals. Agreeing the right interventions the change initiatives will need to fit employment practices, cultural imperatives and the wider organisational context. Who does what counts too in many cases it s more appropriate for line managers, or the HR community to act, than the change management practitioner. Putting people first throughout the change journey individuals will face different impacts, experience differing intensity of impact and possess varying capabilities to assimilate new work practices. Without fail, our demeanor demonstrates that we respect people, listen to them and communicate openly and honestly with them. The Enabler: Azimuth s Change Management Methodology We deploy appropriate elements of Azimuth s change management methodology in each assignment. We present here only a high level overview of the methodology, to inform you about its comprehensive capture of all elements. The methodology deploys tools and techniques as distinct activities and deliverables. The methodology is used to distinguish three major emphases: Managing the Process simply leveraging normal programme and project management tools to plan, execute and monitor all of the subsequent activities. The change management effort is integrated and aligned with the overall initiative, and reported upon similarly. Creating the Impetus for Change Positioning the need for change in such a way that all stakeholders at all levels understand the need for, and feel motivated to move towards, the change. Supporting the Organisation - Aligning the organisation with the change, and enabling stakeholders to successfully move towards the new operating models or work practices.

5 The Diagram below provides a logical cascade to quickly introduce the key activities that comprise the full methodology. This methodology is simply a proven guide to manage effort. Most importantly, we are guided by our clients to develop work streams that are appropriate to the key objectives the smooth transition of leaders and employees to new workplace processes, and new ways of working, thinking and relating. Azimuth People: Experienced, Capable and Ready Azimuth people have the proven ability to deliver, and are widely experienced in, change management projects of major scale and scope. Azimuth s engagement model ensures that we present only experienced and respected practitioners. Accordingly, our consultants and associates are not trainees, learning at the client s expense. In this field, our people have: Significant experience in working in complex multi-programme/project/portfolio structures in large complex organisational environments Most engagements by Azimuth people are conducted in these complex environments; accordingly, we are familiar with large-scale programme management tools and disciplines, contemporary PMO practices, and have experience in assessing workplace impacts. Significant large-scale technology knowledge our consultants are regularly exposed to ERP technologies [SAP; Oracle; PeopleSoft etc] and enabling technologies [like EDRMS etc] and are familiar with their typical implementation paths. Specific subject matter expertise in shared services our people have had extensive experience in change programmes for shared services, corporate centre and corporate services, network logistics and human resources environments, including payroll and HRMIS.

6 Proven stakeholder management skills both the chosen methodology and years of experience arm Azimuth practitioners with the ability to rapidly capture, record and distill stakeholder impacts, issues, risks and opportunities and to demonstrate empathy and provide logical and motivational direction. Exemplary negotiation skills Our people know we need sometimes to negotiate outcomes with people affected by change, and our consultants have demonstrable track records of success not only in respectful personal negotiations, but also in collective bargaining. Leadership, mentoring and collaboration skills Our change practitioners are used to leading and collaborating with small groups of professionals to achieve business objectives. We re noted for listening, engaging, guiding and monitoring. Excellent written and verbal communication skills Our change practitioners are themselves accomplished and fluent communicators, presenters, facilitators and writers who also harness modern collaborative tools for these purposes: intranets; extranets. Azimuth is able to draw upon a number of experienced change management consultants to meet clients requirements in reasonable timeframes. We know too that our fee structures are costcompetitive in this specialised services market. Additionally, there are no extra fees for deployment of our change management methodology and its associated tool sets.

7 Ministry of Social Development Client Management System (CMS) - Work and Income Ian Richards, Barry Fisk and Christine Stevenson sponsored this work. For the Ministry, Azimuth: Developed the high level Organisational Change Management Strategy to support the implementation of the Client Management System prepared the Change Management Plan reflecting the strategy and outlining the high level key tasks required to implement the strategy effectively, determined the level of effort required to execute the Plan, developed a strategy that was easily integrated into the Client Management System business case and a plan that was aligned with the agreed implementation timetable and phases. Housing New Zealand Corporation Enterprise Transformation Programme (ETP) ETP was conceived to deliver major operational benefits to HNZC through the replacement of legacy systems with modern and fit for purpose business systems that managed: Assets Assessments Finance Repairs and Maintenance Procurement Contracts For Housing New Zealand, Azimuth: Prepared the change management strategy to support the implementation of Housing s ETP programme managed the change management plan throughout the entire enterprise implemented an Enterprise Programme Management Office (EPMO) to manage the multiple projects within the programme. Ministry of Education Integrated Change Management Programme The objectives of the assignment are were: To provide programme directorship for performance measurement and change management within the Ministry

8 to develop the change management strategic plan to establish the Enterprise Portfolio Management Office for the Ministry s SLT and Board to develop a performance management framework that provides dashboard-style reporting to management.

9 Our mission is to help improve our clients business through the provision of informed and impartial advice and services relating to business and information management

10 Contact Azimuth Azimuth Consulting Limited Level 2 - Featherston House Azimuth Consulting Limited Suite C - Watership House 23 Waring Taylor Street 87 West End PO Box 1955 PO Box 772 Wellington Auckland Ph Ph info@azimuth.co.nz Copyright Azimuth Consulting Limited All rights reserved. Azimuth and the Azimuth logo are registered trademarks and the Azimuth logo and The power of our approach are service marks of Azimuth Consulting Limited in New Zealand and other countries. All other trade names, trademarks or service marks referenced herein are the property of their respective owners.