CASE STUDY

Priming the organisation to double revenue and service outcomes

SERO4 Limited (SERO4) was created in 2013 to support Australian women to reach their potential and avoid the challenges they currently face, catalysing individual, family and community wellbeing. To achieve this SERO4 partners with Queensland Correctional Services to meet the need for gender-sensitive, culturally appropriate women’s re-entry services in South East Queensland (SEQ). In this capacity SERO4 assisted more than 10,000 women in QCS facilities as they transition out of prison and return to their families and communities.

SERO4 become aware of an opportunity to leverage its passion and experience by participating in a tender to deliver state-wide WRE services for QCS. As SERO4 is a lean, specialised service with a flat hierarchy, they lacked the capacity to prepare their organisation and people for the growth opportunity that was to come. For this reason, SERO4 partnered with Change Readiness Australia.

Our partnership

Many factors influence the effectiveness of growth strategies; one such factor is staff readiness for change and the ability of change management practices to implement desired outcomes (Armenakis et al., 1993). Moreover, change management practices focusing just on the organisation is no longer sufficient, given the importance of acknowledging and integrating the needs of diverse stakeholders (Villajos, 2019). Particularly in the health and community service environment where employees have consciously chosen to enter a human-centred, care-based profession, bringing personal values and norms into the workplace (Kinderin et al., 2020).

Demanding and complex work within organisations such as SERO4 can place employee well-being and organisational performance at risk and raises the question of how we can positively influence the mental health and well-being of employees through change whilst supporting change adoption. Fundamentally, community service practitioners need to be functioning well to best help and support others and this was a primary focus when designing strategies for SERO4’s growth and its implementation.

The objective of our work was to support the multi-levels of SERO4 to reach their potential and avoid the multitude of change-related risks and barriers they faced. To achieve we used the framework of contemporary change management coupled with evidence-based research to deliver individual, team and organisational growth outcomes. In achieving this we were able to:

  • De-risking the strategic implementation and organisational change process.

  • Protect, and in places, strengthen employee wellbeing.

  • Build adaptive capacity in leaders, teams and organisational structures.

With our change readiness support team embedded within the organisation, SERO4 was able to focus on doing what it does best by supporting the women it served, whilst we made light work of the change process.

“We highly recommend Matthew and the Change Readiness team. We couldn’t have don it without them.” - Amy Compton-Keen

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