The Digital Transformation Agency has been at the forefront of diving digital transformation for better service delivery across the government, working with states, territories and at the federal level. In this session Scott will share his work as Chief Strategy and Digital Investment Office of the DTA in leading much of the response to the recent Covid crisis and the role that digital transformation will play in driving economic recovery of the nation. His long-standing expertise in the space will provide you with guidance on the intricacies of balancing the need for both a strategic view of transformation and tactical for long-term approach, which can be applied in both the public and private sectors.

·        Covid response - creating consistency in communications across the nation

·        The role of digital transformation in recovery from crisis

·        Evolving government architecture to align people, process, technology and legislative lenses

·        Balancing macro level change with tangible, sustainable micro level change

·        Digital investment– reuse, recycle or build

Scott Cass-Dunbar

Australian Government Chief Strategy and Digital Investment Officer
Digital Transformation Agency, Australian Government

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In order to introduce change and transformation into any business there are a multiplicity of angles

which must be planned and carefully considered. This panel brings together experts in the space

to discuss the approaches which have proven successful and the mistakes and lessons learned

through their experiences to help any practitioner navigate through the possible pitfalls of the role.

·        5 mistakes all CTOs should avoid

·        How to incorporate transformative practice into the heart of business operations

·        Building a high performing transformation team (mindset, skillset, future career vision)

·        Overcoming challenges with stakeholder engagement

·        Ensuring change is sustainable

Scott Cass-Dunbar

Australian Government Chief Strategy and Digital Investment Officer
Digital Transformation Agency, Australian Government

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Wen Smallwood

Director, Digital Transformation and Agile Implementation
Optus

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Michael Vullings

Senior Change & Transformation Leader (& Co-Author of Changing the Game)
Newscorp

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• Designing an aspirational governance framework around service delivery, culture and values, organisational structure etc
• Covid and the need to adapt and reprioritise
• Challenges or re-invigoration of the roadmap and facing a changed appetite for change
• Organisational redesign, business capability model, IT simplification and consolidation

Yvonne Little

Chief Transformation Officer
Administrative Appeals Tribunal (AAT), Australian Government

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·        How do you take a holistic view of the lifecycle curve?

-         The challenge of balancing hard cost cutting with reinvestment for growth

-         Drawing the growth agenda which can adapt to disruption

·        The role of transformation in alleviating financial pressures in crisis: reducing fixed and variable costs and uplifting productivity through process improvements

·        Accountability: business unit responsibility and the transformation team

Santhoshi Chander

Associate Director, Business Performance
NSW Health

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Daniel Smith

OCM Practice Lead
RMIT University

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Izak van Niekerk

Business Transformation Architecture & Intelligent Automation Lead - Business Transformation Office (BTO)
The University of Auckland NZ

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While many companies were already beginning to explore and embed flexible working practices, remote working and increased collaboration associated with this, change was slow. Continuous improvement has always been on the agenda, but it has taken a global crisis for many companies to be disrupted into rapid change in these areas. This session will uncover how crisis has been the catalyst for change for many institutions and will explore the challenges of embedding meaningful cultural changes to support these new ways of working.

• Setting up for cultural transformation in a remote working era
• Challenges of uncertainty, cognitive overload, change fatigue and disengagement
• Instilling confidence by underpinning communications with tangible proof
• Engendering a partnership between business leaders and transformation leads

Wen Smallwood

Director, Digital Transformation and Agile Implementation
Optus

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Unique to the CTO#2 event for 2021, this mini-masterclass presents practical insights and concepts used by top transformation executives, from the soon to be published authoritative book, ‘Changing the Game - the New Playbook for Leading Business Transformation’.

The authors will share a robust and pragmatic approach for transforming organisations based on global leading practices and case studies. This session will provide you with a real world and battle-hardened approach for leading a major transformation, covering:

• Taking stock of current performance
• Gaining buy-in and creating a mandate for change
• Mapping the journey to define the way forward
• Mobilising the organisation to deliver 
• Executing and tracking results

Lastly, in the second half of the session, Michael and Graham will be joined by senior transformation leaders, Adam Warden and Neil Robinson for a short panel discussion that will explore some of the concepts in the book, and highlight some of the key themes for how top executives successfully design, manage and deliver a transformation.   

Michael Vullings

Senior Change & Transformation Leader (& Co-Author of Changing the Game)
Newscorp

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Graham Christie

Digital and Customer leader, Co-Author of
Changing the Game

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Neil Robinson

Former Managing Director and Global Chief Revenue Officer
News Corp Australia and ROKT Corp

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Adam Warden

Ex Senior Partner
Bain & Co.

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Change is common across every industry for a company to stay relevant and profitable. However, a transformation practice is quite dissimilar to sporadic change initiatives. This panel will gather experts in the space to discuss the specific skills and approaches needed to deliver meaningful and lasting transformation across the business as an entire entity.

• Achieving the role of mediator and negotiator amongst senior execs
• Understanding sustainable transformation and change as BAU
• Optimal mindset, skillset of a transformation team and common gaps
• ‘Agile’ is not a flippant term – mindset and delivery
• Overcoming challenges with stakeholder engagement

Mark Comer

Head of Strategic Enablement
CBUS Super Fund

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Rebecca Kennedy

Strategy & Execution, Business Intelligence Lead
ANZ

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Rina Silis

Head of Marketing Transformation and Enablement
BigW – Woolworths Group

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