I have joined the Australian Transformational Management Program run by the Australian National Univesity (ANU) developed in conjunction with the Australian Transformation and Turnaround Association (AusTTA).

I was delighted to be invited by the Chair of AusTTA Adam Salzer to attend the program that designed by leading international scholars in the fields of organisational behaviour, change management, and project management to give the group chosen the confidence and skills to stretch yourself beyond your current boundaries as agents for transformational change.

Last month on September 8th fellow participants, faculty members and project sponsors held a launch session at the Allan Barton Forum at ANU to meet each other and whet the appetite discussing megatrends, the role of the projects/case studies and evidence-based management. The dinner that night at Boffins Restaurant in University House was just as rewarding.

The ANU Transformational Leadership Program now has a core goal now and a set of resources that ANU’s Research School of Management team can deliver too.

The AusTTA believe leading transformation is a rapidly evolving field. To unlock future opportunities and transform existing organisations, change leaders must be able to contend with a volatile and rapidly changing macroeconomic environment, unprecedented technological disruption, legacy systems and processes as well as my personal favourite resistant organisational cultures.

The Australian Transformation and Turnaround Association, the ANU Transformational Leadership Program has been built around the ANU’s unique evidence-based approach to management capability development.

The aim is to ensure that participants have the skills and knowledge to solve today’s change problems, and the capabilities to collect and synthesize the best available evidence to respond to future transformational challenges.

By the end of this program, the participants will receive new thinking, skills to:

• Provide pragmatic, evidence-based Board-level advice to maximise the benefits and minimise the distress associated with fundamental transformations;
• Design and lead complex transformations using cutting-edge theory, tools, and models to effect change in complex organisations;
• Effect culture change in support of transformation and sustainable agility; and
• Establish efficient governance structures and controls in favour of change initiatives.

I’m looking forward to the contribution I can make over the coming year.