A large Australian retail organisation with many sub-companies and brands was moving to a shared-services model. Large-scale change projects were being facilitated with the assistance of iconic professional service firms to centralise operational functions such as IT, Finance and Human Resources.

As can happen with these types of transformation projects, the announcement and commencement of them drove down employee engagement, talent retention and performance, and drove up fear, resistance and negative behaviors among employees, potentially derailing some of the projects. Read the full case study.