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changedrivers Team
changedrivers operates as a virtual consulting group with 6 Principals leading our network of qualified, experienced Alliance Partners who are drawn into our change projects for their wide range of specialist skills. The benefits to the client of this style of operation are:
Project teams are assembled according to the specific skill-set required in each project, not who is available in our office.
Highly skilled consulting practitioners immediately deliver high quality, focused consulting services. We do not expect our clients to pay for "on the job training".
The Principals of changedrivers are:
Malcolm Anderson
Malcolm is one of the founding directors of changedrivers. He is Principal of our Strategy and Implementation Practice and advises and leads organisational change projects to achieve business goals through embedding new culture and practices. This has given him an excellent understanding of the development needs of enterprises undergoing change and the strength of holistic corporate thinking in improving performance.
He has managed a portfolio career involving over twenty-five years of consulting in organisational change and management development in Europe, the Middle East, Asia and Australia. Mal has held a variety of senior management and directorship roles in transport and logistics, international trade, publishing, finance, and marketing, managed activities in both public and private sectors, and led a business and management school in the UK.
His consulting career has provided him with unique insights into the needs of managers and organisations tackling complex change. He worked with public sector organisations in the UK during the aftermath of compulsory competitive tendering in the 1980s. He advised the Northern Ireland Education Service during the ‘troubles’ and provided management development for Intourist, the Soviet government tourist organisation, during the opening of the free market after the fall of the Iron Curtain.
He numbers amongst his clients: AMP, the Australian Army, Brambles, CSIRO, Dept of Foreign Affairs and Trade, Dept. of Transport & Regional Affairs, Hong Kong Commercial Radio, Optus, Macquarie School of Management, Microsoft, NSW Freight Rail, NSW Police Service, NSW WorkCover Authority, NSW Roads and Traffic Authority, Petronas, Queensland Transport, the Royal Australian Navy, Shell Sarawak, Sydney Airports Authority, Telekom Malaysia, Worksafe Australia and the University of NSW.
Alan Ward
Alan is one of the founding directors of changedrivers and Practice Leader of the Systems & Change practice. His primary role is to define the work that has to be done to change the processes in the client’s business so that their ideas are converted into practical, operational reality, whether this is in the office, the workshop or the boardroom.
In this role he works with clients to define the scope of work that is to be undertaken and the methodologies that are to be employed by the changedrivers Alliance Partner team and the client representatives.
Alan has been consulting since the late eighties following a successful career in a number of senior marketing and general management roles with major organisations in the printing and packaging industries.
Alan has provided consulting and project management services to a wide range of public and private sector client that include the Australian Army, Brambles Industries, Boeing, Cleanaway, CSL Limited, Du Pont, Grace Removals, Lexmark Australia, Pacific Waste Management, NSW Health, NSW Roads and Traffic Authority and the Royal Australian Navy.
Peter Clarke
Peter joined changedrivers in September 2003 to establish and run the new Mentoring and Change Practice. Throughout his career he has gained great satisfaction from nurturing and growing his people, and seeing them go on to great things. At the same time, he has been rewarded by rapid promotion, first in the British Royal Navy and, more recently, in our own navy. Peter’s passion for mentoring backed by his fascination with how organisations gain leverage from ambiguity and change are why he has now embarked on this new career.
Recently, as a Rear Admiral, Peter headed the Knowledge Systems Division of Defence with responsibility for reshaping thinking on knowledge management and articulating its significance for the nation’s security. As one of Defence’s Senior Leadership Team, he led renewal and pioneered innovative management styles that challenged dogma and empowered junior staff.
He held two submarine sea command appointments, the second as the Commanding Officer of a British nuclear submarine on operations during the Cold War (readers of Tom Clancy’s The Hunt for Red October will know all about that!). In Australia, he managed the much publicised COLLINS Class submarine project as Defence implemented a get-well program. He also set up and commanded the new Australian Submarine Group of some 600 men and women and an annual accrual budget of $1.2 billion.
With extensive experience as a leader and manager, and no stranger to getting the best from people in ambiguous, complex and risky situations, Peter’s skills and experience are of direct value to many other organisations.
Mark Ellwood
Mark has been consulting to private and public sector clients since the early nineties. He has combined his organisational psychologist training with a business systems focus to consistently deliver quality outcomes for his clients. Mark is a highly skilled change implementation manager, facilitator and project manager who brings a very pragmatic, outcome-oriented approach to the teams with which he collaborates. He is well respected for his ability to manage both the relationship and task aspects of change implementation.
Mark’s Public Sector clients include Department of Defence, State Rail Authority, NSW Land Titles Office, Centrelink and NSW Dept of Public Works and Services.
Mark’s Private Sector clients include, BHP, Brambles - Cleanaway, Pilkington Australia, Colonial First State Investments, Dow Corning, Gartner Group, MMI, Comalco, Fairfax Group, Westpac, Sydney Turf Club and Yellow Pages Australia.
Kevin Rowe
Kevin joined changedrivers during 2004.
Kevin has been consulting to the public sector for over 15 years and has developed extensive experience in human resource management and development with proven results in project management, staff recruitment, and case management. He has significant experience in strategic development particularly in areas of change management and systems design, specialising in the impact of change on the individual and on organisational systems.
Kevin’s consulting strengths are in the areas of:
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Human resource management, recruitment, senior executive coaching, career development and conflict resolution. He is also able provide strategic advice on the resolution of complex personnel issues.
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The resilience of individuals and teams in the context of change.
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Training and facilitation skills for large and small audiences, including senior executives and international conferences.
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Project management of HRM and HRD projects.
As change manager for one of the largest ERP implementations in Australia, Kevin gained considerable experience in the analysis of business issues as they impact on the people dimension of change.
He has provided consulting and project management services to a wide range of public and private sector clients that include Commonwealth departments of Defence, Family and Community Services, Centrelink, Australian Bureau of Statistics, Australian Customs, Immigration and Indigenous Affairs, Aboriginal and Torres Strait Islander Services, Finance and Administration, Agriculture Forestry and Fisheries and the ACT utility organisation ACTEW/AGL.
Kevin holds a Graduate Certificate in Management. Professional development courses include the Executive Leadership Program from Monash Mt Eliza Business School and the Middle Management Development Program from the Institute of Administration, University of New South Wales. Other courses include media awareness, conflict management, conducting investigations and administrative law.
Chris Tait
Chris works with organisations to jointly create and implement new and meaningful solutions to achieve their business imperatives. Chris works with organisations to enhance their capacity to achieve the outcomes they want to produce.
Chris achieves these results through a journey of adult learning, discovery and personal behavioural change, starting in the difficult space of facing reality and ending in the joy of implementing the ideal. Chris fosters long term relationships to enable enduring organisational transformation.
With 20 years project management experience, Chris has specialised in change management practices for more than five years. He has developed and implemented radical improvement processes for a number of organisations in professional services and in the manufacturing, mining and mineral processing industries.
Chris’ passion is organisational learning and business improvement: helping to create opportunities and environments that encourage learning, innovation, creativity and self-responsibility. His management style is based on strong interpersonal and communication skills, attention to detail as well as ability to consider the big picture issues.
Geoff joined changedrivers in January 2007, following 30 years as a senior manager in a range of industry sectors. He has established and is the leader of the Safety Leadership and Change Practice.
Over the last decade Geoff has become passionate about safety leadership. He has learned what managers at all levels of the organisation must do to create sustainable change and improve safety in the workplace.
Before changedrivers Geoff managed vastly different work forces in diverse industries such as Australia’s largest cement production facility, Australia’s largest wool scouring and combing mill and the Australian factory of one of the world’s largest optical lens manufacturer
He now applies his skill to enable businesses to change behaviours and prepare for the safety challenges that exist in the workplace right now.