News and Team

Think back a year: what were you doing? Busy with work, planning a ski trip, wrangling a young family, off on an overseas holiday? Ah, normality… those were the days. Fast-forward to 2020: a global pandemic has kept us in relative lockdown for months, with its long-term financial and mental toll still yet to be

So here we are, in the middle of a pandemic, doing our best to survive and acclimatise to our ‘new norm’. For many, this means building a home office, dealing with constant family ‘noise’ and managing the ongoing restrictions and environmental issues. But what happens when everything works but still doesn’t feel quite right? That’s

When you are in the midst of a complex project, your key concerns are around developing a product or solution that will realise all the benefits initially planned for. But what is often left by the wayside is the project transition to the end users – will they enjoy a seamless transition to business as

Right now, every project manager’s risk register is filled with concerns about how their project team is managing – and maintaining consistency – throughout the current COVID-19 pandemic. The biggest concern in particular is the effect a remote-working environment is having on their projects. This ‘global pandemic risk’ is indeed unique. We’ve never encountered anything

Effective judgement – aka the ability to make good decisions – is something we acquire over time and is essential to our everyday lives, both personal and professional. It’s an important weapon in your arsenal during the ‘normal’ times, but it is particularly pertinent in times of crisis – such as the current COVID-19 pandemic.

With millions of Australians already feeling the financial effects of the COVID-19 pandemic, you are probably wondering what this means for you and your organisation. And despite restrictions easing across the country, COVID-19 won’t be disappearing any time soon – which means it’s doubly important to use the time at our disposal to prepare for

The modern business environment demands that any organisation seeking to gain a competitive edge must first maximise its own value. Such value can come from a variety of sources – e.g. developing new products and services, adopting more efficient business models, entering new sectors – and depends entirely on your industry and market intentions. Whatever

The nature of modern work is always changing. It’s more global, more uncertain, more automated and more dependent on software. So for business leaders who want to leverage the power of strategic change, they need to investigate new trends and quantify their potential returns. We’ve scoured the market and uncovered three new trends in change

We are living in the new ‘virtual’ norm: virtual conferencing, virtual meetings, virtual happy hours. Even our children are virtual learning at the dining room table. Well before the current coronavirus pandemic, Australian employers were encouraging their teams to take a flexible approach to their work – for the benefit of staff wellbeing, as well