Media Release

Leading Australian program management and consulting firm Certus3 is continuing to expand with the official on-boarding of two new senior consultants, Erin Cairns and Melinda Young – both of which will lead the ongoing development of Certus3’s key domain areas of PMO and Business Transformation respectively.

“Our new domain leads, and senior consultants will not only drive their dedicated functions within pre-existing Certus3 programs but will more importantly continue the investment Certus3 has commenced in the development of the Certus3 PMO and Business Transition Frameworks, both of which embody our unique approach to program delivery.”

Simo Popovac, Managing Partner – Certus3

Each domain framework supports Certus3’s three differentiated program management strengths – knowledge, experience and certainty – they each provide a gateway to insights on program and change management innovation gained from the team’s carriage of some the country’s most complex IT and business integration projects.

“The program delivery landscape in Australia is littered with failed projects.  Our investment in all areas of program management, and the development and implementation of our unique approach in each program discipline reflects the confidence we have in our ability to seamlessly effect large scale change.”

Michael Devlin, Managing Partner – Certus3

Among recent innovations deployed by Certus3 is INSIGHTS360™ an online tool that provides a high level assessment of the ‘true’ program status, analysing the impact people, through their behaviours and attitudes, have on program reporting.

ABOUT CERTUS3

Established in 2007, Certus3 assists organisations manage large-scale programs of work involving wide reaching organisational change. Offering program delivery and program management consulting services, the team’s growing client portfolio includes successful Australian corporations like Woolworths, Perpetual, Asciano and Myer.

certus3.com

ABOUT INSIGHTS360™

Insights360™ is a survey-based diagnostic tool that guarantees early risk and issue detection for senior executives in charge of large and complex programs of work. The proprietary tool is used by program managers and senior executives interested in understanding the ‘true’ status of their projects.

Insights360app.com

CONTACT

Melinda Young
Certus3 PR & Communications
M: 0430 433 989
E: melinda.young@certus3.com
T: @MelCertus3

Dear Agony Aunt,

Netflix is to my DVD rental franchise what the ice age was to the dinosaur. I’m continuously fighting the tide of extinction. Any advice on how to regenerate?

Anonymous.

Dear Anonymous,

Yours is not the only business to be wrecked by seismic environmental shifts. Witness the carnage wrought on global media and telco dynasties by the hyper download speeds offered by fibre optics. Sustainable operating models need agility to anticipate environment changes and an appetite for re-invention. Except for Hollywood’s Die hard movie franchise, which continues to baffle film critics, scientists and clerics by defying mortality. Whatever future you choose, stay ahead of the environmental curve and you’ll leave your competitors for dead.

Agony Aunt.

We are in the eye of the storm of massive change in an ever-changing world: from magnetic pole shifts to earthquakes, from volcanoes to tsunamis, from the fall of various long-encumbered regimes to the birth of new democratic springs.

When leading nations and businesses fall behind in sectors where they were once the dominant players, there is a clear recognition that the status quo cannot be maintained.

To compete in an ever-changing world – organisations, including Certus 3 have become very good at evolving strategies for coping with unanticipated events, challenges and even crises – for both ourselves, as an independent organisation, and our clients.

To compete – we need to be ahead of the curve, anticipate the environmental changes that threaten our viability or offer opportunity and come up with a creative response.

One such creative response is slowly filling the skies in the UK and Mumbai where drone manufacturers and entrepreneurs, have stepped into the fray rescuing commercial enterprises whose use of traditional delivery and information-gathering services has led to disappointment.

Once the exclusive purview of the military and academia, drones are, as we speak, delivering pizzas, taking ‘selfies’ or ‘dronies’ for wealthy narcissists and performing marketing research missions.

Approximately 12% of an estimated US$98 billion in global spending on drones over the next decade will be for commercial purposes. Amazon Prime Air, Google GOOGL -3.07% Project Wing, Facebook and even NASA are all working on drone technology.

The ability for Certus3 to be agile, and to work with organisations to respond to environmental change, particularly in the cloud technology space has been critical to guaranteeing our ability to stay relevant.

The fundamental problem however, with bringing about change, even change less radical than the rise of drone technology is that most people, and organisations, want things to stay the same.

The implications of ‘wanting’ things, and effectively ‘forcing’ things stay the same in the wake of geo-political change is epitomised by the fall of Ceausescu. Instead of heeling to the winds of change Nicolae refused, effectively bringing himself and Romania undone. Gorbachev, his communist colleague, on the other hand, sensed the change and managed Russia through it – affecting an atrophy that saw a gradual breakdown of communism, and his ascendency as a political icon.

In business it is essential to recognise the aversion that many have towards change. Helping client organisations to predict, understand, prepare for and confront the inevitable with confidence is part of our ethos.

The Executive Team and a Program Manager jointly own that special space between BAU and the future.

That’s why any C-suite executive seeking the Holy Grail of transformation needs to be set for success before penning their signature to any business case for change.

Too many executive careers have been lost to good intentions gone bad.

Having spent 25 years working on complex programs of work, it’s clear to me that early risk and issue detection undertaken jointly by the Executive Team and a Program manager makes a program far more likely to succeed – regardless of your measurement of success.

Programs of work succeed where Executive Teams are inquisitive and continuously consult with and inform the change program they are driving. The best Program Managers have peripheral vision on the organisation’s needs, a factor highlighted in PwC’s recently published 4^th Global Portfolio and Programme Management Survey.

Business leaders that managed problems only once they presented used to be rewarded. Now, business leaders that can identify, rate and front-foot problems honestly and proactively with their program lead are more likely to win.

And yet how can executives get real insights into the day-to-day challenges of the program team trying to affect real transformation?

Certus3 has channeled much of its energy into developing a new and innovative diagnostic tool set which asks the difficult questions of program team members and executives, uncovering for our clients, with almost unprecedented levels of accuracy, all pre-existing risks and issues and predicting those to come.

Media Release

Leading Australian program management and consulting firm Certus3 has capped a period of substantial expansion with the launch of a new brand that embodies its unique approach to program delivery.

Highlighting Certus3’s three differentiated strengths – knowledge, experience and certainty – the fresh brand is reflected in a new website that provides a gateway to insights on program and change management innovation gained from the team’s carriage of some the country’s most complex IT and business integration projects.

‘The program delivery landscape in Australia is littered with failed projects managed by relatively anonymous advisors. Our strong new brand reflects the confidence that we and our clients have in Certus3’s capability to effect large scale change, and to rescue good intentions that too often go wrong,’ said Simo Popovac, Certus3 Managing Partner.

Among recent innovations deployed by Certus3 is INSIGHTS360, an online tool that provides a high level assessment of the ‘true’ program status, analysing the impact people, through their behaviours and attitudes, have on program reporting.‘

The obvious clarity of Certus3’s brand mirrors the certainty that they bring to the highly ambiguous situations that the team is regularly engaged to fix,’ said Chen Ryan, of Squeeze Creative, the creator of Certus3’s brand and the chief impetus for its image facelift.

‘Given the success of the work undertaken to date by Certus3 and its longevity in the market, we sought to create a look and feel for the brand that was contemporary but timeless,’ he added.

About Certus3

Established in 2007, Certus3 assists organisations manage large-scale programs of work involving wide reaching organisational change. Offering program delivery and program management consulting services, the team’s growing client portfolio includes successful Australian corporations like Telstra, National Australia Bank, Woolworths, Perpetual, Asciano, and Myer.