Leadership Lens: Leading through organisational transformation
Transformation is rarely tidy, writes co-Vice Chancellor of Adelaide University Professor David Lloyd, who is part of a team embarking on the creation of a whole new institution “based on a premise to be better than the sum of its parts”.
In today’s fast-evolving world, organisational transformation is inevitable. Whether we welcome it or not, change is accelerating across every sector, driven by relentless technological advancement and shifting societal needs.
Anyone who’s notched up a few decades in the workforce has likely weathered more than one workplace restructure. The rationale for such sweeping change is usually compelling (and not always rooted in profit) – but does a strong motive guarantee strong results? Not quite. A compelling reason is a good beginning, but it’s just a starting point.
The fact that an organisation’s most valuable asset is its people can come across as a tired cliché. However, leading through change must start with this vital truth and this is even more critical for service organisations (which account for 80 per cent of Australian employers). This includes universities, where our success relies on the contributions of our educators; the impact of our researchers; the depth of our community partnerships; and the vast network of professional staff who enable, support and promote all this activity and its outcomes.
Organisational transformation impacts every corner of the workplace, so it makes sense that to maximise its success, we need to recognise, nurture and enable the leadership potential in every employee.
Which brings me to my current preoccupation: as co-pilot of the merger of two universities (the other co-pilot being Professor Peter Høj AC, University of Adelaide Vice Chancellor and Adelaide University co-Vice Chancellor).
It’s a formidable undertaking as we deliver on our promises. We’ve redesigned and launched more than 500 campus-based programs and a suite of fifty 100 per cent online programs; hosted successful Open Days (which drew 20 per cent more guests to talks than both universities combined last year); we are rolling out individual study plans for thousands of transitioning students. We’ve unveiled our research strategy; confirmed our research centres and institutes; and transitioned over 11,000 staff to the new entity (more than 97 per cent already know their new roles and teams). We’ve been ranked among the world’s top 100 universities. This is strong progress.
We’ve researched and planned meticulously, but also had to learn and adapt on the go – and we’ve not always got it right the first time. But by prioritising genuine collaboration, two-way engagement and transparent communication, we’ve kept moving forward and the results are speaking for themselves.
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So, does this merit an (interim) pat on the back for the two co-pilots, for our senior leaders or for our entire team of leaders?
If it does, it must be for the latter.
Leadership in this transformation has not been confined to titles. Many of our influential contributors don’t have “manage” or “lead” in their job descriptions. They’re members of teams and working groups, they’re individuals contributing strategic ideas and well-considered feedback; translating the bold vision for Adelaide University into curriculum, research or a wide variety of service functions. They’re empowering each other, building on ideas, as piece by piece we collectively co-design this bold institution.
Adelaide University is not the mere joining of entities, it’s creating a whole new institution based on a premise to be better than the sum of its parts. To achieve this, we needed every member of our workforce to pitch in – enthusiastically and willingly – as co-creators. Leading with integrity and concern for each other, encouraging diverse perspectives and inviting new ideas. Creating an environment where everyone feels safe to be themselves and to contribute their best work.
This collective wisdom – drawn from thousands of subject matter experts and professional specialists – has been the cornerstone of our progress.
So how do you empower leadership and proactive changemakers across such a vast cohort? There’s not a simple answer, but here are six principles that have guided us:
1. Communicate a clear purpose
Adelaide University was established for a clear purpose that was informed by months of planning, modelling and analysis. We shared the new university’s Vision Statement with staff early (before the decision to proceed) and this is reinforced and returned to continually – motivating our people and ensuring we share a common language and purpose.
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There was never any doubt as to what we were creating together – or why we were doing it.
2. Ensure employees understand their value
True transformation begins with recognising the worth of your people. Even before Adelaide University received its ‘green light’, we committed to no forced redundancies. We knew we had extraordinary talent—and we needed every bit of it. From the outset, staff understood they weren’t just part of the process—they were essential to leading it. Trust and enthusiasm were non-negotiable, and we continue to work hard to earn both.
3. Establish frameworks for collaboration and co-creation
Encouraging feedback is meaningless without the infrastructure to support it. We established diverse forums and channels to initiate projects, gather ideas, and answer questions. The volume of input was immense, requiring robust systems to review and act on it. It was a significant investment—but indispensable for meaningful engagement and effective outcomes.
4. Prioritise ongoing, transparent communication
Transformation is rarely tidy. Multiple projects unfolded simultaneously, with many progressing in a non-linear fashion. Employees have to lead, decide, and sometimes revise decisions as new pieces fell into place. Providing information to our people in a timely and transparent way has been critical – but easier said than done in a metaphorical construction site. With so much to share and such a high proportion of our workforce balancing transformational activities with ongoing university business, making the time to engage with myriad communications can be exhausting. We’ve all needed to embrace repetition and a good dose of tolerance.
5. Foster participation and adaptability
No one was untouched by the creation of Adelaide University. For some, it became their full-time focus; for most, it was woven into their existing roles with peak co-creation periods that ebbed and flowed. Additional resources were brought in to support the change process. Managers were empowered to shift priorities, drop non-essential tasks or consolidate deliverables. People moved between teams, adapted to new roles, and balanced transformation with business-as-usual. Schedules flexed, deadlines shifted, people helped each other and were supported in the impacts on their own roles. We’ve been in it together. Yes, we’re getting a little tired, but we’re close to the finish line.
6. Break it down
This merger could only be done well, so we broke it down into pieces. This didn’t necessarily reduce its complexity, but it clarified scope and allowed us to sprint when needed across this epic marathon. We celebrate the incremental wins as well as the big milestones, and carry learnings with us. Importantly, this hasn’t been top-down: staff at all levels have been helping to shape and segment the work.
Organisational transformation is never easy. But when leadership is shared, it becomes possible – and indeed, incredibly powerful.
Professor David Lloyd is Vice Chancellor and President of the University of South Australia and co-Vice Chancellor of Adelaide University. A Dublin-born and educated chemist with a specialisation in computer-aided drug design, Professor Lloyd has positioned UniSA as Australia’s university of enterprise, reshaping the institution’s activities to better meet the challenges of today’s learners. Most recently he has co-led the creation of the new Adelaide University – the first comprehensive public Australian university to be created this century – formed through the amalgamation of the University of Adelaide and the University of South Australia.
Leadership Lens is a monthly column produced alongside the Leaders Institute of South Australia. Click here to read the series.
