Organisation transformation and improvement is not a single activity or methodology. It is the disciplined alignment of strategy, people, structure and execution to achieve better outcomes.
At Providence, we support transformation by helping organisations answer a small number of fundamental questions. These questions apply whether the change is large or small, incremental or structural.
Not every program needs to answer every question. In many environments, some answers already exist. Each question acts as a gateway to improvement and a starting point for focused, practical change.
Five questions underpin every effective transformation or improvement program:
What is the most effective and efficient way to perform the organisation’s work?
Effective organisations design their processes around outcomes, not legacy structures or historical constraints. We help organisations understand how work is really performed today, identify inefficiencies and redesign processes to improve performance, consistency and user experience.
Our approach focuses on practical improvement. We work with leaders and frontline teams to simplify delivery, remove duplication and ensure processes support strategy, technology and workforce capability.
Our services include:
Place considerations including remote work opportunities and location requirements
What workforce skills and capabilities are required?
Workforce decisions shape delivery outcomes. We support organisations to understand what capability is required now and in the future; and how best to build, access or sustain that capability over time.
Our work combines workforce analytics with practical planning to support informed decisions about roles, skills, capacity and deployment. We focus on workforce models that are sustainable, adaptable and aligned to operating realities.
Our services include:
What is the best way for the workforce to be organised?
Organisation design shapes accountability, decision making and performance. We help organisations design structures that support strategy, enable clear ownership and improve coordination across teams.
Our approach collectively considers operating models, governance, decision rights and performance frameworks. The aim is not change for its own sake, but structures that make it easier for people to deliver.
Our services include:
How do we make it happen?
Good strategy and design fail without effective change execution. We support organisations to plan, mobilise and deliver change in a way that builds confidence, maintains momentum and reduces disruption.
Our change management support integrates closely with delivery teams. We focus on readiness, leadership engagement and clear communication so people understand what is changing, why it matters and what is expected.
Our services include:
How do we continue to improve and adapt?
Transformation does not end at implementation. Sustainable improvement requires feedback, measurement and the ability to adapt as conditions change.
We help organisations embed continuous improvement capability so learning, performance monitoring and adjustment become part of normal operations rather than one‑off initiatives.
Our services include:
Joint Health Command engaged Providence to address poor attraction and retention across the Defence health workforce. Providence analysed the workforce, identified key drivers of undesirable effects, and developed targeted recommendations with supporting implementation plans to meet current and future operational needs. The resulting framework aligned health workforce initiatives across Defence, reduced duplication, and improved consistency of outcomes.
WaterNSW was tasked with delivering new critical state infrastructure to secure future dam water supply, with Aurecon appointed as the Major Infrastructure Delivery (MID) alliance partner. Providence’s change team established the integrated alliance team, defined governance arrangements for senior leadership, embedded core HR processes and supported managers while business‑as‑usual operations continued. The MID program is designed to leave a lasting legacy of capability, systems and ways of working within WaterNSW by 2027. Our change approach enabled the effective integration of external partners into a single, high‑performing team, laying the foundations for sustainable internal capability beyond the life of the program.
In a first‑of‑its‑kind engagement, Providence was invited by the Australian Defence Force and the newly established Australian Submarine Agency n to support the formation of a collaboration framework between ASA and DSTG. The engagement focused on establishing effective ways of working during the early stages of the partnership, aligned to ISO 44001 principles for collaborative business relationships. Providence worked with executive leadership to provide collaboration frameworks, practical guidance and coaching, alongside hands‑on project support embedded in day‑to‑day operations. This resulted in an industry‑led collaborative model, including the partnership’s first Relationship Management Plan, enabling ASA and DSTG to work together effectively in delivering critical national Defence priorities.
DAFF volunteered as the pilot agency for a new Commonwealth regulatory training program led by the APSC and PM&C. Providence secured executive buy‑in for a strategic regulatory culture shift and designed and delivered a baseline evaluation, supported by coaching, training and change communication. The approach gained senior interest, including at Ministerial level, and was rolled out across DAFF, with the APSC intending to scale it across the Commonwealth.
TasIVF sought to introduce a new fertility service model, requiring the establishment of its own day surgery facilities and the renegotiation of lease and service arrangements with its landlord and sub‑tenant medical providers. Acting as CEO, our business transformation expert negotiated new Service Level Agreements to simplify patient admission and payment processes while ensuring subcontracted clinicians delivered consistent, high‑quality and safe care. At the same time, as construction of the new IVF facility and day hospital neared completion, TasIVF’s new management team required support to work collaboratively and deliver to tight deadlines. Our change expert worked with the combined existing and new leadership team through a focused program of vision and values workshops, capability development in change and project management, and clear expectations for team behaviours. Together, these initiatives enabled TasIVF to successfully launch its new service, improve the patient experience, and open both facilities on time, achieving accreditation and licensing on the first attempt while maintaining business‑as‑usual operations.
The Australian Defence Force required a First Principles Review of its military policing capability to address fragmented command and control, stove‑piped delivery of functions and the inconsistent implementation of previous reforms. Providence led the Defence‑wide review, working across the three Services to build a compelling case for change and design a new national Joint Military Police Unit. Providence then supported the implementation and institutionalisation of the new organisation through a strategic, systems‑based approach that aligned governance, workforce, logistics and enabling systems. The reform delivered a resilient, legislatively enabled policing capability and has been recognised by Defence as an exemplar of First Principles Reform.
The Brotherhood of St Laurence sought to shift its organisational culture while embedding a coaching approach for more than 2,000 staff. Providence was engaged to undertake global research, benchmarking and design a tailored coaching framework. Working with the University of Melbourne, we developed bespoke learning pathways and delivered a one‑year integrated program supported by face‑to‑face learning and a community of practice. The program strengthened BSL’s workforce capability and underpinned the organisation’s success in securing major national contracts, influencing how youth and employment services are delivered and funded at both state and Commonwealth levels.
The Chief of Army engaged Providence to deliver executive coaching for the Brigadier (O7–8) cohort to strengthen leadership performance and effectiveness. Our senior executive coach delivered individual coaching programs of 6–10 sessions, supporting 10–12 leaders each year on priorities such as performance outcomes, self‑awareness, emotional intelligence and leading under pressure. Due to its success, the program was extended for a further five years and, in 2023, expanded to the Colonel (O5–6) cohort through a tailored group coaching model.
The Defence Intelligence Group (DIG), Intelligence Capability Division required a fit‑for‑purpose governance framework to support the transformation of a critical enterprise capability. Providence designed and implemented a tailored governance and implementation framework, applying Defence’s benefits management approach and co‑designing solutions with stakeholders across Defence groups and Services. The framework addressed people, process and technology, including mapping and prioritising enterprise interdependencies, and was supported by a workforce strategy and professional development framework. Through structured benefits realisation and capability mapping, DIG was able to assure and deliver the planned transformation of the enterprise.
Adash is Providence’s CEO and is responsible to the Providence Board and Providence’s clients for ensuring the timely delivery of outcomes through advice, guidance and mentoring to Providence’s staff.
