The new UK Change team is a distinctive part of my Finance, Business Services and Change organisation. This team will play a pivotal and essential role in making future change more impactful, coordinated and outcome driven; allowing us to realise increased benefits from our change programmes.
The Hub and Spoke operating model has been designed to enable a step change in how we prioritise, manage and deliver greater value from our investments in change activity. The team will ensure we are more collaborative and connected, and will help us support entities and functions to deliver change in a standardised way; using the UK Change Delivery Framework.
The framework aligns to the BMS standard for programme and change management, and will make sure that every future programme is executed consistently and efficiently.
The new team is made up of change experts from across the organisation, bringing together a unique mix of skills and capabilities. A new training programme has been developed to help build on those capabilities – the first tranche trialled the training earlier this month and it will be rolled out across the Hub and Spoke in the New Year.
Our ambition is for UK Change to be best in class and we’ve made sure that they are equipped with the tools they need to support them, including the Change Delivery Framework.
There will be new processes – the most important being the new prioritisation process that will enable us to better prioritise change activity, whether it’s generated by Group or UK, or an entity or function. This process will ensure that each activity has a clear needs case and will help us make sure we are focusing on activities that are either regulatory or compliance in nature, or that generate the largest value returns for the business.
We will also have a complete line of sight between any change activity that we do and how it contributes to the UK focus areas.
Take a look at our infographic, which helps to bring to life how the new UK Change team will operate. This new way of working will require a shift in thinking to one of a UK mindset, allowing our decisions around change activity to have the best outcomes for the wider organisation.
Our business and industry are undergoing significant change and we need to be sure of our ability to deliver our own internal, complex, business-critical change programmes effectively and consistently.
I fully support the new UK Change team, led by Nick Jones, and am confident that the Hub and Spoke operating model is the right one to help us to be more effective and deliver more value to the organisation than we do today.
If you would like to find out more about the new UK Change team, please contact Lauren Tingey.
UK Chief Financial Officer