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Meet and connect with our 2023 Winners

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Global Transformation

Large-scale, cross-boundary change initiatives

Sushree Soumya

I hold a Master's in Business Administration, and I have worked in numerous businesses over multiple internships to realise my love for change management. After choosing to pursue change management as my full-time career, I have participated in a number of pre-and post-implementation projects where I have been in charge of fostering a culture of change inside the company and driving change through communication and training. I am able to drive change for successful project execution because I am aware of the users' journeys towards change and the organisational culture. Additionally, I focus to make the changes sustainable so that people would continue to stick to them even after our consulting engagement is over.

LinkedIn

 

What judges thought about the runner up case study

This entry relates to a change management project designed to address poor levels of adoption in the use of integrated business planning software. The judges liked that this entry showed careful consideration of the affected stakeholder groups, with deep-dive interviews to understand end-user ‘whats in it for me?' perspectives, town-halls to allow two-way communication and gamified learning.

 

Mark Lean

Global Transformation, Change, Programme and Strategy Leader with 20 years of progressive leadership experience, designing and implementing large scale, cross-functional, award winning, strategic organisational change programmes and business turnaround, working with cost budgets of $1bn and annual turnover of $40bn. Worked with world leading brands, across retail, pharmaceuticals, power supply, leisure, catering, facilities management, supply chain, design, manufacturing, engineering, aerospace and defence.

LinkedIn

 

What judges thought about the winning case study

The judges liked that there was an emphasis on change being co-created with the stakeholders in this complex cost-reduction project, post acquisition, which not only involved stakeholders in multiple markets around the world, but where change management was also further complicated by outsourcing and redundancies.

 

Technology Implementation

Implementation of technology with a consideration of human impact

Kristian Clark

Kristian Clark is a dynamic and innovative change management specialist with a proven track record of leading project teams to deliver consistent messages and experiences that support stakeholders through digital change initiatives. Having graduated from the University of West London with a BA (Hons) Event Management and MSc Corporate Communications, Kristian embarked on a career in communications, transitioning to Change Management as his career evolved. Through his 18 years as a contractor, Kristian has benefited from a wealth of varied sector experience for a broad range of clients, including: Aviva, BlackRock, Standard Bank, Serco, Capita, Ultra (Electronics), Kantar and bp. Kristian currently works as Change Lead within bp’s Innovation and Engineering division and specialises in digital transformation programmes for their enterprise technology platforms. Past projects have included global implementation or upgrades of the following platforms – Workday, Salesforce, ServiceNow and Saviynt.

LinkedIn

 

What judges thought about the runner up case study

The judges liked this entry because there were concise descriptions of what changed as a result of implementing the new system and good change management detail around stakeholder buy-in and engagement.

 

Genevieve Bruketa-Baskovic

Genevieve is programme and change practitioner with over 20 years’ experience delivering multi-million-pound initiatives in the public and private sectors, including FTSE100. Drawing from her life experiences, relentless people orientation and determination to do the right things in the right way, Genevieve, founder of Clara Solutions, closely collaborate with business leaders and teams to co-design holistic approaches to translating strategies into compelling initiative’s visions and plans. Her creativity and ability to shape clear and actionable solutions drive collective urgency, maintain execution momentum, and deliver tangible and behavioural outcomes that create sustainable business value and growth.

LinkedIn

 

What judges thought about the winning case study

The judges liked the detail and the learning shared in this entry, given that the scale and complexity of the change related to a complex post-merger IT initiative affecting 16,000 employees in a global engineering group. They also liked that the individual shared the complexities that were created by two distinct cultures coming together, and the importance of the change management initiative being on equal footing to the technical side of the project.

 

Process Improvement

Improvement of processes and procedures in support of transformation, with a consideration of human impact

Atefeh Lari

A multi-disciplinary change program manager, I am experienced in digital transformation and change advisory for Small & Medium Enterprises as well as corporate global organisational change engagements. My technical background comes from Software engineering MSc from University of Oxford and many years of developing and consulting bespoke software and application solutions in industries such as broadcasting, education and Energy. As Global lead for digital transformation for Capgemini office of CIO, I lead a niche team of change managers focused on delivering all aspect of change management for highly visible program engagement with global impact. I am inspired to improve change management as an embedded part of our major programms and influence the governance to implement CM across the organizational maturity levels.

 

What judges thought about the runner up case study

This entry related to change management support for a significant integration project, affecting 50,000 people, following an acquisition, with the pandemic thrown in for good measure. The judges liked that change roadmaps were tailored to the needs of 30 different regions and countries and that internal change managers were trained to provide relevant support.

 

Jose Moran

I work as a Senior M365 Change Consultant for Changing Social, and spend a lot of focus on Microsoft Viva, Teams, and SharePoint customer solutions to help improve their productivity and employee experience. Prior to joining Changing Social, I was an M365 Modern Workplace consultant for another Microsoft partner called Sword, developing and delivering SharePoint collaboration and communications solutions to customers.

Before I became a consultant, I was a client of theirs working for a company called Kaplan International. Here I introduced the Project and Change function to the IT department, and rolled out a global collaboration and communications solution using SharePoint online. I value the experience of being both a customer, as well as consultant, as it places me in the good position of appreciating the impact of change and new technology from both points of view. On a personal level, other than socialising with family and friends, I enjoy kitesurfing, cooking, as well as playing guitar and piano.

LinkedIn

 

What judges thought about the winning case study

This entry related to process improvement in the development and approving of tenders within a transport services organisation. The judges liked that this entry factored in qualitative as well as quantitative measures in assessing both the initial situation and the goal state, that it acknowledged how important culture is to process improvement, and that it showcased a ‘build-with’ agile approach to change management.

 

Best Independent Consultant

A non-employee who provides change management services to the public

Tim Wood

An enthusiastic and strong business leader who brings a balance of commercial, technical and exceptional interpersonal skills at all levels to solve complex business challenges. A MSc in Project Management Practices, APMP and P3O accredited professional with 10+ years repeated success in project, programme & portfolio environments. I value relationships with people - dedicating time in building strong lasting relationships and creating an environment that provides the conditions for success and is enjoyable to work in. Personally I keep active, play golf, enjoy surfing and take interest in following the F1. I'm a keen explorer and relish the time I can spare to be creative or learn new things.

LinkedIn

 

What judges thought about the runner up case study

The judges liked that this individual was able to bring a people-first approach to the set-up of a programme management office, with a push towards frugal, creative and easily digestible governance presentations and the creation of a supportive team environment.

 

Lucy Marti

Lucy has worked in change management for nearly 20 years. She spent seven years at Accenture before moving to the contracting world in 2011. In that time, she has consulted for over 25 clients in the UK and internationally, across multiple industries including pharmaceuticals, financial services, energy, and FMCG. Lucy’s experience encompasses organisational, process, and systems change, but her primary focus is on behaviour and culture change.

In addition to consultancy work, Lucy writes for the Issoria Hub, and her latest piece on emotional labour in consultancy was hailed as “fascinating” and “very relevant”. She also spent nine years as a visiting lecturer in change management and consultancy at the University of Southampton Business School, and currently sits on the advisory board of Maiden Erlegh Education Trust.

Lucy holds a BA (Hons) in Music from the University of York, a MSc in Behavioural Science from the London School of Economics, and is a certified member of GAABS (Global Association for Applied Behavioural Scientists). When not behind a desk, she can mostly be found doing something musical, on a netball court, or sleeping.

LinkedIn

 

What judges thought about the winning case study

The judges felt that this was a good example of the fresh eyes that an independent consultant can bring to an organisation, which in this case was an energy company with 85,000 employees. This individual was able to simplify and humanise the delivery of a programme designed to change macho working practices, build a psychologically-safe environment and eliminate fatalities and serious injuries.

 

Future Inspiration

Inspiring organisations and/or practitioners to use good change management practices

Emma Riches

Currently a Change Manager / Specialist at Marsh Ltd working on UK ESG Strategy. Loves working on large scale strategic business change initiatives and working with senior leaders to define what change landscape looks like. Adept at translating large change initiatives into tangible lower level impacts and engaging with all levels of stakeholders. Thrives by building relationships across multiple teams and "connecting the dots" to make change happen in a smooth and effective way. Currently working on UK ESG strategy and aligning with global frameworks. Previously worked on COVID-19 programme building collateral to help colleagues adjust to new ways of working.

LinkedIn

 

What judges thought about the runner up case study

The judges really liked the discovery-led change journey that this entry outlined, drawing together ESG (Environmental, Social and Governance) efforts within an insurance company with 6,000 employees. The judges particularly liked the candour which this individual showed in their learning from the project.

 

Mark Lean

Global Transformation, Change, Programme and Strategy Leader with 20 years of progressive leadership experience, designing and implementing large scale, cross-functional, award winning, strategic organisational change programmes and business turnaround, working with cost budgets of $1bn and annual turnover of $40bn. Worked with world leading brands, across retail, pharmaceuticals, power supply, leisure, catering, facilities management, supply chain, design, manufacturing, engineering, aerospace and defence.

LinkedIn

 

What judges thought about the winning case study

In a detailed and insightful entry, this individual’s deep skills in change management, leadership, coaching and agility came together in support of the implementation of a new operating model within a global supplier of power equipment & energy services. The business had recently been acquired by a private equity firm and the scope affected 500 people in finance & procurement working in Europe, Middle East, Asia, APAC, North America and Latin America.

 

Best Change Coach

Supporting individuals through change using coaching

Louisa Corbett

I am the Business Change and Engagement Lead for Digital, Data and Technology within the Home Office. I come from a media and events background and started working on change projects in 2015 while managing events for the Royal British Legion, leading a project to change the application structure for the National Cenotaph Parade. Since then, I have worked on a variety of internal and external facing change projects, in my current role I am responsible for delivering internal change and transformation activity across the digital department. I have a passion for improving employee experience for my colleagues, identifying areas for improvement and working collaboratively to implement change. People are at the heart of all change and I think it is vital that we provide a platform to empower individuals and make them feel involved in changes no matter how small. Post Covid we are all experiencing new ways of working and navigating new policies, systems and approaches, I want to ensure that my colleagues feel comfortable and prepared for these new ways of working and collaborate with them to maximise opportunities and create a supportive community within the Home Office.

LinkedIn

 

What judges thought about the runner up case study

The judges really liked the range of coaching involved in this entry and the fact that it related to all levels of a complex public sector organisation, including senior Civil Servants. This individual is super-passionate about creating sustainable feedback loops to drive more local change. and made sure that there was an effective plan in place that concentrated not only on the deliverables but also on the people and the relationships that needed to be built.

 

Lyam Crosdale

An accomplished change professional specialising in Change Management, Organisation Development and Leadership Development. Throughout my career, I have led global change initiatives. Whether leading organisations through periods of intense change, working with leaders and managers to find new ways to inspire and motivate or working with individuals to unlock their strengths and seize their potential. Throughout my work, I apply a human-centred approach to understand complex human dynamics and their influence on the overall workplace experience.

My mission is to raise the profile of Change Management and the value that it offers. I am an Accredited Change Management Master with the Change Management Institute, Prosci Certified Change Management Practitioner, AMPG Change Management Practitioner and a Certified Neurological-linguistic Programming Coach. I also hold an MBA specialising in Organisational Development and Change from Warwick Business School, an MSc in Program and Project Management and a BSc in Business and Management.

LinkedIn

 

What judges thought about the winning case study

The judges thought that this was a great example of coaching and engagement in support of an asset management culture-change programme. This individual involved the sponsor, programme manager and workstream leads in the design of the change plan, using a storyboarding tool, and had weekly 1-1 meetings throughout the programme delivery. The individual also hosted change capability sessions at leadership off-sites and mobilised a change champion network to support a detailed impact analysis & readiness assessment, and to maintain open dialogue with those affected, some 15,000 colleagues.

 

Best Capability Builder - Public Sector

Building the capability of people in support of transformation

Jooli Atkins

Jooli Atkins is the Change Management Lead within Product Implementation and Relationship Management in the Transformation Directorate of NHS England.

Since April 2022 Jooli has been leading on Change Management consultancy and support for the NHS Frontline Digitisation Programme for EPR Levelling Up and 2 other National digital programmes as well as providing support both internally and externally on change management – an area she is particularly passionate about. 

A qualified Change Management practitioner, she has more than 30 years’ experience of leading change management and learning and development projects and initiatives in many sectors and organisations and has been instrumental in the creation and development of a change management toolkit to support the NHS with digital transformation projects.

When she isn’t supporting NHS Digital’s customers, Jooli spends time with her family and enjoys ‘pootling’ with her husband to find new places to visit and new antique shops to browse.

LinkedIn

 

What judges thought about the winning case study

The judges felt that this entry was a great example of human-centred change, with an aim to build a lean change capability to support the roll-out of Electronic Patient Records across 150 Hospital Trusts. In addition to developing capability, through the use of tailored change management toolkit, workshops & tracking measures, the initiative also sought to develop confidence through the use of shadowing, buddying & coaching, thus making the process a more positive learning journey One thing that particularly stood out was the reconceptualisation of this digital transformation as an organisational transformation.

Best Capability Builder - Europe

Building the capability of people in support of transformation

Angela Bradley

I am a Senior Change Manager for Wayfair Europe. I spent most of my career working in Financial Services, either as an employee or as a consultant, through my own company. I am passionate about personal development and being a leader that allows others to blossom and thrive. My main expertise sits within the Change, Transformation, Programme, Process & Operating Model spaces. Effectively leading people through change can be challenging, but it is also the most rewarding, especially when you see adoption being achieved through people understanding what is changing, why, what it means for them, and the key role they play in making the change a success. Establishing the right environment and culture for change programmes to be successful is also key. I work with leaders and stakeholders to ensure alignment on priorities and safeguarding the change delivery landscape to reduce the risk of change fatigue.

LinkedIn

 

What judges thought about the runner up case study

The judges liked that this entry showed a structured approach to assessing current levels of change maturity and then strengthening change capability, within an organisation where change was impacting more than two thousand frontline customer service associates.

 

Rachel Butler

I have over 20 years’ experience in change. In that time, I have worked my way up from being a graduate through being a change analyst, a project manager, a change manager, before moving into leading large transformation programmes in Digital, Data, and Operations.

I’m an energetic, highly motivated, and effective senior leader. My key strengths include people engagement and strategic transformation along with extensive experience in managing change from concept to inspirational vision, through to realisation. I am now Head of Change at Anglian Water. Over the last 3 years, I have built Anglian Water's enterprise change management capability from nothing to a buzzing change community with 200 members across the organisation and at all grades.

LinkedIn

 

What judges thought about the winning case study

The judges thought that this entry was a good demonstration of impact on a business with 7,000 employees where change management had been perceived as fluffy and low priority. The initiative created behaviour and mindset shifts alongside the introduction of new tools, processes and language, utilising the energy and enthusiasm to further spread the message. A collaboration with HR and learning & development helped to establish change as part of the line management role and training.

Best Capability Builder - Global

Building the capability of people in support of transformation

Alessio DeMarco

Alessio is an experienced Senior Business Change Manager, responsible for all change management activity impacting Operational, People, Legal and Finance teams at easyJet.

Alessio is experienced in delivering change to complex unionised workforces, ensuring unions and work councils are consulted, informed and engaged on current and future change programmes. Alessio leads a team of Business Change Managers to build change management as a capability and successfully deliver strategic change across the easyJet network (UK & Europe).

Alessio is passionate about powerful story-telling and ensuring employees are equipped, informed and involved in all change initiatives to drive business value and reach the expected return on investment.

Previously Alessio worked for the John Lewis Partnership, delivering and embedding diverse change programmes in a tough retail market (circa 80,000 employees). Alessio is experienced across both Retail & Aviation sectors and is accredited in Prince2, APMG Change Management and BCS Organisational Behaviour.

LinkedIn

 

What judges thought about the runner up case study

This entry relates to a business in the aviation sector which had been subjected to significant change fatigue caused by the pandemic. The judges liked the human approach to the development of change capability and the fact that it affected people from different cultures, such as a unionised European workforce, IT teams in India and customer service teams in South Africa.

 

Beth Rylatt

I have over 15 years experience in Business Change and Transformation. I became a member of an Improvement Focus Group with HMCTS where my passion for change was ignited. After 5 years I moved to Policing where I led and delivered a variety of major culture and transformation and projects. This included a large affordability programme and a joint programme with HMIC to improve public service and confidence. My last programme was to establish a multi billion pound outsourcing contract. I transferred to G4S mobilising and improving the services through a large transformation programme.

Following the successful mobilisation I commenced working on a new business area with the NHS across London. I doubled the size of the business whilst also establishing a new operating model and shared services provision as part of a major change and transformation programme. I started with BAE Systems in 2017 as a Transformation Manager, leading on change and strategy for future aircraft and lifetime support. This involved working closely with customers to drive change to the culture and capability model. I then went onto work as a Change Manager for a new system deployment before my current role as the Air Sector Head of Business Change.

LinkedIn

 

What judges thought about the winning case study

The judges liked the proactive approach to the development of capability in an organisation of 14,000 people, first seeking to understand why change was not sticking and then developing skills in a collegial way. The individual was able to initiate a process whereby change capabilities were cascaded through the organisation, supported by a Community of Practice, wide-scale coaching and mentoring and the embedding of change management modules into both core and leadership training.

 

Best Change Influencer - Public Sector

Role-agnostic positive influence in support of a change initiative

Louisa Corbett

I am the Business Change and Engagement Lead for Digital, Data and Technology within the Home Office. I come from a media and events background and started working on change projects in 2015 while managing events for the Royal British Legion, leading a project to change the application structure for the National Cenotaph Parade. Since then, I have worked on a variety of internal and external facing change projects, in my current role I am responsible for delivering internal change and transformation activity across the digital department. I have a passion for improving employee experience for my colleagues, identifying areas for improvement and working collaboratively to implement change. People are at the heart of all change and I think it is vital that we provide a platform to empower individuals and make them feel involved in changes no matter how small. Post Covid we are all experiencing new ways of working and navigating new policies, systems and approaches, I want to ensure that my colleagues feel comfortable and prepared for these new ways of working and collaborate with them to maximise opportunities and create a supportive community within the Home Office.

LinkedIn

 

What judges thought about the winning case study

This ‘digital, data and technology’ change lead took on the additional task of creating a change network for other departments, identifying and working with a change lead in each one, sharing knowledge and assisting their Change Agent recruitment. The judges really liked that this individual recognised that Change Agents across the organisation needed to be given 2-3 days per month to perform their voluntary role. They were able to influence objective-setting to allow these activities to feed into the performance management system, thus allowing what would otherwise be discretionary effort to affect reward and recognition.

 

Best Change Influencer - Europe

Role-agnostic positive influence in support of a change initiative

Harriet Taylor

I am a Principal Consultant at Atkins, a member of SNC Lavalin Group, with a passion for people centred design and the deployment of neuro and behavioural sciences to deliver sustained and meaningful change. As the Change Lead within our Critical National Infrastructure market, where I specialise in working with our Energy clients, I am responsible for delivering change to an industry currently undergoing rapid transformation in its transition to Net Zero.

I am also the Technical Authority for Business Change and Engagement within Atkins. In this capacity, I am responsible for the development of this capability within our business, upskilling our consultants, shaping our offering, and setting the strategic direction for its continued growth. With a passion for coaching and mentoring future change professionals and leaders, I support individuals across various grades, markets and client organisations in achieving their full potential.

Externally, I am an avid contributor to the change management profession. I currently co-lead the collaborations workstream for the Change Management Institute, having established and led their South-West Chapter between 2017 and 2021. I was a key contributor to the Change Management Book of Knowledge 2nd edition and additionally, I am 1 of 4 authors currently updating the APMG Change Management qualification. Recently I have been invited to participate in various industry discussion panels to share my professional experiences and views on key change topics.

LinkedIn

 

What judges thought about the runner up case study

This entry relates to the highly regulated environment of nuclear power generation and specifically to supporting the decommissioning of seven power plants. The change workstream focused on building a collaborative and learning culture that prepared stakeholders for the transition from power generation to de-fuelling, impacting roles and responsibilities, processes, governance and job design.

 

Sharon O'Connor

With extensive experience in the Corporate Sector, since late 2017 I have worked at Marsh – the world’s leading insurance broker and risk advisor, as a Senior Change Delivery and Communications Specialist.

I act as an advisor, providing best practice change and communications guidance. Working on large-scale integration programmes, engaging with and influencing senior leaders. I am passionate about the employee experience and supporting colleagues through intense periods of change.

Some of the projects I’ve worked on during my time at Marsh for the UK and Ireland include large-scale integrations with Jelf, Bluefin and JLT. These have focused on IT transformation, TUPE, and I was part of the team that led the COVID-19 response for the UK and led the response for Ireland. Most recently I’ve managed the change programme for the UK move to flexible, agile office environment in with a focus on behavioural and cultural change.

LinkedIn

 

What judges thought about the winning case study

This entry related to the move of a head office to a new location after 50 years, with over a thousand employees and 16 departments, alongside a cultural shift to agile working practices. The judges liked that there were a range of activities designed to give colleagues a sense of agency about the new space, a prototype of the new furniture & technology that colleagues could interact with, and frequent updates with photos and ongoing FAQs; o prepare colleagues for the move.

 

Best Change Influencer - Global

Role-agnostic positive influence in support of a change initiative

Sarah McKenzie

A motivated senior change leader delivering digital transformation and business improvements across diverse sectors. I work with leaders to manage the people side of change and drive adoption. My passion is to improve results and the user experience.

My energy comes from working with people and I have a collaborative leadership style, ensuring that stakeholders understand the need for change. I am change, project and programme management qualified and have successfully led a range of improvement initiatives – from front-line processes to major organizational change.

My current role is with Charles River Laboratories, leading the Organizational Change Management and Customer Enablement Team for the Apollo programme. Apollo is the top priority digital platform for CRL covering a range of products including the newly launched industry-leading platform that delivers real-time study data straight from the lab to our customers.

LinkedIn

 

What judges thought about the runner up case study

The judges particularly liked the candour that this individual demonstrated in their entry and that they took an agile approach to change management with a scope that extended to more than a hundred locations in twenty countries.

 

Beth Rylatt

I have over 15 years experience in Business Change and Transformation. I became a member of an Improvement Focus Group with HMCTS where my passion for change was ignited. After 5 years I moved to Policing where I led and delivered a variety of major culture and transformation and projects. This included a large affordability programme and a joint programme with HMIC to improve public service and confidence. My last programme was to establish a multi billion pound outsourcing contract. I transferred to G4S mobilising and improving the services through a large transformation programme.

Following the successful mobilisation I commenced working on a new business area with the NHS across London. I doubled the size of the business whilst also establishing a new operating model and shared services provision as part of a major change and transformation programme. I started with BAE Systems in 2017 as a Transformation Manager, leading on change and strategy for future aircraft and lifetime support. This involved working closely with customers to drive change to the culture and capability model. I then went onto work as a Change Manager for a new system deployment before my current role as the Air Sector Head of Business Change.

LinkedIn

 

What judges thought about the winning case study

The judges liked that this individual was able to help the business recognise change as a critical organisational capability, gaining senior support to allow time for a global forum to develop a framework that captured the different change roles, and how core change activities fitted within the project lifecycle. This individual has now moved into a formal dedicated role to deploy effective change at an enterprise and organisational level, whilst remaining a key influencer and participant in the global strategy.

 

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