People and workforce

Do you change your people, or change the way your people work?

In the face of the disruptive forces changing the working world, organizations need to become much more adaptable to rapid change — and they need their people to be flexible and agile to match, at a time when it’s getting harder to source, manage, motivate and retain talent while controlling costs.

EY People Advisory Services professionals can help you effectively harness your people agenda as part of an integrated business strategy. This can translate into competitive advantage by helping you get the right people, with the right capabilities, in the right place, for the right cost, doing the right things.

Case Study
The better the question The better the answer The better the world works
Case Study

How digital transformation is elevating an elite military organization

EY is partnering with the Australian Defence Force to enable more than 80k military personnel to thrive in the transformative age.

Case Study
The better the question The better the answer The better the world works
Case Study

Can implementing a unified technology platform eliminate barriers?

Accelerating digital adoption and fortifying capabilities through one of the largest digital transformation programs underway in Australia.

The Australian Defence Force (Defence) is transforming its military support operations into a connected, unified enterprise to support the operation of a modern military and protect Australia’s national interest. Linked to the findings of the Australian Government’s First Principles Review, it is recognized that Defence’s current systems, organizational model and processes are often complicated, slow and inefficient in an environment requiring speed and agility. This was limiting interoperability, leaving compliance risks, duplicating effort and causing inefficient use of resources.

Defence seized the opportunity to deploy a digital transformation – with the goal of breaking down siloes and barriers to adopt a “One Defence” philosophy as the cornerstone. At the center of this transformation, is an upgrade to a next-level Enterprise Resource Planning (ERP) solution. Supplanting hundreds of disparate software applications, along with thousands of related supporting processes, such an implementation would require Defence to embrace new ways of thinking and working. The vision was clear: Defence would leverage the opportunity to elevate, engage and empower its personnel to become continuously change-capable, a critical skill and a competitive advantage for one of the world’s most powerful military forces.

The Royal Australian Navy Anzac Class Frigate Hmas Perth
Case Study
The better the question The better the answer The better the world works
Case Study

A masterfully orchestrated change experience

Unconventional for a military organization, EY is designing a deeply personal, human-centric change management program, unleashing new ways of working, and thinking.

EY is working to ensure that Defence’s workforce of more than 80K people across 55 national and overseas locations are leveraging the opportunities created by digital transformation to become engaged, efficient and ready to transform opportunity into action.

One of the key differentiators of EY’s approach and the change experience being delivered is to create communications, learning activities and interactions that are “deliberately different” from other programs happening within Defence. “We know being ‘deliberately different’ is the ideal way to ensure digital transformation cuts-through and resonates across the 14 organizations that make up Defence. It speaks to people from a place of understanding and with an eye toward a shared vision for the future of Defence,” says Natalie Johnson, EY Global Change Experience Leader. Stand-out messaging, immersive events, personal storytelling from senior leadership and pointed communications ensure the program not only has buy-in from personnel, but that the program is continuously creating passion and zeal for the “One Defence” vision, which calls for committed people with the right skills in appropriate jobs.

We know being ‘deliberately different’ is the ideal way to ensure digital transformation cuts-through and resonates across the 14 organizations that make up Defence. It speaks to people from a place of understanding and with an eye toward a shared vision for the future of Defence.
Natalie Johnson
EY Global Change Experience Leader

Implementing a human-centric and deliberately different change and digital transformation program within a military organization is a unique, albeit prudent approach. A human enterprise defines its purpose and creates an ecosystem of long-term value, including the well-being of human stakeholders. By placing ADF’s people at the cornerstone of every change decision, Defence has embraced technology as a way to reach its “One Defence” vision.

EY’s approach is continuously defined by data and analytics – the EY team has unified data sources across Defence’s 14 organizations, building cohesive analytics, informing insight and adding a layer of visibility into not only the respective units which comprise Defence, but into the organization as a whole. 

Through rich insights, Defence stakeholders are able see change effectiveness and where needed, respond with agility. “Securing stakeholder buy in for this program has been made easier, given the robust data and analytics capabilities the EY team has delivered. We can see where transformation is happening in near real-time,” says a member of the Defence Program leadership.

Securing stakeholder buy in for this program has been made easier, given the robust data and analytics capabilities the EY team has delivered. We can see where transformation is happening in near real-time.
Natalie Johnson
EY Global Change Experience Leader
Rifleman With The 1st Royal Australian Regiment
Case Study
The better the question The better the answer The better the world works
Case Study

A future-proofed, continuously change-capable organization

The Defence Force becomes a powerful force for change.

Most importantly, the deliberately different and human-centric approach is shaping nearly every facet of Defence’s digital transformation.

“When you put people first, the change experience is authentic. This substantially increases the likelihood of an exceptional outcome; for Defence, we scaled our approach to one of the largest organizations in Australia; an incredible opportunity,” adds Natalie Johnson.

By removing the constraints of legacy technology, the Defence is transforming and vastly increasing capabilities, while simultaneously enabling it’s more than 80K personnel to become continuously change-capable. The result, a formidable military capability that stands ready to lead in the transformative age.

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