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Project LEAP! - Did we LEAP far enough?A case study of Stockland Retail implementing new Leasing
Processes & SystemsJune 2011
Agenda
? Stockland and Retail
? Retail’s Challenge
? Project LEAP!
? Key Change Activities by Workstream
? What worked – what didn’t
? Success
Stockland Overview
Stockland
Stockland is a large, diversified property
company. It is listed on the ASX (top 30). It has
approximately 1350 employees, geographically
spread over QLD, NSW, VIC and WA.
Vision: Become a world class property group
CommProperty:
Retail, O&I
Residential RetirementLiving
R R R
12,000
Volunteer
Stockland Retail
• Manages and operates approximately 39 Shopping Centres around the country
• Combined asset value of $ 4.2B
• Focus on customer (tenant)
Community
Retail’s Challenges
Project LEAP!
Simpler for our Employees, Better for our Customers, Smarter for Stockland
Project LEAP! was established in January 2010. LEAP! aimed to standardize key leasing
processes and supporting roles across Retail through implementing a Siebel CRM system.
Change Management Challenge
Change Management Solution
Planning & Analysis
Aim:• Planning of change activities• Analysis
What Happened?• Detailed Change Plan
• Post go Live adoption focus• Timing of Impact Assessment• SME’s as Champions
Communication
Aim:• Employees start the journey: Awareness - Readiness
What Happened?• Organisational Culture – talk to me/ talk to the hand• “Cheeky” persona in our communications• Role based
• Early comms didn’t achieve desired cut through
Business Readiness
Aim:• Ensure employees were ready to embrace new system, policies, procedures, role adjustments at time of go live
What Happened?• Readiness Survey - No• Process & Role based workshops
• SME as Champion/ Leaders• Documents changes• Resistance - cynics
Role definition
Aim:• Align processes, roles and behaviours
What Happened?• Defined and agreed standardised roles• STI pay includes 10-20% process adherence• Post go live support measures• Business owner role –agreed…but…not filled till later
Training
Aim:• Employees know how to use the new leasing systems and operate within process/ procedural guidelines
What Happened?• Training • 172 employees trained in various role based courses
•Timing could have been better
Leadership
Aim:• Sponsor as Leader• Continuing engagement of Sponsor with project
What Happened?• Strong Project Mgt, Steering Com, Leadership Group and a very involved Sponsor
• Story telling• Coaching
Project LEAP! Success
October 2010: Retail went live with Project LEAP!
Questions
Retail’s Challenge: To this