NINE OCEAN Consulting

Making a difference

Having worked in numerous organisations across many industry sectors for more than 30 years, I've witnessed initiatives that delivered the necessary benefits, that exceeded expectations, and ones that failed miserably. I've observed people leading change make the mistake of oversimplifying complex solutions, and overcomplicating things that should have been straightforward. With my experience, I founded my consultancy practice, Nine Ocean, recognising that the correct focus and effort at the right time not only saves time and money but also results in significantly improved outcomes. Peter Weir Director / Principal Consultant
Contact me

Why is it so hard to get the outcomes you need?

Common problems or mistakes...
  • Not having a clear description of what you are trying to achieve and how you want things to be in the future.
  • Assuming the implementation of a system, process or structure will fix performance issues or problems with the way people work.
  • Not understanding what is critical to success, what will inhibit success, and the differences between the two.
  • Reducing a problem to one or two dimensions without considering the relationship to other parts of the wider system or environment.
  • Starting with untested assumptions and guesses because it's believed to be too hard or time-consuming to get better information.
  • Not understanding the foundations that need to be in place for the change to be successful.
...Leads to
  • Making changes but not seeing the improvements you thought you would.
  • Failing to capitalise on the opportunity and investment by only achieving immediate or superficial outcomes, rather than moving towards your vision for the future.
  • Unintended consequences and negative flow effects in other areas, including breaking the things that work.
  • People being resistant to new processes and ways of working, or reverting to old ways of doing things over time.

It's all about clarity

Why
Ensuring there is clarity on what you are trying to achieve in the bigger picture (What are you working towards?)
  • The vision and future you are trying to create
  • A future state that describes the organisation that delivers on your vision. It goes beyond just your goals and pain points to be addressed. It describes: "How you work", "What you know", and "What you have accomplished"
What
Ensuring you are clear on WHAT you are trying to achieve with the current changes or project
  • The specific benefits you are looking to achieve and how these will be measured
  • The problems you are looking to solve and the root causes of these
How
Being clear about HOW you will approach and manage the change
  • Ensuring what is planned is the right answer to the problem, or is the answer that will lead to the outcomes / benefits required
  • Ensuring the plan is practical and achievable, taking into account what you do and don’t know

Nine Ocean: The right tools for the job

Change leader mentoring and coaching
Pragmatic coaching and mentoring for people leading change in your organisation; whether they are formally trained in change management, new to leading change, or do it infrequently Providing clarity on the "why" of change management and its components, including how and when they should be used
Guiding principles
The principles that will be applied to plans to ensure consistency and that we are moving towards the future state
Change ROI assessment
Clarifying what you can achieve through technical implementation (systems, processes, and structures) and what is dependent on people’s behaviours, adoption, and working differently.
Problem assessment and understanding root causes
Ensuring problems have been correctly identified and substantiated, root cause and underlying factors are understood, and solving the specific problems will actually address critical pain points or capitalise on an opportunity
Horizon mapping
Mapping activity across a series of phases or “horizons” based on what is achievable given what you know and current levels of maturity. Updating plans at each horizon plans to reflect changes in the environment and what we have learned
Vision and future state development
Assistance with unpacking your vision for the future and the future state that delivers on that vision
Transformation strategies and plans
Defining pragmatic strategies and plans, including agreement on the approach, the role of key players, and measures of success
Assessment of transformation strategies and plans
(Where strategies or plans have already been developed) Assessing what is planned to ensure the approach is robust, is addressing the right things, and properly considers potential unintended consequences
Benefit realisation measurement and management
Clarity on the benefits to be delivered. Understanding the importance of contributing factors and indicators of improvement, and how to measure and manage benefit realisation when baselines and hard measures are not available
Discovery sessions
Robust structured approach for early engagement and scoping, to ensure key voices are heard and inform the change as early as possible
Pre-mortems
Structured assessment of critical likely causes of failure – used to identify key risks, gaps or overly optimistic planning

Testimonials

“Peter is extremely good at all aspects of what he does. He is a fabulous strategic thinker, always seeing the bigger picture from a different point of view coupled with a really calm and practical way of dealing with any situation. He can walk into a room and understand the lay of the land quickly, dealing with new ideas and concepts with ease.”
“What has impressed me about Peter is his ability to look beyond the obvious in order to develop the correct solution, to challenge the approach taken where the needs of all stakeholders are not being considered, always coupled with an unbiased and inclusive approach to his work.”
“Encouraging new ideas and diversity of thought is an aspect that makes him an inspirational leader. This is combined with a calm, pragmatic approach when faced with challenging situations, a skill that I have come to appreciate.”
“Peter has a rare knack for insight. He is very quick to pick up on the subtleties in problems and transform them into something you can understand.“
“Peter has exceptional ability in working across multi-disciplines and connecting his knowledge across these in ways that create new understandings and connections. He is also extremely creative and brings different perspectives to bear on our work - which adds huge value to our clients and to our thinking.”

Peter Weir

Director / Principal Consultant
I am an experienced business transformation, change management, and strategy and implementation consultant. I work with executives and change leaders to ensure they achieve benefits and transform how they operate, building their capabilities and skills, so they are able to execute the strategy. I have been lucky enough to build extensive experience working with hundreds of organisations across nearly every industry and sector. My experience includes government, local government, education (secondary, tertiary, and industry training), manufacturing, telecommunications, and transportation. As a cross functional specialist, my multidisciplinary knowledge and experience means I can ensure your success. I can help you be certain your organisation will get the results intended from the investments made. The more complex and challenging the situation is the better!
Current and Recent Projects
Client
Review of administration function
Tertiary institution
Transformation strategy SME and tech presentation lead (pitching to Asia-Pacific Funding Authorities)
Ai Technology Company
CEO, Director, Operations Manager, and Improvement manager coaching and mentoring
Various organisations
Leadership team culture and communication
HR Function
Policy review and consolidation
International training provider
Portfolio and project discovery sessions
Numerous projects
Divisional operating model review
HR Function
Critical payroll incident debrief and recommendations
Payroll Department
Supporting paper: Establishing a CMO (Change Management Office)
Government Department
Transformation Lead
Facilities and Infrastructure Company
IT project brief review and assurance
Construction Industry Supplier
Portfolio management support
Tertiary Institution

Nine Ocean Delivers

  • Confidence that your path will lead to success
  • Making aspirational goals achievable
  • Greater buy-in and more robust solutions
  • Clarity and structure on the path to your intended outcome(s)
  • Easier change management and communication
  • Improved trust from key stakeholders
  • Better informed decisions about the reality of what will be delivered, when, and/or the effort required to achieve “what was in the business case”
  • Improved business ownership
Let's talk
It starts with a conversation about what you are looking to achieve, and the things you are currently doing. I’ll provide initial feedback on the approach and let you know straight away if there is anything I would suggest. After an initial meeting I can submit a proposal or offer an ongoing rate depending on your needs. Contact me to arrange a time to talk.
Contact
Copyright © All rights reserved.