Learning in health
Amcal+ Life Clinic
Collegial Leadership Program, 2019 – 2020
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1. What was the objective?
This project was designed to support the transition of Amcal+ pharmacies into a new format; ‘Amcal+ Life Clinic’. Working with the 10 members of a project team, we worked towards building a common set of processes and defined concepts that would support the new pharmacy format. The key skills we developed through this program were adapting to change, mindset, coaching and feedback, leadership and enabling culture and strategy.
2. How did we do it?
Over a 10 month timeframe, we ran a series of workshops, online webinars, coaching sessions and projects that enabled the team to evolve the ‘new thinking’ required to support the Life Clinic format. We used key tools like strengths-based diagnostics to give participants a deeper understanding of how they could activate change using their specific strengths.
3. How was it integrated and what were the results?
Through the program there were key project integration points. Successful completion of these saw the learning implemented into the real world. Key projects included the rollout of the Amcal+ Life Clinic Core Values and the establishment of a Customer Concierge role; a new innovation in pharmacies in Australia.
Australian Unity
Office Relocation, Springboard, 2019
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1. What was the objective?
This project focused on supporting Australian Unity to move 1100 employees from their South Melbourne office into a custom-designed office in Spring Street. This relocation involved a move toward ‘activity-based working’ and the adoption of more advanced technological solutions. It was important to incorporate key change management messages to ensure team members were supported now and into the future.
2. How did we do it?
With a tight timeframe, we worked quickly and collaboratively with the Australian Unity team to set up this project and identify key messages. We then transformed these messages into learning assets to support the team moving into the new office. We developed videos (featuring their own employees as talent), designed and printed quick reference guides, and delivered 90-minute presentations on key information about the new building and ways of working. This workshop was slick, informative and encouraged the team to ask questions and share their experiences. The workshop covered operations, technology and emergency related information as well as strategies for managing change and transformation.
3. How was it integrated and what were the results?
We delivered 16 x 90-minute presentations over a two week period to empower all employees to be part of this new way of working. The workshops and supporting materials were well received and positive feedback came from several teams in the business. Australian Unity followed up with their teams to measure levels of engagement in response to their new ways of working.
Australian Unity
Capability Framework Assets, 2018
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1. What was the objective?
Australian Unity wanted to refresh their competency framework and Learning Management System (LMS) with a collection of modern and engaging resources, including beautifully designed documents and slick animation. The competency framework was made up of 20 capabilities and assets were required for each.
2. How did we do it?
We worked collaboratively to brand documents and format content related to their competency framework in a logical, easy to read way. We supported this with short, fresh animations that captured the human element of each of the competencies. This process involved copy editing of scripts to ensure a logical sequencing of information and fluency in voice-over delivery. We then married the script to interesting graphics and music, aligned to Australian Unity’s brand style guide.
3. How was it integrated and what were the results?
New content was integrated into Australian Unity’s LMS to support existing material, modernising the look and feel for greater user engagement.
Bendigo Health
ED Leadership Day: Culture Building, 2021
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1. What was the objective?
The Bendigo Health Emergency Department wanted to better understand and build on their existing culture. To achieve this, we brought the Leadership Team together for a full Leadership Day workshop to capture, celebrate and share the values that drive the department.
2. How did we do it?
By collaborating with different leaders in the department, we developed a face-to-face workshop for the entire Leadership Team. On the day, we engaged leaders in creative activities that allowed them to reflect on and discuss the department’s values and vision. From the information that came from each activity, we were then able to create a Culture document that provided a clear illustration of the vision, values and culture of the department.
3. How was it integrated and what were the results?
We presented the workshop in person, analysed the responses to each activity, then used the data to build the Culture document. This document has now been shared with each Leader and integrated into the department’s Culture and onboarding resources. It is used to clarify values for current team members, help leaders maintain those values in their teams, and to welcome new members of the department.
Bupa
Cyber Conscious Leadership, 2020
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1. What was the objective?
Working with Bupa, we designed one workshop and a series of eLearning modules centred around cyber security. This security program supported Bupa employees, from senior management to team members, to expand their awareness of online safety, instil a cyber security culture in their teams, and protect Bupa in the online world.
2. How did we do it?
We created a user-friendly program and focused on making some of the complex, technical content simple and easy to understand. The quality of the learning, particularly the technical elements of the program, were strengthened by a close working relationship with Subject Matter Experts. The content was then brought to life through case studies, interactives, and animations throughout the modules, while the workshop activities allowed leaders to dig deep into how they, their team and the organisation can enhance their security at work.
3. How was it integrated and what were the results?
The workshop was facilitated internally by Bupa before the complementary modules were delivered to participants to develop their understanding of security. The modules allowed Bupa to grow the capabilities of their leaders and team members through self-paced learning, rather than a full series of workshops – and in doing so, improve cyber security across the organisation.
Bupa
Building a Data Culture, 2019 – 2020
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1. What was the objective?
As part of a project to communicate the importance of building a data culture at Bupa, we worked with the team to develop four modules. These modules supported the growth of data intelligence across the organisation. Two of the modules were organisation-wide, designed for all team members to have a consistent understanding of how to use data, and two modules were for a more advanced audience.
2. How did we do it?
Over a four-month period, we worked with the Bupa team to co-create four modules. We needed to understand the types of data Bupa collect and how it is used, stored and understood. We also curated a series of case studies, so the Bupa team could fully understand the advantages of good data use for organisations. The advanced modules focused on the science of data and were designed for Data Scientists and Analysts at Bupa. The four-part series contributed to the Data Governance learning approach at Bupa.
3. How was it integrated and what were the results?
To go with each module, we designed an integration map and communication plan that showed leaders how they could support the learning for each of their team members. This allowed Bupa to grow their data culture without having to run workshops on the topic. These resources captured key messages and communication methods for rolling out the Data Governance approach across the organisation.
Bupa Dental
eLearning Module Development, 2018 – 2019
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1. What was the objective?
We were engaged by Bupa Dental to develop their operational handbooks into engaging, user-friendly eLearning modules. These modules were about creating a quick and easy reference to highlight important aspects of operations and the patient experience. This meant a standard could be set across the practices to bring consistency and enhance performance.
2. How did we do it?
We created short and engaging animations to kick off the modules – using a playful narrative and characters to communicate the main messages. The more critical, process-driven elements were then organised in graphically-friendly ways in the eLearning. The eLearning also linked out to templates (and other helpful documents) to show what tools were required for success. Keeping the eLearning lean and clean, with graphic elements from the animation throughout, helped to create a smooth, user-friendly experience.
3. How was it integrated and what were the results?
The animations and eLearning were important to Bupa Dental’s 2019 conference – setting the tone for high performance and consistency. By launching here, leaders could go back to their individual practices and use the animations and eLearning to inspire and educate their teams. This means Bupa Dental teams across Australia have a consistent standard for managing operations and the patient experience successfully.
Gateway Health
Build Resilience, 2022
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1. What was the objective?
Resilience is a core skill to help team members face challenges and change. The objective of this project was to facilitate a learning experience that would give participants the tools to make long-term behavioural changes, cultivate grit, and flip their mindset.
2. How did we do it?
Using contemporary models and theories around resilience and grit, we facilitated a 2 hour virtual workshop. During the workshop, we explored the application of the key learnings and put them into practice through a range of engaging activities.
3. How was it integrated and what were the results?
Through reflections and facilitator-led discussions, participants examined the challenges they were facing and how they could overcome them. Using break out activities, participants began to apply the models and theories discussed, and looked at how they could take these teachings back into the workplace with them. The team left the workshop with a range of strategies and insights they can apply in their day-to-day to build their resilience.
Get Skilled Access
Onboarding of Paralympians for New Programs, 2018
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1. What was the objective?
Get Skilled Access, a start-up working with organisations to normalise disability and improve accessibility, needed resources to support interactive workshops led by Paralympians with their clients. They also required authoring and development of online learning to complement these workshops.
2. How did we do it?
We designed both a high-level agenda Get Skilled Access could provide to their clients and a detailed agenda for facilitators to deliver the workshops with confidence. This was supported by a slide deck and a guide for activities – so facilitators could make the workshop more hands-on and interactive. We created 90 minutes of online learning using Hype, featuring ‘click and reveal’ technology and lots of user-friendly visuals to deliver the Get Skilled Access message.
3. How was it integrated and what were the results?
We set up and integrated Get Skilled Access’s online learning into their Learning Management System, which clients are using with students to support workshops or as a standalone option for education around disability and accessibility. Feedback on the content has been positive with its clear, straightforward tone working well with big retailers and corporates.
Health & Happiness Group – SWISSE
Think Like a Disruptor Program (TLAD), 2021
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1. What was the objective?
H&H had identified a need to integrate agile ways of working into the business – from the way the team works to a focus on innovation to achieve their strategic objectives. We partnered with the P&C team to build innovation capability that enabled the team to do things first and do things fast, fostering the Think Like a Disruptor (TLAD) and Think Like An Owner (TLAO) mindsets.
2. How did we do it?
In a series of 2-hour virtual masterclasses, we accumulated tool-based approaches to allow participants to innovate and solve problems within their role. Tools such as Convergent and Divergent thinking, Double Diamond, Human Centred Design, Cognitive Flexibility and Outcome-Driven Collaboration were explored in each session with time to practice using relevant workplace scenarios. At the end of each Masterclass, participants were provided with examples of case studies of organisations successfully using the tool and application activity to continue their personal exploration.
3. How was it integrated and what were the results?
This program was a part of a broader organisational strategy, including both a Hackathon which resulted in an event called DISRUPTV – Shark Tank (please see previous case study called Health & Happiness Group – SWISSE DISRUPTV – Shark Tank, 2021)
Health & Happiness Group – SWISSE
DISTRUPTV – Shark Tank, 2021
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1. What was the objective?
DISRUPTV was a live-streamed TV-style event created to air a Shark Tank TV Show that saw three teams pitch ideas to a panel of judges. The TV show is part of a broader focus on innovation that created a ‘Think Life A Disrupter’ culture within the H&H business.
2. How did we do it?
Over three hours we produced a series of interactive TV segments all themed around innovation. The multimedia was produced to feel like a Shark Tank, TV ‘Advertisements’ were introduced, and two hosts anchored the session. Audience polling was used to interact with the audience and use live data for a dynamic TV show style feel.
3. How was it integrated and what were the results?
The TV show was a cornerstone event; it allowed three ‘hack teams’ to present their ideas for business support. One idea was awarded Shark Tank funding. This project was then moved into project execution within the H&H business. DISRUPTV will continue to feature as an internal ‘innovation’ channel throughout each year.
Health & Happiness Group – SWISSE
Induction Program, 2020
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1. What was the objective?
H&H approached us to re-imagine two existing Risk Training presentations into two interactive eLearning modules. This would allow the Risk Training to be more accessible for the business and completed at any time, rather than needing to attend a virtual session or watch a recording.
2. How did we do it?
We used Articulate Storyline to build two interactive modules that showcased the content of the existing presentations. Content and structure remained the same, but we increased the engagement by incorporating interactive elements throughout that kept the learner interested.
3. How was it integrated and what were the results?
The modules were housed in H&H’s Learning Management System and launched to the business. This allowed them to gather information and data on access and completion rates. It gave H&H a more sustainable and efficient method to share their Risk Training into the future.
Health & Happiness Group – SWISSE
Induction Program, 2020
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1. What was the objective?
The aim of this project was to produce an informative induction journey for each Health & Happiness Team Member. The modules needed to convey important knowledge like brand understanding for the SWISSE and Biostime brands, along with company standards, code of conduct, harassment and bullying, and essential information on culture initiatives that the business lives and breathes by.
2. How did we do it?
We produced eight eLearning modules to support the induction journey for new Health & Happiness Team Members. Each module was created in collaboration with a Subject Matter Expert from H&H to guide on topic development. The modules were designed as ‘micro-learning’ at 7 to 10 minutes long and only included essential information using both animation and interactive slides. Animation was used to bring life to the content and offer an inspiring story, illustrating the learning in action.
3. How was it integrated and what were the results?
The modules were launched in the H&H Learning Management System and integrated into each new employee’s onboarding journey. Modules that were relevant to particular employees, based on their job role, were selected as part of this onboarding journey. These modules are part of a larger holistic onboarding approach – to ensure it isn’t just ‘tick and flick’ but rather an onboarding experience that truly sets a new team member up for success.
Health & Happiness Group – SWISSE
Leadership Collective Program, 2020 – Ongoing
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1. What was the objective?
Bringing together the 75 leaders of SWISSE, this program was designed to build a forward-thinking leadership culture, with a focus on leadership brand, feedback and coaching, leading a growth mindset, and developing and empowering employees. The program was developed using the aspirational tone of the SWISSE culture to keep it brand aligned.
2. How did we do it?
Over the course of the 8 month program, we designed and delivered a series of modules that supported the development of key leadership capabilities. The program was built around a learning loop formula, where each capability would be applied through a series of stages from understanding and implementation through to application and reflection. Each module was delivered using different modes of learning, including pre and post work application tasks, eLearning modules, animation and workshops delivered face to face and online.
3. How was it integrated and what were the results?
The program was integrated as part of a broader leadership development initiative. This meant that this program was a collaboration that worked in partnership with Emma Murray, a mindset coach, and a team of innovation experts at Naked Ambition. This integrated model meant the participants could access expertise from a variety of different people to get the result they were looking for.
Sigma Healthcare
Virtual Pharmacy Assistants Annual Conference (PAAC), 2020
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1. What was the objective?
Sigma Healthcare is working with their franchise partners to transition selected Amcal+ pharmacies into a holistic health model. ‘Amcal+ Life Clinic’ brings pharmacy and allied health under one roof and sets a benchmark for the provision of whole-health solutions. This project supports the re-education of all Amcal+ employees, so they understand how to put the patient at the centre and build quality end-to-end customer experiences.
2. How did we do it?
Over a series of consultations, we shaped the Amcal+ Life Clinic ‘excellence formula’. We defined three key areas: ‘Team Excellence’, ‘Customer Excellence’ and ‘Operational Excellence’. Team excellence focuses on how the team work together and how we lead. ‘Customer Excellence’ covers how we need to put the customer at the centre and provide whole health solutions. ‘Operational Excellence’ encompasses systems and processes and the running of the pharmacy’s backend. Once we defined these three areas, we built a robust learning path for each – comprised of eLearning modules and animation. We focused on the ‘why’ to inspire change and shift behaviour.
3. How was it integrated and what were the results?
Each piece of learning was integrated into a structured learning journey completed by each pharmacy team member. Each area of excellence took one month to fully complete; this gave enough time for learning the knowledge, practising the skill and building the new behaviour. The excellence formula was also integrated into a leadership program that each pharmacy owner completed to enable the next step of coaching and leading excellence.
Sigma Healthcare
Virtual Pharmacy Assistants Annual Conference (PAAC), 2020
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1. What was the objective?
The Pharmacy Assistant Annual Conference is normally a face to face event for 500 participants. In 2020, we moved it to a virtual format and enabled a ‘log in from anywhere’ ethos. In the week-long event we delivered essential skills and knowledge that would improve the capability of pharmacy team members. The virtual conference covered topics like customer loyalty, leadership, pharmacy culture and mental health.
2. How did we do it?
Using a purpose-built online platform to create a conference destination, we crafted a week-long journey that combined live events, pre-recorded videos and self-directed learning. To give each of the online events the excitement of an in-person experience, we had a master of ceremonies hosting each experience. The live Q&A session allowed participants to ask questions and seek expertise, and all of the events were supported with online resources for implementing the learning back on the job.
3. How was it integrated and what were the results?
By using an application-based formula where conference sessions were supported by pre and post activities, we were able to see application of the learning over the week. The involvement in Q&A sessions and the overall participant rate confirmed that the virtual format worked for the audience.
