on the particular Leader/Divisional Chief. Some are incredibly comfortable with this concept, whereas others have more of a challenge. Interestingly, the QSuper thumbprints (heritage organisational cultural realities), spoke to a clear hierarchical structure, with team members very respectful of status. This is similar to many public service departments/organisations. The Sunsuper thumbprint however spoke to an easily accessible leadership team (no offices, hot-desking, everyone sat together), as well as values such as candour where speaking plainly was actively encouraged. At ART there is clear intent to invite voices and welcome opinions for all. This is something we continue to work on as an organisation as we lay the foundations following the merger. 7.
I imagine the initial change was difficult to begin with, so what were the most important strategies implemented to overcome these challenges? The initial change from full time office attendance was solely due to Covid,
so the strategies used were similar to many other organisations going through this process. Over the past 4 years, there have been some ad-hoc
attempts to formalise hybrid working processes, however as both organisations were preparing to merge during this time, it simply wasn’t a priority. Questions about measuring success
8.
Would ART be able to reshape their hybrid work model? This would be out of scope. A key differentiator of ART as an employer, particularly in Financial Services is that we don’t mandate days in the office for our team members. We also have member-facing teams so would be unfair to allow permanent remote working for other teams/Divisions. Semi follow up question, how would ART look to measure success? We would be open to recommendations on this. We are not yet at a stage where we could accurately determine appropriate measures. 9.
How does ART measure their unit-level success? Not sure what this means? We do have scorecards that reference a range of measures, including
a.
Cost to income ratio
b.
Merger Benefits
c.
Customer Satisfaction
d.
Pension Inflows
e.
Investment Performance
f.
New Business
g.
External Rollouts
h.
Leader & Team Effectiveness
i.
Risk Culture
10.
How well did ART use its available resources to meet their objectives and how were these measured (staff, money, etc.)? This is referenced in the ‘Cost to income ratio’ and ‘Merger Benefits’ scorecard measures which are
tracked and reported on quarterly
11.
What were the main opportunities and threats faced by ART during the transformation process? (I assume the student means when moving to the
current flexible working system) The current system is a natural flow on from the initial Covid impacts. We dealt with the same issues that other financial services organisations did, however with the merger occurring at the same time, throughout 2022, the choice of work locations (in Brisbane at least) was:
a.
Remote
