AusTTA

1) Transformational Leadership - Ver 5.0
AusTTA Criteria for Certifiction of Professional Transformation Leaders
Associates, Practicing Members and Transformational Fellows
Leadership in the Transformational Reinvention of Organisations
AusTTA Associate AusTTA Practicing Member Fellow of Transformational Leadership
Aspires to become a Professional Transformation Leader Experienced Leader, able to reinvent an entire organisation Experienced Leader, able to reinvent complex organisations
Required Knowledge Area
1 STRATEGY
1.1 Customer Focus In addition to Foundation Level (Operational & Tactical): In addition to Associate level & Foundation Level Strategic: In addition to Practicing Member level:

• Use of tools & techniques eg: value proposition canvas * Design & lead Transformations based on * Refine the problem statement regarding customer
  (empowerment & to design & supervise products & services based on reconceptualising/ reinventing the customer engagement & customer empowerment
  supply chain focus) customer pains & gains. engagement processes & behaviours & understands the * Use EBM tools to design & oversee big data analytical
• Can map As-Is & To-Be customer journey & interaction complexities involved tools to obtain meaningful insights into customer needs
  processes * Can analyse costs/benefits of customer engagement & behaviours (current & future)
• Has adapted, adopted and/or leveraged CRM and/or * Analyse competitors & industry trends, understands
  other tools to improve customer engagement convergence

1.2 Strategy * See strengths/weaknesses of own organisation & the * Create a Transformation Strategy with specific * Use EBM discipline to co-create new strategies to
challenges ahead. Contributes to shaping the milestones & points of reflection balance operational reality with reinventing the business
(scenarios & Transformative solution * Use Transformation tools eg: scenario action planning, model to address the unknown/unknown
Stakeholders) * Understand and manage the complexities that PARTS coopetition model, BCG matrix * Adept with scenario modelling tools to prepare for
contribute to driving a restructure * Implement effective culture change programs future changed environments (unknown/unknown)

• Develop multiple scenarios of possible futures * Manage multiple internal stakeholders at all levels & * Align & measure internal & external stakeholder
• Identify & influence key stakeholders external stakeholders eg media, clients & suppliers attitudes. Implement an adaptive culture
• Good people & coaching skills, influences culture

1.3 Manage Risk * Understand enterprise risk management & associated * Create risk tolerance frameworks for managing risk* Set the organisations risk appetite
delegation, escalation, mitigation, measurement & through the Transformation journey using measurement * Create & enforce an organisation-wide framework to
(unknown/unknown & reporting processes in a rapidly changing environment tools - delegation & escalation processes align tolerance limits with company strategy through the
risk tolerance) * Align implementation of Transformative initiatives with * Work at C-suite level to align company strategy & risk
Transformation process
approved risk appetite appetite through major Transformational change * Analyse risk patterns that will occur through the

• Identify interdependencies & input into cross- * Manage innovation & Transformation risks in a realistic
  Transformational process, measure risk exposure
  departmental risk management processes manner including likelihood, impact, frequency (probability & impact analysis)
• Conduct risk audits associated with fundamental
  change

1.4 'Get' Disruption * Understand the relationship between a business * Co-create & apply new business models to fit changing * Co-create & implement new business models at a
model & operating model organisational requirements Board advisory level using EBM methodologies
(new technologies,

• Curious & informed about developments in * Deeply involved with emerging technologies & * Imagine, create & refine ways to exploit new
  science & business technology, science & business models & keen to apply scientific developments, able to predict possible technology solutions & scientific breakthroughs (big
  models) be part of the associated Transformation scenarios data, IoT, AI moving towards a market of one)
• Exposed to rapid Transformational growth, understand * Oversee scale-in, scale-out &/or direct funding (PE etc) * Guide Disruptors to grow extremely rapidly - financial,
  the difference between scale-in & scale-out for Disruptors legal, cultural, governance etc

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1) Transformational Leadership - Ver 5.0
AusTTA Criteria for Certifiction of Professional Transformation Leaders
Associates, Practicing Members and Transformational Fellows
Leadership in the Transformational Reinvention of Organisations
AusTTA Associate AusTTA Practicing Member Fellow of Transformational Leadership
Aspires to become a Professional Transformation Leader Experienced Leader, able to reinvent an entire organisation Experienced Leader, able to reinvent complex organisations
Required Knowledge Area
2 PEOPLE
2.1 Leadership In addition to Foundation Level - Operational & Tactical: In addition to Associate level & Foundation Level Strategic: In addition to Practicing Member level:
(capability & focus) * Experienced in some Transformations, can articulate * Identify & develop Transformation leaders * Constantly seeking the latest research into
operational vs Transformational leadership styles * Clarity of Transformational direction, planning &
Transformational leadership tools, techniques &

• Diagnose followership in a Transformation eg execution based on real-world experiences capabilities
  evangelists, engaged, alienated, conforming, pragmatic * Support capability growth through coaching & training
• Understand & can apply different models: Critical
  surviving, passive following etc * Share power & knowledge, is constantly challenging
  thinking, EBM, vertical dyad model, member exchange
• Apply critical thinking to a Transformation challenge * Coaching pipeline of identified transformation talent
  models etc
• Understands the importance of EQ and self
  reflection/transformation.

2.2 Culture/Behaviours * Comprehend the different impacts between change, * Process & inclusive thinking - manage * Apply advanced communication processes &
(communication & Transformation & BAU activities interdependencies & drive the holistic aspects of technologies to engage stakeholders in all messaging

• Use stories & metaphors to deepen understanding Transformation * Implement real-time measurement of attitudes
  change - see C.1 to C.4 throughout the Transformation journey * Implement un-biased measurement of attitudes * Translate complexity into understanding using complex
  below) * Manage difficult conversations upwards & downwards * Co-create & stress-test communication strategy & adaptive systems theory & latest behavioural thinking
• Have advanced behaviour management experience messaging for Transformation-as-usual & rapid response * Devise contextual cultural change program that will
• Openess to being coached & self development work in tandem with the transformation program
  (personal with genuine commitment/skin in the game).

2.3 Ethics & Purpose * Commit to driving & applying high ethical standards in * Get buy-in to the strategic imperative for socially * Diagnose misplaced ethical standards or malpractice as
(inclusion, integrity & Transformational & change environments * understand responsible & individual ethical decision making in part of Transformational diagnosis
how this is different to BAU activities Transformation * Co-create a Transformational vision aligned to the
clarity) * Understand social purpose, integrity (organisational & * Co-create a behavioural change program drive a step- organisations purpose & culture
individual) & inclusion as the basis for a dynamic change improvement in behaviours * Balance relationship between people, structure &
organisation culture to satisfy the "legitimate interests of not just
stockholders, or customer, or employees, but all three"

• Demonstrate compassion and understanding of the
  needs of front line workers.

2.4 Ways of working * Look into the future for a new way of working * Design, test & implement multiple model variations * Using EBM & critical thinking to select appropriate
(culture, operating * Desire to breakdown barriers: hierarchy, silos, that need to be harmonised through the transition & business & operating models
internal/external relationship understanding (suppliers, after in an adaptive world * Open the organisation to external interactions & align
model) customers), remote/on-site working, man/machine work * Develop new purpose, vision & values statements to the external environment - PESTEL

• Understand the connection between operating models * Address barriers to Transformation using modern * Engage in think tanks to shape the future & influence
  & the way people interact in a work environment methods & technologies to overcome & align. regulatory bodies where appropriate
• Create harmony after disruption

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1) Transformational Leadership - Ver 5.0
AusTTA Criteria for Certifiction of Professional Transformation Leaders
Associates, Practicing Members and Transformational Fellows
Leadership in the Transformational Reinvention of Organisations
AusTTA Associate AusTTA Practicing Member Fellow of Transformational Leadership
Aspires to become a Professional Transformation Leader Experienced Leader, able to reinvent an entire organisation Experienced Leader, able to reinvent complex organisations
Required Knowledge Area
3 IMPLEMENTATION
3.1 Measurement In addition to Foundation Level * Operational & Tactical: In addition to Associate level & Foundation Level Strategic: In addition to Practicing Member level:
(EBM, benefits tracking) * Measure, assess & report tangible/intangible benefits * Accountable to identify & deliver the tangible & * Apply rigorous EBM processes to identify & deliver
of change in an impartial & timely manner intangible benefits assumed in multiple business cases benefits associated with Transformation.

• Systematically use independent measurement * Establish robust independent tracking processes to * Use evidence-based rigour to develop business cases
  (behavioural & evidence based) to shape & monitor manage all benefits through Transformation for Transformation at Board and/or C-suite level
  change programs, recognising human-related limits in * Drive an organisation-wide evidence-based decision * Establish independent benefits tracking functions
  applying data analytics making based on historic & predictive data at all levels * Inculcate an organisation*wide culture of EBM using
  the latest tools & techniques eg CAT, 'wicked problems'

3.2 Innovation * Understand how innovation & collaboration are driving * Regular engagement with new technologies & * Drive innovation through the fabric of an organisation
(collaboration & transformative megatrends associated tools to enable organisations to reinvent eg: Cross-industry, cross-department, cross-hierarchy

• Identify entrepreneurs & organisations who are leading themselves - innovation, incubation, collaboration, * Combine appropriate mix of innovation, collaboration
  commercialisation) these changes - technology, science, organisational investing (internal/external) & commercialisation
  customer & employee centred * Critical assessment of new technologies, systems, * Drive evidence-based environments where risks,
• Recognise the benefits & differences of diversity of science & business models as they are emerging opportunities, costs & benefits are recognised & benefits
  thought * Invent new approaches to innovation, collaboration & of failure understood
  commercialisation

3.3 Compliance * Understand how profound change impacts inter- * Understand & fully comply with laws, regulations & *Comply with the spirit of the law for social change
(Governance, legal, relationships & dependencies between legal, financial, internal controls impacted by Transformational change * Liaise/ensure an open dialogue with
technical, operational, human, environmental, social in technology, science or business/operating model Government/regulators & boards the full range of
finance & tech) * Regulatory, compliance & internal controls need to be * Develop & implement governance control mechanisms compliance issues impacted by Transformation
adapted eg data & cyber security, employee best suited to manage external/internal controls at every * Establishes 'best practice' compliance oversight
management, shareholder/government obligations, stage of the Transformation processes based on data analytics for efficiently &
stakeholder reporting, compliance requirements effectively meeting regulatory requirements during the
&industry-specific regulations whole Transformational journey including changing the
rules if required.
3.4 Portfolio * Projects management capabilities including * Design & run a number of large complex programs & * Design & run extremely complex programs of
Management stakeholder engagement, communication strategies, analyse in depth to identify mistakes made Transformational change organisation-wide
organisational design, scenario planning, project * Manage projects associated with unknown * Manages all major program/project decisions based on
(incl program & project management software, benefit realisation, project technologies & unknown business models available &appropriate evidence
management) budgeting, managing resistance etc * Adept at scenario planning at a complex level eg * Create a team who can deliver on-time, on-budget, on-

• Identify & control interdependencies to align project external coopetition specification in a 'real world' complex environment
  needs with BAU activities & organisational strategies * Engaging expectations of internal and external * Managing the Board/Sponsor's expectations and
• Possible foundation PRINCE2, PMP or Managing stakeholders external stakeholders (eg: Government and suppliers)
  Successful Programmes qualification * Possible certification eg: Lean, Agile, complex program * Advanced Transformation certification - AusTTA

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1) Transformational Leadership - Ver 5.0
AusTTA Criteria for Certifiction of Professional Transformation Leaders
Associates, Practicing Members and Transformational Fellows
Leadership in the Transformational Reinvention of Organisations
AusTTA Associate AusTTA Practicing Member Fellow of Transformational Leadership
Aspires to become a Professional Transformation Leader Experienced Leader, able to reinvent an entire organisation Experienced Leader, able to reinvent complex organisations
Behaviours/Competencies
(A) PROFESSIONALISM
A.1 Technically astute Aware of digital, technical, scientific & business model Deeply aware of digital, technical, scientific & business Deeply aware of digital, technical, scientific & business
innovations. model innovations. Connects these to business benefits model innovations. Connects these to business benefits
& human values & human values
A.2 Transformational Aware of some transformation tools, processes & Use worlds best transformation tools, processes & Use worlds best transformation tools, processes &
professional techniques to maximise the benefits & minimise distress techniques to maximise the benefits & minimise distress techniques to maximise the benefits & minimise distress

A.3 Evidence Based Basic understanding of the role of evidence based Understand & apply the role of evidence based Understand & apply the role of evidence based
Decisions management & critically appraise topics (EBM, CAT) management & critically appraise topics (EBM, CAT), management & critically appraise topics (EBM, CAT),
even under pressure even under pressure

A.4 Manages teams Create strong teams, develop/mentor skills Create strong teams, develop/mentor skills Create strong teams, develop/mentor skills
development. Use modern tools to bind cross functional development. Use modern tools to bind cross functional development. Use modern tools to bind cross functional
or cross hierarchy teams or cross hierarchy teams or cross hierarchy teams

(B) BEHAVIOURS
B.1 Inspire change Relaxed when creating & leading major change Relaxed when creating & leading major change Relaxed when creating & leading major change
programs. Command respect & loyalty, they are Leaders programs. Command respect & loyalty, they are Leaders programs. Command respect & loyalty, they are Leaders
that people want to follow. that people want to follow. that people want to follow.
B.2 Embrace unknown Confident in being able to cope with the unknown. Confident in being able to cope with the unknown. Confident in being able to cope with the unknown.
When necessary, can take calculated risks & remove When necessary, can take calculated risks & remove When necessary, can take calculated risks & remove
their own safety net their own safety net their own safety net
B.3 Care & accept Comfortable with intractable problems & embracing Comfortable with intractable problems & embracing Comfortable with intractable problems & embracing
responsibility unproven solutions. unproven solutions. Manage 360o expectations in a unproven solutions. Manage 360o expectations in a
relaxed & open fashion relaxed & open fashion
B.4 Drive/sustain pace Protect people emotionally & physically during change. Protect people emotionally & physically during change. Protect people emotionally & physically during change.
Deliver on-time, on-budget multi-project programs. Can Deliver on-time, on-budget multi-project programs. Can Deliver on-time, on-budget multi-project programs. Can
cut through red tape cut through red tape cut through red tape

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1) Transformational Leadership - Ver 5.0
AusTTA Criteria for Certifiction of Professional Transformation Leaders
Associates, Practicing Members and Transformational Fellows
Leadership in the Transformational Reinvention of Organisations
AusTTA Associate AusTTA Practicing Member Fellow of Transformational Leadership
Aspires to become a Professional Transformation Leader Experienced Leader, able to reinvent an entire organisation Experienced Leader, able to reinvent complex organisations
Behaviours/Competencies
(C) COMMUNICATION
C.1 Create stories Identifies metaphor & narrative to connect stakeholders Identifies metaphor & narrative to connect stakeholders Identifies metaphor & narrative to connect stakeholders
to the ‘Why?’. to the ‘Why?’. Builds compelling stories with meaning at to the ‘Why?’. Builds compelling stories with meaning at
all levels all levels
C.2 Strong & open Over-communicate to ensure all individuals understand Over-communicate to ensure all individuals understand Over-communicate to ensure all individuals understand
. their contribution & remain engaged throughout. Active their contribution & remain engaged throughout. Active their contribution & remain engaged throughout. Active
listeners who communicate at all levels in an authentic listeners who communicate at all levels in an authentic listeners who communicate at all levels in an authentic
clear, credible & inspiring manner. clear, credible & inspiring manner. clear, credible & inspiring manner.
C.3 Simplify Use straightforward language without lessening Use straightforward language without lessening Use straightforward language without lessening
complexity. Able to bring order & simplicity to complexity. Able to bring order & simplicity to complexity. Able to bring order & simplicity to
ambiguity & complexity. ambiguity & complexity. ambiguity & complexity.
C.4 Gravitas & Always maintain executive presence & composure in all Always maintain executive presence & composure in all Always maintain executive presence & composure in all
authenticity communications communications communications

(D) PERSONALITY
D.1 Stoicism / Self Courageous, clever, curious, compassionate & creative Courageous, clever, curious, compassionate & creative Courageous, clever, curious, compassionate & creative
Awareness (5 Cs). (5 Cs). In-tune with their intuition & open to self- (5 Cs). In-tune with their intuition & open to self-
improvement. Open, warm, trusting & interested, yet, improvement. Open, warm, trusting & interested, yet,
inside are also worldly-wise inside are also worldly-wise
D.2 Critical Thinker Are unforgiving for lack of performance, obstruction or Are unforgiving for lack of performance, obstruction or Are unforgiving for lack of performance, obstruction or
lack of transparency, able to make tough decisions. lack of transparency, able to make tough decisions. lack of transparency, able to make tough decisions.
Breaks through all barriers to success in a timely & Breaks through all barriers to success in a timely & Breaks through all barriers to success in a timely &
dispassionate manner. dispassionate manner. Do not seek ego gratification dispassionate manner. Do not seek ego gratification

D.3 Ethical Are committed to social improvement & accept Are committed to social improvement & accept Are committed to social improvement & accept
responsibility for the potential negative impacts on responsibility for the potential negative impacts on responsibility for the potential negative impacts on
people’s lives people’s lives people’s lives

D.4 Passionate Inspiring & enthusiastic, whilst being considered. Long Inspiring & enthusiastic, whilst being considered. Long Inspiring & enthusiastic, whilst being considered. Long
term plans linking vision to practicality. Aware, adapting term plans linking vision to practicality. Aware, adapting term plans linking vision to practicality. Aware, adapting
easily to changing environments easily to changing environments easily to changing environments

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2) Foundation Knowledge - Ver 5.0
AusTTA - Capabilities and Behaviours Required to Achieve Foundation Level Knowledge
of Operational, Tactical and Strategic Transformation Issues
Foundation Knowledge to Actively Participate in Organisational Transformation
Operational Tactical Strategic
Wants to be successful in a transforming work environment Managing & supporting a Transformational journey Board/C-suite set strategy & oversee through Transformation
Required Knowledge Area
1 STRATEGY
1.1 Customer Focus Basic Required Awareness: In addition to Operational Foundation level: In addition to Operational & Tactical Foundation Level:

• Know, value & categorise what a customer is & link * Grasp the importance of customer centricity through * Articulate the hard & soft benefits of end-to-end
  (empowerment & work performed to customer value created any Transformation journey to provide clarity & focus customer focus to drive the Transformation journey
  supply chain focus) * Understand & design products & services based on * Understand the need to align every facet of the supply * Measure & create KPIs to be drive the customer
  customer pains & gains (empathy) chain to deliver the customer value proposition centricity of an organisation going through change
• Identify behaviors of front line workers in a customer * Identify non-customer centric behaviors & provide * Understand and apply design thinking/human centred
  centric vs non-customer centric organisation effective feedback to correct those behaviours design (outside-in versus inside-out)
• Articulate the value from different customer segments

1.2 Strategy * Link day-to-day activities to strategy & understand how * Develop effective change strategies for a business unit * Able to develop organisation level strategies that
each person contributes to it * Identify operational impacts of changing a business depart from historic business models
(scenarios & * Understand what is driving the need for fundamental model * Approve a dynamic Transformation strategy with
Stakeholders) Transformation of the business model, including the use * Use basic scenario action planning processes specific targets
of tools (eg: Porter's 5 Forces) * Recognise the interdependence of different * Use scenario action planning to develop & manage

• Develop & execute scenario action planning organisational elements & the importance of alignment strategies to deal with unknown technologies &
• Exposure to tools for managing implementation of (eg: McKinsey 7s Framework) unknown business models
  Transformation strategies (eg: RACI)

1.3 Manage Risk * Identify areas of risk operationally & where processes, * Identify & mitigate (where possible) unforeseen risks * Approve parameters & check changes in governance
tools, people or structures change associated with dynamic risk environment through the Transformation journey & in the new
(unknown/unknown & * Recognise and mitigate operational risk through a * Implement new governance processes associated with business model
risk tolerance) Transformative change including realistic escalation & delegation & empowerment * Create a realistic risk tolerance framework that will
scenario action planning * Instill new responsible reaction & escalation processes enable the Transformation
to deal with fundamental Transformation * Mandate open reporting of incidents & check

• Transparent & courageous reporting of incidents with escalation processes are reliable
  mitigation solutions

1.4 'Get' Disruption * Informed as to realistic future developments in * Understand concepts associated with changing * Have a knowledge & understanding of new
technologies & sciences with their impact on daily technologies, scientific breakthroughs & evolving technological & scientific developments to be able to
(new technologies,
operations business models assess their potential impact, challenges & benefits
science & business * Understand potential impact of these developments on * Flexible & creative in the redesign of operating models * Balance urgency with caution while being courageous
models) operating models to benefit from these developments in exploring applications & opportunities

• Encouraging of and open to the evolution of new * Open to experimentation (eg: MVP)
  technologies (eg: human-machine interfaces)

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2) Foundation Knowledge - Ver 5.0
AusTTA - Capabilities and Behaviours Required to Achieve Foundation Level Knowledge
of Operational, Tactical and Strategic Transformation Issues
Foundation Knowledge to Actively Participate in Organisational Transformation
Operational Tactical Strategic
Wants to be successful in a transforming work environment Managing & supporting a Transformational journey Board/C-suite set strategy & oversee through Transformation
Required Knowledge Area
2 PEOPLE
2.1 Leadership Basic Required Awareness: In addition to Operational Foundation Level: In addition to Operational & Tactical Foundation Level:
(capability & focus) * Understand the difference between leadership & * Understand the different pressures that emerge for * Open & supportive to the Transformation journey
management capabilities frontline & management through a Transformation * Balanced leadership with very clear thinking regarding

• Awareness of the reality of the new technologies, * Explain the difference between transactional, the outcomes expected from the Transformation
  sciences & business models with the potential to impact situational & contingency leadership * Global mindset & courage to try new ideas
  work * Develop a capability grid to be incorporated into the * Basic understanding of Evidence Based Management
• Identify capability required to adapt to the changing Transformation planning (EBM).
  operational environment

2.2 Culture/Behaviours * Communicate basic rationale, process & objectives of * Diagnose end users / customer communication needs, * Build deep & open 2-way communication
(communication & Transformation with clarity, timeliness, comprehension for both individuals & groups, through Transformation * Communicate Transformational objectives: state,
& relevance * Accountable for day-to-day operational elaborate, illustrate, exemplify
change - see C.1 to C.4 * Knows communication channels ( omni channel communication up, down & laterally * Care for and, wherever possible, protect all those
below) distribution) & the different approaches required for * Open & authentic, including when meeting resistance affected adversely by Transformation
each including the gossip network

2.3 Ethics & Purpose * Basic understanding of ethical principles & how they * Demonstrate & promote active ethical decision making * Own the organisation's 'Social Licence to Operate'
(inclusion, integrity & impact decision making through Transformative when facing the challenges of Transformation * Demonstrate & demand high standards of ethical
reinvention * Understands triple bottom line theory/practice & its behaviours & principles in decision making through
clarity) * Ability to recognise unethical behaviour and the relevance to an organisation & its people periods of rapid change
process to correct. * Understands social impact & the value of social impact * Set the process of escalation for ethical issues.
to employees & customers

2.4 Ways of working * Understand the changing landscape of work, from * Understand agile & similar change practice models * Adopt diverse & long term thinking with critical
(culture, operating traditional employee to project based / freelance modes (Prosci etc) & how the application of these models is assessment at all levels in the organisation

• Articulate challenges & benefits in this landscape changing organisational design & operating models * Willing to explore future organisational, operational,
  model) * Commit to breaking barriers in hierarchy, * Able to differentiate between behaviours & culture as business & financial models
  organisational silos, customers, suppliers & competitors well as facilitate Transformational change in both * Embrace the opportunities to transform the ways of
  working as a result of new technologies, scientific
  breakthroughs & business models

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2) Foundation Knowledge - Ver 5.0
AusTTA - Capabilities and Behaviours Required to Achieve Foundation Level Knowledge
of Operational, Tactical and Strategic Transformation Issues
Foundation Knowledge to Actively Participate in Organisational Transformation
Operational Tactical Strategic
Wants to be successful in a transforming work environment Managing & supporting a Transformational journey Board/C-suite set strategy & oversee through Transformation
Required Knowledge Area
3 IMPLEMENTATION
3.1 Measurement Basic Required Awareness: In addition to Operational Foundation Level: In addition to Operational & Tactical Foundation Level:
(EBM, benefits tracking) * Understand that uncertainty around Transformation * Identify & monitor different sources of reliable data to * Able to implement appropriate governance structures
requires ongoing monitoring & discussion based on track progress through the Transformation Journey to track implementation against Transformational goals /
available evidence * Welcome & possibly contribute to the independent KPIs (eg: Balanced Scorecard)

• Identify hard & soft potential benefits & the need to tracking & reporting of all the identified benefits of the * Monitor, measure & analyse changes in external
  monitor these to ensure delivery at an operational level Transformational journey environment & assess implications on internal strategic
  decisions & goal setting during the Transformation

3.2 Innovation * Understand technological, scientific & business model * Deep factual understanding of megatrends & potential * Trend & speed of megatrends & potential disruptive
(collaboration & megatrends & potential impact on daily operations disruptive impact on the impact on the organisation/industry

• Collaboration across all levels/silos & across industries organisation/industry/consumer * Commit to urgency & change to enable
  commercialisation) to drive positive disruptive Transformation * Knowledge of the range of Transformational future Transformational collaboration & innovation
• Clarity of need to facilitate different ways of thinking to models to adapt to the changing landscape * Review magnitude & urgency of Transformative
  enable innovation including managing failure * Remove barriers to collaboration & innovation initiatives
• Facilitate new ideas & managing possible failure

3.3 Compliance * Understand the impact on operational compliance of * List regulatory, compliance & internal control areas * Oversight of areas requiring attention (compliance,
(Governance, legal, Transformational change - way of working, organisation that need to be managed with care through the regulatory & internal controls) to then ensure
design, use of new technologies (AI, IoT, Blockchain etc) Transformation journey appropriate safeguards are in place
finance & tech) * Identify areas where external regulations & internal * Design processes to oversee external/internal * Ensure clear accountability & independent
controls (quality, safety, environmental, social)will need requirements are maintained, transitioned & embedded audit/oversight is in place & plans are
to considered in any major change program during the Transformational processes developed/implemented to minimise associated risk

3.4 Portfolio * Understand project management fundamentals, * Experience in design & running projects, able to * Oversight of complex Programs & portfolios of
Management including benefits & linkage to corporate strategy foresee areas of resistance or challenges projects/programs

• Analyse the challenges to full implementation of * Understand issues associated with being part of a * Implement appropriate control & reporting to ensure
  (incl program & project significant change at an operational level & able to broader program / portfolio environment visibility & control throughout the Transformative
  management) articulate ways of mitigating these * Link broader organisational & external BAU process
• Articulate the need for multiple but coordinated requirements to own program(s) of work * Understand organisational strategy & importance of
  change projects inherent in a Transformation alignment with large complex change initiatives

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2) Foundation Knowledge - Ver 5.0
AusTTA - Capabilities and Behaviours Required to Achieve Foundation Level Knowledge
of Operational, Tactical and Strategic Transformation Issues
Foundation Knowledge to Actively Participate in Organisational Transformation
Operational Tactical Strategic
Wants to be successful in a transforming work environment Managing & supporting a Transformational journey Board/C-suite set strategy & oversee through Transformation
Behaviours/Competencies
(A) PROFESSIONALISM
A.1 Technically astute Understand the basic principles behind emerging disruptions & the impact these disruptions will potentially have on the organisation.

A.2 Transformational Good understanding of world's best Transformation tools & techniques & the outcomes/benefits that can be achieved by using these tools & techniques.
professional

A.3 Evidence Based Good understanding of the role of evidence based management & the impacts of not following such practices
Decisions

A.4 Manages teams Good understanding of team structures & leadership of functional & cross functional teams & the role they play in developing/leading these structures & teams to deliver
sustainable high performance.

(B) BEHAVIOURS
B.1 Inspire change Good understanding of & experience in deploying change programs & the impact these can have on an organisation.

B.2 Embrace unknown Good understanding of tool & techniques to deal with ambiguity & how to leverage them.

B.3 Care & accept Good understanding of problem solving tools & techniques & how to leverage them.
responsibility

B.4 Drive/sustain pace Good understanding of the impact of pace across change initiatives & how this be managed & optimised.

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2) Foundation Knowledge - Ver 5.0
AusTTA - Capabilities and Behaviours Required to Achieve Foundation Level Knowledge
of Operational, Tactical and Strategic Transformation Issues
Foundation Knowledge to Actively Participate in Organisational Transformation
Operational Tactical Strategic
Wants to be successful in a transforming work environment Managing & supporting a Transformational journey Board/C-suite set strategy & oversee through Transformation
Behaviours/Competencies
(C) COMMUNICATION
C.1 Create stories Good awareness on how to create stories & the 'why' for a Transformation.

C.2 Strong & open Able to communicate operational issues & challenges in an open articulate manner
.

C.3 Simplify Can explain complex transformational and technological issues in simple clear comprehensible language without losing complexityissues

C.4 Gravitas & Communicate th a manner that commands respect using simple language. Listens to questions and answers openly and clearly
authenticity
(D) PERSONALITY
D.1 Stoicism / Self Good understanding of Courageous, Clever, Curious, Compassionate & Creative (5 Cs).
Awareness

D.2 Critical Thinker Able to breakdown issues and challenges into component parts to assess underlying causes

D.3 Ethical Have a clear ethical view on Transformation, technologiy changes and different operational models including the human issues

D.4 Passionate Be committed to minimising distress and maximising the benefits of Transformation. Have a strong desire to assist in the planning and implementing in a social responsible
manner

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